TOURISM Guidebook FOR LOCAL

GOVERNMENT UNITS
Copyright © 2014
By Department of Tourism
Department of the Interior and Local Government Department of Environment and
Natural Resources Development Academy of the Philippines
This knowledge product is produced through the collaboration among the Department of
Tourism (DOT), Department of the Interior and Local Government (DILG) and
Department of Environment and Natural Resources (DENR) with the funding support
provided by the Government of Canada thru the Local Governance Support Program for
Local Economic Development (LGSP-LED) project and the United Nations
Development Programme (UNDP) thru the Biodiversity Partnership Project (BPP) and
the Center for Governance of the Devepopment Academy of the Philippines (DAP).
Please direct your subscription and inquiries to the:
Office of Tourism Planning, Research and Information Management Department of
Tourism 5th Floor, 351 DOT Building, Sen. Gil Puyat Avenue, Makati City 459-5200 loc
506 [email protected] www.tourism.gov.ph
ISBN 978-971-91303-9-0
This Guidebook is owned jointly by the DOT, DILG, DENR and DAP, with each party
having royalty free non-exclusive and irrevocable license to use, publish, copy,
reproduce or distribute the work for government or public purposes.

Getting started...
Do you think your city, municipality, or province has potential for tourism
development that you want to harness?
Is tourism a thriving industry in your locality and you want to take better
advantage of it?
Do you currently observe undesirable impacts of tourism in your area that
you want to manage or control?

Then this Tourism Guidebook is for you.

Acknowledgment
The development of this Tourism Guidebook would not have been possible without the initiative and
collaboration of the Department of Tourism, Department of the Interior and Local Government, and
Department of Environment and Natural Resources, with vital funding support provided by the
Government of Canada thru the Local Governance Support Program for Local Economic Development
(LGSP-LED) project and the United Nations Development Programme (UNDP) thru the Biodiversity
Partnership Project (BPP).
This project owes its completion to the following members of the Technical Working Group (TWG) for the
Development of Tourism Guidebook for Local Government Units and to the consultants and project staff
from the Development Academy of the Philippines.
Department of Tourism
• Tourism Development Planning
Rolando Cañizal- Assistant Secretary
• Office of Tourism Planning, Research and Information Management
Milagros Say – Officer-in-Charge Warner M. Andrada- Chief, Planning and Product Development Division
Leni I. Pajarillo- Project Officer, Planning and Product Development Division
Department of the Interior and Local Government
• Bureau of Local Government Development
Anna Liza F. Bonagua, Career Service Executive Eligible (CSEE) - Director Dennis D. Villaseñor -
Assistant Director Maria Matilde Go - Division Chief, Local Fiscal Resource Development Division
Luzviminda L. Fortaleza - Local Government Operations Officer V
Department of Environment and Natural Resources
• Biodiversity Management Bureau
Theresa Mundita S. Lim - Director Meriden E. Maranan - OIC-Chief, Nature Recreation and Extension
Division Rochelle Cervantes – Ecosytems Management Specialist II
Development Academy of the Philippines
• Project Management Team
Magdalena L. Mendoza – Senior Vice President for Programs Imelda C. Caluen – Managing Director,
Center for Governance Lilibeth L. Coronado – Project Supervising Fellow Kim Dyan A. Calderon – Project
Manager Eugen R. Bunao – Deputy Project Manager Ashley May Alison M. Monsanto – Project Staff
• Writers
Julie Catherine D. Paran, PhD. Donna Paz T. Reyes, PhD. Rodrigo P. Millares, Jr. Kim Dyan A. Calderon
Lilibeth L. Coronado
• Peer Reviewer
Architect Maria Lisa V. Santos
• Copy Editor
Jeremaiah M. Opiniano
• Graphics and Lay-out Artist
Rodolfo R. Dela Cruz
Donors
• Government of Canada through the Local Governance Support Program for Local Economic
Development (LGSP-LED)
Francis E. Gentoral – Field Director Ramon A. Alampay, PhD. – Program Manager Sylvia Bagadion-
Engracia - Gender Equality Adviser Veronica Paula C. Manzon - Specialist, Business Friendly and
Competitive LGUs
• United Nations Development Programme (UNDP) through the Biodiversity Partnership Project
(BPP)
Jose M. Regunay - Project Manager Joy Reyes-Eugenio - Project Officer
Special thanks are given to the Local Chief Executives, Local Planning and Development Officers,
and the Local Tourism Officers and representatives of the following LGUs who participated in the
focus group discussions and pilot-testing activity for this project:
Provincial Government of Batangas City Government of Lipa Municipal Government of San Nicolas
Municipal Government Lobo Municipal Government of Nasugbu Municipal Government of Mabini
Provincial Government of Bohol City Government of Tagbilaran Municipal Government of Panglao
Municipal Government of Catigbian Municipal Government of Tubigon Municipal Government of Pilar
Municipal Government of Maribojoc Municipal Government of Danao Municipal Government of Dauis
Provincial Government of Davao del Norte City Government of the Island Garden City of Samal Municipal
Government of New Corella
Provincial Government of Compostela Valley Municipal Government of Mabini Municipal Government of
Nabunturan
Provincial Government of Negros Occidental City Government of Bacolod City City Government of Bago
City Government of Talisay City Government of Sagay City Government of Sipalay City Government of
Silay City Government of San Carlos City Government of Victorias City Government of Kabankalan
Municipal Government of Pulupandan Municipal Government of Don Salvador Benedicto Municipal
Government of Calatrava Municipal Government of Murcia

List of Acronyms and

Abbreviations
AIP Annual Investment Plan ASEAN Association of Southeast Asian Nations BLGD Bureau of Local
Government Development BMB Biodiversity Management Bureau BOT Build-Operate-Transfer BP
Business Plan BPP Biodiversity Partnership Project CDP Comprehensive Development Plan CDs Cluster
Destinations CENRO Community Environment and Natural Resources Office CESO Career Service
Executive Officer CIDA Canadian International Cooperation Agency CLUP Comprehensive Land Use
Plan CPDO City Planning and Development Office DA Department of Agriculture DAO Department
Administrative Order DAP Development Academy of the Philippines DAR Department of Agrarian Reform
DBM Department of Budget and Management DDF Destination Development Framework DENR
Department of Environment and Natural Resources DFA Department of Foreign Affairs DILG Department
of Interior and Local Government DILG Department of the Interior and Local Government DOF
Department of Finance DOT Department of Tourism DOT-ROs Department of Tourism-Regional Offices
DRRCCA Disaster Risk Reduction and Climate Change Adaptation DRRM Disaster Risk Reduction and
Management DRRMC Disaster Risk Reduction Management Council EDP Economic Development Plan
EIA Environmental Impact Assessment ELA Executive Legislative Agenda EO Executive Order ETC
European Travel Commission GAD Gender and Development GAM Goal Achievement Matrix GIS
Geographic Information System GREAT Women Gender Responsive Actions for the Transformation of
Women HLURB Housing and Land Use Regulatory Board JICA Japan International Cooperation Agency
JMC Joint Memorandum Circular KSA Knowledge, Skills and Attitudes LAC Limits of Acceptable Change
LCCAP Local Climate Change Action Plan LCE Local Chief Executive LDC Local Development Council
LDIP Local Development Investment Plan LDRRMP Local Disaster Risk Reduction and Management
Plan LGC Local Government Code LGOO Local Government Operations Officer LGSP-LED Local
Governance Support Program for Local Economic Development
LGU Local Government Unit LPC Local Planning Committee LPDO Local Planning and Development
Officer LTO Local Tourism Officer M&E Monitoring and Evaluation MC Memorandum Circular MCW
Magna Carta of Women MGB Mines and Geosciences Bureau MICE Meetings, Incentives, Conventions
and Exhibitions MPDO Municipal Planning and Development Office MRF Materials Recovery Facility
NAIA Ninoy Aquino International Airport NEDA National Economic Development Authority NGA National
Government Agency NGO Non-Government Organization NIPAS National Integrated Protected Area
System NPAAAD Network of Protected Agricultural and Agri-Industrial Development Areas NTA National
Tourism Act NTCC National Tourism Coordination Council NTDP National Tourism Development Plan
NTPCMU National Tourism Program Coordination and Management Unit OA Objective Analysis OIC
Officer-in-Charge P/C/MPDC Provincial/City/Municipal Planning Development Coordinator P/C/MPDO
Provincial/City/Municipal Planning and Development Office PA Problem Analysis PADI Professional
Association of Diving Instructors PAMB Protected Area Management Board PASU Protected Area
Superintendent PD Presidential Decree PDP Philippine Development Plan PDPFP Provincial
Development and Physical Framework Plan PENRO Provincial Environment and Natural Resources
Office PhD Doctor of Philosophy PHILGBC Philippine Green Building Council PIDWWO Pamilacan Island
Dolphin and Whale Watching Organization PIUs Project Implementation Units PNTDP Philippine National
Tourism Development Plan PO People‘s Organization PPAs Programs, Projects and Activities PPDO
Provincial Planning and Development Office PPP Public Private Partnership PTO Provincial Tourism
Office RA Republic Act RTCCs Regional Tourism Coordination Committees RTPMUs Regional Tourism
Project and Management Units SB Sanggunian Bayan SCDs Strategic Cluster Destinations SDA
Strategic Destination Areas SOCA State of the City Address SOMA State of the Municipality Address
SOPA State of the Province Address SP Sanggunian Panlalawigan/Sanggunian Panlungsod STMP
Sustainable Tourism Management Plan SWOT Strengths, Weaknesses, Opportunities and Threats TBP
Tourism Promotions Board TDA Tourism Development Areas TDC Tourism Development Cluster
TDP Tourism Development Plan TEZs Tourism Enterprise Zones TIEZA Tourism Infrastructure and
Enterprise Zone Authority TOWS Threats, Opportunities, Weaknesses and Strengths TPC Tourism
Planning Committee TS Tourism Site TSMLGU Tourism Statistics Manual for Local Government Units
TWG Technical Working Group UNDP United Nations Development Programme UNWTO United Nations
World Tourism Organization USAID United States Agency for International Development USP Unique
Selling Point WTO World Tourism Organization WTTC World Travel and Tourism Council
Introduction
Tourism comprises the activities of persons travelling to and staying in places outside their usual
environment for not more than one consecutive year for leisure, business and other purposes not related
to the exercise of an activity remunerated from within the place visited.
Tourism development and promotion are among the functions of Local Government Units (LGUs) as
mandated by the Local Government Code of 1991 (RA 7160). As local governments shifted to more
participatory forms of development governance, they were also encouraged to enjoin other stakeholders
in local tourism development and promotion.
The National Tourism Act of 2009 (RA 9593) encourages LGUs to ensure they prepare and implement a
tourism development plan, enforce standards and collect statistical data for tourism purposes. Local
tourism development plans should integrate zoning, land use, infrastructure development, the national
system of standards for tourism enterprises, heritage and environmental protection imperatives in a
manner that encourages sustainable tourism development. The plans should also take into account
gender considerations as well as disaster risk reduction and climate change adaptation principles.
Beyond this, the Tourism Act emphasizes that Tourism development is a shared responsibility of both the
national and local governments. Thus, the DOT, DILG and LGUs shall integrate and coordinate local and
national plans for tourism development. The role of TPB and the TIEZA is also vital in that they are
mandated to promote and assist LGUs which successfully adopt and implement their tourism
development plans.
LGUs, particularly those identified as priority Tourism Destination Areas, also need to understand the
following key tourism planning concepts which served as basis for the Destination Development
Framework used in the the National Tourism Development Plan (NTDP) 2011-2016:
• Tourism Sites (TSs) are the specific places which tourists come to see and experience. A TS may be
an existing natural attraction (volcano); an area of natural scenic beauty (national park); or man-made
attraction (heritage structure, beach/golf resort). It can also be a site or area for potential development or
enhancement for tourism such as a green field site for a new resort, or a coastal area, which could be
designated as a marine park.
• Tourism Development Clusters (TDCs) are identified and delineated using the following criteria:
existence of a sufficient number and range of tourism sites with capacity to meet long term development
possibilities; topographical features; contiguousness of land masses; geographical size – large enough to
contain extensive range of potential tourism products/ experiences; location of ―gateway‖ centers and
cities; location of significant brand/unique features and/or ―world class‖ attraction; robust, sustainable
environmental base; and, access transport linkages/connectivity.
• Tourism Development Areas (TDAs) consist of at least one, but more usually several tourism sites. A
TDA can either have considerable existing tourism activity or have the potential for significant tourism
development. By virtue of a combination of attractions, facilities and amenities which meet tourists‘
interests and needs, TDAs provide the operational focus for the development of tourism within the various
TDCs. Although TDAs are not limited by geographical size, their boundaries correspond to administrative
units – barangay, municipality or province, depending on size.
1
2
3
 • Strategic Destination Areas (SDAs) are a group of priority TDAs that are adjacent to each other and
are within their respective clusters. The criteria used to identify the SDAs were: critical mass of
attractions, facilities and services in the area; capacity of environment to sustain tourism development;
capability of direct accessibility from key source markets; diversity of product offer in a way that can be
promoted to different niche markets, thereby facilitating product/branding; area geographically large
enough to allow different forms of tourist development to co-exist, for example including particular areas
for nature tourism only, other areas for more intensive use; and, capable of being promoted as ―stand
alone‖ destination in the market place.
Tourism contributes to the overall development of the LGU. Thus, in formulating the Local Tourism
Development Plan, LGUs need to ensure its alignment with other local plans like the Provincial
Development and Physical Framework Plan (PDPFP), Comprehensive Development Plan (CDP) and
Comprehensive Land Use Plan (CLUP). Alignment of the Local Tourism Development Plan and LGU
Business Plan is important to ensure that development of vital tourism-related investments or business
opportunities are considered.
Further, ensuring the linkages of the Local Tourism Development Plan with the PDPFP, CDP, and CLUP
helps mainstream two major development concerns like Disaster Risk Reduction and Climate Change
Adaptation (DRR/CCA), which significantly impact tourism development.
4
Photos by George Tapan
Using the Tourism Guidebook
This Tourism Guidebook has been developed as one of the support mechanisms to “enhance the
capability of LGUs to monitor and administer tourism activities, and enforce tourism laws, rules and
regulations in their respective jurisdiction.”
5
The Provincial, City and Municipal Tourism Officers can benefit a lot from this Guidebook given their
responsibilities in the local tourism development. Local Tourism Officers play a central role not only in
tourism promotion but also in the preparation, implementation, and updating of local tourism development
plans, as well as enforcement of tourism laws, rules and regulations. Being the coordinator for all these
activities, the Tourism Officer should be able to have good grasp of the fundamental concepts and
process of tourism development.
The Provincial, City and Municipal Planning and Development Officers can also use the Guidebook to
properly integrate tourism development into the larger context of the land use and comprehensive
development of their respective LGUs. They should also work closely with the tourism officers to ensure
that planning standards are considered and other development concerns are addressed in the
implementation of tourism programs and projects.
Tourism development in the localities is not the sole function of the LGU as it requires concerted effort of
the whole community and active engagement of different stakeholders. Thus, this Guidebook may be
used by stakeholders (who may also be members of the Tourism Council) so that they can fully
participate in each phase of local tourism development from planning, implementation, and monitoring
and evaluation.
This Tourism Guidebook is divided into two major parts:
• The guide in Formulating the Local Tourism Development Plan (TDP) contains simplified discussions of
concepts, methods, step-by-step processes and worksheets, including examples to aid users in
developing elements of the TDP.
• Supplemental Readings which can help you understand the different tourism concepts and tourism
planning processes better. The supplemental readings can be used separately, depending on the needs
of your LGU and the specific level of tourism development in the destination. They may also be used in
combination with other readings. The eleven supplemental readings are as follows:
1) Profiling the Local Tourism Industry helps you prepare an inventory of tourism resources and assets;
assess the tourism situation in your area; list down potential safety, security risks and natural hazards;
and prepare a profile of tourists and visitors in your locality.
2) Linking the Local Tourism Development Plan with the Local Mandated Plans outlines how the TDP
would be placed in the context of your CDP (Comprehensive Development Plan) and CLUP
(Comprehensive Land Use Plan), at the municipal/city level or the PDPFP Provincial Development and
Physical Framework Plan) at the provincial level.
3) Adopting the Local Tourism Development Plan walks you through the steps on mobilizing support and
commitment towards plan institutionalization and provides tools and tips to facilitate adoption and
institutionalization of the TDP.
1United Nations World Tourism Organization. 2007. Understanding Tourism: Basic Glossary, Retrieved from
media.unwto.org/en/content/understanding-tourism- basic-glossary on November 7, 2013. 2RA 9593, Chapter II.
Tourism GA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared Responsibilities Of National And Local
Governments, SECTION 37.
Local Tourism Development Planning. overnance, Subchapter 11-E. Shared Responsibilities Of National And Local
Governments, SECTION 37.
Local Tourism Development Planning. 3RA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared
Responsibilities Of National And Local Governments, Section 35. Coordination
between National and Local Governments. 4DOT and JBIC, 2007. Sustainable Tourism Management Plan for the
Central Philippines. Final Report. 5RA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared
Responsibilities Of National And Local Governments, Section 41. Local Government
Capabilities Enhancement. 6RA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared Responsibilities
Of National And Local Governments, Section 42. Tourism Officers.
6
4) Preparing for Tourism Development Plan Implementation helps you in prioritizing and ranking
prioritized tourism projects for implementation. It also provides tools and examples on capacity
development to enhance success of plan implementation.
5) Financing the Tourism Development Plan guides you to outsource funds from public and private
sectors to finance the ranked tourism project and show the importance of writing an effective tourism
project proposal.
6) Monitoring and Evaluating the Tourism Development Plan presents a simplified discussion of
monitoring and evaluation (M&E) and recommends simple tools on doing M&E.
7) Managing the Impacts of Tourism helps you identify and analyze the positive and negative impacts of
tourism and teaches you how to manage the impacts by enhancing the positive and minimizing the
negative impacts.
8) Developing Tourism Products and Marketing the LGU Destination aids you in understanding how
tourism products are developed and promoted to attract visitors. It will also orient you on tourism
marketing and promotions techniques.
9) Institutionalizing Tourism Standards assists you in understanding existing national and international
tourism standards and encourage you to develop your own local standards based on local situation.
10) Organizing a Local Tourism Office helps you understand the legal framework in organizing a local
tourism office as it also suggests possible roles and functions of a local Tourism Officer.
11) Relevant Laws, Policies and Tourism-related Literature presents relevant laws, policies and tourism-
related literature. It also presents web links on tourism-related laws and policies as well as on
development planning, the environment, gender and other issues.
Formulating the Local Tourism
Development Plan
Who should be involved in tourism planning? What are the steps in
tourism planning? Where are you at present?
Site Evaluation Problem Identification Problem Analysis
What do you want to achieve?
Goals and Objectives
What paths do you take?
Strategies Types of Tourism Strategies Tourism Circuits Developing Destination
Themes What tools can be used in strategy formulation?
What actions need to be done?
What are programs, projects and activities? What tools can be used for project
identification? Identifying Programs and Projects within a Circuit
How will you measure progress? Why is packaging your plan
Important? References
145
13
21
26
28 29 30-31
Annex A: Work Plan Worksheet
Annex B: Site/Attraction Evaluation Worksheet
Annex C: Site Prioritization Worksheets
Annex D: Site Prioritization Evaluation Summary Worksheet
Annex E: Site Prioritization Ranking Worksheet
Annex F: Problem Identification Worksheet
Annex G: Tourism Goals, Targets And Success Indicators Worksheet
Annex H: Worksheet 7: Swot Analysis Worksheet
Annex I: Scenario-Planning Worksheet
Annex J: Tourism Circuit/Cluster Worksheet
Annex K: Project Identification Worksheet
Annex L: Worksheet For Program, Projects And Activities Identification
Within Circuits
Annex M: Monitoring And Evaluation Strategy Worksheet
Annex N: Tourism Plan Implementation Monitoring Worksheet
33
34
36
43
44
45
46
47
48
49
50
51
52
53
List of Examples
Example 1: Executive Order Creating the Local Tourism Planning Committee Example 2: Work
Plan Example 3: Site/Attraction Evaluation of Chocolate Hills Example 4: Site Prioritization
Scores Per Category Example 5: Site Prioritization Evaluation Summary Example 6: Site
Prioritization Ranking Example 7: Problem Identification Matrix Example 8: Problem Tree
Analysis: Destruction of Primary Tourism Resources Example 9: Link Between Goals and
Objectives Example 10: Scenario Building of the Pamilacan Island Dolphin and Whale Watching
Organization Example 11: Scenario Planning for PIDWWO Example 12: Tourism Goals, Targets
and Success Indicators Example 13: Sector Goals, Objectives, Targets and Success Indicators
Example 14: Objectives Analysis: Primary Tourism Resource (Coral Reefs) Protected. Example
15: Translating Problems into Objectives Example 16: Sebay Central Resort Price-based
Strategy Example 17: Turtle Surf Camp Differentiation Strategy Example 18: Davao City Hybrid
Strategy Example 19: The Province of Bohol Focus Strategy Example 20: The Bohol
Countryside Tour Example 21: HIPADA Eco-cultural Circuit, Province of Surigao del Norte
Example 22: SWOT Analysis as a Tool for Strategy Formulation Example 23: Relationship of
Goals and Objectives Examples 24: Identification of Tourism PPAs Examples 25: Identifying
PPAs Within Circuits Examples 26: M&E Strategy
List of Tables
Table 1: Guide Questions to Tourism Planning Table 2: Steps in Conducting Site Evaluation
Table 3: Steps in Problem Analysis Table 4: Steps in Objectives Analysis Table 5: Steps in
Developing Tourism Clusters/Circuits
List of Boxes
Box 1: Local Tourism Council Box 2: Scenario Building Options Box 3: Components of a
Tourism Cluster/ Circuit Box 4: Recommended Contents of the Tourismm Development Plan
List of Figures
Figure 1: Problem Analysis: An Example Figure 2: Link between Goals and Objectives Figure 3:
Tourists Entertained by PIDWWO from 2003-2010 Figure 4: Sample Objectives Analysis Figure
5: HIPADA Eco-Cultural Circuit, Province of Surigao del Norte
This Main Section of the Tourism Guidebook:
1. Presents a step-by-step guide to formulating a Tourism Development Plan for
local destinations; 2. Showcases examples to aid users in developing elements of the TDP; and 3.
Provides templates, tools and tips to simplify and facilitate plan formulation.

Who should be involved in Tourism

Planning?
While the LGUs have primary responsibility for tourism in their jurisdictions, the tourism industry benefits if
planning becomes a multi-sectoral collaboration, involving various stakeholders in the locality. Ideally, a
Tourism Planning Committee (TPC) should be created under the Local Development Council (LDC), the
LGU‘s mandated planning body, to ensure that the plan is adopted. The local legislative body or the
Sanggunian, should also be represented early on in the planning process to help secure the plan‘s
approval. The LGU has to ensure that women are well represented in the team. The Tourism Council, in
particular plays a crucial role in shaping local tourism and should be part of the committee. Box 1 defines
the important role of the tourism council in the sector‘s development.
It is suggested that the committee be composed of the following officials and representatives: Local
Tourism Councils
• Local Chief Executive In 1995, DILG issued
Memorandum Circular (MC)
• Tourism Council (private sector representative) No. 95-
162, encouraging Local Chief Executives (LCEs) to organize Tourism Councils in their jurisdictions, composed of
government and private sector representatives to:
• Tourism Officer
• Local planning and development coordinator (LPDC)
• Sangunnian Chairperson for tourism development
• Local agriculturist (if the LGU plans on venturing into
formulate programs and recommendations to develop local tourism facilities and attractions tapping local resources
and funds; assist in the regulation and supervision of tourism-oriented establishments thereby ensuring

farm tourism)
• People‘s Organization working in tourism areas
• Women‘s organization involved in tourism
• Non-government organization (NGO) working in tourism
• Barangay Captains of barangays with tourism
wholesome and clean tourism activities;
attractions assist in monitoring the implementation of the LGC
• Academe on the matter of licensing of tourism
establishments
• Department of Tourism Regional Office (DoT-RO) in the
locality to ascertain safe and enjoyable stay of

• Department of the Interior and Local Government

travelers; and
Local Government Operations Officer (DILG LGOO) strictly
enforce sanitary standards in public restrooms frequented by public utility vehicles and tourist transport services, i.e.
gasoline stations, restaurants along main highways and bus stops.

• Local Department of Environment and Natural Resources (DENR)

• Philippine National Police (PNP)
• Disaster Risk Reduction Management Council (DRRMC)
All DILG Regional Directors (RD) are also tasked to disseminate this MC to LGUs and provide the needed technical
support on the matter if requested.
• Transport sector
• Protected Area Superintendent (PASU), when there is a NIPAS area located within the locality
• Other sectoral representatives and LGU offices deemed important in tourism planning

1
The Local Planning and Development Office (LPDO) can serve as the secretariat of the Tourism Planning
Committee. To create the needed push and help ensure that the plan is developed within schedule, it is
highly recommended that an Executive Order (EO) creating the committee be issued by the LCE (see
sample below.)
Member Office (Name)
Member Office (Name)

2
Example 1: Executive Order Creating the Tourism Planning Committee
Republic of the Philippines Office of the Governor/Mayor Province/City/Municipality of _____________
Executive Order No. ____ Creating the Tourism Planning Committee
WHEREAS, local governments are mandated by the Local Government Code of 1991 otherwise known as R.A. 7160
to develop and promote tourism and the general welfare in their respective jurisdictions;
WHEREAS, DILG Memorandum Circular (MC) No. 95-162, encouraged Local Chief Executives (LCEs) to organize
Tourism Councils in their jurisdictions, composed of government and private sector representatives to formulate
programs and recommendations to develop local tourism facilities and attractions tapping local resources and funds;
NOW, THEREFORE, I (Name of Governor/Mayor), Governor/Mayor of the Province/City/Municipality of__________,
by powers vested in me by law, do hereby order the creation of the Tourism Planning Committee.
I. Functions of the committee
1. Prepare a work plan for the preparation of the tourism plan 2. Formulate the tourism plan 3. Consult with residents
and other stakeholders of tourism areas
II. Composition of the Committee. The Committee shall be headed by the
Governor/ Mayor who shall serve as the chairperson. The members are the following:
Representatives from Government:
Member Office (Name)
Representatives from Tourism Council:
Representatives from Civil Society:
III. Roles of the Committee.
The Chairperson shall have the principal responsibility for directing and overseeing the development of the tourism
plan, according to schedule. The chairperson is responsible for chairing major tourism planning sessions, and shall
designate a representative in sessions that he/she will not be present.
The Committee shall actively participate in all activities identified in the work plan. The team shall develop realistic
goals, appropriate strategies and identify programs, projects and activities that best contribute to the attainment of the
tourism goals and objectives of the locality.
IV. Funding. The budgetary requirements for the conduct of activities and delivery of outputs shall be
sourced from __________________________.
V. Effectivity. This Executive Order shall take effect immediately.
(Signature) (Name) Governor/Mayor
Preparing the work plan
Once the Tourism Planning Committee has been created, the next step is to develop a work plan to
determine in detail the specific activities, responsibilities, resource requirements and duration of the
activities. The duration for planning varies depending on the resources and requirements of the LGU. It
may take between three to six months.
A sample work plan is shown below. A pull-out worksheet is found in Annex A.
Example 2: Work Plan
Activities
Expected Output/
Persons Milestones
Responsible
Resource Requirements
Timeframe/ Duration
1. Conduct tourism
training/workshop for planning committee
Venue Training/workshop LPDC
Meals
March 3 - 5 Accommodations
2. Data gathering Baseline data
Tourism Officer/ Planning Officer
March 6 - 31
3. Site/Attraction Evaluation and Prioritization
Transportation
Ranked list of attractions Site evaluation team
Meals Venue for prioritization
March 6 - 31
session
3. Situation Analysis
Problem Analysis Objectives Analysis
Team leaders of groups April 1 - 11
4. Planning Workshop Draft elements of the plan Tourism Officer
Venue Meals Accommodations
April 23 - 25
5. Finalization of
Goals, objectives and strategies
Goals, objectives and strategies
Team leaders of groups Meals May 2 - 15
6. Identification of
programs, projects, and activities (PPAs)
PPAs Team leaders of groups Meals May 16 - 30
7. Prioritization of PPAs Prioritized PPAs LPDC Meals June 2 - 3
8. Packaging of the tourism
development plan
Packaged tourism development plan
Tourism Officer with LPDC June 4 -13

3
What are the steps in Tourism
Planning?
There is no universal planning formula and process for tourism planning, and stakeholders need to think
outside the box and respond to the needs and issues of individual destinations. In tourism, creativity and
innovation are key ingredients for success. Experimentation may also help in coming up with new
strategies that actually work. ―... A rich diversity of different approaches to tourism planning and policy
may be found within one country‖ (Davidson and Maitland, 1997). Planning at the local level stresses
specific, practical actions and is more detailed than their national counterparts (Davidson and Maitland,
1997). Moreover, there are no overarching solutions (Dredge and Jenkins, 2007) that can apply to all
destinations.
Destinations apply to a variety of spatial scales – a country, region, local, to an individual attraction or site
(Davidson and Maitland, 1997, Dredge and Jenkins, 2007). In this Guidebook, we define the destination
as either a province or a city/municipality. It is highly beneficial to plan, promote and market the whole
province as a destination than for individual municipalities/cities to sell their areas individually. A
destination needs to have a critical mass of tourism development – offering a rich variety of diverse
attractions and services to meet the needs of several market segments (Gunn, 1984). Planning for
individual attractions, no matter how well done, falls short if it is not related to the planning of the whole
destination. The final tourism product is the totality of the tourist experience (Ibid), so that it is important to
plan the province as a destination.
The participation of local or host communities that will be affected by tourism development is important early
on in the planning process as it drums up support for the industry and minimizes resistance for any future
project in the area.
• Analyze the situation
• Formulate goals and objectives
• Develop strategies
• Identify and prioritize actions (can be programs, projects and activities)
• Develop a monitoring and evaluation strategy
As the Tourism Planning Committee goes through the different stages of tourism development plan
formulation process, it is essential to be guided by the following questions.

Table1: Guide Questions to Tourism Planning

Steps Guide Questions
Analyze the situation What is the tourism situation in your locality at the present time?
Formulate goals and objectives What do you want to achieve for tourism in your locality in the future?
When do you want to achieve this?
Develop Strategies
4
The suggested steps to developing your tourism plan are:
What paths do you take? How do you get from the present tourism situation to the future state you desire?
Identify programs, projects and activities What will you do to implement your strategies?
Develop a monitoring and evaluation strategy How do you measure progress?

Where are you at present?

Analyzing the tourism situation follows from the inventory of tourism resources and assets undertaken by
the Planning Committee. Tourism planning requires an analysis of the present situation to determine the
desired future of tourism in a destination.
Planning must deal with all components of supply and ensure that these work in sync to provide a
pleasing and memorable experience to travelers (Gunn, 1979). Gathering and analyzing past and present
information need to be undertaken for evidence-based tourism planning.

Site Evaluation
Determining areas that have the greatest potential for tourism is critical for tourism planning. Evaluation is
the act of conducting on-site investigation of criteria items using appropriate methodologies such as direct
observation, mapping, oral interviews, questionnaires, focus group discussions, and workshops (Sugaya,
2013).
The Tourism Planning Committee should go through the process of evaluating and ranking sites to
determine their potential and readiness for tourism. The Committee can also benefit from the expertise of
people who have experience in site evaluation. Whenever possible, the Committee can invite experts to
join on-site evaluation. The output of the process is a ranked list of sites for development.
Follow the step-by-step guide below in conducting the site evaluation. You may find the pull-out
worksheets of the Attraction/Site Evaluation, Site Prioritization Scores Per Category, Site Prioritization
Evaluation Summary and Site Prioritization Ranking in Annexes B, C, D and E respectively.

Table2: Steps in Conducting Site Evaluation

STEP ACTIVITY OUTPUT
Step 1
As a team, conduct on-site investigation and individually accomplish the site/attraction evaluation worksheet found in
Annex B, for all sites identified. Example 3 shows a partially accomplished Site/Attraction Evaluation Worksheet.
Site/attraction evaluation sheet
Step 2
After all the sites are evaluated and given scores, the team proceeds to accomplish the Site Prioritization Worksheet.
Example 4 shows partially accomplished worksheet. This is done for all categories. A complete set of the worksheets
is found in Annex C. The categories include Uniqueness and Natural Beauty (Annex C.1), Historical/Cultural Value
(Annex C.2), Accessibility (Annex C.3), Availability of Basic Utilities (Annex C.4), Availability of On-Site Facilities
(Annex C.5), Ownership of Property (Annex C.6), Quality of Sorroundings (Annex C.7).
Site Prioritization Scores Per Category
Step 3
The team then proceeds to fill out Site Prioritization Evaluation Summary Worksheet available in Annex D and
creates a ranked list of sites for enhancement and/or development - which can be accomplished using The Site
Prioritization Ranking Worksheet found in Annex E.
Ranked list of sites

5
6
Criteria Example 3: Site/Attraction Evaluation of Chocolate Hills
6. Ownership of Property

haracteristics Yes No Province/City/Municipality

Municipality of Carmen, Province of Bohol
Local government owned 5 1
Site/Attraction
Chocolate Hills
Privately owned/managed/leased 1 5
Site Classification
Existing (Existing/Emerging/Potential)
____________________________________________
____________________________________________
____________________________________________
Under CARP or CARPable Ancestral domain/land claimants 1 5 1 5
Travel to Chocolate Time (From Hills)
Tagbilaran
____________________________________________

Approximately 1 hour
Criteria 7. Quality of Surroundings

haracteristics Yes No Instructions: If the site possesses the given characteristics to the
highest degree, this is given

andfill/ dumpsite 1 5 a value of 5, while site possessing least/none of the characteristics

is given a value of 1.
Mining Site 1 5 Informal settlements 1 5
Criteria 1. Uniqueness and Natural Beauty
Beatiful vista/ view 5 1 Presence of support services 1 5 Characteristics Least Most
(Surroundings refer to areas which are within 5 kilometers radius from the site)
Unique attraction – one of a kind (natural/man-made/cultural) 1 2 3 4 5
S
ource: Adapted from Site/Attraction Evaluation Sheet. Beauty – how it appeals to all senses? (nice to see, hear, feel,
smell, taste) 1 2 3 4 5 Natural/Undisturbed 1 2 3 4 5
Example 4. Site Prioritization Scores Per Category
Recognized tourist attraction by DOT 1 2 3 4 5

NIQUENESS AND NATURAL BEAUTY Criteria 2. Historical/Cultural Value

Characteristics Least Most
Site/Attraction Location
Uniqueness Attraction
Beauty
Natural/ Undisturbed
Recognized by DOT
Total Score
Built Heritage (50 years or above) 1 2 3 4 5 Festivals 1 2 3 4 5

hocolate Hills Carmen 5 5 3 5 18 Culinary experience 1 2 3 4 5 Museum 1 2 3 4 5

Site 2
Criteria 3. Accessibility
Characteristics Least Most

Site 3
Accessible all year (please specify vehicle type: all kinds of vehicle) 1 2 3 4 5 Regular/Commercial transport service
available 1 2 3 4 5
Site 4 Characteristics Least Most Distance from service center Distance from town center 1 2 3 4 5 1 2 3 4 5

Site 5
(The maximum acceptable travel time from the service center is two hours; while from the town center is thirty
minutes.)

Criteria 4. Availability of Basic Utilities

Characteristics Least Most Clean water supply 1 2 3 4 5 Sufficient power supply 1 2 3 4 5
Communications (i.e. internet, telephone) 1 2 3 4 5 Drainage/sewerage system 1 2 3 4 5 Solid waste management
system
Criteria 5. Availability of Onsite Facilities
Characteristics Least Most Clean and safe restrooms for women and men 1 2 3 4 5 Good
accommodation facilities 1 2 3 4 5 Clean and quality food service 1 2 3 4 5 Other activity facilities (picnic huts, pools,
sports facilities, etc.) 1 2 3 4 5 Directional and information signage 1 2 3 4 5

7
Example 5: Site Prioritization Evaluation Summary
Site/ Attraction

Problem Identification
Site/ Attraction/ Circuit
Availability Uniqueness/
Historical/
Availability Natural
Cultural
of Basic
of Onsite Beauty
Value
Utilities
Facilities
Ownership
Quality of of Property
Surroundings
Total Score
Chocolate Hills
Accessibility
Surfacing critical issues and problems affecting tourism in your destinations is an important activity that
should be given attention in planning. The activity takes off from the inventory of tourism resources
undertaken in Supplemental Reading 1 – Profiling the Local Tourism Industry. Alternatively, problem
identification can also be done once you have prioritized a circuit for development.
You may find the pull-out worksheet in Annex F.
You may also refer to Example 7 to guide you in filling out the worksheet.
18
Site 1
Site 2
Site 3
Site 4
Site 5
Site/Attraction Total Points Ranking
Chocolate Hills 98 1
Site 1
Site 2
Site 3
Site 4
Site 5

Example 7: Problem Identification Matrix

Component Problems/Issues
Pamilacan Island
Activities Activity is limited to dolphin and whale watching.
Environment
• Natural
• Social
• Economic
Solid waste is not managed; Improper waste disposal
Transportation (to and from site)
There are no regular transport services to the site which makes travel to the area very expensive; Transport is
incorporated with the dolphin and whale watching tour.
Other infrastructure
Electricity in the island is present only six hours a day
Accommodations Basic accommodation facilities

Example 6. Site Prioritization Ranking

Other facilities and services
There are no restaurants/food establishments in the island
The community-based organization managing the Institutional
dolphin and whale watching tour has dwindling membership
Note: The problems/issues identified are for instructional purposes only, and may not necessarily reflect the real
situation of the site.

89
What do you want to achieve?
It is difficult to accomplish anything without a plan. A necessary step in planning is to identify goals and
objectives for tourism. Simply put, goals and objectives are statements of what you want to achieve in the
future or your desired results for developing tourism. Identify only a few goals (2-3 may be sufficient,
although you can develop more if you have to), refer to them often and use them to guide you in
succeeding steps so as not to get sidetracked with strategies and programs that do not contribute to their
achievement.
The most obvious tourism goals are economic in character. However, your goals must go beyond
increasing tourist arrivals and profit making. Balancing economic, social, and environmental goals are
important in tourism planning. Setting goals to conserve, protect and rehabilitate the natural environment
is especially important since most tourism is highly dependent on the state of the natural resource of an
area.

Goals and Objectives

Goals and objectives are intimately interrelated that the attainment of objectives will lead to the
achievement of a goal (LGSPA, 2009). This relationship is shown in Example 9.
In tourism planning - you have to be clear about the results you want to achieve. Both goals and
objectives are results of implementing strategies and actions. As a guide, the team can ask the question
―why are we doing these strategies or actions?‖ Goals tell us what we want to achieve in the long term
(i.e. nine years and above), while objectives tell us what we want to achieve in the short to medium term
(i.e. three to six years). Clarifying tourism goals and objectives helps the Tourism Planning Commitee
focus on a set of interventions that best contribute to their realization.

Problem Analysis
Problem Analysis (PA) is a tool that can be used to break down a problem into small, detailed parts to
understand it better. The PA aids in identifying the causes and effects of problematic situations and its
output can be used in pinpointing goals, objectives, programs, project and activities. The step-by-step
guide to doing PA is found below.
Table 3: Steps in Problem Analysis
Step 1
Define the problem in the way of tourism development. As a guide, you can ask the question: What negative thing do
you see happening? Problems should be expressed and formulated as negative conditions.
Step 2
Collect data pertaining to the problem.
• What proof do you have that the problem exists?
• How long has the problem existed?
• What is the impact of the problem?
Step 3
Identify the causes of the problem. During this stage, identify as many causes as possible until you get to the root
cause of the problem. Position the causes below the problem. As a guide, you can ask the question:
• Why does the problem exist?
Step 4 Identify the effects of the problem and position them above the problem.
Step 5 Establish the cause-effect relationship among the problems identified.
Step 6
3Ps Approach to Tourism Planning should adopt the 3Ps approach - Tourism for People, Planet and Profit

Goal: Increased tourist arrivals

Review the diagram as a whole. Verify the cause and effect relationship and go through and examine the soundness
and completeness of the problem tree.
Source: Adapted from MindTools.com, 2013; Pabalan, Paran and Caluen, 2004.

Example 8: Problem Tree Analysis - Destruction of Primary Tourism Resources

Destruction of primary tourism resource (coral reefs)
E ff e c t
Problem
Cause
Decreasing tourist arrivals
Careless boating, snorkeling and diving
Example 9: Link between Goals and Objectives
What do we want to achieve in
Algal bloom
Destructive Fishing
Poor fishing practice (Muro-ami)
the long term?
What do we
Pollution from
Pollution from liquid waste
solid waste
want to
Objective 1: achieve in
Improved access the short to
to tourism

+
Objective 2: Improved quality of tourism
+ Objective 3:
 Improved tourist facilities medium
attractions
products
and services term? 10 11
12
cenario Building Goals and objectives are logically linked to the issues and concerns affecting tourism in
a destination. Tools that can be used to ensure the linkage are the problem analysis and objectives
analysis (see Table 3 and Table 4).
Scenario Building
There are two ways of looking at how the future may evolve for tourism
Tourism goals should not divert but rather contribute to the sustainable development of the locality.
Tourism, although part of the economic sector, must cover the three sectors, namely: economic, social
and environment. Tourism should make a major contribution to improving living conditions of communities
within or near attractions. In identifying goals and objectives, the well-being of host communities need to
be taken into account.
in your areas, namely 1) forecasting; and 2) scenario planning. Forecasting shows where you are headed
if you stay on the current course. It tries to predict the future by extrapolating from the present and
assuming that existing trends will continue. In tourism however, it is more beneficial to visualize scenarios
of the future. Scenario planning allows understanding of your environment and what it means through
alternative views of the future. Scenarios identify significant events, main actors and their motivations,
and convey how the world functions. They are based upon possibilities that are grounded in current
knowledge and experience. These provide the basis for action (Yeoman, Pearce and Moriarty, n.d.).
the problem is complex and many factors need to be considered
there is a high probability of significant change
the dominant trends may not be favorable and thus must be analyzed
the time-horizon is relatively long (Slocum, 2005).
Building scenarios should be well-informed so that realistic futures can be developed. In identifying trends, it is
important to base your assessment on evidence rather than supposition. Ensure that trends are built on sound
foundations (Mindtools, 2014). One may choose to construct:
exploratory scenarios with a few different futures to highlight the different relationships between factors under
different logics, or
n
ormative scenarios, often with Success Indicators
only one ‗desired future‘. This is sometimes done as a consensus - building exercise. However, if
Success indicators (SI) measure the extent of achievement of desired results. They are needed for both
goals and objectives. They measure performance qualitatively or quantitatively. There is a need to
develop measures that matter – those which provide and deepen stakeholders understanding of success
and
consensus becomes difficult, it may be beneficial to start with an undesired future – since it is often easier for
everyone to
t may be challenging to grapple with multiple plausible futures, which progress in the implementation of
the plan. As a guide, the question that needs to be answered is: what
agree upon what they do not

s why it is recommended that only three to five scenarios are done in a information will provide
stakeholders with a good understanding of the performance in tourism?
want (Slocum, 2005).

single workshop (Slocum, 2005).

One has to consider the ease of gathering data in identifying success indicators. Indicators need to be
simple and easy to measure. If the data requirements for a particular indicator are difficult to obtain or not

cenarios are defined as ―narrative descriptions of potential futures that focus attention on cost effective to
gather, a proxy indicator that can perform the same function can be chosen. In Example 12

elationships between events and decision points‖ (Slocum, 2005). Scenario building helps establish the
for instance, one can opt to use the indicator for E1 instead of E3.
effects of strategies and interventions (i.e. programs, projects, activities, and policies) and consequences
of current trends.

Targets
Scenario construction is useful in situations where the past or present is unlikely to be a guide for the
future, specifically when:
A target is an explicit and definitive statement of a result (goal or objective) you want to achieve. It
answers the question: what do you want to achieve concretely and when will it be achieved?

Baseline Data
Baseline data show the situation to be addressed by the tourism development plan prior to the planning
period. For tourist markets, it is advisable to establish historical data for at least three to five years.
Historical data answer the question: Where have you been? The data is useful in planning ahead.
Supplemental Reading 1 - Profiling the Tourism Industry presents a more detailed discussion on baseline
data. Baseline data need to be gathered from the onset – they serve as the starting point for scenario
building and can also later be used in evaluation studies, and are useful for measuring the performance of
the tourism industry, as a whole.

13
14
To aid you in coming up with coherent tourism goals, targets, and success indicators, fill out the
worksheets found in Annex G.
Example 12 shows targets and success indicators per tourism goal. Example 13 on the other hand
illustrates more examples of goals, objectives, targets and success indicators.

Example 12 : Tourism Goals, Targets and Success Indicators

Tourism Goals Targets Success Indicators
Economic
E1 Increased tourist arrivals
50% increase from 2012 baseline by 2022
Number of tourists (male and female)
E2 Increased income to host communities
50% by 2022
increase from 2012 baseline
Average income of host communities
E3 Increased tourist expenditures
E4
Increased tourism employment in host barangay
Number of people employed in tourism (male and female)
Social
S1

0% increase from baseline by 2022 Figure 3: Tourists Entertained by PIDWWO

from 2003-2010
Improved well-being of island host communities Example 10 : Scenario Building
of the Pamilacan Island Dolphin and Whale Watching Organization
A community-based approach to ecotourism was introduced in Pamilacan Island in 1997 to provide fishers with an
alternative livelihood after whaling and poaching was banned in 1992. The whale and dolphin tour was initiated in
1998, a year after the Pamilacan Island Dolphin and Whale Watching Organization (PIDWWO) was formed. It has
been considered as best practice in sustainable tourism management (Heah, 2006), and has also been recognized
both locally and internationally. The World Travel & Tourism Council (WTTC) acknowledged Pamilacan’s Dolphin
Watch as finalist in the 2006 Tourism for Tomorrow Awards at the 6th Global Travel and Tourism Summit for the
Conservation Award Category. Tourism for Tomorrow Awards recognizes and promotes best practices in tourism
development all over the world. In 2001, the number of tourists engaged in whale watching was 260 (Baclayon
MPDC, 2001). Tourist arrivals in the island slowly increased from 2003 to 2006, with PIDWWO, being the sole
provider of the dolphin and watch tour. While tourism arrivals in the island have been increasing, PIDWWO tour sales
have decreased in 2007 and 2008, recovering slightly from 2009 and 2010 (Paran, 2013).
50% increase in access to electricity of island host community from 2012 baseline by 2022
Number of households with access to electricity in the island
S2 Increased income of host community 50% from baseline by 2022
Average household income of host community
Environmental/Ecological
En1
Significant cultural heritage sites conserved
At least two significant cultural
Number of cultural heritage sites heritage sites
protected by legislation
Natural condition of biodiversity
No physical damage or alterations
No physical damage or alterations En2
maintained/protected
to particular biodiversity from 2012
to particular biodiversity observed/
• mangrove/seagrass/seaweed cover
baseline
recorded
En3 Forest cover increased
Hectarage increased by 10% from baseline
Number of hectares of forest cover
No physical damage or alterations
Physical damage or alterations to En4
Coral reefs protected
to particular biodiversity from 2012

articular biodiversity observed/ Example 11: Scenario - Planning for PIDWWO

baseline
recorded
Situation Scenario Goal Strategies
Natural condition of biodiversity
No physical damage or alterations En5
maintained/protected
to particular biodiversity from 2012
• mangrove/seagrass/seaweed cover

aseline Tourist arrivals in the island has been increasing but PIDWWO has been losing out to competitors from Bohol
mainland and Panglao
PIDWWO product has been mainly whale and dolphin watching
Barangay government has accredited members of the Pamilacan community as snorkeling guides of marine
sanctuary
Marketing of PIDWWO is limited to word of mouth while competitors have website
15 Physical damage or alterations to particular biodiversity observed/ recorded
Intensifying competition from private sector in Bohol Mainland
En6
Social media and the internet is becoming an increasingly important marketing medium for tourism
Increased number of tourists entertained by PIDWWO by 100% from its 2010 level by 2016
Diversify ecotourism products to be offered by PIDWWO
Invest in marketing through social media and the internet
Increased awareness on biodiversity conservation by visitors/tourists
Number of tour packages incorporating environmental education and nature interpretation At least 20% of tour
packages in the LGU
16
What Example 13: Sector Goals, Objectives, Targets and Success Indicators

tools can be used for goal and

Result Sector Goals Targets Success Indicators

objective setting?
Economic
Goal
Increased income of host community
Average household income of host community

The Objective Analysis (OA) is a handy and versatile tool that can be used for goal and objective setting.
A well examined problem can provide a good starting point to identifying goals and objectives. Likewise,
the analysis can be used as basis for identifying programs, projects and activities that contribute to the
achievement of desired results. Objective
Both the PA and OA are highly participatory instruments that allow the planning team to scrutinize and
discuss issues and concerns affecting tourism in their localities. Stakeholders collectively probe deeper
into what ails tourism in their areas using a problem tree and objective tree. Well-articulated problem
statements are important starting points to identifying actions that are appropriate to their situations. The
step-by-step guide to objectives analysis is shown below.

Table 4: Steps in Objectives Analysis

Step-by-Step Guide to Objectives Analysis
Step 1 50% increase
from baseline by 2022
Improved tourism skills of host community
50% of host community trained in tourism
Number of trained community members (male and female)
Increased number of tourism-related businesses owned by community
100% increase in the number of tourism businesses owned by community members
Number of new tourism business permits issued by LGU
Environment
Goal
Significant cultural heritage sites conserved
At least two significant cultural heritage sites
Number of significant cultural heritage sites protected by legislation
Objective
Cultural heritage sites adapted to modern use
At least three sites adapted to modern use
Number of cultural heritage sites adapted to modern use
Social
Goal

aking off from the problem analysis, convert the negative statements/conditions into positive. Improved well-being of
island host
50% increase in access to electricity
Number of households with access

orm a structure showing the means-ends relationships in the form of an objectives tree. communities
of island host community from 2012
to electricity in the island baseline by 2022
Step 2 From the positive conditions, identify goals, objectives, programs, projects, activities and policies.
Objective 1
Increased access to sanitary toilet facilities in host island communities
Number of households with septic tanks
Step 3 Review the diagram as a whole and verify its validity and completeness. Revise the statements as necessary.
Source: Adapted from Pabalan, Paran and Caluen, 2004.
Objective 2
100% access
At least 50% of host community trained in tourism are employed by the industry Improved tourism skills of host
community
Number of trained community members employed due to skills training (male and female)

17
18
What Example 14: Objectives Analysis - Primary Tourism Resource (coral reefs)
Protected

paths do you take?

Increased tourist arrivals

Strategies
Strategies are means to achieve goals and are undertaken to gain competitive advantage over rivals
Primary tourism resource (coral reefs) protected

(Tribe, 2005). ―Strategy is the direction and scope of an organization over the long term: which achieves
advantage for the organization through the configuration of resources within a changing environment, to
meet the needs of markets and to fulfill stakeholders expectations (Johnson and Scholes, 2001: 10 in
Tribe, 2005)
Development of ordinance banning destructive and poor fishing practice
Goal
Objectives
Development of

The tourism products to be offered

by a destination can be underpinned by a strategy (Dredge and diving, snorkeling, and boating protocol
Jenkins, 2007). A well researched and realistic tourism strategy can be a very effective tool to the ad-
vantage of residents, their environment, and the tourism industry in general (Davidson and Maitland,
1997). An effective strategy can result in the attainment of objectives such as increased number of
tourists at a destination or improved well-being of host communities. Development of ordinance
establishing a septage management system
Solid Waste Management Program
PPALs

There are a number of steps in the development of strategy. These are (Tribe, 2005):
Development of ordinance establishing a solid waste

Generation of strategic options;

Evaluation of strategic options; and
Liquid Waste

Selection of strategy.
Management Program management system
A number of key strategic options can be generated from strategic analysis. This can be done by selling a
product that is:

heaper than the competition; Example 15: Translating Problems into Objectives
better than the competition;
Problem Components
Analysis
Negative Statements
Objectives Analysis Components
Positive Statements

cheaper and better product (Tribe, 2005).

Effect Decrease in tourist arrivals Goal Increased tourist arrivals
Choosing a particular strategy should be done in an objective manner. This can be done by using a
Problem
Destruction of primary tourism resource (coral reefs)
set of criteria, such as feasibility, suitability and acceptability (Tribe, 2005).
“The attraction of a destination arises from a mix of resources and services. Without such a mix, a place
will not work as a destination. The mix varies from one place to another, and this variation gives each
destination its individual character – its different total tourism product.”
(Davidson and Maitland, 1997)

9 Primary tourism resource (coral reefs) protected

Causes
Objective
Careless boating, snorkeling and diving
Programs, Projects, Activities and Policies
Development of diving, snorkeling and boating protocol
Algal bloom
Pollution from liquid waste
• Liquid waste management program
• Development of ordinance establishing a septage management system
Pollution from solid waste
• Solid waste management program
• Development of ordinance establishing a solid waste management program
Destructive fishing
Development of ordinance banning destructive and poor fishing practice
Poor fishing practice (muro-ami)
Note: Matrix form of the PA and OA example (see Example 8 and Example 14).
20
Types of Tourism Strategies
Hybrid Strategy
Price-based Strategy
One can opt to adopt a hybrid strategy by providing value-added and high quality products at low prices.
However, this is hard to achieve since doing so adds to costs resulting to price increase. This type of
strategy can only be feasible if one can achieve economies of scale where ―the average costs A price-
based strategy tries to find competitive advantage by offering the lowest prices in the industry

all in line with a growth in output‖ (Tribe, 2005). (Tribe, 2005). One way to achieve this is to reduce costs
by offering a ―basic, standardized, mass-produced, no frills product with inessential aspects stripped out
of the value chain‖ (Tribe, 2005: 127).

Example 18: Davao City Hybrid Strategy

Example 16: Sebay Surf Central Resort Price-based Strategy
The collaborative efforts between the Davao LGU, the malls of the city, and the Department of Tourism Region XI to
offer the lowest retail prices in a city-wide sale is a good example of a hybrid strategy. The endeavor is geared
The Sebay Surf Central Resort tries to gain competitive advantage by offering the lowest prices for a surfing tour
package in La Union. The table below shows the budget prices for a package of one-hour surfing lesson with
instructor, surf board rental, and 3 days/2 nights standard air conditioned room accommodation with breakfast.
towards establishing the City as a unique, fun and preferred shopping and dining destination in the country and
improving the image of Davao as a thriving destination for business and investment. Dubbed as The Big Davao Fun
Sale!, the City takes a big tourism leap as it plays host to the first ever four-week long shopping frenzy in the
Philippines with its major malls offering fantastic deals like unique activities, freebies, awards, parties and discounts
as high as 80%. The event marks the start of the festivities to celebrate the inauguration day of the City.
La Union Resorts and Packaged Rates
Number of Persons
No. of Persons 2 3 4 5 6 7 8 9 10
F
ocus Strategy San Juan Surf Resort 3740 3474 3520 3370 3065 3119 3724 3421 3508
T
he LGU can make use of a focus strategy and customize products and services for a particular Sebay
Surf Central Resort 3400 2720 3200 2816 2400 2743 3150 2800 3024
market segment rather than to the whole market. A focus strategy may take the form of cost
Little Surfmaid Resort 3740 3173 3520 3200 2800 3086 3525 3173 3360
focus or differentiation focus (Tribe, 2005).
Kahuna Beach Resort 7120 6521 6675 6338 5705 6005 6397 6265 6475
Note: Rates are quoted per person based on the number/group of persons indicated. Rates are in Philippine Pesos.

Example 19: The Province of Bohol Focus Strategy

Source: e-philippines.com.ph, 2009-2014.
The Province of Bohol has opted to develop its locality as an ecotourism destination. Community-based ecotourism
organizations in the province have established their market niche and have developed ecotours such as dolphin and
whale-watching in Pamilacan Island in the Municipality of Baclayon, the Cambuhat River and Differentiation Strategy
Village Tour in Buenavista, the Candijay Mangrove Adventure Tour, in Rajah Sikatuna, and a variety of adventure
tours in Rajah Sikatuna National Park.

Getting ahead in the tourism sector entails creativity and inventiveness. A differentiation strategy can be
employed to offer something that stands out – a better quality or unique product. This can be done
through a number of ways which includes, among others investing in design, innovation, attention to
quality, and advertising (Tribe, 2005).

The Cluster Strategy

Consumer perception is important in tourism. As a guide, one can ask: Does the tourism product or

ost is one of the factors which affect the choice for a holiday destination. More important than cost,
service offer improved quality or value added over the competition? (Tribe, 2010)
however is value for money. Tourists want to go home feeling that the price they paid was fair for the
quality or standard of the goods or services they purchased, or for how good or unique an experience
was (British Tourist Authority, 2003). Example 17: Turtle Surf Camp Differentiation Strategy
Clustering increases the economic viability of attractions, and offers the tourist value-for-money
The development of destination themes which feature the unique tourism resources of the locality is a good exam-

destinations.
ple of a differentiation strategy. The Turtle Surf Camp in Siargao which “offers accommodation, surf lessons and
surfari trips to all individuals, couples or groups” shows innovation and creativity making the package stand out. The
all-inclusive vacation package which provides “hassle free stay” provides value added over other competitors

Compatible attractions can be clustered by physical feature or by tour. A good example of clustering
attractions by tour is the Bohol Countryside Tour.
offering the components separately.
Similarly, province-wide themes showcasing the unique features of the locality and offering them as a packaged tour
product can make a good strategy.
“...a destination with high tourism potential is certain to bring together, within a cohesive geo-spatial framework, an
ample range and variety of complementary tourism assets. The precise range of facilities, services and attractions
within easy access of one another, will depend on the place.”
-Doswell, 1997
21
22
Developing Example 20: The Bohol Countryside Tour

Destination Themes
Entrepreneurs of Bohol have succeeded in coming up with a tour package by clustering compatible attractions. Since
its test run, it has become a favorite of tourists visiting Bohol. Several businesses now offerred the tour with

D
estination or holiday themes can be powerful in promoting tourist destinations. Themes can be varied
some variations but with major attractions being included in the package. The day tour spans several
a
nd the possibilities are endless. There are countryside themes (i.e. Countryside Tour of Bohol); municipalities in the
province and the package includes entrance fees, land transfers, tour guide, river cruise,
h
eritage (i.e., Vigan Heritage Tour; ―Walk This Way‖ Intramuros Tour); cuisine themes (i.e. Binondo Food and lunch
during the river cruise. Pick-up and drop-off points are pre-arranged but usually are from Tagbilaran
T
rip); wildlife (i.e., Dolphin and Whale Watching in Pamilacan, Bohol); religious themes (i.e. Ilocandia
seaport, airport, or major hotels. The following is a sample itinerary:
Church Tour), aquatic theme (i.e., Calaguas Beach Escapades and Bagasbas Surfing).
Blood Compact Site (Tagbilaran City) – Cultural attraction which showcases the spot where the Spaniards and the
Filipinos fostered friendly relations through the ritual of blood compact.
Baclayon Church (Baclayon) – Considered as one of the oldest stone church in the Philippines with a museum that
contains religious relics dating back to the early 16th century.

Table 5: Steps in Developing Tourism Clusters/Circuits

Loay Backyard Industry (Loay) - Local craftsmen are seen forging bolos and other metal crafts; and making
S
teps Activities traditional roofing materials out of nipa palm leaves.

dentify the major sites/attractions in the province/city/municipality. Location of major sites/attractions Clarin Ancestral
House (Loay) - Declared by the National Historical Institute as a heritage site, the well preserved
Step 1

etermines tourism development. Use the tourism resource/attraction map developed in Supplemental home contains
collections of the Clarin Family.
Reading 1- Profiling the Local Tourism Industry.
Tarsier (Loboc) – Sightings of the smallest monkey in the world along the Loboc River.
Identify secondary sites/attractions. Secondary sites/attractions (e.g. cultural) may or may not be developed
depending on resources, potential and other objectives set in the plan. Man Made Forest (Bilar) – A linkage corridor
 showcasing a Mahogany Forest.
Step 2
• These attractions are of the type that can be located elsewhere
Chocolate Hills (Carmen) – A major attraction in the province, the attraction has 1,268 haycock hills which turn
• Usual approach is to develop secondary attractions near a major attraction so that the area is of greater overall
importance to the tourists brown during dry season.
Loboc-Loay River Cruise (Loboc) – Lunch is served while cruising the river, with locals providing local music. The
river is flanked with nipa palm plantation with the occasional wild ducks.
Step 3
Create possible circuits, based on the location of your sites. In developing circuits, make sure to consider how sites
are related in terms of geography, access and travel time. Identify the entry/exit points.
Step 4 Identify circuit themes.
Step 5

Tourism Circuits
Components of a Tourism Cluster/Circuit
The cluster/circuit comprises the following key components:
• Set of compatible attractions
• Enroute facilities such as restaurants, restrooms, etc.
• Transport infrastructure and services
• Service center which provides accommodations, and other needs of the tourist

23 Identify the following: Moreover, clustered attractions are more efficiently serviced with infrastructure of
water, waste disposal,

Enroute facilities such as restaurants, restrooms, etc. police, fire protection, and power (Gunn, 1979).
• Transport infrastructure and services

Service center which provides accommodations, and other needs of the tourist The linkage between
attraction-services is important. Attractions need support by travel services. Park plans,

ake sure your circuit components are complete. for example, are incomplete if the non-attraction needs of
travelers are ignored. Food service, lodging, and supplementary services (i.e., purchases of medicines
and souvenir items) must be within

tep 6 Identify possible activities for every site/attraction. reasonable time and distance reach of travelers.
A number of attractions (i.e., protected areas) need to be planned for day-tour only, with majority of
services available in nearby communities where they can be serviced more efficiently. This results in gain
for local businesses. More remote attraction features, however,
Step 7 Identify those which can be developed in 0-3 years, 4-6 years, and 7- 9 or more years.

may require minimum services within the attraction, such as food service, toilets, and visitor centers
(Gunn, 1979).
Step 8 Create a summary report of your circuits using the Tourism Circuit/Cluster Worksheet in Annex J.

Example 21 presents an eco-cultural-tourism circuit. The circuit components include the entry/ exit points,
attractions, service centers and transport infrastructure and services. A popular version of the cluster
strategy is the tourism circuit. Attractions within the circuit should not be separated by long distances. A
visitor should be motivated to visit all the places within the circuit.
Tourist circuits are used as a strategy to increase the total number of visits to all the destinations within
the circuit as well as provide tourists with a more rewarding experience and value for money by providing
a mix of attractions and activities in a destination.
Develop principal packages based on distinctive elements of the destination, and the market which you
want to attract (e.g., adult, family or short-stay market as against long- stay market).
24
Example 21: HIPADA Eco-Cultural Circuit, Province of Surigao del Norte

What tools can be used in strategy

formulation?
The SWOT or TOWS Analysis has become a very popular tool for tourism in recent years. It has been
used extensively by various tourism organizations. SWOT is an acronym that stands for Strengths,
Weaknesses, Opportunities and Threats.
Developing strategies using the SWOT entails research, creativity and experimentation on the part of the
Tourism Planning Committee. Strategies are place specific and depend on the distinctive situation of the
locality. Strategies that work for some areas may not happen as expected for your locality. Also,
strategies that have not worked in the past should be withdrawn. An example of a SWOT analysis is
shown in Example 22 while an example of the relationship between goals, objectives and strategies is
presented in Example 23. The SWOT Analysis Worksheet for you to accomplish is found in Annex H.

Example 22: SWOT Analysis as a Tool for Strategy Formulation

Internal
STRENGTHS (S)
WEAKNESSES (W) Environment
- Presence of national park with
- High poverty incidence of high biodiversity
communities in small islands - Presence of unique cultural
- Absence of electricity in small assets;
islands External
- Presence of small islands
- Very limited fresh water in
Environment
surrounded by white sand
small islands beaches, with high marine biodiversity - Excellent coral
cover
OPPORTUNITIES (O)
- Ecotourists on the rise
worldwide
S-O Strategies
Develop new tourism products with eco-cultural theme
W-O Strategies
Development of community-based ecotourism packages for small islands
THREATS (T)
- Neighboring province sells
dolphin watch ecotour at a very low price. - Similar island resources with
neighboring province (corals)
S-T Strategies
Develop eco-cultural tourism circuits that include small islands as part of the tour package
W-T Strategies
Source: Surigao del Norte Sustainable Tourism Plan, 2006 - 2015

25
Example 24: Identification of Tourism PPAs
Goal Objectives Strategy Programs/Projects/Activities
Increased income of host island communities
Example 23: Relationship of Goals and Strategies
Sector Goal Sector Objectives Strategy
Increased income of host island communities
Planning helps stakeholders focus the use of limited resources on priority actions (programs, projects and
activities) that can best contribute to desired results.
• Tourism planning for host barangay
• Product development workshop
• Tour guiding seminar
• Pilot testing of product
Increased number of tourism-related businesses owned by host island community
Improved tourism skills of host island community
Develop community-based ecotourism packages for small islands
Increased number of tourism-related businesses owned by host island community

What actions need to be done?

Programs, projects and activities (PPAs) are means towards the achievement of results (Goals and
Objectives). A project is defined as an undertaking that involves the use of resources (e.g., human
resources, money), addresses a well-defined purpose, undertaken within a specific timeframe, with a start
and an end. A program on the other hand is defined as a package of interrelated projects.
Programs and projects are classified as ‗soft‘ or ‗hard‘. Developing successful tourism destinations
combines soft (e.g. marketing and promotions) and hard programs (e.g. infrastructure) in a creative
manner. All program and projects however need to be linked with all other components in a smooth
manner, with each development contributing to the overall attractiveness of the destination.
Tourism programs and projects can be simple or complex. A one-off training project to improve the
capacity of the tourism planning team is an example of a simple project. The project becomes more
complicated when one undertakes a capacity building program which includes various components such
as a series of training activities, to setting up the tourism office.
Develop community-based ecotourism packages for small islands
Improved tourism skills of host island community
• Homestay program
• Microcredit program

Identifying Programs and Projects within a

Circuit
What are programs, projects and activities?
If the LGU opts to adopt the circuit strategy and have identified and prioritized a circuit, identifying
programs and projects can revolve around development within the cluster. The aim would be to provide
all infrastructure facilities and other requirements necessary to make it ready for tourists.
If the LGU has identified several circuits for development, it is more prudent for the LGU to develop them
in stages. Tag circuits can be developed in the short (0-3 years), medium (4-6 years) and long term (7-9
years). The timetable for development can be included as criteria for choosing priorities.
You may find the pull-out Worksheet for Programs, Projects and Activities Identification within Circuits in
Annex L.
You may also refer to Example 25 to guide you in filling out the worksheets.

Example 25: Identifying PPAs within Circuits

Name of Circuit Issues and Concerns

26
Timeframe for Development (in Years)
Programs and Projects

What tools can be used for project Loay

identification?
Bohol Countryside Tour
Backyard Industry (Loay)
• Local craftsmen are producing low-quality products (i.e. bolos
• Product development workshop and other metal crafts).
• Skills training
• Products produced by the
0-3
• Training on Basic Tourism and Tourists craftsmen are
limited and
Receiving

The Problem and Objectives Analyses are practical tools that can be used in identifying PPAs. With
lacked variety.

Craftsmen are not used to proper analysis of social, economic, and environmental issues and concerns
facing the local
eceiving tourists (seeming tourism industry, and a little creativity, the Tourism Planning Committee can
identify PPAs that can

ncouth behavior) address them.

otes: The project identification matrix can help you align your programs, projects and activities with the

. See the complete Bohol Countryside Tour in Example 20. goals, objectives and strategies of your
tourism plan. An example of this is provided in Example 24.
The Project Identification Worksheet for you to accomplish is found in Annex K.

27
28
Why Programs, projects, and activities identified to address tourism impacts in Supplemental Reading 4 –
Preparing for Plan Implementation, need to be included in the long list for prioritization. Equally important
is to incorporate the list of legislation in the legislative agenda of the Sanggunian.

is packaging your plan

important?
ackaging puts a face and identity into your tourism plan. It affects the marketing of your plan to How will
you measure progress?
potential donors who can help in providing funding requirements for the programs, projects and activities
that need to be implemented. It also helps in mobilizing support from the various stakeholders that are
critical in fulfilling the requirements of the plan.

aming your plan is also an important concern in packaging. A name describes and provides an identity
But it is not enough that the plan is formulated. How would you know if the local TDP was able to achieve
its goals and objectives? It is thus important that a monitoring and evaluation mechanism must be put in
place.
to your plan document. For example, the Province of Surigao del Norte named its document ―Surigao del
Norte Sustainable Tourism Plan,‖ demonstrating the principle that guided the planning team in developing
the plan.
Monitoring and Evaluation (M&E) is a management tool that informs all tourism stakeholders about the
efficiency and effectiveness of strategies, programs, projects and activities that have been implemented
in the destination. Evaluation results can be useful in replicating successes and correcting mistakes, and
can
Another important concern is the contents of the tourism plan. More often than not, local government
units put too many information in the document, which can make it thick and confusing. The rule is to
make the document as concise as possible. Below are the recommended contents of the tourism plan:
also serve as an accountability and learning tool for local government units.
The development of an M&E strategy should not be an afterthought, but should be undertaken as an

ecommended Contents of the Tourism Development Plan integral part of the planning phase. The M&E
mechanism serves as the perfect ending for your local TDP, which starts with goals and proceeds up to
programs, projects and activities. See Example 26 below as well as worksheets found in Annex M
(Monitoring & Evaluation Strategy Worksheet) and Annex N (Tourism Plan Implementation Worksheet).
Meanwhile, Supplemental Reading 6 - Monitoring and Evaluating the Tourism
 Tourism Council Resolution endorsing the Tourism Development Plan Sanggunian Resolution/Ordinance adopting
the Tourism Development Plan Location Map Introduction Development Plan further explains M&E.

Example 26: M&E Strategy

Goals & Objectives
3. Strategic Directions/Strategies and Programs, Projects and Activities 4. Implementation Plan for Priority
Programs, Projects and Activities 5. Priority Capacity Development Needs 6. Monitoring and Evaluation 1.
Tourism Profile
a. Existing tourism attractions, products and activities b. Existing tourism markets c. Accommodations d. Other tourist
facilities and services
Success Data Indicator
Targets per Indicator
Source to Assess Performance
Collection Methods
Frequency Responsibility
i. Tour and travel operation ii. Restaurants and other food establishments iii. Shops iv. Banks
Increased number of tourism-related
v. Tourist information offices vi. Personal services (e.g. barber shops) businesses owned

ii. Health facilities by host community

e. Transportation (transportation access into the area and internal
transportation system) f. Other infrastructure
i. Power and electricity ii. Telecommunications iii. Water iv. Sewage and waste disposal facilities v. Drainage
g. Natural and socio-economic environment h. Institutional
2. Goals, Objectives and Targets
a. Strategic issues and challenges affecting local tourism b. Tourism goals, objectives and targets
i. Economic (i.e. growth scenarios) ii. Social iii. Environmental Number of business permits issued by LGU with
owners from host community
100% increase in number of tourism related businesses owned by community
Business Permit and Licensing Office
Document review
Every three years
Local Planning and Development Office and Tourism Office

29
30
References
References
British Tourist Authority. Why Does Value Matter? 2003.

ite Attraction Evaluation Sheet. http://www.visitbritain.org/britaintourismindustry/tourismaffairs/value/

ite Prioritization Scores Per Category. Davidson, Robert and Robert Maitland. Tourism Destinations.
London: Hodder and Stoughton, 1997.

locum, Nikki. Participatory Methods Toolkit: A practitioner‘s manual. Edited by Stef Steyaert and Doswell,
Roger. Tourism: How effective management makes the difference.

erve Lisoir. King Baudouin Foundation and the Flemish Institute for Science and Technology Oxford:
Butterworth-Heinemann, 1997.
Assessment, 2005.
Dredge, Dianne and John Jenkins. Tourism Planning and Policy. Milton:

ugaya, Bill. THL Tourism Site Assessment Tool. Tibetan and Himalaya Library. John Wiley & Sons
Australia, Ltd, 2007.
https://collab.itc.virginia.edu/wiki/toolbox/Thl%20Tourism%20Site%20Assessment%20Tool.html. 2013.
Federation of Community Based Tourism Organizations. Tourism Circuits, 2013.

ribe, John. ―Unit 8: Strategic Directions and Methods.‖ In Strategy for Tourism. Oxford: Goodfellow
http://www.fectokenya.org/circuits.
Publishers, 2010. http://www.goodfellowpublishers.com/free_files/fileCh8v2.ppt2.ppt.
Goeldner, Charles and J.R. Brent Ritchie. Tourism: Principles, Practices and Philosophies.

ribe, John. ―Strategy for Tourism.‖ In The Management of Tourism, edited by Lesley Pender New Jersey:
John Wiley and Sons, Inc., 2009.
and Richard Sharpley. London: SAGE Publications Ltd., 2005, 119-134.
Gunn, Clare A. ―Conclusions and Principles.‖ In Tourism Planning. New York: Taylor and Francis, 1988.
 Yeoman, Ian, Doug Pearrce and John Moriarty. Future Maker or Future Taker: Scenarios for Tourism in
New Zealand. N.d. http://www.med.govt.nz/sectors-industries/tourism/pdf. Gunn, Clare A. ―Getting Ready
for Megatrends in Travel Attractions.‖ Paper at the Travel America National Conference and Showcase,
Travel Industry Association, Dallas, September 13, 1984.
Gunn, Clare A. Tourism Planning: Basics, Concepts, Cases. London: Taylor & Francis, 1979.
MindTools.com. (2013). Root Cause Analysis. [Online]. Available from:
http://www.mindtools.com/pages/article/newTMC_80.htm. [Accessed: December 10, 2013].
MindTools.com. (2014). Scenario Analysis: Exploring Different Futures. [Online]. Available from:
http://www.mindtools.com/pages/article/newSTR_98.htm. [Accessed: April 19, 2014].
Pabalan, Concepcion, Julie Paran and Imelda Caluen. A Facilitator‘s Guide: How to Formulate Executive
and Legislative Agenda, 2004. Philippines-Canada Local Government Support Program (LGSP)
Paran, Julie. The Nexus between Ecotourism, Empowerment and Sustainable Development: A Case
Study of Pamilacan Island. (Doctoral dissertation). 2013
Pender, Lesley and Richard Sharpley. The Management of Tourism. London, SAGE Publications Ltd.,
2005.
Rose, Edgar A. ―Philosophy and Purpose in Planning.‖ In The Spirit and Purpose of Planning, edited by
Michael J. Bruton, 31-65. London: Hutchinson, 1984.
Ruhanen, Lisa. ―Strategic Planning for Local Tourism Destinations: An Analysis of Tourism Plans.‖
Tourism and Hospitality Planning & Development. Routledge, 2004.

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32
Tourism Guidebook for Local Government Units Formulating the local tourism development plan
Annex A: Work Plan
Activities
Expected Output/
Persons
Resource Milestones
Responsible
Requirements
Timeframe/ Duration

Annexes pull-out worksheets

33
Tourism Tourism Guidebook for Local Government Units Formulating the local tourism development plan
Guidebook for Local Government Units Formulating the Local Tourism Development Plan
Annex B: Site/Attraction Evaluation
Province/City/Municipality
____________________________________________
Criteria 5. Availability of Onsite Facilities
Site/Attraction
____________________________________________
Characteristics Least Available
Site Classification
____________________________________________

lean and safe restrooms for women and men 1 2 3 4 5 (Existing/Emerging/Potential)

Good accommodation facilities 1 2 3 4 5
Travel Time
____________________________________________ to
Clean and quality food service 1 2 3 4 5
____________________________________________ to
Other activity facilities (picnic huts, pool, sports facilities, etc.) 1 2 3 4 5 Directional and information signage 1 2 3 4 5

Instructions: If the site possesses the given characteristics to the highest degree, this is given a
value of 5, while site possessing least/none of the characteristics is given a value of 1.
Criteria 6. Ownership of Property
Characteristics Yes No Local government owned 5 1 Criteria 1. Uniqueness and Natural Beauty
Privately owned/managed/leased 1 5
Characteristics Least Most Unique attraction – one of a kind (natural/man-
made/cultural) 1 2 3 4 5 Beauty – how it appeals to all senses? (nice to see, hear, feel, smell, taste) 1 2 3 4 5
Under CARP or CARPable With tenants/residents Ancestral domain/land claimants 1 5 1 5 1 5
Natural/Undisturbed 1 2 3 4 5 Recognized tourist attraction by DOT 1 2 3 4 5
Characteristics Yes No Landfill/dumpsite 1 and 5 1 5 Mining site 1 5
Characteristics Least Most Built Heritage (50 years or above) 1 2 3 4 5 Festivals 1 2
3 4 5 Culinary experience 1 2 3 4 5
Criteria 7. Quality of Surroundings
Criteria 2. Historical/Cultural Value
Informal settlements 1 5 Beautiful vista/view 5 1 Presence of support services 5 1 (Surroundings refer to areas which
are within 5 kilometers radius from the site.)
Museum 1 2 3 4 5
Source: Adapted from Site/Attraction Evaluation Sheet.
Criteria 3. Accessibility
Characteristics Least Most
Characteristics Least Most
Unique attraction – one of a kind (natural/man-made/cultural) 1 2 3 4 5
Accessible all year (please specify vehicle type: all kinds of vehicle) 1 2 3 4 5 Regular/Commercial transport service
available 1 2 3 4 5
Beauty – how it appeals to all senses? (nice to see, hear, feel, smell, taste) 1 2 3 4 5 Natural/Undisturbed 1 2 3 4 5
Recognized tourist attraction by DOT 1 2 3 4 5
Characteristics Least Nearest Distance from service center 1 2 3 4 5 Distance from
town center 1 2 3 4 5
(The maximum acceptable travel time from the service center is two hours; while from the town center is thirty
minutes.)
Criteria 4. Availability of Basic Utilities
Characteristics Least Available Clean water supply 1 2 3 4 5 Sufficient power supply
1 2 3 4 5 Communications (i.e. internet, telephone) 1 2 3 4 5 Drainage/sewerage system 1 2 3 4 5 Solid waste
management system

34
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Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan
Site/Attraction Location
Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex C: Site Prioritization

Annex C.1: UNIQUENESS AND NATURAL BEAUTY
Annex C.2: HISTORICAL/CULTURAL VALUE
Uniqueness
Natural/ Attraction
Undisturbed Beauty
With Tourism
Recognized Activity
by DOT
Total
Site/Attraction Location
Built Heritage (50 years and
Festivals above)
Culinary Experience
Museum Total

36
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Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan
Type of Attraction
Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex C.3: ACCESSIBILITY

Annex C.4: AVAILABILITY OF BASIC UTILITIES
Regular/ Com- mercial Transpor- tation Services Available Accessible all
Distance from
Type of

lean Water year

Service Center
Attraction

upply Location
Distance Town Center
from
Total Points
Location
Communications Power
(Internet, telephone)
Drainage/ erage System
Sew-
Management Solid System
Waste
Total Points

38
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Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan
Type of Attraction
Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex C.5: AVAILABILITY OF ON SITE FACILITIES

Annex C.6: OWNERSHIP OF PROPERTY
Clean and Safe Restrooms for Women and Men
Good Accommodation Facilities
Clean and Quality Food Service
Type of Attraction Other Activity Facilities
Local Government Owned Directional & Information Signage
Privately Owned/ Managed/ Leased
A
ncestral Total Points
Domain/ Land Claimants

1 Location
Location
Under CARP
With Tenants/
Total or CARPable
Residents
Points

40
Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan
Type of Attraction
Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex C.7: QUALITY OF SURROUNDINGS

Annex D: Site Prioritization Evaluation Summary
Site/ Attraction
Uniqueness/
Historical/ Natural
Cultural Beauty
Value
Availability of Basic Utilities Landfill/ Dumpsite
Presence of Support Service
Location
Accessibility
Availability of Onsite Facilities
Ownership of
Quality of Property
Surroundings
Total Score

3 Location
Mining Site
Informal Settlements
Beautiful vista/view
Total Points

42
Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan
Site/Attraction Total Points Ranking
Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex E: Site Prioritization Ranking

Annex F: Problem Identification
Site/ Attraction/ Circuit Component Problems/Issues

44
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Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan
Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan
Annex G: Tourism Goals, Targets and Success Indicators

nnex H: SWOT Analysis Tourism Goals Targets Success Indicators

TRENGTHS WEAKNESSES Economic

E1
E2
E3
E4
Opportunities Threats
Social
S1
S2
Environment/ Ecological
En1
En2
En3
En4
En5
En6

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Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan
Situation Scenario Goal/ Objectives Strategies
Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex I: Workshop 8: Scenario-Planning

Annex J: Tourism Circuit/Cluster
Name of the Circuit:
Circuit Theme:
Duration:
Target Market:
Circuit Components/ Tourist Attractions
Possible Activities Service Center
Enroute Facilities
Frequency and Type & Services
of Transport Service

48
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Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan
Goal Objectives Strategy Programs/Projects/Activities
Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex K: Project Identification

Annex L: Program, Projects and Activities Identification within Circuits
Name of Circuit Issues and Concerns
Timeframe for Development (in Years)
Programs and Projects

50
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Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan
Goals & Objectives
Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex M: Monitoring and Evaluation Strategy

Annex N: Tourism Plan Implementation
Success Indicator
Targets per Indicator
Data Source to Assess Performance
Collection Methods
Frequency Responsibility
Annual/End-of-Term Accomplishment Report Municipality of ________________
Programs,
Outcome/ Projects,
Output Activities
Indicators
Target Accomplishment
Beneficiary Sector
53 Coverage
Project
Actual Area
Cost (Php)
Disbursement
Remarks

52
with support from
This knowledge product is produced through the collaboration among the Department of Tourism (DOT), Department
of the Interior and Local Government (DILG) and Department of Environment and Natural Resources (DENR) with
the funding support provided by the Government of Canada thru the Local Governance Support Program for Local
Economic Development (LGSP-LED) project and the United Nations Development Programme (UNDP) thru the
Biodiversity Partnership Project (BPP) and the Center for Governance of the Development Academy of the
Philippines (DAP)
Profiling the Local Tourism Industry
Supplemental reading

1
 A
ccomplish the following forms and templates provided to complete the inventory of your LGU‘s This
supplemental reading of the Tourism Guidebook will help LGUs:
tourism resources and assets. You may find the pull-out worksheets for you to fill out at the Annexes.
• Prepare an inventory of tourism resources and assets in the locality;
Examples are provided to serve as guide.
• Assess the situation of tourism in the area;
• List down potential safety and security risks and natural hazards in the locality; and
• Prepare a profile of tourists and visitors in the locality.
If you are already using the DOT-JICA Tourism Statistics Manual for Local Government Units, you
may already refer to the Inventory Data Sheet produced for your LGU.
The Philippines is a beautiful country endowed with rich, diverse natural, cultural and historical assets that
visitors and locals alike can enjoy. Our tourism industry is a testament that truly, it‘s more fun in the
Philippines!
Every municipality or city has the potential to become a tourist destination and/or provide services for the
tourism industry within the province or region. Whether your Local Government Unit (LGU) is still starting
to develop local tourism or tourism is already a thriving local industry, it is important to make an inventory
of your tourism resources and assets so that they can be optimized and sustained. The process of
making a profile of the local tourism industry also entails identifying tourism and related problems so that
they can be solved and minimized.
This section requires you to make a profile of tourism resources in your LGU that you can use in
preparing your Tourism Development Plan (TDP). The profile of the local tourism industry includes the
following components (Inskeep, 1999):
Natural and Socioeconomic Environment
Source: Inskeep, 1999

1- 1 1- 2
Box 1. Basic LGU Information
Name of LGU: _______________________________________________________
Province:_______________________ Region:_________________________
Population:_____________________ Land Area:______________________
Number of barangays:____________ Ethnic groups:___________________
Religions:______________________ ___________________
Transportation

______________________ ___________________
Tourist attraction and activities

L
anguage/s spoken: ________________________________________________
Accommodation
Other tourist facilities and services

Major economic activities:___________________________________________

Institutional elements

Local Government Officials

Other infrastructure

Mayor:_______________________________________
Vice Mayor:___________________________________

anggunian Bayan/Panlungsod/Panlalawigan Members: Figure 1. Components of the

Local Tourism Industry
____________________________ ____________________________
Domestic & International Tourist Attractions
Tourist Market Groups

____________________________ ____________________________
and Activities

_
___________________________ ____________________________ Transportation
Accommodation ____________________________
____________________________ Other Infarastructure
Tourism Officer:_________________________________________
Planning and Development
Coordinator:____________
________________________________________ Other Tourist Facilities and Services
R
esidents‟ Use of Tourist Institutional
Elements
Attraction and Facilities
Profile Resources of Tourism
and Assets
Plot the attractions listed in Example 1 in a Local Tourism Map and draw a possible tourism loop
connecting these attractions. You may use a base map available in your Local Planning and
Development Office.
List down tourism attractions and activities in your locality like in Example 1 below. You may find the pull-
out worksheet for you to fill out in Annex B.
Example of a Local Tourism Map is provided below.

Example 1. Tourism Attractions and Activities Example 1. Tourist Category

attractions and activities
Attraction Location Activities
Example 2. Local Tourism Map
Nature Tourism Forests, rivers and lakes (inland waters), coastal and marine areas, mountains, caves and other
Paoay Lake Paoay Sight seeing geologic formations, and wildlife
(wild flora and fauna)
Cultural Tourism (Forts, cathedrals and churches, gardens, street and town sites,
St. Augustine Church historical roads and paths, historic remains,
in Paoay museums, art museums, zoo and botanical
Paoay
Church visitation; sight seeing gardens, aquariums, other structures and
St. William‘s Cathedral buildings, events and festivals, folk music and
dance, local culture)
Sun and Beach Tourism Beach, water activities, island hopping
Kapurpurawan Beach Burgos, Ilocos Norte Trekking
Leisure and Entertainment Tourism (Golf courses, tennis courts, cycling roads and areas, hiking courses, camping
grounds, nature trails and paths, large scale parks, leisure-land, theme parks, sports and resort complex, other sports
and recreational facilities)
Categories of Tourism Attraction adapted from: DOT 2012, Tourism Development Planning Guidebook for
Local Government Units

1- 3 1- 4
Fort Ilocandia Laoag City Casino
Meetings, Incentives, Conventions and Exhibitions (MICE) and Events Tourism (Trainings, study tours,
conferences, for a, meetings)
Health, Wellness and Retirement (Medical treatment, spa, aesthetics, retirement villages)
Cruise and Nautical Tourism (Cruise)
Diving and Marine Sports Tourism (Scuba diving, boating)
Education Tourism
Courses offered by Mariano Marcos State University
Batac Campus Educational tour
The listing below will help you identify the businesses, services and facilities available for the use of
tourists. Information on contact details can also be made available to tourists.
You may find the pull-out worksheet for you to fill out in Annex D. Example is provided below.

1- 5 1- 6
Example 4: Accommodation profile
Nature Establishment/ Facility Location Contact Details
Accommodation Traveller‘s Pensionne House
Name of establishment Type # of Rooms Average rate Occupancy rate

Example 3. Accommodation and other facilities*

Paradise Place Resort 18 P1,200 per person 70%
Type Schedules Route Average fare
Jeepney Daily Surigao to Butuan 70.00
Bus
*Source of information: CLUP, LGU
General Island
Luna, Siargao
0915-5648185
Restaurants and Dining Places

Example 5: Transportation
Ocean 101 Bar and Restaurant
General Island
Luna, Siargao
0919-8268537
Transportation Sulpicio Lines
Kaimo City
Street, Surigao
(086) 231-7548
Transportation hubs Surigao Airport Surigao City (086) 826-3898
Shopping centers / markets Dapa Public Market Siargao Island
Banks Land Bank of the Philippines Surigao City (086) 231-7192
Health services Del Carmen District Hospital Siargao Island
Travel agencies/ tour operators Parola Travel and Tours
Bachelor Express
Surigao to Butuan
110.00 (Ordinary) 125.00 (with Aircondition) Daily
Surigao to Davao
 465.00 (Ordinary) 484.00 (with Aircondition) Surigao to Lanuza Van Daily
Surigao to Cantilan
160.00 (with Aircondition)

30.00 (with Aircondition) P. Reyes Street, Surigao City

(086) 926 1564
Souvenir shops Parola Souvenir Shop
P. Reyes Street, Surigao City
(086) 926 1564
Airplane
Asian Spirit Daily 10:00AM to 11:45AM
Surigao to Manila 4,065.00 (one way)
Dive shops Palaka Dive Center Siargao Island, Surigao 0918-6262303
Boat
Internet shops Dragonsden Internet Cafe Navalca, Surigao City (086) 2316045
Libraries
Sulpicio Lines Every Thursday 5:00PM to 6:00AM
Surigao to Manila 1, 750.00 (one way)
Surigao Del Norte Provincial Library
Surigao City (086) 826-1474
Others
Gasoline stations Shell Gasoline Station Borromeo, Surigao City (086) 826-6224
Places of worship Pentecostal Missionary Church San Juan, Surigao City 0918 724 3243
Others
Legend:
Accommodations: include hotels, pension houses, resorts, homestay, lodges, tourist inn, BnB, etc. Restaurants and
Dining places: include restaurants, fast food chains and traditional eating places Transportation: includes air, water,
and land transportation. Transport Hubs: includes airport, sea ports, bus stations, hubs, and terminals Banks and
Money Changers: includes international, national and local banks and financial
intermediaries providing financial transaction services, such as ATM, foreign exchange, etc. Health Services:
includes hospital, health centers, doctors clinics, barangay health centers, dialysis
centers, midwives, manghihilot (traditional healers)
Institutional Elements Example 7.
Labor Force
Category Number of Employees

Knowing the players and stakeholders in the industry will help you in working with them and soliciting their
active participation and involvement in the planning and implementation of tourism projects. It will also
Male Female

facilitate enforcement of rules and regulations and promote standards because you deal with them as a
group rather than as individual companies.
Accommodation 97 110

You may find the pull-out worksheets for you to fill out in Annexes D, E, F, G, H, I, J, K, M, N.
Travel agency 40 75
Transportation 213 137

Example 6. Accommodation and other facilities

Others
Groups Role in Tourism
Name of Organization
Address and and Head
Contact Details
Hotels, Resorts and Restaurants‘ Association
Food and Beverage (Association of restaurants, bars, etc.)

Example 8. Total revenue contributions to LGU for the past 3 years

Category Total Revenue contributions (PhP)
Year 1:____ Year 2:______ Year 3:_____
Accommodation
Transportation
Restaurants
Travel companies
Meetings and events centers
Others

1- 7 1- 8
Provide accommodation/billeting/ sleeping quarters for tourists
Provide food and drinks for tourists
Transport Groups (Bus, airline and public transport groups)
Provide transport services to tourists to and from the destinations
TODA
Association of Travel and Tour agencies
Help promote and market the destinations and plan/package tours; and serve as initial points of contact for tourists
Business Organizations (Industry Associations, Chambers of Commerce, etc.)
Help provide funds for tourism projects
Tour Guides
Provide tour guiding services to visitors and get accreditation as local guides
Civil society/ civic action groups
Conduct capacity-building activities for grassroots organizations and individuals who want to engage in tourism-
related livelihood
Rotary Club
Outdoor clubs
Serve as markets for adventure tours and venue to promote your tourism products
Mountaineering clubs, Association of bikers
Environmental NGOs
Help in conservation of tourist destinations and assist in capacity-building of local groups
Haribon Foundation
Special interest groups
Provide services for special groups of tourist e.g. scuba divers
PADI
Historical/cultural groups
Provide information on historical sites and events and promote the destination to historical and cultural enthusiasts
People‘s Organizations
SAMAKABA with guide groups and catering services
Youth groups
Provide local guides and services for their livelihood
Help promote outdoor activities and may be tapped as volunteers
YES, Rotaract
Women‘s organizations/interest groups
Help in safeguarding against human trafficking and exploitation of women and minors
Women‘s association/ Gabriela local chapter
Academic institutions
Conduct research and extension activities on various aspects of tourism and provide graduates in tourism; and serve
as hosts for educational tours
College or university with tourism courses and/or NSTP activities supportive of tourism
Religious groups
Provide contacts on places and activities of worship that tourists can attend
Couples for Christ
Media Offices Provide media mileage for your destination
ABS-CBN, GMA, local media (print, radio and TV, etc.)
The The LGU needs to provide the tourists and visitors with contact information that they can refer to in
cases of

GU needs to document the capacities of the local government staff in terms of trainings, study tours,
emergency. This information should be readily available in tourist accommodations and attraction sites so

eminars and workshops on tourism and allied fields. These may either be conducted by your LGU, or that
the tourists can easily access them.
availed by the tourism officer and/or LGU staff from other training providers in the last 5 years. This will
give you an idea on how prepared your staff and other partners are on various aspects of tourism. You
may find the pull-out worksheet for you to fill in Annex J.
You may find the pull-out worksheet for you to fill out Annex K.

Example 9. Emergency Contacts*

Example 10. Tourism Education*
Office/ Agency Contact Person Address Phone Number
Local Police Station Women‘s and Children‘s Desk
*Source of information: LGU, Planning Office
*Source of Information: LGU
Organized/ conducted by
Male Female
Training on Ecotourism
Training on Catering
Training on Managing Homestays
Training on Protected Area Management
First Aid Training
Basic Training on Disaster Risk Reduction and Cli- mate Change Adaptation
Lakbay Aral
Others

1- 9 1- 10
Title of training/ study tours
Number of participants Participant groups Date, venue Old City
Albay, Legazpi
(6)52) 820-2030
Patrol 117
Provincial / City / Municipal Disaster Risk Reduction Management Council Office
Albay Provincial Capitol
(052) 480-3772 (052) 742-0149
Government Hospital/ Health Ser- vices
Albay Fire Department
Brgy. 57 Coastal Road, Dap-dap, Legazpi City
(052) 435-0502
Provincial / City / Municipal Hall
(052) 481-2555 / (052) 742-0123
Office Protected Area Superinten- dent (PASU) Community Environment and Natu- ral Resources Office (CENRO)
Provincial Environment and Natural Resources Office (PENRO)
Tourism Office/ Tourist Information Center (if available)
Albay Provincial Capitol
(052) 418-0250, 742-0241
Others
Safety What tourism projects have your LGU undertaken in the past 5 years? This will tell you if you have
invested

nd security are two of the main concerns for many tourists. To address these, incidence of crime on
improving tourism in your area and give you an indication on how to proceed.
involving the local tourism industry in the past ten (10) years based on the police reports should be
identified and monitored. This will require coordination with the Local Police Office. You may find the pull-
out worksheet for you to fill out in Annex L. Example is provided below.
You may find the pull-out worksheet for you to fill out in Annex M.

Example 11. Tourism Projects in the past 5 years*

Example12. Peace and Order and Incidence of Crime*
Name of Project Duration
*Source of information: LGU, Tourism Office, Planning Office
*Source of information: Local Police Office Sources of Funds
Tourism Awareness Orientation
Implementing Agency
Partners Amount
Nature of incident Description
January 2012
Island Garden City of
DOT Samal Tourism Office
Regional Office
P 250,000.00 Regular Funds
Kidnapping of tourists
Drowning of tourists
Petty theft involving local guides
Road accidents involving tourists
Prostitution/ sexual harassment
Use of prohibited drugs
Pedophiles caught
Masseurs got pregnant by tourist
Trafficking of women and children
Incidence of female tourists travelling alone
Others:

1- 11 1- 12
Example 13. Hazards matrix*
*Source of information: MGB-DENR, Office of Civil Defense NAMRIA, CLUP
Source: Municipality of Rodriguez

1- 13 1- 14
This section will help you prepare for a Disaster Risk Reduction and Management Plan for tourists. You
may get a multi-hazard map from the Mines and Geosciences Bureau (MGB) from the Department of
Environment and Natural Resources (DENR) and note the possible hazards in your tourism circuit and
tourism sites.
Simply list the hazards identified in your LGU. Provide the location of the areas vulnerable to these
hazards. Then identify if a tourist attraction is located within these areas or around its vicinity. If possible,
indicate the number of population vulnerable to these hazards. Note that the population affected are not
only limited to those employed in the specific tourist attraction.
You may find the pull-out worksheet for you to fill out in Annex N.
Tourist Hazard Location
Attraction Location
No. of Population Affected
1. Earthquake
2. Landslide
3. Tidal wave
4. Volcanic eruptions
5. Storm surge
6. Tsunami
7. Others

Example 14. Sample Multi-hazard Maps*

*Local Multi-hazard maps are available at MGB-DENR, OCD

Using the multi-hazard map, plot the location of tourist attractions in the locality. This will provide an
illustration of the vulnerability of the tourism areas to natural and hazard. This may also help you in plan-
ning for the development of tourism sites in the future.
Please see the following examples below.
What is the status of roads, bridges and other facilities? Describe them in the table below. The data will
help you in planning, particularly in improving the facilities and filling the gaps of tourism infrastructure.
You may find the pull-out worksheet for you to fill out in Annex P.
Roads and Bridges (Roads to and from tourist attrations)

Example 16. Infrastructure: Others*

Infrastructure Attraction Areas Covered/Location Status/condition
Visitor Information Center Taal Volcano
*Source of information: CLUP
Fully operational; manned by the staff of the Tourism Office; pro- vide leaflets or informa- tion sheets about the tourist
destination
Rest areas with separate comfort rooms

Example 15. Infrastructure: Roads and Bridges *

*Source of information: CLUP
Picnic Grove, Tagaytay City
Attraction Areas Covered/Location Status/condition
Provincial Road
Sepate comfort rooms for male and female; the cleanliness of the facility is regularly checked by the management
View Decks People‘s Park Tagaytay City
Concrete two-lane smooth roads from Barangay Ambasing to town proper
Some parts of the road to Barangay Fidelisan are one-lane
Picnic Grove, Tagaytay City
Barangay Sumaguing Cave in Sagada
Ambasing
Bumod-ok Falls in Sagada
Barangay Fidelisan
Taal Volcano
Needs renovation, installment of safety grills, and maintainance
Signages
Communications
Electricity
Water utility
Others

1- 15 1- 16
Profile of Tourist/Visitors
1. Where do your visitors come from?
2. How far do they travel to reach your attractions?
3. What is their average age?
4. How many males? Females?
5. Do they travel in groups, i.e., couples, families, small groups or friends or colleagues, etc?
6. How would you describe their income group and lifestyle?
7. What are their interests?
8. How do they book your tourism products?
9. Who/ What influences their decisions?
10. How did they hear about your tourist destination?
11. What are their activities in visiting your locality?

Example 17. Visitor Activity Survey

LGUs that are already into tourism should have basic information of their visitors. You should be able to
identify your tourist market and analyze their needs to be able to provide them with the best experience

Please put a check mark information may also be ( asked. ✓

) on Please the specific provide box answers beside your accordingly.

answer. Additional
possible during their stay in your locality.
LGUs that are ahead in tourism keep an inventory of tourism data and other resources that are useful in
planning for tourism development in your area. However, for LGUs that have yet to start tourism
development, there has to be a way to systematically know their current visitors.
You may use the following guide questions to determine the basic characteristics of tourists who come to
visit your LGU.

Table 1. Guide Questions for Collecting Tourist Information

One-day visitor Over-night visitor How many night(s): ______
Example:
Gathering the answers to the questions above may be done through a survey. The following is a template
sample for a Visitor Activity Survey that you may use. Survey questionnaires may be distributed in points
of entry/exit or in the tourism information centers. You may also coordinate with accommodation and
other tourist establishments to help you gather this information among their clients.
You may find the pull-out survey questionnaire worksheet for distribution in Annex R.
Oftentimes, data on tourism may not be available in various offices. Thus, primary data such as a visitor
survey may be conducted to obtain more information necessary for tourism planning. A sample of this
survey is found in the succeeding page.
Q1
Where do you reside?
In this Province Outside of this Province Name of Province:_____________________________ Foreign
Country Name of the Country:___________________________

1- 17 1- 18
Q2
Q3
Are you going to stay overnight or one day trip in this province?
Which attractions and destinations did you visit or going to visit during your stay
in this municipality/ city/ province? Please check the attractions/ destinations
listed below.
(List down all the attractions found in your municipality/city/province.)
Tourist Attractions
Kapurpurawan Beach
Saud Beach, Pagudpud
Paoay Lake
St. Agustine Church in Paoay
St. William‘s Cathedral
Dragon Fruit Farm (agri-tourism)
Bangui Windmill
La Paz Sand Dunes
Shopping Malls/Department Stores
Laoag Public Market
Food: Ilocos longganisa, Empanada, Bagnet
Pamulinawen Festival
Patapat Viaduct
Fort Ilocandia Casino
***List may be regularly updated to include additional attractions
7 Q4
What are your activities during your stay in this municipality/ Please check the
attractions/ destinations listed below.
city/ province?
How much did you spend or will spend for the whole trip? (Approximated total of
expenses including all expenditures of food and accommodation, transportation,
leisure, shopping, etc.)
Example:

less than PhP 1,000 .00 PhP 7,000.00- P 9,999.00 PhP 1,000.00- P 3,999.00 more than
PhP 10,000.00 Tourist Attractions
PhP 4,000.00- P 6,999.00
Trekking
Swimming, snorkeling
Scuba Diving

Are you traveling by package tour?

Church visitation
Exposure visit to fruit processing
Sight seeing
Sand boarding
Shopping for souvenirs
Food tasting, dining
Participation in festival activities
***List may be regularly updated to include additional activities

less than PhP 1,000 .00 PhP 7,000.00- P 9,999.00 PhP 1,000.00- P 3,999.00 more than
PhP 10,000.00 PhP 4,000.00- P 6,999.00 Are there any person(s) traveling with you?
Alone Family
Q11 How specific did attraction)?
you hear about __________ (the municipality/city province or the
Friend(s) Business Colleague(s)

amily/ friend Others, please specify:____________________ Others Please

specify:_____________
Advertisement Brochure Q6
How many persons are traveling with you?
Tourism Fair Internet
1-2 persons 3-5 persons
Please write down your Age: __________ Sex: Male Female
6-10 persons 10-above number of persons

1- 19 1- 20
Q8
Yes No
If "Yes" How much did you spend or will spend in this municipality/ city/ province
excluding the cost of package tour?
less than PhP 1,000 .00 PhP 7,000.00- P 9,999.00 PhP 1,000.00- P 3,999.00 more than
PhP 10,000.00 PhP 4,000.00- P 6,999.00
If "No" How much did you spend or will spend in this municipality/ city/ province
per person?

Q5
eferences After floating the survey questionnaire, you may collate the results and summarize it using the
following template. You may find the pull-out summary worksheet for you to fill out at the Annex S.

Example 18. Summary of Tourists/ Visitors

Calanog, L., Reyes, P. & Eugenio, V. (2011). Making Ecotourism Work. Manila,
Philippines: Japan International Cooperation Agency.
Department of Tourism & Japan International Cooperation Agency (2012). Tourism
Statistics Manual for Local Government Units. Manila, Philippines: Authors.
Department of Tourism (2011). National Tourism Development Plan 2011 – 2016.
Inskeep, E. (1991). Tourism Planning: An Integrated and Sustainable
Development Approach. New York, USA: Van Nostrand Reinhold.
Adapted from DOT 2012, Tourism statistics manual for local government units

1- 21 1- 22
Sex Place of Residence
Male Female Philippines Foreign
Resident Non-resident
Paoay Lake
St. Agustine Church Paoay
Paoay Ancestral Houses
La Paz Sand Dunes
Paoay Golf Course
Paoay Public Market
Food: Ilocos Longganisa
Abel Loom Weavers
Guling-Guling Festival
Paoay Lake
St. Agustine Church Paoay
Paoay Ancestral Houses
La Paz Sand Dunes
Paoay Golf Course
Paoay Public Market
Sub-total
Point of entry
Laoag International Airport
Subtotal
Attraction Year Number
 Suppl
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Annex A. Basic LGU Information

Annexes pull-out worksheets

Name of LGU: _______________________________________________________
Province:_______________________ Region:_________________________
Population:_____________________ Land Area:______________________
Number of barangays:____________ Ethnic groups:___________________
Religions:______________________ _________________________
______________________ ________________________
Language/s spoken: ________________________________________________
Major economic activities:___________________________________________
Local Government Officials Mayor:_______________________________________
Vice Mayor:___________________________________
Sanggunian Bayan/Panglungsod/Panlalawigan Members:
____________________________ ____________________________
____________________________ ____________________________
____________________________ ____________________________
____________________________ ____________________________
Name of Tourism Officer:_________________________________________
Name of Planning and Development
Coordinator:____________________________________________________
Supplemental Supplemental reading 1

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Profiling the Local Tourism Industry

nnex C: Tourism Map Annex B. Tourist Attractions and Activities

Category Attraction Location Activities
Categories of Tourism Attraction adapted from: DOT 2012, Tourism development planning guidebook for local
government units

1- 25 1- 26
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Annex D. Accommodation and Other Facilities

Annex E: Accommodation
Nature Establishment/ Facility Location Contact Details
Name of establishment

1- 27 1- 28
Number of rooms
Average rate Occupancy rate
Average length of stay
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Annex F: Transportation
Annex G. Total Revenue Contributions to LGUs for the past 3 years
Type Schedules Route Average Fare
Category Total Revenue contributions (PhP)
Year 1:____ Year 2:______ Year 3:_____
The revenue contributions to LGU per category can be determined for business planning of tourism in the LGU. 1-
29 1- 30
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Profiling the Local Tourism Industry

Annex H. Labor Force

Annex I. Tourism Stakeholders
Category Number of Employees
Groups Role in Tourism Name of Organization and Head
Male Female

1- 31 1- 32
Address and Contact Details
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Annex J. Emergency Contacts Annex K. Tourism Education

Office/ Agency Contact Person Address Phone Number
Title of training/ study tours

1- 33 1- 34
Date, venue
Number of participants Phone Number Participant groups
Organized/ conducted by
Male Female
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Profiling the Local Tourism Industry

Annex L. Tourism Projects in the Past 5 Years Annex M. Peace and Order and
Incidence of Crime
Name of Project Duration
Implementing Agency
Partners Amount
Sources of Funds
Nature of incident Description

1- 35 1- 36
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Annex N. Hazards Based on Hazard Maps

Annex O. Multihazard Map Hazard Location Tourist Attraction

1- 37 1- 38
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Annex P. Infrastructure: Roads and Bridges

Annex Q. Infrastructure Roads and Bridges (Roads to and from tourist attrations)
Attraction Areas Covered/Location Status/condition

Infrastructure Attraction Areas Covered/Location Status/condition

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Annex R: Visitor Activity Survey

Please put a check mark ( ) on the specific box beside your answer. Additional
information may also be asked. Please provide answers accordingly.
One-day visitor Over-night visitor How many night(s): ______

Which attractions and destinations did you visit or going to visit during your stay
in this municipality/ city/ province? Please check the attractions/ destinations
listed below.
(List down all the attractions found in your municipality/city/province.)
Tourist Attractions

1- 41 1- 42
Q4
What activities did you do during your stay in this municipality/ city/ province?
Please check the attractions/ destinations listed below. Q1
Where is your residence?

List down all the tourist activities that they can do in your municipality/city/province.) In this Province
Outside of this Province Name of Province:_____________________________ Foreign Country Name of
the Country:___________________________
Tourist Attractions

Q2
Are you going to stay overnight or one day trip in this province?

Q3
Q5
Are there any person(s) traveling with you?
Alone Family Friend(s) Business Colleague(s) Others Please specify:_____________
Q6
How many persons are traveling with you including yourself ?
1-2 persons 3-5 persons 6-10 persons 10-above number of persons
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Q7
How much did you spend or will spend for the whole trip? (Approximated total of
expenses including all expenditure of accommodation, transport,
Annex S. Summary of Tourists/ Visitors
meals, drinking, shopping, etc.)
less than PhP 1,000 .00 PhP 7,000.00- P 9,999.00 PhP 1,000.00- P 3,999.00 more than
PhP 10,000.00 PhP 4,000.00- P 6,999.00
Are you traveling by package tour?
less than PhP 1,000 .00 PhP 7,000.00- P 9,999.00 PhP 1,000.00- P 3,999.00 more than
PhP 10,000.00 PhP 4,000.00- P 6,999.00
Q11 How specific did attraction)?
you hear about __________ (the municipality/city province or the
Family/ friend Others, please specify:____________________ Advertisement Brochure
Tourism Fair Internet
Please write down your Age: __________ Sex: Male Female

1- 43 1- 44
Sex Place of Residence
Male Female Philippines Foreign
Resident Non-resident

Q8
Attraction Year Number

Yes No
If "Yes" How much did you spend or will spend in this municipality/ city/ province
excluding the cost of package tour?
less than PhP 1,000 .00 PhP 7,000.00- P 9,999.00 PhP 1,000.00- P 3,999.00 more than
PhP 10,000.00 PhP 4,000.00- P 6,999.00
If "No" How much did you spend or will spend in this municipality/ city/ province
per person?
 2
Linking the Tourism Development Plan
with the Mandated Local Plans
Supplemental reading
Situating This supplemental reading outlines how the Local Tourism Development

he TDP within the CDP Plan (TDP) would be placed in the context of the Comprehensive
Development Plan (CDP) and Comprehensive Land Use Plan (CLUP) of the Local Government
Units (LGUs). Specifically, this will help LGUs:
• Link the TDP with the LGU‘s mandated local plans.
The tourism industry is a sub–sector of the economic sector. It is also a multi-sectoral industry which
should have an interface with the sectoral goals of the CDP. This is necessary to make the TDP relevant
with the desired sectoral aspirations of the LGU.
Local Government Units (LGUs) are mandated by Republic Act 7160 or the Local Government Code of
1991 to prepare two sets of plans at the provincial level the Provincial Development and Physical
Framework Plan (PDPFP) is prepared while the CLUP and CDP are prepared at the City/Municipal level.
Revisiting them for the purpose of land use and sectoral analysis is necessary before formulating the
Tourism Development Plan.
PDPFP is the merged physical framework plan and development plan of the province containing its long – term
vision, development goals, objectives/strategies and corresponding programs, projects and activities (PPAs) as major
inputs to investment programming, budgeting and implementation.
CLUP describes the existing and future land uses of the LGU.
CDP is a multi-sectoral development plan comprising the following sectors: social, economic, infrastructure,
environmental and institutional sectors.

Situating the TDP within the

PDPFP
The TDP has to link with the PDPFP as it is the physical and development plan in the provincial level.
Provinces which have existing tourism plans often develop tourism circuits consisting of municipalities
and cities within their political jurisdictions.
It is an important first step to determine if the province has already developed a tourism circuit. Then,
identify the municipalities/cities included in it. Their role in the circuit must be considered during the
formulation of the TDP.
Brief Description of Sectors
Social Sector embodies the social characteristics of the LGU revealed through indicators, for instance on health and
nutrition, housing, education, social welfare and protection services. Through this, existing situations are re-examined
to provide valuable inputs in the preparation of the Tourism Development Plan.
Economic Sector shows data on economic goods and services, such as food, manufactured products; employment
opportunities, etc., as results of the following sub–sectors: agriculture, commerce and trade, industry and tourism.
The local TDP can also provide important information in updating the CDP, CLUP and PDPFP, especially in
developing prospective tourism potentials that are not yet included or identified in the existing plans.
Environment Sector demonstrates the environmental quality of the LGU with respect to its natural resources and
other physical attributes.

nfrastructure Sector determines the capacity, adequacy, efficiency and condition of existing Likewise, the Tourism
Officer must know and understand the vision
nfrastructure facilities and utilities of the LGU to cater the needs and requirements of providing of the LGU enshrined
in its CLUP and CDP to establish the link of the

ervices to the local population. Tourism Development Plan (TDP) with its future state. This linkage would
then be strengthened by finding the relevance of the proposed TDP goals with the existing goals of the
CLUP and CDP.
Brief Description of Local Plans
Institutional Sector discloses how the LGU performs in terms of managing its local affairs and resources. It shows
how local governance is run by the current set of elected officials.
The linkage between TDP and the CDP can be established through the inter-relatedness of their goals.
For instance, the tourism goals in the main Guidebook (Formulating the Local Tourism Development
Plan) are related to:
increasing the income and employment of community people (Economic sector);
improving access to tourism skills development and utilities/facilities (Social
sector/Infrastructure sector);
and increasing biodiversity cover and wildlife sightings (Environment sector) are linked to the
CDP sectoral goals as displayed in Example 1.
1

Please note that not all the goals stated in the CDP are necessarily significant in tourism.

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To situate tourism in local development, refer to the CDP and follow the steps below.
STEP 1: Revisit the social, economic, environment, infrastructure and institutional sectors
in the CDP; and
STEP 2: Choose the sectoral goals which are relevant to tourism development.
Situating The following is an example of the relevant sectoral goals from the CDP. You may find the pull-
out worksheet for you to fill out in Annex A.

the Tourism Development

Example 1.Summary: Relevance of CDP Sectoral Goals to the Tourism
Development Plan

Plan within the CLUP

Sector Goals 2
Relevance to the Tourism Development Plan

The CLUP describes the present physical conditions (at the time of formulation) and identifies existing
1. Expanded healthcare services made accessible to all,
1. Providing health care program for tourists. especially to the
vulnerable and disadvantaged sectors. 2. Enhanced social welfare delivery
2. Promoting socially inclusive welfare services that can be

land uses in the LGU. These pieces of information are useful in tourism development planning. It also
indicates areas that need to be conserved, preserved and those with physical constraints that may
impede any type of tourism development.
3. Preserved cultural legacies
made available to tourists
These are illustrated in thematic maps found in CLUP which are
S
4. Improved gender parity and equality
3. Preserving significant cultural heritage sites
4. Promoting equal employment opportunities for male
and female applicants in tourism establishments

useful in giving particular information through a visual display or illustration. In working with thematic
maps, the Tourism Officer can seek the assistance of the City / Municipal Planning and Development
Coordinator who is already cognizant of the CLUP.
Combined hazard map indicates areas prone to landslides, flooding and erosion.

oil map shows areas whose ground 1. Competitive agricultural development

2. Premier eco-tourism destination r o t c e S l a i c
Please take note that a legend of the thematic map provides the color scheme information which is being
used. This is different
conditions are not good for tourism infrastructure development.
3. Balanced economic development
from the color code used in the zoning map whose standard is prescribed by the Housing and Land Use
Regulatory Board
General land use map exhibits built up areas, forest areas, etc.
4. Increased number of employment – generating
3 establishments doing
business in the municipality o
Thematic Map Information
1. Promoting agri-tourism where prime agricultural lands can
be productively developed for both agriculture and tourism
2. Developing circuits/clusters of tourism attractions/sites
3. Making tourism industry as an engine of growth that
stimulates development of other industries
4. Granting tourism investment incentive to attract businesses
(HLURB). A zoning map color code is provided in Annex E and F for your reference.
Infrastructure map displays road networks; electricity lines, etc.
1. Ecologically – balanced ecosystem that promotes
viable healthy living in harmony with nature
2. Sustainable forest, freshwater, mineral resources and
other natural resources development

Similarly, the zoning ordinance must be considered because it legally enforces the existing land uses
specified in the CLUP. It can
Institutional map points location of schools, municipal and barangay halls, also help establish the
parameters of tourism–related zones so
cemetery, etc. that they can be
properly monitored.
Tourism map indicates existing and potential tourism sites.
3. Effective and efficient implementation of eco – waste
management promoting clean environment and healthy community living
4. Improved protection and safety from disaster risks
and natural hazards
STEP 2:
Afterwards, overlay the following thematic maps: 1. Spearheading tourism activities that promote viable healthy
living in harmony with nature
2. Initiating tourism development that promotes conservation
of biodiversity and sustainable natural resources development
3. Establishing proper disposal of liquid and solid wastes by
tourism establishments
4. Locating tourism development away from hazardous and
risky areas
1. Improved safety, mobility and less circuitous access
routes leading to important locations and institutions
2. Enhanced water quality for human consumption and sufficient water supply for agriculture and production
3. Sustainable, stable and adequate power supply for the
different socio-economic power requirements
4. Maximized role of Information and Communication and Technology (ICT) in developing a competitive agri-industrial
and eco – tourism destination

The following steps will situate the tourism development plan within the CLUP:
STEP 1: From the existing land use classification of the LGU, pick out those relevant
to the tourism development.
1. Providing feasible alternate roads and access routes

STEP 2: Find the pull-out worksheet for you to fill out in Annex B.
connecting tourism sites / clusters/circuits
2. Providing safe water supply from available water
concessionaire or natural sources
3. Providing electricity to tourism sites and support
establishments

STEP 1:
Overlay the land use map found in the CLUP into the Tourism Map. 4. Making information
and communication technology
The
example uses the Tourism Map of Rodriguez, Rizal. accessible in tourism sites.

. Infrastructure Map; b. Multi-hazard map; and c. Other types of map. 1. Strengthened human resource
development
2. Enhanced fiscal administration

The process described above is called Sieve Mapping. To familiarize ypurself with this method, you
3. Enhanced fiscal autonomy and improved tax
administration system that would raise LGU revenues

can refer to Annex D. You may also seek the help of the City / Municipal Planning and Development
Coordinator who can provide technical assistance.
4. Transparent and accountable governance

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Illustrate the location of attractions and sites in your city/municipality using the Tourism Map. It is also
important to take into account other thematic maps in the CLUP when you are planning for tourism
development. To proceed, follow the steps below:
1. Creating and institutionalizing the local tourism office
2. Initiating means of generating funds to finance tourism
development
3. Making tax collection from tourism establishments efficient
4. Implementing RA 9184 (Government Procurement Reform Act of 2002) through the use of Philippine Government
Electronic Procurement System (PHILGEPS) posting bidding of tourism projects
2- 5 2- 6
Example 2. Relevance of Existing Land Use Classification to the Tourism
Development Plan
Existing Land Use Classification
Relevance to the Tourism Development Plan
1. Forestland
4
Production forest / orchard, protection forest, watershed, NIPAS and Non – NIPAS areas fall under this classification.
Restricted or regulated tourism development within forestland. National policies are administered by DENR,
specifically the Biodiversity Management Bureau, ENRO, etc.
2. Agricultural land
―CARPable‖ Zone, SAFD Zone, etc.
Restricted or regulated tourism development within agricultural land. National policies are administered by DAR and
DA.
3. Built-up areas
Land uses for residential, commercial, industrial, institutional, roads and bridges, etc.
Availability of tourism support services, infrastructure and utilities.
4. Mining and Quarrying
Mineral resources extraction activities and quarrying of sand and gravel.
Incompatible land use with tourism development. RA7942 or the Philippine Mining Act of 1995 serves as the legal
basis.
5. Tourism Zone
Tourism attractions/ sites, examples: zoo, parks, resorts, etc.
Land use dedicated to tourism development and activities. The following serve as legal bases:
• Executive Order 111, S. 1999, Establishing the Guidelines for Ecotourism Development in the Philippines issued on
17 June 1999.
• Republic Act 7916 (Philippine Economic Zone Authority Act 1994)
• Republic Act 9593 (Tourism Act 2009)
6. Water
Creeks, rivers, tributaries and other bodies of water found in the LGU.
Tourism development, establishment and activities that may contribute pollution and adverse impact to water bodies
should be mitigated. The following serve as legal bases:
• Presidential Decrees 600 and 979 (Marine pollution policies by National Pollution Control Commission)
• Presidential Decree 1067 (Water Code)
• Republic Act 9275 (Clean Water Act of 2004)

Example 3. Overlaid Tourism Map

The example below describes the characteristics of the tourism attractions/ sites in terms of their location
in the land use, zoning and thematic maps. You may find the pull-out worksheet for you to fill out in Annex
G.
Attraction/Site from Tourism Map

It is important for the LGU to map out the road networks connected to the tourist attractions/sites. This will
provide a picture of the accessibility of the attractions/sites to tourists and visitors.

Example 4. Characteristics of Tourism Attractions/ Sites based on Thematic

Maps, Land Use, and Zones
5

The same Sieve Map should show the internal road networks and its classification leading to the tourism
site/attraction.
An example is provided below. You may find the pull-out worksheet for you to fill out at the Annex H.
Thematic Maps

Example 4. Road classification to attractions/site

Infrastructure Map
Attraction/Site from Tourism Map Refer to HLURB Guidelines
Land Use
Zoning Classification for other types of map
Avilon Zoo
Noah‘s Park
Combined hazard map

Location Road Classification

Avilon Zoo Brgy San Isidro Pathway / track
Noah‘s Park Brgy San Isidro Pathway / track

Some information regarding the status of roads and access routes to the tourist attraction/ site
may not be found on the Sieve Map. Thus, you should maximize Annexes P and Q in
Supplemental Reading 1 (Profiling the Local Tourism Industry) to gather such information.

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Notes
1

The National Tourism Development Plan, 2011-2016 also identifies the cluster destinations and Tourism
Development Areas (TDAs) in the regional, provincial, city and municipal levels.
2

Goals of CDP 2011 – 2016 of San Clemente, Tarlac (with modifications)

3
The ―Guide on Business Planning for Local Government Units (LGUs)‖ is a useful reference in creating
the business plan of the LGU specifically dedicated for the development of the tourism industry.
4

CLUP should have a National Park as one of the land use classifications, apart from forestlands. As
stipulated in
5

You may refer to Supplementary Reading 7 - Managing the Impacts of Tourism section of this Guidebook
for

References
2- 9
Department of Environment and Natural Resources (2006). Community Enterprise Development and
Management Guidebook. Quezon City, Philippines: Author.
________________ (2008). DENR-Administrative Order (DAO) No. 2008: ―Revised Implementing Rules
and Regulations (IRR) of Republic Act No. 7586 (NIPAS Act of 1992.
Department for Communities and Local Government (2006). Good Practice Guide on Planning for
Tourism. London, United Kingdom: Author.
Doswell, R. (1997). Tourism: How Effective Management Makes the Difference. Oxford, United Kingdom:
Butterworth-Heinemann
Eagles, P., McCool, S. & Haynes, C. (2002). ―Sustainable Tourism in Protected Areas: Guidelines for
Planning and Management‖. Gland, Switzerland and Cambridge, United Kingdom: IUCN.
Forbes, J. (2007). A Map Analysis of Potentially Developable Land . Regional Studies, 3(2), 179-195.
Retrieved from http://www.tandfonline.com/doi/pdf/10.1080/09595236900185191
Housing and Land Use Regulatory Board (2006). A Guide to Comprehensive Land Use Plan Preparation
(Volumes 1 and 2). Quezon City, Philippines: Author.
_________ (2001). Planning Strategically. Quezon City, Philippines: Author.
_________ (1996). Model Zoning Ordinance. Volume X. Fourth Revised Edition. Quezon City,
Philippines: Author.
National Economic and Development Authority, Department of Budget and Management and Department
of Finance (2007). Joint Memorandum Circular No. 1. Guidelines on the Harmonization of Local Planning,
Investment Programming, Revenue Administration, Budgeting and Expenditure Management.
Municipality of Rodriguez, Rizal (2011). Comprehensive Land Use Plan 2012 – 2022.
Municipality of San Clemente, Tarlac (2011). Comprehensive Land Use Plan 2011 – 2020.
Municipality of San Clemente, Tarlac (2011). Comprehensive Development Plan 2011–2016.
Municipality of San Clemente, Tarlac (2011). Local Development Investment Programming 2011–2020.
O‘Sullivan, D. (2014). Boolean Overlay and Sieve Mapping. Unpublished raw data, Department of
Geography, Pennsylvania State University, Pennsylvania. Retrieved from https://www.e-education.psu.
edu/geog586
Republic of the Philippines (1975). Presidential Decree No. 705. Forestry Reform Code of the Philippines.
____________________ (1977a). Presidential Decree 1151. Philippine Environmental Policy.
____________________ (1977b). Presidential Decree 1152. Philippine Environmental Code.
____________________ (1978). Presidential Decree 1586. Philippine Environmental Impact Statement
System.
References
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____________________ (1981). Presidential Proclamation 2146. Proclaiming Certain Areas and Types
of Projects as Environmentally Critical and within the Scope of the Environmental Impact Statement
System Established under PD No. 1586.
____________________ (1991a). Republic Act 7160. Local Government Code of the Philippines.
____________________ (1991b). Republic Act 7192. Women in Development and Nation Building Act.
____________________ (1995). Republic Act 7942. Philippine Mining Act.
____________________ (1997). Republic Act 8435. Agriculture and Fisheries Modernization Act.
____________________ (2001a). Republic Act 9147. Wildlife Resources Conservation and Protection
Act. 2001.
____________________ (2001b). Republic Act 9072. National Caves and Cave Resources Management
and Protection Act.
____________________ (2002). Republic Act 9184. Government Procurement Reform Act.
____________________ (2009). Republic Act 9593. Tourism Act.
Serote, E. (2005). Rationalized Local Planning System of the Philippines. Bureau of Local Government
Development Department of the Interior and Local Government.
United Nations Environment Programme and World Tourism Organization (2005). Making Tourism More
Sustainable: A Guide for Policy Maker. Madrid, Spain: Authors.
World Tourism Organization (2003). Sustainable Development of Ecotourism: A Compilation of Good
Practices in Small and Medium- Sized Enterprises. Madrid, Spain: Author.

Annexes pull-out worksheets

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Linking the Tourism Development Plan within the mandated Local Plan

Annex A. Relevance of CDP Sectoral Goals to the Tourism Development Plan

Sector Goals Relevance to the Tourism Development Plan
Social Sector
Economic Sector
Environment Sector
Infrastructure Sector
Institutional Sector

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Annex B .Relevance of Existing Land Use Classification to the Tourism

Development Plan
Ex isting Land Use Classification Relevance to the Tourism Development Plan

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Annex C. Overlaid Tourism Map

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Annex D: Sieve Mapping Methodology

Sieve mapping entails combining spatial data sets (which contains information from different sources)
using Geographic Information System (GIS) applications. This process will allow easy/direct reading and
analysis of the spatial distribution of land characteristics (Forbes, 2007). The resulting output is a single
map where layers displaying varied information are shown superimposed.
In the sieve mapping process, four basic steps were taken to come up with a map overlay for analysis,
they are:

4
1. Determining the inputs
2. Data acquisition
3. Putting the data sources into a uniform coordinate system
4. Overlaying the maps
Data Inputs
The data used are barangay and municipal Boundary, water systems, infrastructures such as roads,
bridges, and transportation terminals, well-known tourism sites, and areas prone to natural hazards such
as floods, landslides, and faults.
Using GIS techniques, these data were digitized, edited, and transformed from their original formats to a
consistent data format (and placed in a geodatabase). This is essential in showing a discernible spatial
distribution or phenomenon. Furthermore, data processing was applied so that they can be used for
further analysis.
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Linking the Tourism Development Plan within the mandated Local Plan

Data Acquisition
• National Mapping and Resource Information Authority (NAMRIA)
• Municipal Planning and Development Office (MPDO-Rodriguez)
• Department of Environment and Natural Resource (DENR)
• Land Management Bureau (LMB)
• Mines and Geosciences myrBureau (MGB)
• Philippine Institute of Volcanology and Seismology (Philvocs)
• Google Earth
• Open Street Map (OSM)
• Global Administrative Areas (GADM)
Since the data came from different sources, their coordinate systems (a reference system used to
represent the real world locations of geographic features) were not identical. Thus, the input data need to
be converted into a common coordinate system to ensure that the map layers are referenced to the same
planar surface. This was done using projection and transformation tools in GIS. The final coordinate
system is WGS 1984 UTM Zone 51 North, a projected coordinate system.
The final step in the sieve mapping process is overlaying the different data layers. The output map shows
the location of tourism sites in reference to the road network, river network, transportation terminals,
infrastructures, fault lines, and areas that are prone to hazards such as flooding and landslide.

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Data were acquired from different government agencies and various open data sources available to the
public. These sources are:

Uniform Coordinate System

Map Overlay and Resulting Output
Overlaying the different data layers
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Linking the Tourism Development Plan within the mandated Local Plan

Annex E
COLOR CODES FOR ZONING MAP (URBAN)
ZONING CATEGORY COLOR CODE
1. Residential
R1
R2
R3
2. Commercial
C1
C2
C3
3. Institutional
G1
S1
4. Industrial
I1
I2
I3
5. Infrastructure
6. Open Space
7. Others
color Appropriate
other than the above

(Cemetery, Land fill site)

Source: HLURB, 1996 2- 17
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Annex F
COLOR CODES FOR ZONING MAP (GENERAL)
ZONING CATEGORY COLOR CODE
1. Built-up
2. Agriculture
3. Forest
4. Special Use
4.1 Mining/Quarrying
4.2 Grassland/Pasture
4.3 Agro-Industrial
4.4 Tourism
Appropriate 4.5 Other Uses
color other than the above
Source: HLURB, 1996

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Annex G. Situating Tourism Potentials / Sites

Attraction/Site from Tourism Map

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Thematic Maps
Infrastructure Map
Combined
Refer to HLURB Guidelines
Land Use
Zoning Classification hazard map
for other types of map
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Annex H. Road Classification to Attractions/ Site

Attraction/Site from Tourism Map
Location Road Classification

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 3
Adopting the Tourism Development Plan
Supplemental reading
This supplemental reading of the Tourism Guidebook for Local Government Units:
• Walks you through the steps on mobilizing support and commitment towards plan institutionalization;
and
• Provides tools, worksheets and tips to facilitate adoption and institutionalization of the tourism plan.
3 - 1 3 - 2 Example 1: Resolution Adopting the Tourism Development Plan Formally adopting the Tourism
Development Plan (TDP) through a resolution provides the necessary impetus for implementation. Once
the TDP has been approved by the Local Chief Executive(LCE), he/she can endorse it to the Sanggunian
for adoption. There are two ways of gaining support and commitment of the Sanggunian towards this end,
depending on the situation in the LGU, to wit:
The Sanggunnian Chairperson for tourism development, with assistance from the Local Planning
and Development Coordinator, presents the draft plan to the Sanggunian. It is important to
include a representative from the Sanggunian early on in the process to build his/her commitment
to champion tourism in the local legislative council; or
The LCE presents the draft plan to the Sanggunian. The LCE, as the Chairperson of the Local
Development Council (LDC), the mandated planning body, is in a position to rally support of the
members of the legislative body to approve the plan. It is essential to involve non-government
organization members of the LDC in all stages of the tourism development planning to show that
the development of the plan was a result of a collaborative effort of various stakeholders, and as
such, enjoys broad-based support.
The active participation of the Sanggunian in the formulation of the TDP is envisioned to facilitate its
approval. The Sanggunian can issue a resolution to adopt the plan to jumpstart tourism development in
their respective jurisdictions. A sample resolution is provided in Example 1. The presentation to the
Sanggunian should include proposed legislative measures that are needed for tourism development,
which can be integrated in their respective legislative agenda. This may include updating of the Zoning
Ordinance to protect identified tourism sites and infrastructure requirements of the plan.
Resolution No. ___, Series of ___
“ADOPTING THE TOURISM PLAN OF THE PROVINCE/CITY/MUNICIPALITY OF
_________________”

HEREAS, the Local Government Code has identified the development and promotion of tourism as a
Why is there a need to adopt the plan?
mandate of the local government;
WHEREAS, the Medium Term Philippine Development Plan (MTPDP) recognizes that tourism can
serve as the primary engine of growth for the local economy;
WHEREAS, ____________ Province/City/Municipality possesses enormous tourism potential which, if
tapped and developed, can generate revenues for local businesses, create jobs, and improve the well-
being of the community;
WHEREAS, the adoption of a tourism development plan, a blueprint of progress and development for
the ____________ province/city/municipality, paves the way for the realization of the stakeholder‘s
aspiration to become an established tourist destination;
NOW THEREFORE, this body in session assembled;
RESOLVED, to adopt as it hereby adopts the Tourism Plan of the Province/City/Municipality of
______________.
CARRIED.
I hereby certify to the correctness of the foregoing resolution which was duly adopted by the Sanggunian
Panlalawigan/Panglungsod/Bayan during its regular session on _____________.
(Signed)
Secretary to the SP/SB
ATTESTED:

How can we institutionalize the plan?

Presiding Officer
SB Member SB Member SB Member
SB Member SB Member SB Member
APPROVED:
Governor/Mayor
 4 Preparing for Tourism Development
Plan Implementation
Supplemental reading
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This supplemental reading of the Tourism Guidebook will help LGUs:
• Prioritize tourism projects for implementation;
• Rank prioritized tourism projects using the Goal Achievement Matrix (GAM) method; and
• Enhance success of the plan implementation through capacity development.

S
You may find the pull-out worksheet for you to fill out in Annex A.
Example 1. Tourism Project Profiles
A project profile is a document that briefly describes the tourism project, indicating the objectives,
location, and target beneficiaries. Likewise, it also indicates the possible sources of funds and the period
of project implementation. More importantly, it spells out the project components and activities and their
corresponding costs.
A tourism project can be broad enough to include component projects which are related and
complementary. It can also be specific such that it has no component projects. This is illustrated in
Example 1.
Project Name Brief Description

This section will tackle how the TDP would be implemented through the ranked tourism projects from its
list of programs/projects/activities (PPAs) identified in the section on Formulating the Tourism
Development Plan. The GAM method, developed by Morris Hill in 1966, will be used in the process of
selecting, prioritizing and ranking all those listed PPAs using a set of criteria and assigned weights.
Similarly, it will cover discussion on capacity development for implementors and stakeholders which can
boost the successful implementation of the TDP.
There is a need for LGUs to implement those ranked projects in the TDP because they are the fulfillment
of its goals and objectives. However, it has to be complemented with the necessary capacity development
of the implementers and stakeholders to make the implementation successful.

Tourism Project Profile

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Estimated Project Cost (Php)
Ecotourism Development Project
The proposed project advocates protection of the natural resources, the base from which the ecotourism industry
thrives. It seeks to put in place mechanisms that are environmentally sustainable, economically viable, and socially
equitable in order to bring about development in the municipality that would redound to the benefit of local
communities.
13.2 M
Wawa Dam Road Improvement Project
The proposed project is a rehabilitation of the 5 – km access to Wawa Dam which will benefit xxx people / residents.
50 M
Others
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After screening the tourism projects, the shortlisted ones would then be prioritized to
determine those to be given utmost importance during the implementation phase.
These are the steps in prioritizing tourism projects:
Set a hierarchy of prioritization categories and match them with a set of criteria. Serote (2005)
provides a valuable means of doing this, as shown in Table 1, which can be adopted by LGUs.
Table 1. Criteria for Prioritizing Tourism Projects
CATEGORY GENERAL CRITERIA
Projects that cannot be reasonably postponed
Urgent
Projects that would remedy conditions dangerous to public health, safety and welfare Projects that maintain critical
programs Projects that respond to emergency situations
Essential
1
Timeframe assumes the maximum tenure of the Local Chief Executive. Projects required to complete or make
usable a major public improvement Projects required to maintain minimum standards as part of on-going program
Desirable self-liquidating projects Projects for which external funding is available
Necessary
Projects that should be carried out to meet clearly identified and anticipated needs Projects to replace obsolete or
unsatisfactory facilities Projects for repair or maintenance to prolong life of existing facilities
Desirable
Projects needed for expansion of current programs Projects designed to initiate new programs considered
appropriate for a progressive community
Acceptable
Projects that can be postponed without detriment to present operations if budget cuts are necessary
Deferrable
Projects recommended for postponement or elimination from immediate consideration in the current LDIP Projects
that are questionable in terms of over-all needs, adequate planning or proper timing

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Based on the given table for prioritizing tourism projects in Step 1, construct another table and
write down the set of prioritized tourism projects as shown in Example 2. You may find the pull-
out worksheet for you to fill out in Annex B.
Example 2. Prioritized Tourism Project
Project Name
Timeframe
Estimated Cost (Php)
123
Implementing Office Yr 1
Yr 2
Yr 3
Yr 4
Yr 5
Yr 6
Yr 7
Yr 8
Yr 9
Ecotourism Development Project
Wawa Dam Road Improvement Project
Others
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Ranking Tourism Projects

The GAM determines which of those prioritized tourism projects contribute substantially to
achieve the goals and objectives ofthe TDP, especially if the investments poured into these
projects would bring favorable socio-economic benefits to the host LGU. The GAM is a familiar
tool among City / Municipal Planning and Development Coordinators because it is used in the
formulation of the Local Development Investment Programming (LDIP). Hence, you can ask
them to assist you in using GAM to rank your prioritized tourism projects.
The result would be a tabulation of ranked tourism projects based on their total scores derived
from summing up the products of the assigned weight for each goal multiplied by the rating of
each prioritized tourism project.
Here are the steps in ranking tourism projects:
Establish a project rating scale. The rating scale provided by Serote (2005) shown in Table 2
may be used to assess the contribution of a particular prioritized tourism project to the fulfillment
of any TDP goal.
The rating for each tourism project may be represented by letter R with a subscript
corresponding to the project rating to distinguish them from each other.
Assign a corresponding weight on each goal from the TDP. If the weight is in terms of
percentage, the total weight should be equal to 100%. The weight for each tourism project may
be represented by a variable W with a subscript corresponding to the number assigned to the
goal. Examples of weighted TDP goals are presented in Table 3.
Table 2. Tourism Project Rating Scale
Project Rating
Representation Description
3R
1
Project contributes greatly to the fulfillment of the goal
2R
2
Project contributes moderately to the fulfillment of the goal
1R
3
Project contributes slightly to the fulfillment of the goal
0R
4
Project does not contribute to the fulfillment of the goal
-1 R
5
Project slightly inconsistent with the goal
-2 R
6
Project moderately inconsistent with the goal
-3 R
7
Project greatly contradicts the goal
2

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Table 3. Weight of TDP Goals
Construct a GAM table similar to Table 4. In order to compute for the total score of each project,
refer to Table 4 and the sample on Example 3.
You may find the pull-out worksheet for you to fill out in Annex C.
Proposed Project No.

Goal Representation Weight

1. Premier ecotourism destination W
1
20%
2. Improved safety, mobility and less circuitous access routes
to tourism sites
W
2
20%
3. Improved protection and safety of tourists from disaster risks
and natural hazards
W
3
20%
4. Sustainable ecotourism development W
4
20%
5. Enhanced social welfare delivery W
5
10%
6. Maximized role of ICT in the tourism industry W
6
10%
Total 100%

Table 4. Goal Achievement Matrix

Project Rating x Goal Weight ( R x W)
Total Score (a + b + c + d + e + f)
Subscript of R depends on the project rating
Goal 1
Rank
(a)
Goal 2 (a)
Goal 3 (c)
Goal 4 (d)
Goal 5 (e)
Goal 6 (f)
1RxW
1
RxW
2
RxW
3
RxW
4
RxW
5
RxW
6
2RxW
1
RxW
2
RxW
3
RxW
4
RxW
5
RxW
6
3RxW
1
RxW
2
RxW
3
RxW
4
RxW
5
RxW
6
4RxW
1
RxW
2
RxW
3
RxW
4
RxW
5
RxW
6
5RxW
1
RxW
2
RxW
3
RxW
4
RxW
5
RxW
6
6RxW
1
RxW
2
RxW
3
RxW
4
RxW
5
RxW
6
Others
RxW Products
GOAL GOAL GOAL GOAL GOAL GOAL

TOTAL SCORE
3

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Example 3. Goal Achievement Matrix (Sample with scores)
Proposed Project Rating x Goal Weight ( R x W) Project No.
Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 Goal 6
Score Total
Rank
1 3 (0.2) 2(0.2) 1(0.2) 0(0.2) 2(0.1) -1(0.1) 1.30 1
2 0 (0.2) -3(0.2) 2(0.2) -1(0.2) 1(0.1) -2(0.1) -0.50 6
3 -2 (0.2) 0(0.2) 3(0.2) 1(0.2) 3(0.1) 2(0.1) 0.90 2
4 2 (0.2) 1(0.2) -2(0.2) 0(0.2) -1(0.1) 0(0.1) 0.10 3
5 1(0.2) 2(0.2) 0(0.2) -2(0.2) -3(0.1) -3(0.1) -0.40 5
6 -1(0.2) 0(0.2) -3(0.2) 2(0.2) 2(0.1) 1(0.1) -0.10 4
Others
it “contributes greatly to the fulfillment of goal 1”;
it “contributes moderately to the fulfillment of goal 2”;
it “contributes slightly to the fulfillment of goal 3”;
it “does not contribute to the fulfillment of goal 4”;
it “contributes moderately to the fulfillment of goal 5”; and
it is “slightly inconsistent with goal 6”.

n
The total score is derived from the summation of all the R x W products.
To illustrate a Proposed Project No. 1 in Example 3 can be taken out and analyzed.
With reference to Table 2, the total score of Proposed Project No. 1 can be interpreted as
follows:

6.
Identify office responsible for each of the activity.

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Construct a table for the ranked tourism projects using the GAM method in Step 3, as illustrated
in Table 5. The 10 topmost ranked tourism projects or more can then be submitted to the office
of the Local Chief Executive for funding consideration.
You may find the pull-out worksheet for you to fill out in Annex D.
Table 5. Ranked Tourism Projects
Timeframe
3
Rank No.
Project Name
Cost Estimated (Php)
123
Implementing Office
Yr 1
Provide a mechanism where these activities can be evaluated.
Yr 9
1
2
3
4
5
6
7
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9
10
Yr
Yr
Yr
Yr
Yr
Yr
Yr 2
3
4
5
6
7
8
Timeframe assumes the maximum tenure of the Local Chief Executive Action Planning Process

After having ranked the tourism projects, an action plan is needed to implement the TDP. The following
are the steps in action planning:

1. 2. 3. 4. 5.
Identify the activities for implementing the tourism development plan in a chronological manner.
Define each activity and include the timeframe (start and end) for its implementation.
Identify the Allocate the means of verifying that the activities resources available to support these are
undertaken.
activities.
The Action Plan Matrix
The Action Plan Matrix is the product of the action planning process. The matrix contains the identified
activities to implement the plan; definition of each activity; means to assess an activity; resources needed
to undertake such activity; how the activity can be evaluated; and the office/s responsible in doing the
activity.

Example 4. The Action Plan Matrix

Activity Definition
Means of
Resources Verification
Needed
Evaluation
Responsible Office/s
1. Organizing
Formation of all the different
implementing implementing
teams and teams
identification of members. (Weeks 1 – 2)

From the action plan matrix, an activity plan can be formulated to specifically list down related activities
that would help in the plan implementation. Example 5 stems from the action plan matrix in Example 4.
List of implementing team and names of team members
Transportation, supplies, food, venue, etc.
Percentage of implementing teams organized
Mayor‘s Office / LGU Administrator, Tourism Officer, HR, MPDC
2. Holding an orientation meeting
Briefing the implementing teams on the expected outputs and deliverables, etc. (Weeks 3 – 4)
Attendance sheet, Minutes of meeting, etc.
Transportation, supplies, food, venue, etc.
Attendance to meeting, Contents of the minutes.
Mayor‘s Office / LGU Administrator, Tourism Officer, HR, MPDC
Others

The Activity Plan

Example 5. The Activity Plan Schedule
ACTIVITY
Week
12345678
Organizing the different implementing teams
Holding an orientation meeting.
Others

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Building Capacities for TDP

Implementation
As part of the preparation in implementing the TDP, capacity development is necessary to help enrich the
skills of stakeholders and implementors that are needed for its successful implementation.

What is capacity building?

Capacity building or development is the process by which individuals, groups, organizations, institutions
and societies increase their abilities to: a) perform core functions, solve problems, define and achieve
objectives and b) understand and deal with their development needs in a broad context and in a
sustainable manner (UNDP, 1998).
The Canadian International Development Agency (CIDA) defines capacity development in the same
manner. Capacity development refers to the approaches, strategies and methodologies used to improve
performance at the individual, organizational, network/sector or broader system level. Among its key
objectives are to: a) enhance or more effectively utilize skills, abilities and resources; b) strengthen
understandings and relationships; and c) address issues of values, attitudes, motivations and conditions
in order to support development goals (DILG-LGSP, 2009).
There is no singular definition of capacity building. Over the years, capacity building has evolved from
being a focus of individual training towards the development of institutions and recently a complex
systems at large. Recent definitions emphasize the continuing process of strengthening of abilities to
perform core functions, solve problems, define and achieve objectives, and understand and deal with
development needs (UNESCO, 2005).
A capacity development plan is a document that seeks to rationalize and strategically focus the capacity
building efforts of LGUs (UNESCO, 2005). Such plan also outlines the capacity interventions or programs
that need to be undertaken to address perceived gaps in knowledge, skills and attitudes (KSAs) of an
individual or organization.
What are the steps in formulating a
Capacity Development Plan?
There is no “one way” to capacity development planning. The following are some
suggested steps:

1.
Establish the organizational and individual competencies that are needed to implement the TDP (What
capacities should be present in the LGU to support the implementation of priority programs and projects?)
2.
Examine adequate existing leadership, capacity management, vis-à-vis desired technical competencies.
skills, organization (Does the arrangement,
LGU have
motivation, technology and equipment, systems and procedures, regulations, ordinances, and funds to
accomplish the goals of the TDP?) 3.
Identify to be prioritized?)
capacity gaps. (Where are gaps in capacities? Which capacity areas need 4.
Identify priority strategies or actions that need to be taken to improve capacities. (What should be done to
improve or develop capacities?) 5.
Prepare a capacity development plan and budget. (How much time, effort and budget would be required
to make improvements in the present capacity of the 6.
LGU and is it worth it?)
Assign roles and responsibilities to achieve the goal and the capacity objectives. 7.
Monitor the plan and make adjustments as required. (Should goals and objectives be adjusted given
present capacity?)
Source: Adopted and modified from the Manual on the Local Planning Process, Formulating the CDP and ELA in
ARMM, DILG-LGSP, 2009.

Capacity Assessment
Ideally, LGUs need to undertake a serious capacity assessment and establish the individual and
organizational competencies needed in the implementation of the TDP.
In Supplemental Reading I – Profiling the Local Tourism Industry, worksheets enumerating the tourism
stakeholders and their role in tourism, tourism education, as well as tourism projects in the past five years
are provided. This will have to be accomplished by tourism officers and planners, the target users of this
Tourism Guidebook. Such listings can help LGUs identify and later analyze certain tourism-related
capacity building needs in the locality.
In this Supplemental Reading, priority tourism programs, projects and activities (PPAs) have been
identified and ranked. LGUs can also utilize the data from the list of PPAs in ascertaining capacities
needed to realize the PPAs.
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What does capacity building involve?

Capacity in the broadest sense is concerned with the following (UNESCO, 2005):
Human Resource Development. It is the process of equipping individuals with the understanding, skills
and providing access to information, knowledge and training that enable them to perform effectively.
Organization Development. This covers the elaboration of management structures, processes and
procedures, not only within the organizations but also within sectors (public, private and community).
Institutional and Legal Framework Development. This concerns the making of legal and regulatory
changes to enable organizations, institutions and agencies at all levels, and in all sectors, to enhance
their capacities.
Human resource development for tourism must be given priority in order to offer the quality of services
expected by the tourist markets. Developing the human resources for tourism requires a systematic
approach of projecting personnel needs and determining the training required to provide the qualified
personnel. Personnel in both the public and private sectors require education and training (UN-WTO,
1998).
Developing the human resources for tourism requires a systematic approach (UN-WTO,
1998):
Surveying and evaluating the present utilization of personnel in tourism and identifying any existing
problems and needs, for example, upgrading the skills of some personnel;
Projecting the future personnel needed based on the number of personnel required in each category and
skill level of employment;
Evaluating the total human resources that will be available in the future. This involves examination of the
number of persons in the area who will be seeking employment in the future, and the educational
qualifications of these persons; and
Determining education and training needs of the personnel required and formulating the education and
training programme needed to provide the qualified personnel.
A sample capacity building assessment matrix is provided below. LGUs would also need to
prioritize their capacity building interventions form the list of recommended interventions taking
into consideration budget and other resource requirements.
LGUs can use the pull-out worksheet found in Annex G to formulate their own capacity building
assessment matrix.
Example 6. Capacity Building Assessment Matrix
Priority Programs, Projects and Activities (PPAs)
Perceived Skills/ Knowledge Gaps
Capacity Building Intervention Recommended to Address Gaps**
Priority Capacity Building Intervention
** Capacity Building Intervention may include formal training/workshop, mentoring and coaching, on-the-job training,
study tour, exchange visit, etc.

4- 13 4- 14
Target Stakeholders
1. Development of
Homestay Program
Community household members are not used to receiving visitors
Conduct of :
• Formal Training
• On-the-job training (OJT)
• Study tour
Conduct of training on homestay development and management
• Basic Food Preparation and Handling
• Basic Hygiene
• Table Setting
• DOT‘s Minimum Standards on Homestay
Participants to the homestay program in the community
2. Microcredit Program
Staff of tourism enterprises lack knowledge and skills on financial management
Conduct of:
• Formal training
• OJT
• Mentoring and coaching
Conduct of OJT in business establishments
Staff of Tourism Enterprises
3. Lobbying and
Advocacy
The staff of the local tourism office lack the skills to influence policy and access re- sources from donors
Conduct of :
• Formal training
• Exchange visit/ Study tour
Conduct of study tour in other municipalities and cities
Staff of the Local Tourism Office

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Capacity Building Intervention Plan

Using the data in the Capacity Building Assessment Matrix, LGUs can proceed to develop a more
detailed capacity intervention plan. This Plan indicates the contribution of the LGU‘s capacity building
efforts to the much larger tourism goals as well as desired outcomes. It also shows the resource
requirements, number of participants, and implementation details and target to undertake the priority
capacity building interventions identified in the capacity assessment matrix.
LGUs can also refer to other capacity assessment and capacity development planning tools such as the System on
Competency Assessment for Local Government (SCALOG) and the Local Government Performance Management
System (LGPMS), the latter found at www.blgs.gov.ph/lgpms.

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A sample capacity development plan is provided below. This plan can be modified, to include
more information/data depending on the requirements of the user.
LGUs can use the pull-out worksheet found in Annex G to formulate their own capacity building
assessment matrix.
Example 7. Capacity Development Plan
Priority Tourism
Capacity Sectoral Goal
Building Intervention
Adapted and modified from the Manual on Local Planning Process: Formulation of the CDP and ELA in ARMM, 2009,
DILG-LGSP.
Implementation Details (Timeframe, Who
MF
are involved)
Example: Increased income of tourism community enterprises
Target No of Target
Participants Desired Office
Outcome
Resource/ Budget Requirements
Training on Homestay Development and Management
Municipal Tourism Office
15 15 Net income
increased by 10%
Honoraria for tourism experts Training materials P 50,000.00
One week
Participants to the homestay program in the community
Example: Improved access to financing
On the Job Training
Tourism Enterprise Office
10 10 1 Million
mobilized from microcredit organiza- tions
Transportation and meal allowances P20,000
Two weeks
Staff of tourism enterprises
Example: Improved skills of the local tourism office staff
Study Tour in
Municipal other
Tourism Office municipalities/ cities
5 5 Enhanced
skills on advocacy and lobbying
Transport Meals P10,000
Two days
Saff of the Municipal Tourism Office
References
(2007). Lecture slides from Special Course in Urban and Regional Planning (SCURP), University of the
Philippines School of Urban and Regional Planning.
Department of Interior and Local Government and Local Government Support Program (2009).Manual on
the Local Planning Process: Formulation the CDP and ELA in ARMM. Manila: Authors.
Housing and Land Use Regulatory Board (2001). Planning Strategically. Manila: Author
Local Government Academy, Department of Interior and Local Government (1998). Guide for Local
Authorities on Developing Sustainable Tourism. Manila: Author.
_____________________________________ (2009). CapDev Agenda in a Nutshell A Primer on the
Formulation of a Competency –based Capacity Development Agenda. Manila: Author.
Republic of the Philippines (1991).Republic Act 7160: Local Government Code of the Philippines.
__________________ (2001).Republic Act 9147:Wildlife Resources Conservation and Protection Act.
Serote, E. (2005). Rationalized Local Planning System of the Philippines. Manila: Bureau of Local

nnexes Government Development Department of the Interior and Local Government.

United Nations Educational, Cultural and Social Organization (2005).Guidebook for Planning in

ull-out worksheets Education, Emergencies and Reconstruction, Paris: International Institute for
Educational Planning. Retrieved from
http://www.iiep.unesco.org/fileadmin/user_upload/Cap_Dev_Technical_Assistance/pdf/
Guidebook/Guideboook.pdf.
United Nations World Tourism Organization (1998).Guide for Local Authorities on Developing Sustainable
Tourism. Madrid: Author.

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Supplemental reading 4

upplemental reading 4 Tourism Guidebook for Local Government Units

Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units
Profiling the Local Tourism Industry

Annex A. Tourism Project Profile Annex B. Prioritized Tourism Project Project No.
Project Name Brief Description
Estimated Project Cost (Php)

4- 17 4- 18
Timeframe
Project Name
Estimated (Php)
Cost
123
Implementing Office
Yr 1
Yr
Yr
Yr
Yr
Yr
Yr
Yr
Yr 2
3
4
5
6
7
8
9
Supplemental reading 4

upplemental reading 4 Tourism Guidebook for Local Government Units

Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units
Profiling the Local Tourism Industry

Annex C. Goal Achievement Matrix

Annex D. Ranked Tourism Projects
Project Rating x Goal Weight ( R x W)
Total
Proposed Project No.
Score (a+b+c+d+e+f)

4- 19 4- 20
Timeframe
Goal 1 (a)
Goal 2
Goal 3
Goal 4
Goal 5
Goal 6 (b)
(c)
(d)
(e)
(f)
Rank
Rank No.
Project Name
Estimated Cost (Php)
1 2 3 Implementing Office Yr 1
Yr
Yr
Yr
Yr
Yr
Yr
Yr
Yr 2
3
4
5
6
7
8
9
Supplemental reading 4

upplemental reading 4 Tourism Guidebook for Local Government Units

Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units
Profiling the Local Tourism Industry

Annex E. The Action Plan Matrix

Annex F. The Activity Plan Schedule
Activity Definition
Means of
Resources Verification
Needed
Evaluation
Responsible Office/s
ACTIVITY
Week
12345678

4- 21 4- 22
Supplemental reading 4

upplemental reading 4 Tourism Guidebook for Local Government Units

Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units
Profiling the Local Tourism Industry

Annex G. Capacity Building Assessment Matrix

Annex H. Capacity Development Plan
Priority Programs, Projects and Activities (PPAs)
Perceived Skills/ Knowledge Gaps Priority 4- 23 4- 24 Capacity Building Intervention Recommended to
Address Gaps**
Capacity Building Intervention
Target Stakeholders
Target No of Participants
Desired Out- come
Implementation
Tourism Sectoral Goal
Priority Capacity Building Intervention
Target Office Staff
Resource/ Requirements
Budget
(Timeframe, Details
are
Who
MF
involved)
Supplemental reading 4

upplemental reading 4 Tourism Guidebook for Local Government Units

Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units
Profiling the Local Tourism Industry

Annex I Project profile

5

udgetary Requirements (in millions) I

Title of the Project: Ecotourism Development Project

Program / Projects / Activities
LDIP Period

011 2012 2013 2014 2015 2016 2017 2018 2019 2020 TOTAL II

Project Proponent: San Clemente Municipal Tourism Office

Tourism Infrastructure Support Development

IV Project Goals and Objectives:

Goal: Attainment of socio-economic growth of the municipality through sustainable
ecotourism development

Proposed Period of Implementation: 2011-2016

5 With modification from the original version (LDIP 2011 – 2020 of San Clemente, Tarlac) 4- 25 4- 26
1 1 1 1 1 1 1 1 1 1 10

III Brief Description of the Project :

The proposed ecotourism development in San Clemente aims to advocate protection and
P
romotion of Ecotourism Events - 0.1 0.1 0.2 0.2 0.2 0.05 0.05 0.05 0.05 1 conservation of the natural
resources, the base from which the ecotourism industry thrives. Specifically, it seeks to put in place
mechanisms that are environmentally sustainable, economically viable, and socially equitable in order to
bring about economic development in the municipality that would redound to the benefit of local
communities.
LGU support Institutionalization 0.1 - - - - - - - - - .1
Strengthening Partnership for Environment Protection and Management
- 0.1 - - - - - - - - .1

Objectives:
1. To increase investment in ecotourism project by improving infrastructure, security,
communication, community development and local pride; 2. To improve performance in terms of
tourist arrivals and receipt and develop a strong
Promotion and Marketing of Banner and Emerging Sites

backward linkages with other sectors ; and 3. To increase share of jobs generated V
Project Location : Sitio Lippet and Sitio Canding, Barangay Maasin
Target Beneficiaries: Local communities of San Clemente and Brgy. Maasin
- 0.2 0.2 0.1 0.1 0.1 0.075 0.075 0.075 0.075 1
Competency Building for Tourism Industry Personnel
- 0.25 0.25 0.1 0.1 0.1 0.1 0.1 - - 1

VI
Target Beneficiaries : Sitio Lippet and Sitio Canding, Barangay Maasin
TOTAL 1.1 1.65 1.55 1.4 1.4 1.4 1.225 1.225 1.125 1.125 13.2

VII
Sources of Funds : LGU San Clemente Provincial Government Department of Tourism Official
Development Assistance VIII IX

Project Status: NEW X

Project Components/Activities and Cost
Photo credits by George Tapan

Financing the Tourism Development

Plan
Supplemental reading

5
 b
. This supplemental reading of the Tourism Guidebook will help LGUs:
• Prepare the tourism project milestone matrix;

External Funding Source:

• Present how to source funds from public and private sectors to finance the ranked tourism projects; and
• Know the importance of writing an effective tourism project proposal.
For LGUs which would want to implement a tourism project even if it is not included in the Local
Development Investment Plan (LDIP), Annual Investment Plan (AIP) or Executive and
Legislative Agenda (ELA), they may resort to alternative financing schemes. These financing
options are illustrated in Table 2.

s Republic Act 7160 puts it, ―It shall be the basic policy that any Financing the Tourism
Development Plan (TDP) is a means of funding the ranked tourism projects.

ocal government unit may create indebtedness and avail of credit This is made possible by
determining the total cost of all these projects through formulating the

acilities to finance local infrastructure and other socio-economic Tourism Project Milestone
Matrix.
development projects in accordance with approved local development plan and public
investment program‖. (Sec. 296) Likewise, it is at this stage of the tourism development
planning process where LGUs allocate resources or source out the funds needed to implement
those ranked tourism projects. The resources or funds may be sourced internally (locally) or
externally (national/international) from various financing options.
Table 2: External Financing Schemes
Official Development Assistance (ODA)

rivate Financing Borrowing Funding Sources

• Multilateral loans
(may also be grants)
• Bond Floatation
It is assumed that for each ranked tourism project, a Project Profile has already been prepared and
submitted to the office of the Local Chief Executive for funding consideration. In response, the LGU may
employ different strategies to mobilize financial resources to fund those ranked tourism projects. There
(Provincial equity funds)
• Bilateral loans (may also be grants) are financial options available both from local and external sources.
Public- Private Partnership (PPP):
The LGU may enter into contract with a private sector to make the latter provide financial,
technical and other operational support to implement those ranked tourism projects. The Build-
Operate-Transfer (BOT) and its variants are forms of a PPP.
Destination Coordination
• Development Fund
Joint Memorandum Circular (JMC) No. 2011 – 1 dated April 13, 2013 further strengthened the utilization of the 20%
component of the annual internal revenue allotment shares, especially if it is directed to social development and
economic development programs and projects.
Some of these variants are: Build and Transfer (BT), Build-Own-and-Operate (BOO), Build-lease-transfer (BLT), Build
Own Operate Transfer (BOOT), Design, build, operate, maintain (DBOM), Design, build, finance, operate (DBFO),
etc.

• Public (Government Financial Institutions)

Private (Commercial banks) a.

Local For are local two tourism revenues, possible Funding development as funding illustrated
sources: projects Source: in Table Internal which 1.
are to be funded internally, there
Revenue Allotment (IRA) and

c.
Table 1. Local Financing Schemes
2
• Taxes
• User Fees/Charges
• Service Fees
d.
Private Private to support individuals Business the implementation may donate Investment:

o of the LGU or provide grants 1

its tourism projects.

5-15
-21
2
The Tourism Project Milestone
Matrix
Accomplishing the Tourism Project
Milestone Matrix
Phase I – 2.5 km P 25 million Phase II – 1.5 km P 15 million Phase III – 1 km P 10
million
Example 1. Accomplished Tourism Project Milestone Matrix
Rank No.
Milestone Name of Project
Estimated Location
Cost (P‟000)
(P‟000)
123
Source of
Implementing Funds
office
Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9

The project milestone matrix contains the total costs of all the ranked tourism projects in the
TDP along with some brief features such as location, estimated cost, project milestone and
funding source of each project.
Wawa Dam 5 – Km Access Road Improvement Project
1
Phase I Phase II Phase III
San Rodriguez Rafael
50,000
25,000 -
15,000
LGU, DPWH
TOTAL 50,000 25,000 15,000 10,000

An existing example of a tourism project is that of the City of Alaminos, in the Province of Pangasinan,
which has embarked on the Hundred Islands Marine Theme Park Project.
The project is designed to establish an ecological theme park within the Hundred Islands National Park
(HINP). Composed of several islands from the hundred islands, it will feature an island – connecting
bridges, floating bamboo rafts and cottages, diving and marine sanctuaries, among others.
The project components are: establishment of fish sanctuaries, snorkeling and diving areas; installation of
floating connectors; establishment of ―boat houses‖ or floating day cottages and bamboo rafts; acquisition
of water – based sports facility; promotion of the theme park to residents and tourists; and conduct of
capability building activities to manage the theme park.
When an LGU considers tapping external sources to fund the implementation of tourism
projects, it prepares and submits tourism project proposals to prospective funding institutions.
A tourism project proposal is a document used to convince a prospective sponsor / grantor that
a tourism project must be implemented to solve a particular problem or to respond to an
opportunity. It contains technical information, financial requirements and the steps how it would
be carried out. The basic outline of a project proposal is presented in Box 1.
There are instances, however, that tourism project proposals need supporting documents such
as a pre-feasibility study or a feasibility study. This would entail the conduct of socio-economic,
financial and technical studies, return of investment (ROI), etc. to support the viability of the
proposed project.
Project proposals that were already funded by external benefactors / grantors could serve as a
guide for writing effective tourism project proposals. They are available at the M/CPDC Office of
LGUs.
-
-
-
-
-
-
--
-
-
-
-
-
- 10,000
-
-
-
-
-
-

Consider the following hypothetical ranked tourism project

below:
Ranked tourism projects, especially those which have large estimated costs, can be
implemented in phases to cushion their impact to the financial coffer of LGUs. This is called the
project milestone, which makes it possible to put all those ranked tourism projects in place
annually. Thus, implementing them is made financially viable for LGUs.
• Wawa Dam 5-Km Access Road Improvement Project; a P 50 million – project
to be funded by LGU and DPWH
1 Take the Identify implemented following the steps:
deliverable/s annually.
on each project which can be
• Wawa Dam 5-Km Access Road Improvement Project 2
Deliverable: 5-Km Improved Access Road
For each deliverable, distinguish if it can be done in phases. Then,
estimate the cost in each phase.
• Wawa Dam 5-Km Access Road Improvement Project
Deliverable: 5-Km Improved Access Road 3
Plot them in the worksheet shown in Example 1.

Project Proposal
3
3 Funding institutions have different project proposal formats which can be downloaded from their websites. 5 - 3 5

-4
References
Project Proposal Outline
ity Government of Alaminos, Pangasinan (n.d.).―Tourism.‖Retrieved from I

General Project Nature Proponent of Title

Information
Project
http://www.alaminoscity.gov.ph/thecity/cityproject.aspx?id=1&agenda=Tourism.
Department of Interior and Local Government (2011).Joint Memorandum Circular (JMC) No. 2011- 1:
Amending DIG-DBM Joint Memorandum Circular No. 1, dated September 20, 2005, titled ‗Guidelines on
the appropriation and utilization of the 20% of the annual Internal Revenue Allotment for development

Contact Person
projects,‘ and DILG Memorandum Circular no. 2010-138 dated December 2, 2010, titled ‗Use of the 20%

Project Cost
component of the annual Internal Revenue Allotment shares.‘ Retrieved from http://www.dilg.gov.ph/

Project Location

DF_File/issuances/joint_circulars/DILG-Joint_Circulars-2011414-c7a40511f3.pdf II

Executive Project Project Background Description

Summary
Local Government Support Program in ARMM (2009).A Manual on the Local Planning Process
(Formulating the CDP and ELA in ARMM).Davao City: Author.
N
ational Economic Development Authority and Asian Development Bank (2006). Investment Objectives
and Expected Outputs
P
rogramming Planning and Revenue Generation Guidebook. Manila: Authors. Target Beneficiaries
Activities, Strategies and Expected Outputs
R
epublic of the Philippines (1990).Republic Act 6957: An Act Authorizing the Financing, Construction,
Funding Source
4

O
peration and Maintenance of Infrastructure Projects by the Private Sector. 1990. Investment
Requirements Target Date of Implementation
 _
______________________(1991).―Republic Act 7160: Local Government Code of the Philippines.‖
Monitoring and Evaluation Mechanism
_______________________(1994).―Republic Act 7718.Expanded Build-Operate-Transfer (BOT) Law.‖
Republic of the Philippines-Office of the President (1987). ―Executive Order No. 226:
Omnibus Investments Code of 1987.‖
4 This must separately identify those projects which are for public investment, private investment
and PPP. 5 - 5 5

-6
 Suppl
emental reading 5 Tourism Guidebook for Local Government Units
Financing the Tourism Development Plan

Annex A. Tourism Project Milestone Matrix

Rank No.

5-75
- 8 Milestone (P‟000) Name of Project Location
Cost Estimated
(P‟000)
123
Source of
Implementing Funds
office
Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9

Annexes pull-out worksheets

 6 Monitoring
and Evaluating the Local Tourism
Development Plan
Supplemental reading
M&E analyzes progress towards actual achievement of results. An example of an M&E Strategy is found
in Example 1 below.
A pull out worksheet is found in Annex A.

Example 1: Tourism M&E Strategy

This supplemental reading of the Tourism Guidebook for Local Government Units:
• Presents a simplified discussion of monitoring and evaluation (M&E) concepts;
• Discusses the importance of undertaking M&E; and
• Recommends simple tools to doing M&E.
Key elements of an M&E strategy The following elements need to be identified during the planning process:
• Results (goals, objectives, outputs);
• Success Indicators to measure progress towards results;
• Explicit targets per result;
• Data source to assess performance;
• Collection methods;
• Frequency at which measurements will be made
• Roles and responsibilities
Source: Paran, 2009
Data Source to Assess Performance Goals &
Success
Targets per Objectives
Indicator
Indicator
Collection Methods
Frequency Responsibility
Increased number of tourism-related businesses owned by host community

How did we do?

• Monitoring is the continuous tracking/measurement of progress and performance against what was
planned (schedules, outputs, resource use, cost); and
• Evaluation is the systematic measurement of performance at the level of tourism goals and objectives.
The development of an M&E strategy should not be an afterthought, but should be undertaken as an
integral part of the planning phase. As has been discussed in the section on Formulating the Local
Tourism Development Plan , goals ,objectives, targets and success indicators are identified during plan
formulation.
100% Number of
increase business
in number of permits issued
tourism-related by LGU with
 businesses owners from
owned by host community
community
Local Business Permit
and Licensing Office
Document review
Every three years
Planning and Development Office and Tourism Officer
Checking on the progress of plan implementation (monitoring) and taking stock on where things are
(evaluation) need to be done on a regular basis. Doing monitoring and evaluation will give us indications
how future efforts in tourism can be improved. Monitoring and evaluation (or M&E) functions as a
management tool to inform all tourism stakeholders about the efficiency and effectiveness of strategies,
programs, projects and activities that have been implemented in the destination. Evaluation results can
be useful in replicating successes and correcting mistakes, and can also serve as an accountability and
learning tool for local government units.

The focus of monitoring and evaluation differ:

How do we measure progress?

MONITORING & EVALUATION

6-16
-2
Using and Communicating M&E
Results back to Stakeholders
The local chief executive (LCE) has to regularly report back the accomplishments of his/her
administration to the constituents. The results of the Tourism Plan M&E can be integrated in the
State of the Province/City/Municipality Address (SOPA/SOCA/SOMA) of the local government
unit.

The LCE can include the following in his/her report.

• Goals and objectives achieved (e.g., capacities of stakeholders developed; benefits to residents/host
community; resources generated from tourism ventures);
• Projects, programs, and activities accomplished; and
• Expenditures.

Baseline data
How will you know if the interventions identified in the plan are effective unless you know the situation
beforehand? This is where baseline data come into play. Baseline data show the situation to be
addressed by the tourism development plan prior to the planning period. Baseline data serve as the
starting point for evaluation studies, but need to be gathered from the onset. They are useful for
measuring the performance of the tourism industry in your localities. You can determine the effect of the
strategies by comparing the situation before and after plan implementation. The difference between the
baseline and the actual results will show if interventions undertaken have been effective. Supplemental
Reading 1 - Profiling the Local Tourism Industry discusses more about baseline data.

6- 3 6
-4
Evaluating Plan Implementation
Example 2 below shows plan targets vs. accomplishments for tourism. The example indicates that the
programs, projects and activities identified in the plan that have been implemented were very successful
in accomplishing the economic goals and objectives. This also signals the effectiveness of the strategic
directions/strategy chosen by the stakeholders. If the actual accomplishments are lower than the target,
there may be a need to review and change the strategy.

Example 2: Tourism Targets vs. Accomplishments

Results Strategy Baseline Data Targets
Actual Accomplishments
Economic
Goal Increased income of
host island communities
Develop community –based tour packages for small islands
Average annual household income is Php 40,000 in 2007
50% by 2013 100% by 2013 (Php
80,000)
Objectives Improved tourism
skills of host island community
50% of male members of people‘s organiztion and 50% of female members of people‘s organization trained in
tourism
50% male members; 60% female members trained in tourism
Increased number of tourism-related businesses owned by island community
100% increase in the number of tourism businesses owned by community members
200% increase in new tourism business permits issued by LGU
The use of established and existing monitoring mechanisms and structures in the LGU can help reduce
the cost of monitoring. It is recommended that the Annual/End-of-Term Accomplishment Report (as
shown in Example 3) be used to report the accomplishments of the LGU in implementing the tourism
development plan. The Annual/End-of-Term Accomplishment worksheet is found in Annex C. .
It is important for the local government to use M&E results in re-planning. The non-attainment of goals
and objectives requires a re-evaluation of strategies as well as the programs, projects and activities that
have been implemented by stakeholders.
Data source to assess success
In order to have a cost effective M & E Strategy, the use of already available tourism data is recommended
such as:
• Business permits issued by the local government
• Hotel room inventory and occupancy rates
• Attraction visitor counts and admissions
• Event related figures
• Visitor information from visitor centers
• National, regional, provincial studies and data
• Other studies by academe, private sector and NGOs
Source: Adapted from Leones and Dunn, 1999
References
The Annual/ End-of-Term Accomplishment Report can be adapted to suit the requirements of
tourism plan monitoring.
Example 3: Annual / End of Term Accomplishment of an LGU
Annual/End-of-Term Accomplishment Report Province/City/Municipality of
________________
Strategy

6-56
- 6 Leones, J. & Dunn, D. (1999). Strategies for Monitoring Tourism in Your Community‘s Economy. Tucson:
University of Arizona.
Paran, J. C. (2009). A Manual on the Local Planning Process: Formulating the CDP and ELA in ARMM. Davao City:
Local Governance Support Program in ARMM.
Programs,
Success
Project Projects,
Indicators Activities
(Outcome/Output)
Beneficiary Sector
Coverage Area
Cost (Php)
Actual Disbursement
Remarks
Develop commnity-based tour packages for small islands
Target Accomplishment
Community-Based
Number of
One Ecotourism Project
Community-based tour/s operating in
community-based tour operating
Host-community Whole
7 Million 6 Million Community barangay
organizing took a longer time which the host barangay
by 2012
resulted in delay of registration in SEC; however membership of the organization Activities
Number of
At least thirty
 exceeded target.
Community organizing
community members
community members belong
SEC registration is set to be to the
completed by June organization
2013 Three skills training program
Skills Training Program
Number of skills
One product training conducted
developed
Product
Number of
One community Development
products developed
based tour
Community-based tour developed
Product pilot
Tour pilot -tested
Tour pilot tested testing
One
One community-based
community-based ecotourism
ecotourism organization/s
organization registered with
registered the SEC
Community-based organization formed with 60 members
Three skills program conducted
One product developed
Whale and Dolphin Watching tour itinerary developed
Tour was pilot tested
 Suppl
emental reading 6 Tourism Guidebook for Local Government Units
Monitoring and Evaluating the Local Tourism Development Plan

Annex A: Monitoring and Evaluation Strategy

Results Goals &
Success Objectives
Indicator

Annexes pull-out worksheets

6 -7 6
- 8 Targets per Indicator
Data Source to Assess Performance
Collection Methods
Frequency Responsibility
Supplemental reading 6 Monitoring and Evaluating the Local Tourism Development Plan Tourism Guidebook
for Local Government Units

upplemental reading 6 Tourism Guidebook for Local Government Units

Monitoring and Evaluating the Local Tourism Development Plan

Annex B: Targets vs. Accomplishments Reporting

Annex C: Annual/ End Term Accomplishment
Goals Results Strategy Baseline Data Targets
Actual Accomplishments Strategy

6-96
-10 Programs, Success Projects,
Indicators Activities
(Outcome/Output)
Target Accomplishment
Beneficiary Sector
Project Cost (Php) Coverage Area
Actual Disbursement
Remarks
 7
Managing the Impacts of Tourism
Supplemental reading
7- 1
Identifying This supplemental reading of the Tourism Guidebook will help LGUs:
• Identify and analyze the positive and negative impacts of tourism in the area; and

and Managing the

Impacts of Tourism
• Manage these impacts by enhancing the positive impacts and minimizing the negative impacts.
Tourism impacts our community, economy, society and ecosystems. We should always be on
the watch for these impacts so that we can manage them properly. Positive impacts such as
more job opportunities for the people, more forest cover can be enhanced. On the other hand,
Sustainable Tourism
negative impacts such as increased incidence of pollution, increased crime must be mitigated
by adoption of appropriate policy and pursuing good environmental management practices.

uch impacts can be categorized as economic, social and ecological/bio-physical based

on the Tourism has to be sustainable, following the principles of the Philippine Agenda
21 (Calanog, Reyes and Eugenio, 2011):
principles of sustainable development. The following discussions of this supplemental reading
will assist you in assessing these impacts and suggesting possible measures to manage them
so that tourism becomes sustainable and can be enjoyed by future generations.
Economically viable.
Thus, tourism provides self-sustaining and long-term livelihood for people, it is
pro-poor, and provides jobs;

Environmentally sound.
Here, tourism enriches natural resource base, reduces negative impacts,
promotes the value of biodiversity as well as non-living resources e.g. air water and land;

A.
Ecological/Bio-physical Impacts
Culturally appropriate.
Tourism in this respect promotes native culture, local knowledge and indigenous knowledge systems, and
 respects local traditions; and
Tourism activities can create negative impacts on the environment. Tourists generate wastes,
trample on vegetation, cause traffic, etc. Thus, the negative impacts have to be mitigated to
Socially just, humane and gender equitable.
Tourism upholds the rights and dignity of
preserve the beauty of the natural environment and also the quality of life of the local residents.
people, including women, children and persons with disabilities.
Positive impacts can be made if utmost care is placed on preservation and conservation of
natural resources in the destination and in rehabilitation of degraded ecosystems.
To assess the ecological/biophysical impacts of tourism in your LGU, please answer the
following questions and then fill up the following table:

a)
Assess and describe the ecological/bio-physical impact of tourism in your destination.
b)
Are these impacts positive or negative? Please check. c)
Describe the existing management measures to mitigate negative impacts and enhance positive
impacts.
Figure 1. Sustainable Tourism Principles

d)
Identify possible policies, programs, projects, and activities that may address the impacts.

7- 2
Some Example 1. Checklist of Ecological/ Bio-physical Impacts of Tourism
of the management measures below may help you solve your problems:
How do you rate your LGU‘s compliance to existing environmental laws in relation to tourism? Please rate
with 5 being the highest and 1 the lowest:
Law/Ordinance Rating Comments
National Integrated Protected Areas Systems Act of 1992 (Republic Act 7586)
Legend: + Positive -Negative
Programs, Projects,
Category
Description of existing and potential impact
Activities, Policies (PPAP)
(Pls. check)
Ecosystems e.g. forests, rivers, coral reefs
+ - Management measure

1
Compliance to Environmental Laws
Increased forest cover Forest protection; reforestation Reforestation project
Destruction of coral reefs Enforce regulations on tourists to avoid
stepping on corals and on boatmen
Example 2. LGU‘s
Compliance to Environment Laws Checklist not to anchor on the coral reefs; establish a marine protected area.
Wildlife species Diminishing bats in caves Do not put lights in the caves
Agriculture and fisheries
Aesthetic Blocking of natural view due
to construction of buildings

7- 3 7- 4
There is mutilation, defacing and destruction of objects of natural beauty; damaging and leaving trails in damaged
condition; dumping wastes; and altering, removing destroying or defacing boundary marks or signs.
Enact building ordinances to avoid construction of physical infrastructure
Philippine Clean Water Act of 2004 (Republic Act 9275)
The river destination is very dirty, leading to the closure of the river cruise.
that will block the view
Philippine Clean Air Act of 1999 (Republic Act 8749) Air pollution due to tricycles in town center disturbs tourists.
Rocks/caves Landslides in tourism area
E
cological Solid Waste Management Act of 2000 due to mining; gathering of
(
Republic Act 9003) stalactites and stalagmites in caves
Enforce protected area environmental regulations
Cleanliness and solid waste
Litter is everywhere – in the beach and on roads.
Toxic Substances and Hazardous and Nuclear Wastes Control Act of 1990 (Republic Act 6969)
There is a high level of mercury content in the river, making swimming hazardous. Increased litter

nvironmental Impact Assessment (DENR-Department Noise level Increased noise in public

A
dministrative Order(DAO #25) places
Crowding Increased crowding in public
places
The mitigating measures in the Environmental Impact Assessment (EIA) of some companies are not being followed;
the multi-partite monitoring team is not active.
Compute carrying capacity
.Philippine Mining Act of 1995 (Republic Act 7942)
Mining is occurring in the protected areas polluting the river and limiting swimming activities. and limit visitors or
increase carrying capacity
Revised Forestry Code of the Philippines (Presidential Decree 705)
Water quality Increased water pollution
from sewerage
Kaingin is rampant.
Improve sewerage system and septic tanks
Wildlife Resources Conservation and Protection Act (Republic Act 9147)
Air quality Increased air pollution from
tricycles
There is unregulated gathering of wildlife resources.
Anti-smoke belching campaign; improve four- stroke engine
National Environmental Awareness and Education Act of 2008 (Republic Act 9512)
There is limited knowledge of the community concerning ecology. implementation

oratorium on Logging (Executive Order #23) Others:

There is rampant illegal logging in the protected areas and tourist destinations.
National Greening Program (Executive Order #26) Some reforested areas have low survival rates.
Climate Change Act of 2009 (Republic Act 9729) The tourist areas are constantly flooded.
Convention on Biological Diversity
Habitat conservation is poor certain areas; diminishing number of wildlife populations particularly of wildlife species
(e.g. Philippine eagle, Philippine tarsier, tamaraw).
DENR- DAO2013 – 19 Guidelines on Ecotourism Planning and Management in Protected Areas
LGU Ordinances
Others
Have If the implementation of the laws is wanting, your LGU can improve law enforcement, enhance
monitoring

ou observed the following indicators in any of your tourism sites? techniques and create programs and
projects to promote conservation of natural resources and waste

lease check if yes: minimization and management, and use other techniques. Some management
measures are described in the following section.

2
Regulating tourism development through the issuance of permits. An Environmental Impact Assessment
(EIA) may be required before final approval of project. DENR DAO# 25 determines the coverage of
projects that requires EIA. Environmentally critical projects including mining need EIA. Projects inside
protected areas, including tourism projects may require EIA. Likewise, anti-pollution control devices have
to be installed before permits are issued. Smoke belching vehicles should be denied permit to operate.
For restaurants, sanitation services should be satisfactory. New building sites can be chosen to avoid
cutting of centennial trees or virgin forests.
Are there proposed projects related to tourism that have to be studied now, before a permit is granted?
What are they? What needs to be done?
____________________________________________________________________________________
_____
____________________________________________________________________________________
_____
____________________________________________________________________________________
_____
____________________________________________________________________________________
_____
____________________________________________________________________________________
_____
Are there existing projects related to tourism that need a closer environmental monitoring? What are they
and what needs to be done?
____________________________________________________________________________________
_____
____________________________________________________________________________________
_____
____________________________________________________________________________________
_____
____________________________________________________________________________________
_____
____________________________________________________________________________________
_____
3
Often times, when a tourist destination is overcrowded or water resources are inadequate for tourists, this
can be an indication that the number of visitors in the area has surpassed its comfortable and enjoyable
limits. Sometimes, visitors would complain about these problems. Do you have such tourism sites and
activities that are overcrowded or where deterioration of the environment has been felt due to tourism?
____ diminishing water supply
____ decreased number, diversity and distribution of wildlife

_
___ crowded tourism sites Managing Environmental
Impacts
____ overbooked hotels
____ crowded areas for visitors - (e.g. swimming pools, trails)
____ trampled trails
____ steep slopes are over-utilized for human habitation in hotels and resorts
____ increased garbage and litter
____ lack of transportation

The following measures may be considered in arriving at solutions:

T
ools have been developed to respond to problems of overcrowding or over-use. One such tool is carrying
Considering Carrying Capacity and Limits
capacity analysis that considers the maximum number of visitors in an attraction. Several formulas have
been developed to compute for carrying capacity. of Acceptable Change
You may consult an instrument in computing for carrying capacity from the manual Making Ecotourism
Work (2011). Alternately, the limits of acceptable change (LAC) approach may be used, especially in
developing visitors management programs in protected areas (McCool, 1996).
While carrying capacity is oftentimes used to manage impacts, it can also contribute to planning spatial
development in tourism, and is one of the mechanisms for establishing standards for sustainable tourism
(Jovicic, 2008).

7- 5 7- 6
• Diversify products and activities
• Manage the flow of visitors in attractions
• Increase the number of facilities
• Distribute evenly the viewing sites
• Increase the numbers of accommodations, beds, restaurants
• Limit the number of hours for visitation at protected areas
• Encourage off-season use
• Provide adequate information and interpretation
• Increase durability of heavily-used resources
• Improve participation of stakeholders
4
Biodiversity is an important resource for tourism. More tourists come if the coral reefs for snorkeling and
diving are pristine. Trekking and sightseeing are more enjoyable with a good forest cover. Food is good if
the fishing grounds provide for fresh and abundant catch. Swimming is enjoyable if the quality of the
water is Class A or good for recreational purposes. Thus biodiversity conservation is an essential part of
tourism management.
The DENR-DAO 2013-19 Annex B prescribes a procedure for full ecotourism planning and management
to include the following steps: site assessment, ecotourism planning, implementation of the ecotourism
management plan, and monitoring and evaluation. You may consult the website for the full text of this
planning tool (URL is http://server2.denr.gov.ph/uploads/rmdd/dao-2013-19.pdf ).
a) Protection and restoration of habitats; b) Minimization of interactions of wildlife with humans through
distance and time; and c) Utilization of biological resources properly.
Please check if the following situations are observed in your tourism attractions. Also note the principles
and recommendations for biodiversity conservation that can be included in your TDP.
INCIDENTS/SITUATION / X

Managing the Tourism Impacts on Biodiversity

Example 3. Situations Observed in LGU Tourism Attractions Checklist

7- 7 7- 8
PRINCIPLES AND RECOMMENDATIONS FOR BIODIVERSITY CONSERVATION
Are visitors allowed and found all over the protected area?
Recognize the limit of activities within the Protected Area Management Plan.

educe the use of the entire area. A science-based approach can be useful in
planning on the use of biological and wildlife resources in tourism. The following
steps can be undertaken:
Limit the number of visitors in the entire area.
Limit ecotourism activities within the tourism zone. Although more people can be accommodated in the multiple use
zones and buffer areas, activities 1. Identify the habitats and wildlife species to be featured. For instance, birds
especially migratory birds
are abundant in mangrove areas or bats are found in the mouths of caves;
must respect the natural and cultural assets of the place. Keep the strict protection zone of national parks and
sanctuaries free from tourists.
2. Develop tourism activities that are based on the natural habitats;
Encourage the use of other sites.
3. Undertake measures to mitigate impacts of tourist activities on wildlife; and
Charge higher visitor fees.

4. Monitor and evaluate the impacts on the wildlife population and quality of the physical environment.
Do visitors and locals collect wildlife?
Generally, biodiversity conservation can be done through:

HABITAT
Avoid gathering of wildlife in protected areas and elsewhere. Check DENR AO No. 2004-15 for list of threatened
terrestial wild faura and DENR AO No. 2007-01 as ammended by DENR No. 2007-24 for list of threatened Philippine
Plants.
Observe the provisions of RA 9147 (Wildlife Resources and Conservation Act) to conserve and protect wildlife
species and their habitats to promote ecological balance and enhance biological diversity.
Are visitors in protected areas and natural sites allowed to enter anytime of the day?
Do not disrupt the natural pattern and life cycle of animals. For example, limit the visitations at daytime to avoid
disruption of sleep of nocturnal animals.
Night safaris or cave visits should limit the use of light.
Are visitors allowed to touch the wildlife in their natural habitats? Are the wildlife migrating to nearby untouched
areas?
Encourage putting limits of distance to observe the animals so as not to disrupt their daily activities. An example of
this is whale watching in Pamilacan, Bohol and Donsol, Sorsogon.
Do tourists step on the corals causing their destruction?
Do not harm the habitats of wildlife. Tourists should not step on coral reefs.
Maintain trails so as not to trample on forest vegetation.
Are the caves and wildlife destroyed due to the activities of visitors?
Protect caves and their wildlife e.g. bats.
Carrying capacity should be considered to avoid overcrowding.
Respect the nocturnal habits of bats, visitation hours must be limited to daytime and artificial lighting restricted.
Visitors should not be allowed to gather stalactites and stalagmites and touch the walls of caves.
The number of caves open for tourism should likewise be chosen and limited to ensure there are undisturbed habitats
for bats and other wildlife.
Is there an absence of a biodiversity monitoring team and system?
Conduct regular monitoring of wildlife populations to monitor impacts on biodiversity. A Participatory Biodiversity
Monitoring System can involve more stakeholders including the local community, DENR, local NGO/PO.
5
Sustainable infrastructure design: Utilizing green
architecture for tourism buildings
Make an inventory of stakeholders and identify possible activities that
you can undertake in collaboration with them. Such activities can lead
to conservation and/or an increase in the number of visitors to your
attractions.
Green designs, as stipulated in BERDE (a green building rating system developed by the Philippine
Green Building Council or PHILGBC), is used to measure, verify, and monitor the environmental
performance of buildings that exceeds existing mandatory regulations and standards. Green design will
help enhance the use of natural elements in architecture, thus maximizing the use of natural light, wind
ventilation, local materials and minimizing the use of electricity and water. Such principles and standards
can be implemented in the construction of hotels, resorts, information centers, etc. (URL:
www.berdeonline.org/).
Green architecture principles can also be done in making trails in national parks and other tourist
attractions.

Can you implement a local ordinance on green architecture? What steps can be done to
do this?
____________________________________________________________________________________
____
____________________________________________________________________________________
____
____________________________________________________________________________________
____
____________________________________________________________________________________
____
____________________________________________________________________________________
____
____________________________________________________________________________________
____
Environmental awareness is key in having communities and stakeholders value ecological integrity. To
increase their awareness and concern for environment, as well as enhance their skills, the following can
be done:

a)
adoption of whole-school approach in environmental education (in schools); b) c)
capacity-building for marginalized communities and other stakeholders (in communities);
 education of the general public (through media); and d)
Explanations to visitors when they are visiting parks.

Example 4. Environmental Education Activities

7- 9 7- 10
PARTNERS POSSIBLE ENVIRONMENTAL EDUCATION ACTIVITIES
Schools:
DepEd Conduct exhibits, seminars/talks

The component-strategies for the Formulation of the Ecotourism Management Plan

(DENR DAO No. 2013 – 19):
C
HED Universities/colleges 1. Zoning for visitor use; 2. Visitor site planning and design; 3.
Sustainable infrastructure design; 4. Visitor management; and 5. Revenue generation.
Another reference is DENR AO 2009-09 re: Standard Design and Specification of Signs, Buiding
Facilities, and other Infrastructure that maybe installed and/or constructed within protected areas.
Undertake National Service Training Program (NSTP) projects Conduct trainings and related activities Conduct
research Grant of graduate school scholarships for tourism employees
Research Institutions
Conduct research to enhance knowledge on biological diversity and to monitor pollution
National Government Agencies
DENR Celebrate Earth Day and other Environmental Events
DOT Promote and market tourist destinations
DA Showcase model farms
Others
Groups dealing with communities:
People‘s Organizations/cooperatives

GOs/civic action groups 6

Environmental Education
The Media:
Radio
TV
Print -newspapers, magazines) National newspapers (pls. identify) Community newspapers (pls. identify)
Brochures
Social media and internet Facebook Twitter Webpage
.7
Enhanced Environmental Monitoring
Social Impacts of Tourism
Participatory biodiversity monitoring system to monitor commercially important species and indigenous or
rare species can be used. Such a system can have multi-partite composition to include DENR-PAWB,
PO, NGO, the academe, among others. The local community and
Tourism also has social impacts. Due to the interaction of the community with other people from various
cultures, their values, habits and attitudes may be affected. Your job is to enhance positive impacts and
minimize negative social impacts brought about by this interactions.
forest rangers can monitor the movement or use of commercially important and endangered species. The
academic research institutions can verify and classify them and conduct further research.
What are the possible social impacts of tourism in your locality? What are your safeguards against
negative social impacts?

Biodiversity Monitoring Sheet for monthly reports by community

groups and forest rangers:
Category
PLACE AND DATE OBSERVED

Identify the positive / negative impacts of tourism in your destination using the
table below:
Example 5. Biodiversity Monitoring Sheet by Community and Forest Rangers
Example 6. Checklist of Social Impacts, Management Measures and PPAPs

7-11 7-12
Programs, Projects, Activities, Policies (PPAPs)
(Pls. check)
Development and better maintenance of public facilities
Description of existing
 + - Management Measure and potential impact
LOCAL/ COMMON NAME SCIENTIFIC NAME OBSERVATIONS
Ex. November 10, 2013; 6:25 pm
More and cleaner public toilets
Paniki, Bats
Desmodus rotundus (common vampire bat)
Local community (Juan de la Cruz, Elpidio Santos) caught bats for pulutan
Increased profile of region
The use of text messaging can also be employed to encourage local citizens in monitoring (e.g. texting or
using video regarding traffic violators such as smoke belchers in the Bantay Usok campaign). Is there a
campaign that you want to launch to enhance awareness and monitoring of local citizens? If yes, describe
the campaign and the initial steps to bring this about:
____________________________________________________________________________________
_
____________________________________________________________________________________
_
____________________________________________________________________________________
_
____________________________________________________________________________________
_
____________________________________________________________________________________
_
____________________________________________________________________________________
_
____________________________________________________________________________________
_
____________________________________________________________________________________
_
____________________________________________________________________________________
_
____________________________________________________________________________________
_
____________________________________________________________________________________
_
More publicity for the LGU
Increased local pride
More recreational opportunities
Change in local character and culture
Rise in delinquent behavior
Disruption of traffic
Mixing of different cultures in community
Excessive demand for public services (e.g., health, police, fire services) by tourism industry leading to less access to
locals
Overcrowding in public places
Increase in prostitution and human trafficking
Increase in sexual harassment and abuse
Change in social and moral values
Others:
Does your LGU utilize some of the following management practices in
dealing with social impacts of tourism? Please fill up the following
checklist:
Example 7. Checklist of Practices to Manage Social Impacts of Tourism
CATEGORY PRACTICE YES NO
Preservation of historical sites – churches, monuments
Heritage conservation
Building museums, exhibits on local culture
Accurate heritage interpretation of historical and cultural data
Utmost care taken to safeguard marginalized sectors of society against negative impacts of tourism
Women and children must be safeguarded against sexual abuse and violence (e.g., policy that female masseurs
cannot enter private rooms in hotels; children working in tourist establishments need parental consent.) Protecting the
rights of women, children, indigenous peoples, persons with disabilities
Please refer to laws that address gender issues that tourism establishments should comply with, e.g. Anti-Sexual
Harassment Act.
Proper physical infrastructure for persons with disabilities, e.g. ramps, must be constructed in tourism sites
Free Prior and Informed Consent sought prior to use of indigenous peoples and cultural sites for tourism
Promoting local culture – foods, dances, songs, crafts.

7-13 7-14
Manufacturing from the local agricultural produce, local clothing and accessories
Culinary tours featuring local delicacies, and mandating every culinary establishment to promote local food
Local hotels display local culture and crafts
Local cultural presentations, adhering as close as possible to what is authentic and traditional, should be part of
tourist entertainment
Respecting local norms and traditions – religious festivals, dress codes
Nudity in beaches not to be tolerated
Scanty clothing in churches and other places of worship not allowed e.g. dress code
Permission granted prior to entering local villages
Respect for the elderly observed
Common courtesies, e.g. saying thank, encouraged
Engaging in continued research on local culture
Researches in universities and other research institutions on local culture and local knowledge promoted
Coordination with the National Commission for Culture and the Arts undertaken

Again, please ensure that such policies and practices are mainstreamed in your tourism planning,
management, monitoring and evaluation.
C.
Economic Impacts
Tourism is good for the economy because the money that visitors spend when they come to the
destination helps stimulate the local economy. Tourism promotes employment opportunities and local
businesses. Thus, you have to ensure that your LGU and community will benefit most from such
economic changes.
Fill up the table below to help you identify the economic effects of tourism in your locality.

Example 8. Checklist of Economic Impacts, Management Measures and PPAPs

Category
Programs, Projects, Activities, Policies (PPAPs)
(Pls. check)
Increased in tourism jobs
Increased in business opportunities
New Infrastructure, e.g., better shopping, dining, and /or recreational opportunities in the region because of tourism
Rise in property values
Increased shopping opportunities
Increased employment opportunities
Higher cost of rent
Improved opportunities for local business
Increased funding for public services (e.g. health, police, fire services)
Increased revenue for local government
Rise in the overall cost of living
The increase in prices and property values
Increased prices
Description of existing
+ - Management measure and potential impact
Developing Optimizing Local

our program Socio-Economic

Benefits
Collate all data listed in the succeeding sections, to develop a comprehensive program for managing
environmental concerns in tourism in your TDP. More time and research may be needed to validate the 1
Mandate a certain percentage of the work force in hotels, resorts, and other
establishments to come from the local population.
• For example, 80 percent of the work force should come from the LGU Negotiate the
percentage during the public consultations
• Have a good gender balance in the work force, employing also females Where capable, get
management positions and not just blue collar jobs
• Consult with the Tourism Infrastructure and Enterprise Zone Authority (TIEZA) on such rules
initial input. The stakeholders can participate in the analysis of data. Integrating the TDP and other local
plans will help ensure that such measures are institutionalized and help make tourism sustainable. Also
make sure that the recommendations are implemented, monitored and further improved through the
years. Whatever the results of the proposed projects and legislations should be inputted in the TDP.
Encourage community-based ecotourism enterprises – these include local guides
groups, travel agencies and souvenir shops

he Philippines is the third most vulnerable country in the world to natural calamities. Our country is 3 4 5
also located in the Pacific Ring of Fire, making us prone to earthquakes. Climate change brings more
typhoons, floods, droughts and other natural calamities. DRRM will help us reduce risks, loss of lives and
destruction of property. Your job is to enhance the capacity of the people to cope with the hazards and
Engage in capacity-building for the industry sector. These activities include:
minimize the impacts of these disasters.
• Trainings and skills development;
• Micro-credit and enhanced financing of tourism projects; and/or
• Multi-stakeholder collaboration in the tourism industry.

Understanding DRRM
Develop products to diversify tourism offerings in your LGU
Proper collection and use of fees for tourism, e.g. visitor receipts in attractions,
environmental fees. The income gained should contribute to local GDP, LGU income or
local economy
Figure 2. Disaster Management Cycle
Source: Office of Civil Defense

7-15 7-16

eveloping a Disaster Risk 2

Reduction and Management
(DRRM) program for tourism
Have you done the following to prepare your tourism sites for disasters? Please
check if yes.
DRRM Act of 2010 (Republic Act 10121) defines Disaster Risk Reduction as a systematic effort to
analyse and manage the causes of disasters by reducing vulnerabilities and enhancing capacities in
order to lessen the adverse impacts of hazards and probability of disaster. The following definitions will
help us understand the principles of DRRM:

Risk is covered by the following formula:

Risk =
Typhoon Yolanda, stongest typhoon to hit the Philippines in 2013 had reminded us to keep our
DRRM programs in check. To prepare for a DRRM Program, these elements should be present:
Example 9. Checklist of DRRM Program Elements

7-17 7-18
STEPS/ACTIVITIES YES RECOMMENDATIONS

1. Prevention/mitigation
• Hazard is a phenomenon, event, occurrence or human activity that may cause injury, loss of lives and
damage to property and the environment. This includes natural calamities such as
Make a checklist of natural and human- made hazards in your area typhoons, floods, droughts,
earthquake, tsunami and human-induced hazards such as fire, wars, epidemics and terrorism;
• Exposure is about the degree to which people and properties are likely to experience hazards. To
reduce exposure, there might be a need to evacuate or relocate tourists;
• Disaster Risk is the exposure of vulnerable communities to a hazard, as well as the probability of
harmful consequences resulting from hazards; and,
• Capacity or the capability of coping and recovering from the damaging effects of a disaster (e.g. wise
use of resources, robust infrastructure, strong and good governance).
Obtain a multi-hazard map from MGB-DENR or from the Office of the Civil Defense in your region. Plot tourist
destinations in the map
Have you assessed the buildings and other physical infrastructure of tourism investments along hazardous areas, eg.
fault lines, flood prone areas, landslide areas?
Once the hazards and risks are identified, you might need to relocate tourism establishments and tourists in disaster-
prone areas. Retrofit historical sites such as old churches or demolish old buildings that may collapse in the event of
an earthquake. Also inspect electrical wiring to prevent outbreaks of fire. After a disaster, conduct damage needs
assessment of tourism infrastructure
Is there a green protective wall in your LGU, if your LGU is located in a coastal area and has a history of tsunamis or
storm surge, ?
For beaches, a ―green wall‖ of mangrove forests can break the impact of the water during storm surges. Where
appropriate, you can construct a flood retaining wall to protect tourism establishments and communities
2. Preparedness
Do you have calamity funds that the tourism industry can access?
Calamity funds are needed for easy access during relief and rehabilitation operations
Are there DRRM programs for tourism attractions?
The tourism industry should prepare for natural disasters. After assessing the hazards, further assess the
vulnerabilities and capacity of the industry. Organize DRRM teams in tourist attractions. Ensure that community drills
e.g. Earthquake drills are conducted in hotels, resorts and other establishments. In addition, DRRM Plans must be
formulated for tourist attractions and service providers
Are there early warning systems in tourism attractions?
Early warning systems must be established in destination sites. For example, bells or sirens can ring during floods. It
takes several days before assistance can Hazard x Vulnerability
arrive from national agencies so attractions and establishments should have stockpile food and relief goods
Do you have a list
of contacts of foreign Capacity
embassies?

Prevention / Mitigation;
Preparedness;
Response; and
Rehabilitation.
For foreign visitors, make a list of contacts of foreign embassies especially those who frequent your destination so
that they can be alerted in case of emergencies of their nationals
Do you have an evacuation and relocation plan for visitors who may be affected by calamities?
Should a disaster strike, evacuate visitors to higher grounds and relocation sites. Be sure that such relocation sites
are safe for the visitors e.g. not easily flooded
Do you have a provision for visitors in your DRRM response and relief plan?
Also conduct search and rescue operations of some visitors who are dead or missing. Provide first aid to injured
visitors. Distribute relief goods when supplies are cut. In addressing psychological trauma, provide counselling
services. Report to embassies death and injuries of foreign visitors
Do you have provisions for energy in cases of disasters?
Solar powered supplies and appliances can be installed for power outage
Do you have access to psychologists who can deliver first-aid counselling in cases of trauma?
Provide professional services by psychologists based in schools and in DSWD to reduce trauma 1. 2. 3. 4.
3. Response
Did you deliver relief goods to tourists and tourism establishments?
Relief goods should contain food, water and other basic needs
Did you relocate tourists to evacuation areas or safe places?
Safe places should be used in relocation until further help will arrives
Did you assist in providing transportation and communications to tourists?
Signals for cell phones will have to be accessed to contact relatives and friends. Transportation may need to be
provided to safe areas

4. Rehabilitation
Did you evaluate the needs of the tourism industry for rehabilitation?
For rehabilitation, buildings, ecosystems may need to be repaired
Have you provided alternative livelihood for affected tourism workers?
Boats may need to be repaired or new ones purchased. Farmers may need new stock of seeds
Did you provide financial aid to affected tourism-related businesses?
The financial aid can come in the form of donations, grants or soft loans
Others:
FINANCIAL AID
Do you have a DRRM Program covering the tourism industry? Use the following
template in creating one.
PHASE ACTIVITY TIME FRAME
Prevention and Mitigation
Preparedness
Relief
Rehabilitation

7-19 7-20
References
Calanog, L., Reyes, P. &Eugenio, V. (2011). Making Ecotourism Work. Manila, Philippines: Japan
International Cooperation Agency.
Department of Environment and Natural Resources (2003). Department Administrative Order # 30–2003
(DENR-DAO 03-30): Implementing Rules and Regulations of Presidential Decree 1586, Establishing the
Philippine Environmental Impact Assessment System.
____________ (2013).Department Administrative Order (DAO) 2013-19 Guidelines on Ecotourism
Planning and Management in Protected Areas. Retrieved from
http://server2.denr.gov.ph/uploads/rmdd/dao-2013-19.pdf
McCool, S. (1996). Limits of Acceptable Change: A Framework for Managing National Protected Areas:
Experiences from The United States. Paper presented at Workshop on Impact Management in Marine
Parks, sponsored by Maritime Institute of Malaysia, August 13-14, Kuala Lumpur, Malaysia.
Jovicic, D. & Dragin, A (2008). The Assessment of Carrying Capacity – A Crucial Tool for Managing
Tourism Effects in Tourist Destinations. TURIZAM, 12: 4-11.
Republic of the Philippines (n.d.). Philippine Agenda 21
 8
Developing Tourism Products and
Marketing the LGU Destination
Supplemental reading
Tourism Product Development
What are tourism products?
A tourism product is an object that attracts tourists. There are various levels of a tourism product: core
product, main (tangible) product and augmented product.
The core product is the unique experience of the tourist while visiting your destination. As a customer, the
visitor should experience enjoyment, and a level of comfort and safety. The level of satisfaction is also
dependent on meeting the purpose of the trip and his/her needs, based on age, budget, socio-economic
status and attributes.
The figure below will help you understand the levels of tourism product:
Figure1. Tourism Product
The main (tangible) product includes tourist activities and destinations such as tours, diving and
spelunking, etc. which will provide enjoyment. The augmented product includes accommodations,
souvenirs and food, which will contribute to an overall experience in your destination.
There is a core product and a peripheral or optional product. The core product includes the right kinds of
accommodation, restaurant and recreational facilities together with tourist attractions. The peripheral
product builds onto this, adding the possibilities of other tourist attractions in the form of various scenic,
historic, leisure, amusement, entertainment, shopping, recreational sites and installations. An ideal
destination represents a cluster of all these components (Doswell, 1997).
Core Product (Experience)
Main Product
(Tourist activity)

Augmented Product (Souvenir)

For purposes of product development in your LGU, the tourism product will be categorized in this
Guidebook as the following:
a. Destination b. Circuit c. Attraction d. Tour
Each of these product levels will be assessed and developed, based on what is most needed by your
LGU.

8-18
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This supplemental reading of the Tourism Guidebook will help LGUs:
• Understand how tourism products are developed, and promoted to attract tourists and visitors; and
• Get oriented with tourism marketing and promotion techniques.
Attractions gain by clustering. Clustered attractions have better promotional impact thereby providing
more revenues for businesses (Gunn, 1979). For tourists, especially those on day tours who have time
constraints, clustered attractions become more attractive. In today‘s mass tourism, the minor and isolated
attractions require too much time and effort by the visitor to reach and is seldom worth it (Gunn, 1979).
Attraction themes are best carried out when attractions are grouped together, physically or by tour
(garden tours, historic tours, architectural tours, and cruises). National parks are examples of attraction
clusters, offering many complementary nature attractions such as beautiful scenery, hiking trails, wildlife
conservation parks, challenging topographic features, and outdoor recreation sites (Gunn, 1979).
Thus, accommodation, transportation, dining and entertainment, attractions and tours normally constitute
a tourism product (with an object that serves as a magnet for tourists: e.g. Taal Volcano). All these
elements are meant to give the tourist a worthy experience.
According to the Philippine National Tourism Development Plan 2011- 2016, the Philippines can
capitalize on its diverse tourism assets and markets by positioning and marketing a portfolio of nine (9)
core products:

9
1) Nature-based;
2) Cultural tourism products able to deliver higher growth,
higher length of stay and expenditure, and wider-spread benefits that will appeal to long
haul markets in Europe, Middle East and North America, and selected markets such as
Australia and niche segments in the regional markets (China, South Korea, Japan,
Hongkong, Taiwan and Singapore);
3) Sun and beach;
4) Meetings, Incentives, Conventions and Exhibitions (MICE);
5) 6) Leisure, Diving Taiwan, large regional and Malaysia, entertainment marine
markets Australia, sports (specially and Introduction
tourism and shopping; USA);
China, products South capable Korea, of Japan, attracting
India,
7) Nautical and cruise;
8) Health/wellness/retirement; and
9) Education tourism products capable of delivering strong future growth with long
average length of stay and expenditure — appealing to European, Middle East and
North American markets, and selected markets such as Australia, and the South
Korean and China markets for educational tourism.
Assessing Tourism Products
Understanding and developing your product can be
done through various tools:
Figure 2. Value Chain

Product category Products New/improved options

Fiestas Town fiestas
Songs and dances Ati-atihan dance, native dances
and songs of the region
Religious and cultural events e.g. Penafrancia festival, Higantes
Festival
Transportation
Land Bus, FX, Jeepneys, tricycles
Air Airplanes
Water Boats
Accommodation Hotels, hostels, resorts,
Food and beverages Native delicacies
Merchandise Souvenir items
The 5As Framework ―encourages LGUs to adopt a more strategic approach in tourism development, and
promotes cooperation with their neighbouring areas to cover for components that may be lacking in their
locality in order to create a seamless tourism experience‖ (Alvia and Libosada, 2009).

a. Use of the value chain analysis.

―A value chain describes the full range of activities which are required to bring a product or service
from conception, through the different phases of production, delivery to consumers, and final disposal
after use‖ (Kaplinsky and Morris, 2002).
These activities can be coordinated by a tour operator, and thus a tour becomes a product by itself.
• What are the gaps in your value chain?
• How can they be improved? Travel agent

Transport Company
Hotel
Site Operator Restaurant
Cultural Group

Product category Products New/improved options

Attractions
Natural Protected areas, wildlife
sanctuaries, flagship species, islands, beaches, volcanoes, caves
Product development improves the profitability of tourism businesses by increasing the number of
products and services available for tourists – as well as the number of visits, length of stay and spending
by individual visitors .

b. The 5As Framework

Figure 3. 5As Framework
Arrival Access Accommodation Attractions Activities

• Pre-arrival marketing
• Air/sea/land transport
• Air/sea ports

Table 1. Product Development and Improvement

Eco-adventure tour , mountaineering/ trekking
Heritage Museums, monuments, ruins
Activities e.g. zip line
Cultural activities Songs, dances
Convention centers e.g. Philippine international
Convention Center
• Roads
• Terminals
• Related infrastructure
• Hotels
• Lodging
• Restaurants
• Natural
• Human-made
• Rest
• Recreation
• Education

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c. Use of Tourism Product Life Cycle
Tourism products experience a life cycle. Product development takes into consideration the life

eveloping New Products cycle so that corrective action can be undertaken to ensure that tourists will
continue to come back and patronize your product.
Figure 4. Tourism Product Life Cycle

LGUs can act as catalysts in the tourism industry. Tourism

Life cycle of the Tourism product

product development can be undertaken in different levels,

namely,
a) Destination planning b) Circuit planning c) Attraction planning d) Tour planning
and packaging
stsiruoTforebmuN
Tourism planning is primarily economic development planning that is directed towards tourism-related
objectives. However, tourism planning differs when undertaken by the public sector and the private
sector. In the public sector, most planning is done by different levels of government. Public sector tourism
planning includes consideration of economic and social factors, land use policies and zoning controls,
environmental concerns, infrastructure development, employment concerns, and the provision of public
services. On the other hand, private sector tourism planning is usually focused on investment objectives
involving various aspects of product development, building and design, financial feasibility, marketing,
management and operations (University of Hawaii, 2013).
Mediterranean Tourism Life Cycle Model

Attraction planning involves plans for specific sites, e.g. protected areas. Planning for events such as
fiestas is
Source: Barcelona Field Studies Center

usually the task of LGUs. These fiestas should be based on cultural research and be true to the genuine
cultural features of the area e.g. costume, natural features. The themes for fiestas should not be
concocted just for STAGE 1: DISCOVERY
marketing purposes.
During the early ―discovery stage‖ of the cycle a small number of unobtrusive visitors arrive seeking
―unspoiled‖ destinations. These early ―explorer‖ tourists generally speak the language and identify

The tour packaging process involves:

with the local culture. The social impact in this stage is generally small and resident attitudes are fairly
positive towards tourism.

1. Research and design, identifying and selecting attractions to be visited; 2. Building

your itinerary, considering modes of transportation, travel time, STAGE 2: LAUNCH
delivery of services, visitation time; 3. Negotiating and booking; This is the stage when the number of
 incoming tourists increases. The host community responds to the increasing numbers of tourist by
providing facilities. Businesses remain family based and the visitor-resident relationship is still
harmonious. Later in this stage, visitor numbers increase and the community becomes a tourist resort.
Outside interests become involved developing businesses and tourist facilities.

4. Proper costing and pricing based on marketing segments

(e.g. schools, budget tours); 5. Handling clients and suppliers; and, 6. Evaluating
tours.
STAGE 3: STAGNATION
The stage in which saturation is reached. The quality of tourist services falls, demand levels off, and the
environmental degradation of the tourist destination begins to cause alarm. The tourist destination at

GUs can improve delivery of tours by: this stage is said to have reached ―maturity‖.

. Developing the tourism loop – expanding possible attractions and STAGE 4: DECLINE
improving the quality, capacitating the barangays and establishments to deliver new and improved
attractions; The stage which represents the current state of mature tourist destinations. Falling profits lead
to foreign-owned businesses withdrawing and the community is left to ―pick up the pieces‖.

2. Improving access through improved farm-to-market roads; and. 3. Improving public

facilities such as toilets, transportation hubs, parks.
Select a tourist product to work on e.g., something that your LGU is known for.
• In what stage is it in?
• How can it be improved?
• What new and improved products can you offer? 8 - 5 8

-6
D
isco
ev
ry
L
a
u
n
c
h
Stagnation
D
e
c
lin
e
Some Ethical Considerations in
Product Development 1 2 3 4 5
Festivals historical Souvenir biodiversity place Decent and
Historical restoration Food local children cuisine. served (e.g. and
and should products facts, buildings no of sensitive and must
should coral building Marketing unique be geological be should
reefs based should be portrayal sourced must cultural promoted.
should on not be features be heritage locally destroy preserved of
features. authentic. be women
gathered). of using e.g.
the the
and

Marketing Tourism Products and

Promoting the LGU as a Tourism
Destination
The purpose of marketing and promoting tourism (or any other product) is primarily to increase the
number of visitors and income of tourism enterprises. In the past, this leaves most marketing activities
and promotion efforts to individual entrepreneurs.
Given the growing recognition of the larger role that tourism plays in local economy nowadays, the
responsibility of marketing and promoting tourism in a destination requires careful planning and concerted
actions of various tourism stakeholders.

It is best to start marketing and promotion activities once the tourism attractions,
services and transport access have been developed. LGUs are encouraged to undergo
tourism planning process prior to any promotion work. Even LGUs with thriving tourism
industry should constantly revisit their tourism plan and marketing and promotions
strategies to ensure the quality of tourism.
The LGU, tourism businesses and non-government organizations, and communities need to work
together in promoting their municipality, city or province in order to maximize the benefits of increasing
tourism receipts and manage the impacts of visitor influx into the locality. All of them should promote their
local destinations, e.g. brochures of local sites should be found in shopping centers and malls.
Marketing the LGU as a tourism destination entails knowing what tourism assets, products and services
are available in the locality, the prices at which they are sold, the current promotion tools and the place or
distribution channels through which potential visitors can avail them. It is equally important to consider
how the existing products and services are packaged in a distinct way to depict a unique brand for the
LGU. These four ‗Ps‘: product, price, promotion, and place become part of the LGU‘s destination
marketing strategy. These lay down the actions that the local government and tourism stakeholders plan
to undertake to sell the LGU as a tourism destination.

8-78
-8
Role of LGUs in Tourism
Marketing and Promotion
The LGU‘s tourism efforts differ from those of individual tourism enterprises. While entrepreneurs aim at
promoting their own attraction, product or service to specific market segments, the LGU should take into
consideration the whole of the local tourism industry. It has the responsibility of ensuring that everyone
benefits from tourism. This requires a unified marketing strategy for all tourism stakeholders within the
destination.
Given the cluster approach in tourism development that the National Tourism Development Plan
espouses, LGUs are encouraged to coordinate the development of tourism circuits that connect different
attractions in two or more cities or municipalities. The provincial government can take the lead in
marketing and promoting various tourist attractions in different LGUs connected through a circuit. It is
important to emphasize that LGUs should aim at complementation, rather than competition when it comes
to the development of tourism attractions and products.

Destination Coordination Example

Country Top Destinations and Regions

Strengths, Weaknesses,
Opportunities and Threats (SWOT)
Analysis in Tourism Marketing
The SWOT analysis has been introduced and discussed in the portion of this Guidebook on Formulating
the Local Tourism Development Plan as a tool for tourism strategy formulation. Market analysis may also
be undertaken using the SWOT. This tool can also help the LGU formulate its marketing strategies. In
conducting the SWOT analysis, team approach and brainstorming are encouraged during which the
participants are suggested to write all their ideas down prior to examining them one by one (Briggs,
2001).

Table 3. Aspects of Tourism destination to be considered in the

SWOT
Analysis
Strengths Weaknesses
Table 2. Levels of Tourism Marketing and Promotions Coordination
within a Destination
Location Is it accessible, convenient,
Location obvious and easy to find?
Is the destination inaccessible or difficult to reach?
Staff/ Tourism
Are they professional and
Staff/ Tourism
Do they need more training or
Human Resource
friendly, or do they have some
Human Resource
perhaps you have staff special skills such as language
shortages? proficiency which make your destination
superior compared to
Region 2: Batanes-Cagayan Coast- Babuyan Islands Cluster
your competitor? Service Do you offer quality services
Services Could the services be more or comfort or perhaps an
efficient or better in some way?
Region
Tourism Cluster Destinations (groups of provinces and or cities) within the region
Catanduanes-Camarines Sur -Camarines Norte Tourism Link
exceptionally broad range of
Marketing Province
services?
Do established innovative you have marketing market, a high profile, or methods?
use
strong

Introduction
Reputation Image
and

ould the municipality/ city/ Municipalities and cities within the province
Bohol Country-side Tour; Ilocos Norte Paoay Kumakaway Campaign
provinces image or reputation be better?
City/ Municipality
 Attractions and establishments within the city/ municipality
Heritage City of Vigan
Internal
Is the LGU reactive instead of Problems
proactive in management?

Opportunities Threats
Trends or Fashion Increased interest in certain activities, like marathons, or nature trips
Competition New development introduced
by a competitor
Change in Population
Increase in the population of a group (i.e. senior citizens, with higher disposable income)
Economic conditions
Recession, high inflation or unemployment (domestic or abroad)
Development Technological changes (i.e.
growing internet service subscriptions)
Promotional Opportunities
Presence of activities such as trade and tourism fairs and exhibitions conducted by national tourism
organizations
Adapted with slight modification from Briggs, 2001

8-98
- 10
The LGU's Image, Brand and
Unique Selling Point
Destination Image
An effective image has the power to invoke specific notions, impressions and perceptions in the tourist‘s
mind, which somehow provides a preview of the destination (Kotler, Haider, & Rein 1993 as cited in
Awuah B & Reinert, 2011). It is the totality of ―emotional and aesthetic qualities‖ (Gunn, 1998 as cited in
Echtner & Richie, 2003) of a destination. One‘s image of a destination greatly affects his or her decision
whether to visit your area or choose another one. This model presents ―seven phases of the travel
experience‖ that shape the image of a destination for an individual. From these phases, there are three
states of image formation identified.

Phases Type of image Source of information

Accumulation of mental images about vacation experiences
LGUs may wish to consider the above aspects in identifying the strengths, weaknesses, opportunities,
and threats but the choices are not limited only to those in this list. Local tourism officers and planners as
well as the stakeholders conducting the SWOT analysis are encouraged to look at the other aspects of
the local destination.
Looking at the aspects listed and explained above and considering the local conditions, the local tourism
officer and planner as well as the stakeholders invited to participate in the analysis may use the
worksheet in Annex H found in the main Guidebook Formulating the Local Tourism Development Plan to
indicate the LGU‘s Strengths, Weaknesses, Opportunities, and Threats as a tourism destination. SWOT
analysis participants can later on transform the above table into the SWOT Matrix in order to formulat
strategies.

The Marketing Strategy

The marketing strategy for a tourism destination will help
the LGU and tourism stakeholders define the following:
Image of the LGU
as a tourism destination

Target
markets
Types of
Promotional techniques
Timing of

Promotional Introduction
efforts
Table 4. Phases of Travel Experience
Organic NONCOMMERCIAL
• General media, such as news reports, magazines, books, movies
• Education such as school courses
• Opinions of family and friends
Modification of those images by further information
Induced
COMMERCIAL
• Promotional materials such as travel brochures, travel agents and travel guidebooks, advertisements
Decision to take a vacation trip
Travel to the destination
Participation at the destination
Return home
Modification of images based on the vacation experience
Actual Experience • First hand experiences that modify one‘s
initial image of the destination
Derived from Gunn (1988) as described in Echtner & Ritchie (2003).

8 - 11 8
- 12
Unique Selling Point (USP)
LGUs that are already into tourism should have the basic idea of who their visitors are. Those LGUs that
are already ahead in tourism keep and maintain an inventory of tourism data and other resources that will
be useful in determining the appropriate marketing strategy. However, for LGUs who are yet to start
taking tourism seriously, there has to be a way to systematically know their current visitors. ―It is easier to
attract more of the same type of people than to attract completely new markets. This is because they
already enjoy what you have to offer and presumably understand their needs‖ (Acharya, 2010).
To get these data and information from the visitors you may conduct interview and survey. Please see the
enhanced sample questionnaire based on the Tourism Statistics Manual for Local Government Units
developed by the Department of Tourism and JICA (Calanog, Reyes & Eugenio, 2010) in supplemental
reading 1 Profiling the Local Tourism Industry.
To get an idea of people‘s image (how others perceive) of the LGU, here is a simple exercise that can be
undertaken. This simple question below may be asked from visitors or non-residents:

What comes to your mind when you think about ( Name of LGU ) ?
Answers to this question may be consolidated to provide the local tourism officers some pictures and
characteristics of their LGU from outsiders‘ point-of-view. Local tourism planners and officers should also
be aware and constantly updated of the LGU‘s social, economic, political and ecological conditions as all
these necessarily affect the image it is projecting to the world. Partnerships and constant communication
with stakeholders in the academe, private sector and community will help the local government assess
local conditions.

Destination Brand
A brand is considered the most effective and powerful way to promote a tourism attraction (Di Marino,
n.d.) as well as a whole destination. It differentiates the LGU from competitors and answers the ―critical
need for destinations to create a unique identity‖ (Calanog, Reyes & Eugenio, 2012). It is ―the essence of
a product that makes it different from all other products in the eyes of its potential customers – its
competitive identity‖ (School of Travel Industry Management, n.d.).
A destination brand may be a symbol, name, term or design, or combination of these elements that are
associated with the place (World Tourism Organization and European Travel Commission, 2009). It
should not be a ―vague statement that locals have dreamed up to improve community self-image‖
(Acharya, 2010). ―Destination branding alone cannot change a nation‘s image‖ (Acharya, 2010) or that of
any destination. A local politician‘s ―pet‖ idea should not also be mistaken for the locality‘s brand (World
Tourism Organization and European Travel Commission, 2009).

Characteristics of a good brand

Attractive Exciti ng Memorable Simple Unique
Palawan The Last Frontier
A destination‘s unique selling point refers to any aspect that sets it apart from others. It can be a unique
experience, culture or environment offered by the existing tourism products in the locality. Examples of a
USP for a local destination are the Philippine Tarsier and Chocolate Hills of Bohol.

The Target Market

Market Segmentation
There is a large number of tourists and it will be quite ambitious and unrealistic to target all of them to visit
your LGU. A major consideration here are the current offerings—attractions and facilities— available in
the locality. This requires the local tourism officer and stakeholders to decide on specific market segments
to target for the marketing of the LGU as a tourist destination.
Market segmentation entails ―dividing a market into distinct groups of buyers who have distinct needs,
characteristics, or behavior and who might require separate products‖ (Armstrong & Kotler, 2005). The
following presents the common market segmentation methods used in tourism marketing:
Methods

Introduction
Geographic Segmentation
Demographic Segmentation
Psychographic Segmentation
Behavior Segmentation
Characteristics • Nations
• States
• Regions
• Provinces
• Cities
• Municipalities
• Age
• Gender
• Income
• Occupation
• Social class
• Lifestyle
• Personality
• Knowledge
• Attitude
• Use of and response to the tourism product
Given the set of data that the LGU collects at present using the DOT and JICA Tourism Statistics Manual
for Local Government Units, the LGU can start a combination of geographic and demographic
segmentation methods.
―Segmentation usually involves combining the above method so you can develop a complete profile for
different market segments‖ (Kotler, Bowen & Makens, 2006). To know more about other segmentation
methods used in tourism marketing today, please refer to the Handbook on Tourism Market
Segmentation by the World Tourism Organization and European Travel Commission. The handbook
presents various segmentation methodologies the LGU may use depending on the available data at
hand. The handbook also proposes ways on how to generate the data needed to further subdivide the
market. In conducting data gathering for market segmentation, it is suggested that the LGU coordinate
with local tourism stakeholders in the private sector and non-government organizations. Results of
service or product satisfaction surveys that tourism establishments periodically conduct among its
customers may be used to analyze not only the lifestyles of visitors to the area but also their attitudes
towards and motivations for visiting the destination.
Examples of destination branding are the following:
Banaue Stairway to the Sky
Vigan Old World City
Davao Land of Plenty
Adapted with modifications from Kotler, Bowen and Makens (2006)

8 - 13 8
- 14
Promotional Tools
Promotion refers to ―the various methods used to sell a product or a service‖ (Briggs, 2001). Promoting a
destination entails a ―process of communicating with selected target markets‖ (McIntyre, Hetherington &
Inskeep, 1993) in the aim of increasing the number of visitors, through the following means:
You can also include as marketing channels and place of promotions various embassies, international
groups and business establishments. Collaterals and other products for your destination can be
disseminated through them.
Depending on the target market, the LGU needs to create a promotional message that capture what the
destination has to offer to tourist. It should also contain the destination‘s brand. For the chosen
promotional tools to stand out, they should be evaluated based on the following ―AIDA principles‖ (World
Tourism Organization, 1993):
Urge the reader to take Action
The LGU may seek assistance from the Tourism Promotions Board (TBP) for promotion strategies and
techniques to be undertaken to encourage more visitors, especially foreign tourists, to come and visit the
local attractions within the destination.

Type Examples
Printed materials • Leaflets
• Brochures
Printed materials Audio-visual materials Public relations
Audio-visual materials • Video-clips
• Films
Public relations • Lobbying for greater access to the destination from concerned
government agencies
Advertising Exhibition attendance Internet and social media
• Positive media coverage such as press releases
• Linking with the press and maintaining media contacts
Advertising • Paid tourism campaign using mass media e.g. TV, radio,
newspapers and magazines, posters and advertising spaces
Exhibition attendance • National/ regional tourism fairs
Internet and social media • Websites
• Social networking sites - Facebook -Twitter, etc A I D A
• Travel Blogs
Grab
Appeal to readers‘/
Arouse the desire Attention
audiences‘
 to visit the Interest
Destination

8 - 15 8
- 16
References
Acharya, P. (2010). Destination branding [presentation slides]. Retrieved from http://www.slideshare.net/
peshwaacharya/destination-branding?from_search=2.
Awuah, G. B. & Reinert, V. (2011). Potential tourist‘s image of a tourist destination: The case of Brazil.
Retrieved from www.diva-portal.org/smash/get/diva2:452288/FULLTEXT01.pdf Briggs, S. (2001).
Successful tourism marketing: a practical handbook. London: Kogan Page Ltd.
Calanog, Reyes, & Eugenio (2012). Making ecotourism work: A manual on establishing community-based
ecotourism enterprise (CBEE) in the Philippines. Japan International Cooperation Agency, Makati,
Philippines.
Department of Tourism & Japan International Cooperation Agency 2007, Tourism statistics manual for
local government units, DOT & JICA, Manila: Authors.
Di Marino, E (undated), The strategic dimension of destination image. An analysis of the French Riviera
image from the Italian tourists‘ perceptions.
Echtner, C. & Richie, J. (2003). The meaning and measurement of destination image. Journal Of Tourism
Studies 31(4): 3-13.
Kotler, P., Bowen, J. & Makens, J. (2006). Marketing for hospitality and tourism (4th edition). Retrieved
from wps.prenhall.com/wps/media/objects/2393/2451019/PPT/ch08.ppt.
Kotler, P. & Armstrong, G. (2013). Principles of Marketing (15th edition). Prentice Hall.
Larsen, N. (2010). Market segmentation - a framework for determining the right target customers.
Denmark: Aarhus School of Business. Retrieved from http://pure.au.dk/portal/files/11462/BA.pdf.
McIntyre, G., Hetherington, A. & Inskeep, E. (1993). Sustainable Tourism Development: Guide for Local
Planners. Madrid: World Tourism Organization.
School of Travel Industry Management (undated), Destination marketing. University of Hawaii- Manoa.
World Tourism Organization & European Travel Commission (2009). Handbook on tourism destinations
branding. Madrid: Authors.

- 17 8
Institutionalizing Standards for Tourism
Supplemental reading

9
What This supplemental reading of the Tourism Guidebook will help LGUs:

are the standards set by the Department of Tourism?

• Understand the existing local, national and international tourism standards;
• Adopt these standards, when possible, in the LGU; and
The standards set by the Department of Tourism vary by category (these standards can be accessed
through http://www.tourism.gov.ph/sitepages/TourismStandards.aspx).
• Develop their own local standards based on the local situation.

Accredited
9-19
- 2 Category Accreditation Agri-tourism-farm site Rules and regulations to govern the accredita-
Accreditation Principles and Practices
tion of agri-tourism / farm site
Ambulatory clinics Rules and regulations to govern the accredita-
tion of ambulatory clinics
Accreditation and standardization will help ensure that your LGU is a quality tourism destination. You can
adopt the following national and international standards in your LGU. You may also pattern your
standards from the practices of other LGUs. Certain sectors in the industry have also initiated their own
standards and accreditation
Amended rules and regulations to govern the accreditation of mountain guides
process.
The Department of Tourism (DOT), through its Office of Tourism Standards and Regulations, prescribes
and regulates standards for the operation of the tourism industry. Primary tourism enterprises shall be
periodically required to obtain accreditation from DOT as to the quality of their facilities and standard of
services. Accreditation shall be voluntary for secondary tourism enterprises. Republic Act 9593 or the
Tourism Act of 2009 defines primary tourism enterprises as: travel and tour services; land, sea and air
transport services exclusively for tourist use; accommodation establishments; convention and exhibition
organizers; tourism estate management services; and such other enterprises as may be identified by the
Tourism Secretary, after due consultation with concerned sectors. Secondary tourism enterprises refer to
all other tourism enterprises not covered by the ones earlier mentioned.
The DOT also has the power and the duty to issue tourism advisories pertaining to tourism enterprises
that were found to have violated the terms of their accreditation. The statement that the advisory shall
only be lifted upon continued compliance of the enterprise with the terms of accreditation. To give value to
accreditation, only accredited enterprises can be beneficiaries of promotional, training and other
programs of the DOT and its attached agencies and corporations.
Amended rules and regulations to govern the accreditation of mountain guides Amending the tourism-
related establishments code of 1989
Amending the tourism- related establishment code of 1989 and adding a new provision thereof

alesa Rules and regulations governing the 1

National Standards
accreditation of calesas providing transport services to tourists
Cave guides Rules and regulations to govern the accredita-
tion of cave guides
Foreign exchange dealers Rules and regulations to govern the accredita-
tion of foreign exchange dealers
Gallery Rules and regulations to govern the accredita-
tion of gallery
Hotels, tourist inns, motels, apartelles, resorts, pension houses and other accommodation establishments
The standards of the DOT can be adopted by the LGU through an LGU ordinance. The following template
can guide you in drafting your LGUs ordinance.
Rules and regulations to govern accreditation of hotels, tourist inns, motels, apartelle units, resorts,
pension houses and other accommodation establishment Mountain guides Rules and regulations to
govern the accredita-
tion of mountain guides
Revised rules and regulations to govern the accredita- tion of spa establishments
Revised rules and regulations to govern the accreditation of spa establishments
Spa Rules and regulations to govern the accredita-
tion of spa
Tertiary hospitals for medical tourism Rules and regulations to govern the accredita-
tion of tertiary hospitals for medical tourism
Tourism-related establishments Rules and regulations to govern the accredita-
tion of tourism-related establishments
Travel and tours services Rules and regulations to govern the accredita-
tion of travel and tour services
Example 1: LGU Ordinance Prescribing Tourism Standards

2
ASEAN Tourism Standards
Republic of the Philippines Office of the Governor/Mayor Province/City/Municipality of
_____________
The integration of ASEAN member-countries requires that the Philippines meet the ASEAN‘s Tourism
Standards. Meeting these standards will increase the competitiveness of Philippine destinations in the
tourism market.
Ordinance No.______:
The 10 ASEAN member countries —Brunei Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia,
Myanmar, the Philippines, Singapore, Thailand and Viet Nam— have considered standardizing tourism
services so that
Ordinance prescribing standards for tourism development in the Municipality/City of ___________
ASEAN becomes a ―Quality Single Destination‖. One measure in the Roadmap for Integration of Tourism
Sector to realize the ASEAN Economic Community is the establishment of the ASEAN Tourism
Standards (ASEAN, 2007). Whereas section 17 of the Local Government Code mandates the local
government to promote tourism in their respective jurisdiction
Whereas the local government has identified tourism as one of the engine for economic development
Whereas the DOT has prescribed minimum standards for the development of tourism
Wherefore the local government will create local standards to govern the development of tourism in the
LGU.

6
The six (6) ASEAN 1. energy 2. traditional people Green Local Tourism conservation in Food Hotel. food
and and stalls, typical Standards This Beverage is measures.
local food a hotel restaurants and and Services. which their beverages is basic or environmentally-friendly
These other are definitions are produced similar forms outlets.
are of and/or services described sold and where
adopts by below: local
Now therefore, this body in session assembled;
3. Public Restroom. This booth is shared by all people, and this facility should be connected to a waste
pipe and must have a flushing apparatus.
RESOLVE, to adopt as it hereby adopts...

. Home Stay. This alternative tourism facility is where tourists can stay with the EFFECTIVITY. This
ordinance shall take effect in 201__.
host‘s family in the same house. That way, tourists will experience the everyday way of life of the family
and the local community. There is an existing ASEAN Homestay Enacted on __________ ___, 201___.
Standard that may be adapted by member states like the Philippines in compliance to the ASEAN
Tourism Strategic Plan (ATSP): 2011–2015.
-----

. Ecotourism. This pertains to responsible traveling to destinations with I HEREBY CERTIFY to the
correctness of the foregoing ordinance which was duly adopted by the Sang-

cological diversity that involves activities, environmental and cultural gunianPanlalawigan/Panlunsod

/Bayan during its regular session on __________.
conservation measures, and community participation providing benefits for the local people in the country.
6. Tourism Heritage Site. It is an outstanding cultural or heritage area in the country that is protected,
conserved and managed in a sustainable manner — provided the site has easy access and support
facilities for visiting tourists.
SIGNED:
ATTESTED:
APPROVED:
* Cultural Heritage. This refers to outstanding monuments and groups of buildings in a country that has authentic,
historical, archaeological, scientific, anthropological and ethnic value/s. __________________

__________________
__________________ Secretary to the
SP/SB
Presiding Officer
Governor/Mayor
* Natural Heritage. This refers to outstanding physical, biological and geological formations including its habitat and
species that may be threatened and endangered.

ASEAN Standards for homestay can be adopted as part of the moves to create a single, quality tourism
destination. The standards cover areas such as accommodation, cleanliness in food preparation, eco-
friendliness, involvement of visitors in local activities, with homestay operators free of criminal records and
in good health.
9-39
-4
Guidelines for Certification of ASEAN Tourism
Standards

1
Awareness raising of stakeholders and training. Disseminate information and initiate capability building
activities for tourism stakeholders. 2 3 4

3
Tourist Attraction Standard in China
China has five (5) Tourist Attraction Rating Categories (TARCs): A (1A, the lowest level), AA (2A), AAA
(3A), AAAA (4A) and AAAAA (5A, the highest level). The bases of these categories are the importance of
the site, transportation, tours, safety, cleanliness and sanitation. The China National Tourism
Administration administers these ratings based on the code Categories and Rating Standard of Tourist
Attractions. Your LGU may adopt such a rating in your area to raise the interest of potential tourists to
visit the attraction
The Professional Association of Diving Instructors (PADI) certifies members and conducts technical diving
courses and recreational drives. The courses are carried out by a scuba instructor using standardized
knowledge sessions. Local industry associations e.g. Cagayan de Oro Hotel and Restaurant Association
(COHARA) supports and promotes the DOT standards.
Application. Accomplish application forms with attached documents, then evaluate qualifications.
Audit. Do on-site audit: interview, audit without prior notice, observation and checklists.
Audit report. Advice all concerned about deficiencies, if any.

6
Monitoring. Check the standard maintenance at least every two years, such as checking the use of logo,
and the certificate itself.
4
Industry Standards
The LGUs follow the DOT‘s standards. However, the Local Government Code of 1991 mandated the
regulation of tourism enterprises and activities. As such, the standards and policies on fees and charges
including environmental charges, fees for services, can be set by the LGU. For example, the LGU can set
rules and regulations for entrance fees in public facilities, taxi fares and jeepney fares to and from
destinations, solid waste management standards, anti-littering regulations, building architecture and the
like.

5
Correct all deficiencies.

5
LGU Standards

6
Health and Safety Standards and Regulations
Buildings for tourism purposes should comply with all building codes in the country.
The Sanitation Code sets the standards for sanitation in hotels, resorts and other buildings. The Fire
Code also sets standards for fire prevention e.g. fire exits. The National Building Code and the National
Structural Code of the Philippines determine the area requirements for basements, alleys, etc. These
should follow the Environmental Impact Assessment/Environmental Impact Statement Process based on
DENR DAO # 25. The LGU through building official conducts inspections for compliance to these
regulations.

9-59
-6
7
Rules and Regulations Set by Attractions
The Magna Carta for Women (Republic Act 9710) upholds women‘s rights and freedoms. Some practices
promoting gender sensitivity can guide you in formulating your own standards in the form of an ordinance.
The standards can be inputted in developing your local tourism code. Republic Act 9262 or an Act
Defining Violence Against Women and Their Children prohibits sexual abuse, psychological violence,
treating women and children as sex objects, human trafficking, etc. also applies to the tourism industry.
Supplementary Reading 11 - Relevant Laws, Policies and Tourism-related Literature, of the Tourism
Guidebook contains a Gender and Development (GAD) Checklist for the tourism sector.

9
Considerations for Persons with Disabilities
The Protected Area Management Board (PAMB) sets standard fees for guides, entrance fees, rentals and

acilities should be constructed for persons with disabilities in tourism facilities such as hotels, resorts and
parking fees for protected areas. As part of the PAMB, your LGU contributes to the formulation of these

estaurants to improve access. standards and must likewise comply with these. In addition, DENR DAO
2009-09 provides for the standard design and specification of signs, buildings, facilities and other
infrastructure that may be installed and/ or constructed within protected areas. LGUs can either adopt
these guidelines or provide a more detailed guidelines.

Considerations Yes No
Are there wheelchair ramps in hotels, restaurants and other tourism infrastructure? 8

Gender Considerations in Tourism

The Indigenous People‘s Rights Act (Republic Act 8371) protects the rights of indigenous people. Their
culture and ancestral domain should be protected while developing tourism in your area.
Are there transportation facilities for PWDs?
Are there toilets designed for PWDs?
Are there parking lots near sidewalks?
Are hotel employees trained to give advice on accessibility for PWDs?
Others:
Source: Adapted from Disabled World Travel, http://www.disabled-world.com/travel/
Considerations Yes No
Do your facilities have a breastfeeding and diaper-changing areas?
Are there segregated comfort rooms for males and females in tourism attractions and facilities?
Do women‘s comfort rooms have provision for urinals and toilets for children?
Are there provisions for sale of sanitary pads and other needs?

Considerations Yes No
Do you have bidet or tabo in the women‘s comfort rooms?
Are the IPs provided with tourism-related livelihood opportunities whenever possible or appropriate? Are
tour guides oriented on preventing abuse of women?
Is the privacy of the IP communities respected by tourists during visits?
Is there gender balance in providing guiding and other services related to tourism?
Is free prior and informed consent sought before developing tours or facilities in their ancestral land?
Others:
Is the culture of the IPs depicted authentically or accurately in your tourism products?
Others:

9-79
- 8 10
Considering the Rights of Indigenous People
eferences 11
Considerations for Senior Citizens and the Elderly
SEAN Tourism Standards (n.d.). ASEAN Tourism standards. Retrieved from
http://www.visitmyphilippines.com/ Special considerations should be made to make travel comfortable for
senior citizens and the elderly due to their physical fragility. Republic Act No. 7432, as amended by
Republic Act No. 9257, otherwise known as
index.php?title=ASEANTourismStandards&func=all&pid=874&tbl=1
the ―Expanded Senior Citizens Act of 2003‖ identifies privileges of senior citizens that are also applied to
the tourism industry.
Department of Environment and Natural Resources (2009). DENR DAO 2009-09 Standard Design and
Specification of Signs, Buildings, Facilities and Other Infrastructure that may be Installed and/ or
Constructed

Considerations Yes No
within Protected Areas. Retrieved from http://www.denr.gov.ph/section-
policies/laws.php?sort=dt&page=8&ord

r=&filter=&filterID=&tomonth=&dateval=true Do you have special seats for senior citizens and the elderly
in public transportation facilities or other public areas?

epartment of Tourism Standards (n.d.). Retrieved from http://www.tourism.gov.ph/sitepages/TourismStan-

Do you have express lanes for senior citizens and the elderly in queuing for public services, e.g.
transportation, banks?
dards.aspx

isabled World Travel http://www.disabled-world.com/travel/ Do the tourism services apply the necessary
discounts for senior citizens and the elderly? Do you have health facilities nearby to cater to the health
needs of senior
Republic of the Philippines (n.d.).National Structural Code of the Philippines.
citizens?
Others:
______________________ (1972).Republic Act 6541: The National Building Code.
______________________ (1997).Republic Act 8371: Indigenous People‘s Rights Act.
______________________ (2004a). Republic Act 9262: An Act Defining Violence Against Women and
their
hildren. LGUs Control in Tourism
Development
______________________ (2004b). Republic Act No. 7432, as amended by Republic Act No. 9257: The
Expanded
Senior Citizens Act of 2003.
The LGU can control tourism development and standards based on the LGU‘s vision-mission of tourism
development, land use, thrusts of tourism, theme for tourism development (e.g. Heritage cities such as
the City of Vigan, Ilocos Sur).
______________________ (2009a). Republic Act 9593: Tourism Act of 2009.
While accreditation is the function of the DOT, your LGU is responsible for implementing the ordinance on

_____________________(2009b). Republic Act 9710: Magna Carta for Women. tourism standards under
the leadership of your mayor.
You must remember that you are responsible in providing tourism services to the highest standards that
your LGU can adopt, and thus be the ―master of your destiny‖ in tourism.

9-99
- 10
 10 Organizing a
Local Tourism Office
Supplemental reading
This supplemental reading of the Tourism Guidebook will help LGUs:
• Understand the legal framework in organizing a local tourism office;
• Determine the need to organize a local tourism office; and
• Understand the roles and functions of a local tourism office and a local tourism officer.
The LGU must establish within its over-all structure an institutional framework that will support tourism
development. Operationally, this will include the establishment of tourism office and the corresponding
staff complement within the LGU organizational structure that shall be primarily responsible for the
development and implementation of TDPs (Alvia and Libosada, 2009).

Is tourism a significant industry in the municipality, city or

province?
If the answer is YES, the LGU is mandated to appoint a permanent tourism officer position, by virtue of
the policy and legal framework provided in RA 7160 (Local Government Code of 1991) and RA 9593
(Tourism Act of 2009)
A province, city or municipality must meet the following criteria as espoused by the Department of
Tourism, if the area considers tourism as a significant industry:
1. The area is identified as a priority cluster in the Tourism Development Areas
(TDAs), as stated in the National Tourism Development Plan (NTDP) 2011–2016; 2. The area is
business-friendly (Seal of Good Financial Management); and 3. The area has a minimum of 100 tourist
arrivals per month.

Policy and Legal Framework in

Organizing a Local Tourism Office
Republic Act 7160 or the Local Government Code (LGC) of 1991 provides the legal basis for the
organization of a local tourism office. The LGC suggests that any local government unit can create and
staff any office as it deems fit and necessary. An LGU may opt to organize one based on its service
requirements and financial capability.
―Every Local Government Unit (LGU) shall design and implement its own organizational structure and
staffing pattern taking into consideration its service requirements and financial capability, subject to the
minimum standards and guidelines by the Civil Service Commission‖.
Source: RA 7160 or Local Government Code (LGC) of 1991,

10 - 1 10
-2
Meanwhile, Republic Act 9593 (the Tourism Act of 2009) stipulates the mandatory appointment of a
permanent position for a tourism officer. In coordination with the DOT‘s regional offices, every province,
city or municipality in which tourism is a significant industry shall establish a tourist information and
assistance center in order to assist tourists and tourism enterprises.
The Tourism Act further states that DOT must ensure that local TDPs and projects are properly
coordinated, integrated, prioritized and implemented accordingly with those of the National Government.
The DOT delegates certain powers, functions and services to the regional offices, in consultation with
LGUs in implementing tourism policies, plans, programs and projects.

Organization of a Local Tourism

Office
Government tourism offices at the national, regional and local levels typically are organized according to
functional needs or activities. These functions are categorized into planning and development; marketing
services, statistics and research; and education and training (World Tourism Organization, 1998).
Implementing these functions is dependent on the number of staff in a local tourism office. The size of this
office depends on the size or level of development of tourism in the area, as well as the financial capacity
of the LGU.
In 2013, the province of Batangas, for example, had 24 staff in its tourism office (12 permanent, 10
casual, 2 job order) since the province is a major domestic tourism destination, and is a first-income class
province. On the other hand, the province of Compostela Valley had only seven staff (1 permanent, 2
casual, 4 job order) in its tourism office though the province is planning to create more positions (from 7 to
at least 15). The Davao del Norte Provincial Tourism Office is manned by five personnel (1 permanent, 1
co-terminus, 2 casual and 1 job order)
1

Meanwhile, the Local Government Code (LGC) states that the Sanggunian Bayan / Panlungsod /
Panlalawigan may decide on matters concerning the organization of a local tourism office, pursuant to
certain provisions:
• The tourism office may maintain existing offices not mentioned in subsection (a) and (b) hereof
(mandatory and optional position); create such other offices as maybe necessary to carry out the
purposes of the municipal government; consolidate the functions of any office with those of another in the
interest of efficiency and economy (RA 7160).
• The tourism officer has the responsibility to determine the duties and powers of officials and employees
of the tourism office subject to the relevant provisions of the Code (RA 7160).
• The tourism office is also empowered to determine the positions, salaries, wages, allowances and other
emoluments and benefits of the officials and employees paid wholly or mainly from municipal/city/
provincial funds and provide for expenditures necessary for the proper conduct of programs, projects,
services, and activities related to tourism of the municipal/city/provincial government (RA 7160).
The organization of a local tourism office can be realized through the passage of an ordinance on the re-
organization of the structure and staffing pattern of a municipality, city or province (see Annex 3).
The local tourism office can be under the Office of the City Mayor as in the case of Antipolo City, Rizal
and Office of the Municipal Mayor of Dolores, Quezon. The Municipality of Miag-ao placed the Office of
the Tourism Promotion and Tour Packaging Service under the Office of the Municipal Economic
Enterprise Office.
Likewise, the Provincial Tourism Office (PTO) can be under the Office of the Provincial Governor but
administratively supervised by the Office of the Provincial Administrator as in the cases of Davao del
Norte and Compostela Valley. The PTO of Northern Samar is directly under the Office of the Governor
manned by three permanent personnel headed by the Provincial Tourism Officer, and four Job Order staff
(Berkman Consulting, 2011).
1Provincial Tourism Staff of Davao del Norte and Compostela Valley, November 2013 and January 2014.
Roles and Functions of a Local
Tourism Officer
―Every province, city or municipality in which tourism is a significant industry shall have a permanent
position for a tourism officer. He or she shall be responsible for preparing, implementing and updating
local tourism development plans, and enforcing tourism laws, rules and regulations‖.
Source: RA9593 or the Tourism Act of 2009, Chapter II-A, Section 6-N – Structure of the Department
Table 1
2

Functions/
Provincial categories
Tourism Officer
City/Municipal Tourism Officer
Statistics and Research
• Conducts data gathering activities industry
on the tourism
• Monitors tourism arrivals
• Computes for carrying capacity establishments
of accommodation
Education and Training
• Conducts inventory of tourism spots
• Gathers data on tourism (including sex-disaggregated data)
• Encourages tourism establishments to engage (PPPs)
in Public-Private Partnerships
presents the roles and functions grouped according to the functions as suggested by the World
Tour- ism Organization (WTO), discussed in the earlier part of this supplemental reading.
• orientation Conducts tourism in various awareness LGUs, including
through
• Manages the parks

Table 1. Perceived Roles and Functions of a Local Tourism Officer

Functions/
Provincial
City/Municipal
barangays
• Implements tourism-related
• Organizes special groups that will help in tourism (e.g. cave society, travel and and tours security)
operations, accommodation
policies City/Municipal with the Planning help of the and Development Coordinator (CMPDC)

categories
Tourism Officer
Tourism Officer
• stakeholders Builds the capacities through human of tourism
resource
• Performs all front-line services in tourism
• Coordinates and aligns tourism

evelopment (e.g. tour guides) projects of the LGU

• Assists tourism enterprises in the
• Implements national initiatives under

ccreditation process the DOT

• Designates tourism zones
• Regulates standards
• Performs consultative and
• Provides assistance to LGUs Planning and Development
• Aligns the strategic direction recommendatory the LCEs
of the
functions to
provincial of the national tourism plans
development to that
• Helps develops destinations
• development Sets the vision – and positioning mission of of tourism tourism in the province
• Coordinates with the City and Municipal Planning Office for the technical development aspects of the in
preparation master plan
for the
• Develops and markets competitive
Marketing Services
products and destinations
• Helps municipalities and cities promote tourism in their areas
2Derived from the focus group discussions conducted for the Development of the Tourism Guidebook project in the
Provinces of Batangas, Bohol, Compostela Valley and Davao del Norte .

10 - 3 10
- 4 • Prepares tourism brochures
Example 1: Sample Ordinance on the Creation of a Local Tourism
Officer Position
Table 2 : Plantilla (Staffing Pattern) of the Davao del Norte Provincial
Tourism Office
Position
Salary Grade
Job Description
Requirements Educational
Experience Relevant
Training Eligibility
ORDINANCE NO. 327, SERIES 2011
AN ORDINANCE CREATING THE POSITION OF SUPERVISING TOURISM OPERATIONS OFFICER
AND PROVIDING FUNDS THEREOF.
The Sangguniang Panlungsod of the City of Surigao hereby ORDAINS:
SECTION 1. CREATION . – There is hereby created the position of Supervising Tourism Operations Of-
ficer with Salary Grade 22 in the Office of the City Mayor.
SECTION 2. FUNCTIONS. – The Supervising Tourism Operations Officer who shall be responsible for
the development and promotion of tourism of the city shall: a) Prepare tourism related portfolio
showcasing tourist spots and destinations;
Supervising Tourism Operations Officer b) Produce and circulate tourist information;
c) Publish or cause to be published tourism press releases in various media outlets;
d) Prepare travel tours and arrange itineraries for tourists and visitors seeking tourism assistance and
services; and
e) Perform such other related functions as may be authorized by the City Mayor.
SECTION 3. EFFECTIVITY. This ordinance shall take effect in 2012.
Enacted on November 03, 2011.
-----
I HEREBY CERTIFY to the correctness of the foregoing ordinance.
NENITA G. LOAYON Sanggunian Secretary
ATTESTED:
DANILO C. MENOR City Vice Mayor Presiding Officer
- Supervises the staff in the performance of their tasks and functions - Formulates policies, plans, program and
projects for the development of the tourism industry - Advises the Governor on the promulgation of resolutions
relative to policies, plans, programs, and projects designed to promote and develop the tourism industry -
Coordinates with national government agencies, non-government organizations and local government units in the
promotion of tourism - Facilitates the protection, maintenance and preservation of historical and natural assets which
are tourist attractions with the appropriate government agencies or with the private sector and maintains a statistical
data bank on the tourism industry - Upholds and assists the indigenous people of their traditional arts, cus- toms and
traditions - Represents the Governor in conferences and meetings concerning tourism and travel - Designs programs
to encourage private-sector investment as their participation in tourism projects
Career Service (Professional 2nd level eligibility)
Senior Tourism Operations Officer
Bachelor‘s degree relevant to the job
3 years of relevant experience
16 hours 22
of relevant training
- Undertakes research studies and surveys for the continuing analysis of the tourism industry - Monitors and
evaluates programs and projects of tourism industry in the province - Coordinates and assists in the implementation
of tourism-oriented projects, plans of national and local government, those of private activities so as to make possible
the accelerated

APPROVED:
and balanced growth and development of tourism in the province - Develops and conceptualizes new ERNESTO T.
MATUGAS City Mayor
products which lead to enhancement of tourist sites and facilities - Initiates and coordinates with all sectors, both
government and private the development of the provincial plans and policies - Plans promotional campaigns through
advertising and publicity and coordinates promotional efforts with the private sector through sales campaigns and
information dissemination - Attends meetings/ conventions on tourism - Submits annual performance targets and
semestral performance evaluation reports - Performs other related tasks assigned by the supervisor
Career Service 9Professional 2nd level Eligibility)

10 - 5 10
- 6 Bachelor‘s degree relevant to the job
2 years relevant experience
8 hours of 18
relevant training
elevant Position
Salary Grade
Job Description
Requirements Educational

Experience Relevant
Training Eligibility
Position
Salary Grade
Job Description
Educational Requirements
Experience
Tourism Operations Officer II

Training Eligibility
- Assists in the packaging, marketing and promotions of tourism products -Organizes special events for the promotion
of local destinations - Coordinates with the Public Information Office (PIO) in the conduct of pictorials of tourist spots
and events for tourism promotion material
T
ourism purposes and for souvenirs
O
perations - Monitors and evaluates plans,
A
ssistant programs and projects of the province to ensure their effective implementation - Formulates operating
standards for tourism oriented establishments including hotels and resorts, restaurants, inns, motels and other related
facilities and services and ensure a harmonious, positive and constructive development of the tourism industry -
Conducts educational campaigns
aimed to make Davaoeños aware and able to appreciate their cultural heritage including those of indigenous peoples
and Muslim constituents of the province - Coordinates with artists and cultural groups and provide assistance in terms
of promoting their work for greater understanding of the public - Provides continuous education/ training for the
growth of the staff - Submits annual performance targets and semestral performance evaluation reports - Performs
other related tasks assigned by the supervisor
- Assists in the implementation of tourism oriented programs and projects of the province - Keeps, maintains and
updates records on the tourism profile of the province - Receives and records incoming and outgoing
communications - Takes charge in the preparation and approval of disbursements - Assists in the orientation and
organization activities on the community level - Submits annual performance targets and semestral performance
evaluation reports - Performs other related tasks assigned by the supervisor
Career Service (Sub Professional 1st level Eligibility)
Administrative Aide IV (Clerk II)
Completion of
7
two years studies in
None required
 required None
college
Career Service (Professional 2nd level Eligibility)
Tourism Operations Officer I
Bachelor‘s
1 year of
4 hours of 15
degree relevant
relevant
relevant to the job
experience
trainings
- Sorts, indexes, files and binds communications, records and other documents - Routes communications and other
documents received - Compiles statistics of basic data related to the work of particular office - Performs other related
tasks assigned by the supervisor
Career Service (Sub professional 1st level Eligibility)

10 - 7 10
- 8 Completion of 4
two years studies in
None required
required None
college
- Maintains updated data bank on both local/regional/national and foreign tourism-related information for public
awareness and guidance - Researches, gathers, reviews and lays-out data and write-ups for production and
guidance - Conducts tours/ exposure trips to
airport, port, bus terminals, luncheon and dinner receptions for visitors of the Province assigned by the Division Head
- Assists in the preparation for the
conduct of Special ad Major Events of province - Attends/ conducts seminars, conferences, trainings and
conventions for personal development as requested by the Division Head
Career Bachelor‘s degree relevant to the job
None required
Service 11
None required
(Professional 2nd level Eligibility)
Annex 3 – Ordinance of the Re-organization of the Organizational
Structure and Staffing Pattern of the City Government of the Island
Garden City of Samal
D. TEMPORARY APPOINTMENT - an appointment issued to a person who possesses all the
qualifications for the position to be filled, except the appropriate civil service eligibility. The appointment
will be for a period of not more than twelve months.
E. COTERMINOUS APPOINTMENT - an appointment issued to a person whose entrance and continuity
in the service is based on the trust and confidence of the appointing authority or of the head of the
organizational SANGGUNIANG PANLUNGSOD 5th City Council
unit where assigned. It may also be co-existent with the incumbent or with the period for which an agency
or office was created.
EXCERPT FROM THE MINUTES OF THE 59TH REGULAR SESSION OF THE SANGGUNIANG
PANLUNGSOD OF THE ISLAND GARDEN CITY OF SAMAL, DAVAO DEL NORTE HELD ON
F. CASUAL APPOINTMENT - issued to a person to do only essential and necessary services where
there are not enough regular staff to meet the demands of the service.
AUGUST 16, 2011 AT THE SP SESSION HALL.
G. CONTRACTUAL APPOINTMENT - issued to a person to undertake a specific work orjob for a limited
period
PRESENT:
not to exceed one year.
Hon. Al David T. Uy City Vice Mayor, Presiding Officer Hon. Richard A. Guindolman SP Member Hon.
Napoleon P.G. Villarica SP Member
H. REAPPOINTMENT - is the re-issuance of an appointment during reorganization, devolution, salary
standardization, re-rationalization or similar events. Reappointment presupposes no gap in the service.
Hon. Jaime A. Pichon SP Member Hon. Gaspar R. Valera SP Member Hon. Glenn C. Colmenares SP
Member
I. TRANSFER - is the movement of employee from one position to another which is of equivalent rank,
level or salary without break in the service involving the issuance of an appointment.
Hon. Teresita B. Antalan SP Member Hon. Guillermo E. Olden SP Member Hon. Isidro P. Requina, Sr.
SP Member
J. DEMOTION - is the movement of an employee from one position to another with reduction in duties,
responsibilities, status or rank which may or may not involve reduction in salary and is not disciplinary in
nature.
Hon. Nieljun C. Esdrelon SP Member Hon. Metodio D. Gonato SP Member
K. REMOVAL - shall connote separation from the service as a result of reorganization.
Hon. Godofredo M. Mara SP Member Hon. Samuel C. Rosario SP Member Hon. Joel L. Olivares Liga
Representative
L. APPOINTING AUTHORITY - the person or body authorized by law to make appointments in the
Philippine Civil Service.
M. PERFORMANCE - an employee‘s accomplishments in terms of the requirements of the job and
evaluated through a systematic method of appraisal.
City Ordinance No. 2011-181
N. UPGRADING/RECLASSIFICATION - refers to the change in position title with the corresponding
increase in salary grade.
―AN ORDINANCE ADOPTING THE REVISED ORGANIZATIONAL STRUCTURE AND STAFFING
PATTERN OF THE CITY GOVERNMENT OF THE ISLAND GARDEN CITY OF SAMAL AMENDING
FOR THE PURPOSE CITY ORDINANCE NO. 99-13 SERIES OF 1999‖
O. PLACEMENT COMMITTEE - a committee to assist the appointing authority in the judicious selection
and placement of personnel in order that the best qualified and most deserving persons shall be
appointed in any reorganization, composed of the following:
Be it ORDAINED, by the Sangguniang Panlungsod of the Island Garden City of Samal in session
assembled, that:
- Two (2) members appointed by the head of department or agency - A representative of the Appointing
Authority - One (1) member duly elected by employees holding positions in the first level of the career
service
Section 1. TITLE. This Ordinance shall be known as ―The Revised Organizational Structure and Staffing
Pattern of 2011‖ of the City Government of the Island Garden City of Samal.
- One (1) member duly elected by employees holding positions in the second level of the career service -
A representative of an employee association duly registered in accordance with Executive Order No. 180
and its implementing rules. - The members shall elect their Chairman.
Section 2. DEFINITION OF TERMS -
- A representative of the Civil Service Commission may be requested by the agency to render assistance
to the Committee.
A. REORGANIZATION - a process of restructuring the bureaucracy‘s organizational and functional set-up
to make it more viable, in terms of economy, efficiency, effectiveness and make it more responsive to the
needs of its public clientele as authorized by law.
B. TOTAL REORGANIZATION - the process of restructuring the whole agency‘s organizational and
functional set-up.
C. PERMANENT APPOINTMENT - an appointment issued to a person who possesses all the
qualifications prescribed for the position to be filled, including the appropriate civil service eligibility.

10 - 9 10
- 10
Section Section 3. The revised Organizational Structure and Staffing Pattern of the City Government of
the Island

. Special Provision – Garden City of Samal duly indorsed by the Local Chief Executive as authorized by
the Sangguniang Panlungsod in its Resolution No. 51, s. 2010 with the assistance of the Reorganization
Committee created by the Local Chief

. The position of Security Guard under the Office of the City Mayor shall be automatically abolished when
the Executive thru Executive Order No.15, s. 2010 who was tasked to make the necessary revisions in
accordance

resent occupant is no longer qualified to the position. with the provisions of Republic Act No. 6656, s.
1988 and its Implementing Rules, Civil Service Commission Memorandum Circular No. 19, s. 1992,
Section 76 and Section 325 of Republic Act No. 7160otherwise known

. The positions of Carpenter, Electrician, Park Attendant and Administrative Aide III shall be automatically
as Local Government Code of 1991 and its Implementing Rules and Regulations and Republic Act No.
8471, s.

bolished when the present occupants will retire, resign or terminated from the service. 1998 creating the
Island Garden City of Samal, are hereby APPROVED which shall form as integral parts of this ordinance,
to wit:
Section 5. The Budget Allocation and Plantilla of Personnel of all Departments/Offices of the City
Government of the Island Garden City of Samal shall be provided/prepared in accordance with the
approved organizational A. Organizational Structure of the City Government of the Island Garden City of
Samal.
structure and staffing pattern.
B. Organizational Structures and Positions Chart of all Offices under the Executive and

ection 6. Mandatory Review. The Sangguniang Panlungsod shall undertake a mandatory review of this
Legislative Departments, to wit:
Ordinance at least once every five (5) years and as often as it may deem necessary with the primary
objective of providing a more responsive and accountable local government structure. B.1. Office of the
City Mayor B.2. Office of the Sangguniang Panlungsod
S
ection 7. REPEALING CLAUSE. That City Ordinance No. 99-13 series of 1999 is hereby repealed. B.3.
Office of the City Administrator B.4. Office of the City Treasurer
S
ection 8. This ordinance shall take effect upon confirmation by the Sangguniang Panlalawigan and after
post- B.5. Office of the City Assessor
i
ng in at least three (3) conspicuous places in the city. B.6. Office of the City Accountant B.7. City Budget
Office
NACTED AND APPROVED this 16th day of August 2011. B.8. City Planning and Development Office
B.9. Office of the City Engineer B.10. City Health Office B.11. Office of the City Civil Registrar B.12. City
Legal Office
CERTIFIED CORRECT:
B.13. Office of the City Veterinarian B.14. City Social Welfare and Development Office B.15. City General
Services Office B.16. City Agriculturist Office
ERNESTO A. GULBEN SP Secretary
B.17. City Human Resource Management Office B.18. City Environment and Natural Resources Office
B.19. City Investment and Tourism Office
C. Staffing Pattern of all Offices under the Executive and Legislative Departments, to wit:
C.1. Office of the City Mayor C.2. Office of the Sangguniang Panlungsod C.3. Office of the City
Administrator C.4. Office of the City Treasurer C.5. Office of the City Assessor C.6. Office of the City
Accountant C.7. City Budget Office C.8. City Planning and Development Office C.9. Office of the City
Engineer C.10. City Health Office C.11. Office of the City Civil Registrar C.12. City Legal Office C.13.
Office of the City Veterinarian C.14. City Social Welfare and Development Office C.15. City General
Services Office C.16. City Agriculturist Office C.17. City Human Resource Management Office C. 18. City
Environment and Natural Resources Office C.19. City Investment and Tourism Office
ATTESTED:
AL DAVID T. UY City Vice Mayor

10 - 11 10
- 12 APPROVED: ANIANO P. ANTALAN City Mayor
References
Alvia, Eric and Libosada Jr, Carlos (2009). Tourism Development for LGUs. GTZ-PSP SMEDSEP.
Makati, Philippines.
Berkman Consulting (2011). Tourism Master Development Plan for Samar Island Final Report.
Commissioned by
the Department of Tourism, 2011.
Bohol Provincial Government (2010). Bohol Human Resources Management and Development (HRMD)
Plan 2011
– 2015. Bohol Provincial Government.
Davao del Norte Provincial Government. Provincial Tourism Office Documents.
Department of Tourism (2010). National Tourism Development Plan 2011–2016.
Documentation of Focus Group Discussions (FGDs) in Batangas, Bohol and Davao del Norte and
Compostella
Valley. Development of Tourism Guidebook Project. Development Academy of the Philippines.
September 2013.
Republic of the Philippines (1991). Republic Act 7160: The Local Government Code of 1991
Republic of the Philippines (2009). Republic Act 9593: The Tourism Act.
World Tourism Organization. Guide for Local Authorities on Developing Sustainable Tourism. 1998.
Telephone interviews
• Ms. Joevy Miedes of the Davao del Norte Provincial Office, November 2013 and January 2014.
• Ms. Christine Dompor, Provincial Tourism Office, Province of Compostela Valley. January 2014.
Links
www.miagao.gov.ph/the-lgu/legislative/ordiances/332-anordinance-creating-the-municipal-economic-
enterprise
office
www.surigaocity.gov.ph/city-ordinances/ordinances.html
www.doloresquezon.gov.ph/offices/13-municipal-tourism
www.tubigon.gov.ph/services/tourism-office
www.islandgardencityofsamal.gov.ph/ordinances
www.ecomval.com.ph
www.batangas.gov.ph

- 13 10
 11 Relevant
Laws, Policies & Tourism-related
Literature
Supplemental reading
 •
Republic Act 9208, or the Anti-Trafficking in Persons Act of 2003. This supplemental reading of this
Tourism Guidebook presents:
• Republic Act 9262 or the Anti-Violence against Women and their Children Act of 2004, which includes
• A compilation as well as weblinks of relevant laws, policies and literature on
t
he crime of prostituting women and their children. tourism and related issues.
• Republic Act 9710 or the Magna Carta for Women.

Relevant laws and policies

Environment-related laws and
policies
INVESTMENT-RELATED LAWS AND POLICIES
• Implementing Rules and Regulations (IRR) of RA 6957 – An Act Authorizing the Financing,
Construction,

Presidential Decree 984 – Pollution Control Law (1976). Operation and Maintenance of Infrastructure
Projects by the Private Sector.
• Presidential Decree 1219 – The Coral Resources Conservation and Protection Decree (1977).
• Republic Act 7160 – The Local Government Code (LGC) of 1991 - Local budgets shall operationalize
approved local development plan (Sec. 305).
• Republic Act 7160 or the Local Government Code of 1991 (Section 20) provides that cities and
municipalities may reclassify agricultural lands into non agricultural land uses within their respective
jurisdictions, subject
• Republic Act 7652. Investor‘s Lease Act - Lease agreements of Filipino landowners with foreign
investors are now

o the limitation and other conditions prescribed. up to 75 years; 50 years renewable for another 25 years.
• Republic Act 7586- National Integrated Protected Areas System (1992).
• Republic Act 7718 – Expanded Built-Operate-Transfer (BOT) law.
• Republic Act 8550 – Fisheries Code (1998).
• Republic Act 7916 –Special Economic Zone Act – tourism development zones and tourism estates,
upon registration with PEZA may be granted Special Economic Zone status subject to the issuance of the
required

Republic Act 9072 – National Caves and Cave Resources Management and Protection Act (2001).
Presidential Proclamation.
• RA 9147 -- Wildlife Resources Conservation and Protection Act (2001).
• Executive Order 63 – Foreigners investing US$50,000 in tourist-related project or in any tourist
establishment may be granted a Special Investor‘s Resident Visa (SIRV) for as long as the investment
exists.
• Executive Order 226 – the Omnibus Investments Code of 1987 encourages private/Filipino and foreign
investments that include tourism. The government can extend fiscal incentives to projects to recognize
performance that contributes to economic development.
• Republic Act 7192 – Women in Development and Nation Building Act - Government departments,
including its agencies and instrumentalities shall:
- Include an assessment of the extent to which their programs and/or projects integrate women in
development process and of the impact of such programs or projects on women...‖ - Ensure the active
participation of women and women‘s organizations in the development
programs and/or projects including ... the planning, design, implementation, management, monitoring and
evaluation..‖ - Collect sex-disaggregated data and include such data in its program/project paper,
proposal or strategy.‖
• Republic Act 7877 or the Anti Sexual Harassment Act of 1995.
• Republic Act 8353 or the Anti Rape Law of 1997, which classifies rape as a crime against person, hence
not a private crime.
• Republic Act 8505 or the Rape Victim Assistance and Protection Act of 1998.

BIODIVERSITY
WATER QuALITY AND WATER POLLuTION
• Presidential Decrees 600 and 979.

WOMEN AND GENDER- RELATED LAWS

• Presidential Decree 1067 Water Code (old).
-Governs the ownership, appropriation, utilization, exploitation, development,
conservation and protection of water resources - Identifies rights and obligations of water users and the
administrative agencies that
enforce laws on water use and availment
• Marine pollution policies by National Pollution Control Commission.
• Enforcement by Philippine Coast Guard.
• Republic Act 9275 – Clean Water Act of 2004.

11 - 1 11
-2
Tourism Related Policies of
National Government Agencies
(NGAs)
• DENR Memorandum Circular No. 2008 – 08 issued on December 24, 2008 clarified the role of LGUs in
the Philippine EIS System in relation to MC 2007 – 08. It emphasized their roles for the project area being
considered during the EIA scoping, conduct of the EIA study and public consultations.

AIR QuALITY
• RA 8749- June 23, 1999 ―An Act Providing For A Comprehensive Air Pollution Control Policy And For
Other Purposes‖ also called ―Clean Air Act‖.
- A comprehensive policy and program for air quality management in the country, revised the air
quality management sections of PD 984 - Most innovative feature- promotes the conduct of air shed-
specific air quality management while
respecting national-set emission reduction targets and following control strategies, incentives and
collective actions provided in the National Framework Plan - DENR Department Administrative Order No.
2000-81- Implementing Rules And Regulations (IRR)
for RA 8749 Clean Air Act
• RA 9003 – Ecological Solid Waste Management Act of 2001.
- adopts the program of national integrated solid waste management which covers generation,
segregation, collection, re-use, recycling, composting, transport and disposal of waste - formulates a
national solid waste management framework which emphasized waste reduction
goals, waste minimization techniques, and public participation in plan preparation - institutes measures
to promote a more acceptable system which corresponds to the vision of
sustainable development. Generally, it aims to merge environmental protection with economic pursuits,
recognizing the re-orientation of the community‘s view on solid waste, thereby providing schemes for
waste minimization, volume reduction, resource recovery utilization and disposal. - offers incentives for
innovations to improve solid waste management practices - DENR Department Administrative Order N.-
2001-34 issued on December 21, 2001 is the
Implementing Rules and Regulations for R.A. 9003.

DEPARTMENT Of AGRICuLTuRE (DA)

• Section 6 of RA 8437 states that a Network of Protected Areas for Agricultural and Agro-Industrial
Development (NPAAAD) shall be established and identify the Strategic Agriculture and Fisheries
Development Zones (SAFDZ) within it to safeguard efficiency in utilizing land for agriculture and agro –
industrial development.
• Executive Order 129-A, s. of 1987, mandates the Department of Agrarian Reform (DAR) to approve or
disapprove the conversion, restructuring or readjustment of agricultural lands into non-agricultural uses.

SOLID WASTE
• Republic Act 9572 – National Environmental Awareness and Education Act of 2008.
• Republic Act 9729 – Climate Change Act of 2009.
• Republic Act 10121 – Disaster Risk Reduction and Management Act of 2010.

DEPARTMENT Of AGRARIAN REfORM (DAR)

DEPARTMENT Of INTERIOR AND LOCAL GOVERNMENT (DILG)
• Department Administrative Order No. 2009 – 07 issued on May 27 2009 spelled out the rules and
regulations governing the issuance of permit over reclamation projects and special patents over
reclaimed lands. This amended Section 4.1 and Sections 5 of DAO 2007 – 20.
• Memorandum Circular No. 54 ―Prescribing the Guidelines Governing Section 20 of RA 7160 otherwise
known as the Local Government Code Of 1991 authorizing Cities and Municipalities to reclassify
Agricultural Lands into Non-Agricultural Uses‖.

OThERS
DEPARTMENT Of ENVIRONMENT AND NATuRAL RESOuRCES

- 3 11 - 4 11
Philippine National Tourism
Development Plan (NTDP) 2011 -
2016
Executive summary
Purpose: The Philippine National Tourism Plan (NTDP) aims to provide a strategic framework and an
action plan to guide the Department of Tourism (DOT) and other stakeholders in the development of the
tourism sector for the period 2011 to 2016.
Method of Preparation: The plan has been developed using a process involving:
• Preparation of a tourism sector situation analysis involving document review, consultations with industry
stakeholders in the public and private sector, and conduct of site observations in the field.
• Identification of the main challenges facing the evolution of Philippine tourism, and its causes and
effects; and doing a competitive analysis of internal strengths and weaknesses, and external
opportunities and threats.
• Conduct of consultations with stakeholders on the results of the situation analysis and to identify and
agree on the overall destination development framework, the broad goal and vision for tourism
development by 2016, and the strategic directions and actions in the four (4) clustered regional tourism
planning workshops held in the cities of Davao, Cebu and Manila and in Clark, Pampanga.
• Delineation of the tasks and functions and specification of outputs that must be delivered to achieve the
strategic outcomes and overall goal and vision.
• Initial evaluation of the economic, environmental, and social impacts of implementing the NTDP.
This plan is inclusive in orientation, i.e. it includes women, youth, and indigenous peoples as well as local
host communities. The plan is also pro-poor in approach, i.e. it addresses poverty reduction by including
poor provinces in the tourism value chain.
Situation Analysis: The Philippines has a rich and diverse set of tourism resources as represented by its
extensive natural and cultural heritage sites and landscapes that are globally unique. Notable of these are
the Historic City of Vigan, the Rice Terraces of the Philippine Cordilleras, the Baroque Churches of the
Philippines, the Puerto-Princesa Subterranean River national Park, and the Tubbataha Reefs National
Park which have been recognised by UNESCO as World Heritage sites.
The Philippines has 10 designated International airports, as well as 34 principal airports used for
domestic scheduled flights. The international airports are served by 36 international airlines including five
(5) of Philippine origin (also domestic carriers) operating an average of 806 scheduled flights per week
with 197,000 seats per week from 42 foreign ports, and 3,000 flights with 348,000 seats per week on
domestic routes in 2010. In addition, there are 25 sea ports operated by the Philippine Ports Authority
providing passenger and RORO facilities served by 45 RO-RO and inter-island shipping companies
servicing a total of 184 routes; and 31,242.38 km of mainly asphalt and concrete paved national highway
system served with 6,000 inter-island buses.
The country has an estimated 96,052 hotel and resort rooms with another 16,654 rooms either in the final
planning stage or already under construction that will bring total rooms capacity to 112,706 by 2014
sufficient to handle an extra 4 million domestic and international guests. Around 314 inbound, domestic
and outbound travel operators and 1,474 tourist transportation operators are accredited with the DOT.
Many more are yet accredited.
Philippine tourism is regulated at the national level by the DOT as provided for by Republic Act 9593 or
the Tourism Act of 2009. The DOT is responsible for tourism policy and planning, international and
domestic marketing, facilitating investment, the accreditation of tourism enterprises, maintaining data on
tourism and its economic impacts, and supporting through capacity building the tourism activities of the
LGUs. Its activities are financed through annual appropriations, contributions from the Philippine Travel
Tax, and profits from the operations of Duty Free Outlets. At the local level, the LGUs under the Local
Government Code of 1991 are responsible for licensing the operation of tourist enterprises on payment of
a business tax, inclusion of tourism in their Comprehensive Land Use Plans (CLUPs) and zoning
ordinances, regulating health, fire, and other safety hazards, providing security in partnership with the
Philippine National Police (PNP), and undertaking promotions activities designed to attract tourists to their
area.
In 2010, the Philippines attracted 3.52 million international tourists staying an average of 8.21 nights and
spending an average of US$ 83.59 per day; and estimated 27.91million domestic travellers in 2010
staying an average of 4 nights and spending an average of PhP 553.09 per day. The main source of
international tourists is South Korea, the USA, and Japan followed by China and other countries with
leisure-based and visiting friends and relatives being the main reasons for visiting. In the domestic
market, the main sources are urban centres such as Metro Manila, Cebu, Davao, and the secondary
cities with visiting friends and relatives and leisure travel as the main reasons for travelling. DOT surveys
indicate that in 2010, the top tourist destinations were Metro Manila, Cebu-Mactan, Boracay Island,
Camarines Sur, Baguio City, Davao City, Zambales (including Subic), Bohol, Camiguin Island, Negros
Occidental, Cagayan Valley, Ilocos Norte, and Puerto Princesa. Overall, it is estimated by DOT and
National Statistical Coordination Board (NSCB) that in 2010 domestic and international tourism
contributed 5.76% to GDP and directly employed 3.69 million persons or 10.25 % of total employment in
the country.
Between 1995 and 2010, the annual average growth of international arrivals was 4.7% notwithstanding
good recovery in arrivals between 2009 and 2010 while between 2005 and 2010 the average annual rate
of growth in the domestic market was 3.3%. These growth rates are quite low relative to the competing
countries such as Thailand, Indonesia, Malaysia and Viet Nam where long-term international arrivals
have grown at +8% per annum and domestic tourism at +5% per annum. In terms of its position in
ASEAN, the Philippines‘ tourism performance by volume is ranked below all ASEAN countries except for
Myanmar, Lao PDR and Cambodia. The main causes and effects of the historic poor international and
domestic tourism growth performance are summarized in Figure 1.
Figure 1. Diagnosis of Philippine Tourism
Notwithstanding the challenges facing the industry, the SWOT analysis indicates that there are significant
opportunities for large and sustained market growth given that the key constraints and weaknesses are
effectively addressed. If so, then market research indicates that between 2010 and 2016, the Philippines
could increase its current number of international arrivals from 3.52 million to around 6.7 million, and
domestic tourism from 28.9 million travelers to around 35million. If achieved, these levels of international
and domestic tourism could sustain direct gross value added of PhP 890,000 million or around 6.8% of
GDP, and direct employment of around 6.5 million persons by 2016. Moreover, with careful targeting, a
significant number of the additional 2.8 million
- 5 11 - 6 11
The directly employed in the industry by 2016 would come from the poorer sectors of the population as
well as
following NTDP actions will be coordinated and undertaken at the national level:
provide new employment opportunities for returning overseas workers.
1. Improving Market Access & Connectivity:
Goal and Vision and Strategic Directions for Tourism to 2016: Figure 2 gives a snapshot of the
stakeholder-based goal and targets, overall vision, and based on addressing the challenges, the strategic
directions and actions that the Philippines should take to achieve these.
• Renegotiating Air Service Agreements with key growth markets to include all international airports as
points that can be served by international carriers of other countries.
• Reducing foreign carrier operations costs in the Philippines by removing ad hoc charges such as CIQS
overtime costs, and eliminating the common carriers and tax on gross Philippine billings that reduce the
competiveness of the Philippines as a destination through higher airfares.
Figure 2 Stakeholders‟ Goal and Vision for Tourism Development in the Philippines
• Simplifying border formalities and procedures for key growth markets such as China.
• Improving sea and road transportation services focusing on safety, reliability, frequency of service and
ability to book a seat on-line.
2. Developing and marketing competitive destinations and products:
• Designating TEZs
• Designing and implementing the mandatory tourism enterprise accreditation system.
• Facilitating business investment and simplifying business set-up at the national level.
• Undertaking international and national level domestic marketing
3. Strengthening institutional governance and human resource capacities:
• Strengthening tourism institutional, policy formulation, and governance structures at the national level
and providing the policy framework, resources and guidance for implementation in the clusters at the
regional level.
• Strengthening DOT support for LGUs at the national level and providing the policy framework, resources
and guidance for achieving this in the clusters at the regional or cluster level.
• Providing the policy framework for skills capability building at the national level and the resources and
support mechanisms to implement this in the clusters at the regional level.
• Providing the policy framework and resources for improving labor relations and support mechanisms to
implement this in the clusters at the regional level.
• Providing the policy framework and resources for professional tourism training and education at the
national level, and support mechanisms to implement this in the clusters at the regional level.
• Providing the policy framework and resources for Human Resource (HR) recognition, networking, and
development.
• Improving governance for tourism development at the national level, and providing the policy framework,
resources and guidance for this in the clusters at the regional level.
• Establishing a Tourism Crisis Management Unit in the DOT, and providing the policy and support
mechanisms to coordinate activities in the clusters at the regional level.
11 - 7 11
-8
The stakeholders identified 21 strategic cluster destinations (SCD) covering 77 existing and emerging
tourist development areas (TDAs) and their tourism transportation, infrastructure and development needs
and deficiencies that could be effectively addressed through coordinated investment between 2011 and
2016, and help to deliver the targets of the goal and vision for the industry. The 21 clusters provide an
inclusive destination framework designed to ensure that all Filipinos are able to participate in and enjoy
the benefits of the tourist industry. Within the overall destination framework, there are nine (9) SCDs that
also have international airports and thus serve as the main international gateways to the other SCDs.
Ensuring that this function effectively is thus a priority in the NTDP action plan as ensuring that all SCDs
maintain a good tourism growth momentum even while the necessary market connectivity infrastructure
and services are developed in the nine (9) gateway SCDs.
Action Plan: The action plan for implementing the strategic programs under each strategic direction of the
NTDP is attached. Depending upon the nature of the activity and the agencies concerned, the action plan
will be implemented by a series of initiatives both at the national and cluster level in the 16 regions.
- 8 11 - 9 11
The following actions will be undertaken at the level of the clusters within the regions:
1. Improving Market Access & Connectivity:
• Upgrading the secondary international airports to decongest and increase capacity to handle
international tourists.
• Decongesting NAIA and increasing its capacity to handle more international tourists.
2. Developing and marketing competitive destinations and products:
• Designing and implementing services infrastructure projects in the tourist development areas of the
SCDs.
• Implementing tourism site access and visitor infrastructure improvements.
• Encouraging private sector investment on tourism product within and outside TEZs.
• Facilitating business investment and simplifying business set-up and licensing procedures/costs at the
LGU level.
• Safeguarding natural and cultural heritage sites, and vulnerable groups from the negative effects of
tourism.
3. Strengthening institutional governance and human resource capacities:
• Implementing tourism institutional, policy, and governance strengthening programs at the LGU level.
• Implementing DOT support policies and mechanisms for strengthening LGUs.
• Implementing the policy framework for skills capability building.
• Implementing the policy framework for improving labor relations.
• Implementing the policy framework for professional tourism training and education.
• Implementing the policy framework for HR recognition, networking, and development.
• Improving governance for tourism development at the LGU level.
• Supporting the Tourism Crisis Management Unit in the DOT at the regional and LGU level.
The actions at the national and cluster level in the regions will need to be effectively coordinated through
an appropriate implementation framework and organization structure that relies as far as possible on
existing institutions rather than creation new ones.
The timing of both the national and cluster level actions is shown below.
Cost Estimates: The overall indicative cost of the NTDP between 2011 and 2016 is estimated at PhP
123,073 billion of which PhP 20,270 billion comprises public sector investment and PhP 102,803 billion
comprises private sector investment. An initial assessment of the economic performance of the NTDP
investment against the additional tourism expenditure generated indicates a fairly robust performance
with EIRR of 23.9%, and NPV surplus of PhP 28,986.2 billion over a project life cycle of 20 years.
Implementation: The overall supervision of the implementation of the NTDP will be coordinated through
the National Tourism Coordinating Council (NTCC). To support the NTCC and provide coordination at the
management level, a National Tourism Program Coordination and Management Unit (NTPCMU) will be
established within the DOT. On the hand, to facilitate the execution of the NTDP programs in the strategic
cluster destinations at the regional level, Regional Tourism Project Coordination Committees (RTPCC)
will be formed. A Regional Tourism Project Coordination Management Unit (RTPCMU) will be established
within the DOT Regional Offices to support the RTPCCs and to provide coordination at the management
level and implement the institutional strengthening and capacity building components of the NTDP. The
overall organization structure for implementation is shown below.
Success Indicators
1 Improving Access & Connectivity
1.1 Rapidly expand capacity of secondary international airports 3,902,990
1.1.1 Upgrading Secondary International Airports
• Clark, Mactan, and Davao
• Iloilo, Puerto Prinsesa and Laoag & Zamboanga
Activities:
• Improve city side aspects (e.g. terminal capacity, poor access, lack of parking, and inadequate support services)
• Improve air side constraints and limitations (e.g. runway, taxiway, air navigation system, fire and rescue service)
• Improve airport management and operations limitations
xx
xxx
3,864,990 - DOTC/CAAP/
Airport Authorities - Private sector stakeholders
Renovation and expansions works and other requirements completed and operating
1.1.2 Increasing International Tourists at NAIA
•Complete renovation of Terminal 1 Arrival and Departure areas
• Complete renovation of Terminal 2
• Rationalize aviation operations at NAIA
• Improve Airport management and operations
x
xxx
x
xxx
x
xxx
38,000 - DOTC/CAAP/NAIA
- Private tourism companies where appropriate, e.g. airport operations and maintenance
Renovation works and other requirements completed and operating
1.2 Expand connectivity between Philippines and its key growth markets 40,000
11.2.1 Renegotiating Air Service Agreements with Key Growth Markets
• Forge an agreement of complete Scheduling of ASA negotiations with main tourism growth market countries
• Consult with carriers and industry stakeholders to prepare Philippine positions
• Undertake negotiations
• Implement results
x
x
x
x
x
x
x
x
xx
30,000 - DFA
- DOT/CAB, Airports, Airlines and Other Major Private Sector Stakeholders
RAir Service Agreements renegotiated with main growth markets
1.2.2 Reducing Air International Air Operations Cost in the Philippines
• Conduct a comprehensive study of existing handling charges
• Forge an agreement with key agencies on cost reduction approach
• Amend necessary laws and regulations
•Implement
x
x
x
x
x
x
x
x
xx
5,000 - DOTC/CAAP/NAIA
- Private tourism companies where appropriate, e.g. airport operations and maintenance
Carrier taxes and surcharges removed
1.2.3 Simplifying border formalities / procedures for key growth markets
• Work with DFA and BI to provide visa free/visa on arrival privileges for key growth markets
• Introduce long-term stay visa categories for medical and ‖enjoy the sun‖ retiree markets
• Implement revised visa program
xx
x
x
5,000 - DOJ/BI
- DFA
Visa restrictions relaxed for key growth markets of China and India
1.3 Implement a strategic access infrastructure program between secondary
international airports and strategic destinations
30,653
1.3.1 Design and implementation of strategic access infrastructure subprogram
• Improve, rehabilitate and expand airports that connect to tourism clusters. (Improve, rehabilitate, and expand 23
domestic airports)
• Improve, rehabilitate and expand seaport facilities that connect tourism clusters. (Improve, rehabilitate, and expand
21 seaports)
• Improve, rehabilitate, and upgrade 28 strategic connecting roads with total distance of approximately 850kms
x
x
x
x
x
x
x
x
x
x
x
x
15,653 - CAAP, CAB, DOTC,
DOT, NEDA, DBM, PPA, MARINA, DPWH - LGUs, Tourism Councils, Regional Development Councils, CSOs
Access infrastructure completed / operating Reduced safety and security incidences
1.3.2 Improving sea and road transportation services
x
x
• Enlist support of existing sea and road transportation operators for improved tourism transportation services
• Designate developmental sea and road ―Open Service Routes‖
• Undertake transportation regulatory reforms
x
x
x
x
x
xx
15,000 - DOT, DOTC (MARINA
and LTFRB), Office of the President and the Congress - Sea and Road Transportation Operators and Private Sector
Stakeholders
Access infrastructure completed / operating Reduced safety and security incidences

11 - 10 11
- 11
Strategy and Action Plan Elements
Description of Activities
Timing
Cost Estimate (PhP „000)
Lead Responsible and Strategic Partners
iming Strategy and Action Plan Elements
Timing
Cost Estimate (PhP „000)
Lead Responsible and Strategic Partners
Success Indicators
Strategy and
Cost
Lead
Action Plan
Estimate Elements
(PhP „000)
Responsible and Strategic Partners
2 Developing and marketing competitive tourist destinations and products
2.1 Implement a sustainable tourism destination infrastructure program 9,659,572
2.1.1 Designing and implementing services infrastructure in tourist development
Description of Activities
Description of Activities
Success Indicators
2 Developing and marketing competitive tourist destinations and products
2.4 Safeguarding natural & cultural heritage and vulnerable groups 561,165
1,548,086 Operators and drivers
2.4.1 associations
Safeguarding natural & cultural heritage
2.1.2 Designing and implementing tourism site access and visitor infrastructure improvements
• Provide water and water treatment (6 locations),
x
x
x power (4 locations), and solid waste management in (27 locations)
• Design and construct tourism information centers
x
x
x and support infrastructure (26 tourism development areas)
• Design and construct transport terminals and services
x
x
x in (26 tourism development areas)
• Develop uniquely Filipino destinations and products
• Conduct conservation workshops
• Advocate the sustainable use of heritage sites
• Increase the number of heritage sites for international recognition
• Provide a professional interface between sustainable heritage and tourism
xxxx
xxxx
x
xxxx
x
xxxx
x
xxx
x
11,165 - DOT, DENR, DPWH,
NCCA, LGU, ICOMOS, ESCUELA TALLER (INTRAMUROS), - NCCA, ICOMOS, UNESCO Philippines for World
Heritage an MAB, IUCN, RAMSAR, Private Sector
Training completion reports Visitor management plans in place 91 community participation programs completed
Program

umber of new designed and

ites listed financing structure

2.4.2 arranged and
Safeguarding being
vulnerable groups implemented
2.2 Develop diversified tourism products that engage local communities 14,245,573
2.2.1 Developing Major Mixed-use Tourism complexes in the vicinity of the International Airports
• Prepare site evaluations for the 99 priority sites
x
x
x
x
8,111,486 - DOT (TIEZA), Major located in the strategic
cluster destinations with
Land Owners, site International airports
managers (DENR,
• Design access and site visitor infrastructure
x
x
x
LGUs, etc.), Provincial improvements at the
sites and package for funding
Government
• Arrange funding with multi lateral / bi-lateral funding
x
x
x
- Investors and institution
Financial Institutions,
• Implement construction of site access and visitor
x
x
LGUs, DENR, DTI, SEC, infrastructure
projects
and BIR, Bilateral and
• Improve, rehabilitate and upgrade an approximate
x
x
x
multi-lateral financial 450 kilometers of roads
in destination centers and to
institutions, DTI 152 sites into all weather
conditions
(OTOP), DA, etc. Tour-
• Maintain and operates
x
x
ism Councils, CSOs, DPWH, DA, DAR
• Advocate change in the highest level of governance to generate support
• Raise awareness developing mechanism at com- munity level
• Create tourism industry partnerships
• Link and partner with NGO‘s such as ECPAT, and with UN agencies especially UNWTO.
x
x
x
x
x
x
xxxx
550,000 - NGO‘s suchs ECPAT,
and with UN agencies especially UNWTO
Reduced incidence of trafficking, exploitation and STDs
x
x
x
x
2.5 PPP-based marketing strategy and action plan 4,450,660
2.5.1 Strategic Marketing Subprogram
• Create a country tourism brand
• Create tourism product development clubs
• Design and implement a marketing intelligence information system
xxx
xxxx
31,920 32,340 37,800
- OT (TPB) - Branding agency/ company Tourism private stakeholders
Brand established Pilot product clubs set up and operating 8 Sites identified/

IS established designed Investment and operators secured

2.5.2 Construction in
International and progress
Domestic Marketing Key projects
Network Subprogram operational
2.2.2 Linking local communities to the tourism value chain created by the major mix use tourism complexes upgraded
tourist sites in their vicinity
• Identify sites and forge an agreement on their devel-
x
x
x
x
13,895,640 - DOT (TIEZA), Major opment with major
landowners.
Land Owners, site
• Provide TEZ designation, zoning, permits and
x
x
x
x
x
x
 managers (DENR, approvals, and incentives
to support site development.
LGUs, etc.), Provincial
• Provide infrastructure support to sites.
x
x
x
Government
• Undertake construction of projects.
x
x
x
x
x
- Investors and
• Support the marketing of the completed projects in
x
x
x
x
Financial Institutions, International and
domestic tourism activities.
LGUs, DENR, DTI, SEC, and BIR, Bilateral and multi-lateral financial institutions, DTI (OTOP), DA, etc. Tour- ism
Councils, CSOs, DPWH, DA, DAR
• Define and readjust international and domestic mar- keting networks according to market priorities
• Develop business and management plans for market- ing offices
• Develop marketing office network capabilities.
• Design Domestic Tourism Campaign
• Develop and implement domestic tourism awareness campaigns
x
x
xx
x
x
xxx
563,938 - DOT (TPB)
- Branding agency/ company Tourism private stakeholders, Airlines, Hotels, etc.
Regional offices with local marketing representatives at country level in place
2.5.3 Operational Marketing Subprogram
x
xxxx
• Design product commercialization plan (direct marketing, product lounges, road shows, partnership)
• Design promotion program involving travel trade shows, workshops, and familiarization trips
• Design communication plan through country image brand, publications, trade/consumer advertising, & PR
• Design online marketing program for domestic and international tourism
• Implement (upon completion of every design work) up to 2016)
x
x
x
x
x
x
x
x
x
x
x
x
xxxx
3,784,662 - Branding agency/
company Tourism private stakeholders, Airlines, Hotels, etc.
orientated to key, strategic and opportunity/
• Undertake consultations with affected communities
xx
349,933 - DOT (TIEZA), Major
91 Sites

iche markets and private sector operators

Land Owners, site
identified /
and products
• Design and provide funding of program
x
x
x
managers (DENR,
designed
with substantial
• Implement program on progressive basis
x
x
x
x
LGUs, etc.), Provincial
Private sector
funding, and
• Monitor and evaluate
x
x
x
Government
partners +

ood market - Investors and

financing secured

enetration Financial Institutions,

Physical and LGUs, DENR, DTI, SEC,
software and BIR, DTI (OTOP),
elements DA, etc. Tourism
substantially
3 Improving tourism institutional, governance, and human resource capacities
Councils,
implemented
3.1 Institutionalize roles and responsibilities of DOT and LGUs 418,320
3.1.1

Establish a National Tourism Policy advisory body to 2.3 Implement a PPP-based mandatory tourism
enterprise accreditation system
Strengthening

dvise the Secretary of Tourism and facilitate tourism investment and lower cost of business
tourism governance
• Review and adjust the constitutions of regional, structures
provincial, and local tourism councils to make them more effective.
• Strengthen the structure of the DOT for effective destination management organization.
x
xx
xx
123,900 - DOT, LGUs,
- Civil Society, NGOs,

olicy body 87,410

established Tourist Council‘s (TCs) charter
2.3.1 Design and implementation of a PPP-based mandatory
Framework paper presented, discussed and agreed
amended and DOT reorganization completed
tourism enterprise accreditation system
Task Force Established and meeting actively Procurement of contractor completed
3.1.2 Strengthening tourism policy formulation approaches
System is rolled out in all regions
2.3.2 Facilitating business investment and simplifying business set-up and licensing procedures and cost
• Complete framework paper and TOR for enterprise
x
x
67,410 - DOT Accreditation accreditation and certification
system
and its sections,
• Establish task force to supervise design /
x
x
Regional Offices implementation of the system
(Implementation to
- Private sector 2016)
at National and
• Contract out consulting firm to design, pilot, set-up
x
x
Regional/Provincial and provide training on the
system
levels constituted as
• Roll-out implementation of the system
x
xxxxx
Task Forces to work together with the DOT in the design, RDC, LGU
• Lobby and link with public government stakeholders
• Create a financial framework to facilitate the planning & development of tourism infrastructure and marketing
activities.
 • Encourage Public-Private Partnerships (PPPs) in tourism infrastructure and marketing development
xxx
xxxxx
151,620 -- DOT, TIEZA, TPB,
LGUs - Tourism Private Sector,
Partnerships in place with stronger financial support. Private sector strongly engaged in infrastructure & marketing
• Conduct study to identify annual private sector
x
20,000 - LGU, DTI, Annual list of investment requirements
in hotels and resorts,
projects by value
• Undertake investment promotion drive
identified
• Provide investment incentive support
Annual
• Coordinate with DTI program to simplify business
x
investment
3.1.3 Strengthening DOT support for Local Government Units (LGUs)
• Expand DOT capacity to support local tourism
x x development at the provincial level.
• Build capacity of provincial LGUs for tourism planning
x and development, destination marketing, and tourism enterprise
accreditation and regulation.
• Strengthen multi-stakeholder mechanisms and
x institutions for partnerships in local tourism development
12,600 - DOT, LGUs (Provin-
DOT cial), CIDA, AUSAaid, etc. - Tourism stakeholders
set-up / business tax and licensing procedures at LGUs
conference held Number and
Provincial Officers in place
x
x
x
x
xx
x
x
x
 xx
x
x
Capacity building programs on-going x x x x
Stronger TCs in place
value of TIEZA/ BOI endorsed projects Document processing time reduced to 10 working days.

11 - 12 11
- 13
 Timing Strategy and
Cost
Lead
Action Plan
Estimate Elements
(PhP „000)
Responsible and Strategic Partners
Success Indicators
3 Improving tourism institutional, governance, and human resource capacities
3.2 Develop a competent well motivated and productive tourism workforce 31,833
3.2.1 Skills capability building
Description of Activities
• Conduct capability building workshops to identify and finalize worker competencies certification process,
accreditation of assessment centers and assessors
• Establish TESDA Skills assessment centers and disseminate new skills assessment system
• Undertake compliance audit
• Establish recognition for national certification for entry level positions
x
x
x
xx
xx
6,175 - DOT, TESDA, DOLE
- Tourism Private Sector
Workshops convened TESDA Skills centers established / operating Certification and audit system in place and
functional
3.2.2 Improving labor relations
xx
xx
xx
• Legislate extension of contractual employees from 6 months to 3 years
• Conduct information drive on correct implementation of service charge distribution
• Undertake benchmarking on acceptable ratio on tenured and non tenured employees
x
x
x
x
x
x
x
795 - DOT, TESDA, DOLE
- Tourism Private Sector
Reduced labor incidences, and increased
3.2.3 Professional Tourism Training and Education
• Re-engineer tourism and hospitality education
• Develop and implement graduate programs in tourism and hospitality management
• Introduce tourism in basic education
• Create industry-academe linkages
• Privatize all TESDA training centers
xx
x
x
x
17,163 - DOT, TESDA, DOLE,
CHED, DEPED - Tourism Private Sector
Enhanced employability of entry-level trainees
3.2.4 HR Recognition, Networking, and Development
x
x
x
x
x
x
• Form Association of Human Resources Managers in the tourism hospitality industry
• Support the hosting of the ―Mabuhay Awards‖ program and event
• Organize a national tourism and hospitality human resource conference
x
x
x
7,700 - DOT, AHRM, PMAP
- Tourism Private Sector
Annual Tourism HTD Conference organized
3.3 Improve governance in the area of safety, security, and in dealing with tourists 646,000
3.3.1 Subprogram for Transparency and Host Community Involvement
x
x
x
• Create an Audit Committee in DOT that will oversee and inspect all tourism-related activities, programs
• Conduct training and education on tourism, hospitality and entrepreneurship skills for host communities
x
xxxxx
280,000 - Tourism Private
Sector, League of Mayors, International Grant
Established Host training programs ongoing
3.3.2 Sub program for Improving Governance for Tourism Development
Mabuhay Tuloy Po Kayo, and front-liners training ongoing. TOPCOP program being expanded
3.3.3 Establishing a Tourism Crisis Management Unit
• Adopt ―Mabuhay! Tuloy Po Kayo‖ Program for CIQS at
x
x
x
x
x
x
216,000 - DOT, BID, BOC, DILG, International Airports
PNP,
• Expand DOT TOP-COP Program
x
x
x
x
x
- PCCI Tourism
• Conduct Tourism Front-Liners Awareness and Values
x
Congress (and Training Program
member trade associations) LGU Leagues

formulation of the
• Conduct workshops with key stakeholders to
xx
150,000 - DOT, NDCC, PNP,
Crisis establish TOR the crisis
management unit
DILG,
management unit
• Prepare organizational structure and staffing
x
established in requirements of
the crisis management unit
the DOT
• Establish unit, recruit staff, and implement
xxxxx

Philippine National Tourism

Development Plan 2011-2016
11 - 14 11
- 15
- 16 11 - 17 11
Introduction
Although previous tourism plans attempted to focus destination development and marketing on a few
selected priority tourism destinations, these efforts have generally been unsuccessful and slow to
develop, while leaving many stakeholders largely excluded. As a result, the destination and product
development and marketing process and related investments done in the past has generally been organic
rather than planned. This is amply illustrated by the ad hoc, unplanned, poorly managed, and
underfunded approach that has characterized the evolution of Philippine tourist destinations.
Given the above situation, the purposes of this paper are to: to set out a logical framework to guide the
DOT and LGUs in the planning, development and regulation of tourism; help other national government
agencies to converge their investments in infrastructure, human resource development and capacity
building; and assist the private sector in determining the location of viable tourism investments.

Destination Development
Principles
A key discussion point in the regional stakeholder consultations was the need to have a logical framework
for destination development that would provide the stage on which the NTDP strategic directions and the
related programs and projects could be implemented to achieve the NTDP‘s overall goal, vision, and
targets from 2011 and 2016. The principles adopted by the stakeholders in defining the logical destination
framework are:
» the destination development framework must be as inclusive as possible—all major stakeholders at the
national government, LGUs, and private sector level as well local communities, need to see that they are
included; » the destination framework must be responsive not only to international market demand, but
also to the
much larger domestic market demand; » the framework must identify and align priorities for public sector
planning, investment in infrastructure,
marketing and promotions, as well as institutional organization and human resources development; » the
framework must guide the type and location of private sector investment as well as Public-Private
Partnership-based infrastructure investment opportunities.
This approach recognizes that not all destinations in the Philippines can be international destinations. The
reality is that the more flexible domestic market will drive most tourism investments and generate most of
the economic benefits including poverty reduction. While it is true that much of the economic benefits of
tourism will accrue to those destinations that are able to attract both international and domestic markets,
the primary rationale for having a broader and more inclusive destination approach is that domestic
market development even at a mod- est scale outside the main destinations requires less investment, can
have significant income, employment, and poverty reduction effects, and have lower environmental and
social mitigation costs.
In this context, the stakeholders adopted a destination framework that would support destination
development throughout the Philippines, while at the same time giving priority to key destinations with the
capacity to increase international and domestic tourism volumes quickly. The stakeholders deemed that
while many areas of the Philippines may not attract international tourist either due to the lack of
necessary attractions or access, facility and safety and security limitations, this should not prevent these
destinations from pursuing domestic markets, especially those living in the vicinity of the destination such
as in the case of Bukidnon where the Mindanao domestic market is the mainstay of tourism development.
The stakeholders thus opted for a parallel destination development strategy based on identifying
destinations that should focus mainly on: (a) domestic market development in which the ratio of domestic
market to the total market ratio is 95%; and (b) a mix of domestic and international market development in
which the maximum ratio of international market to total market is 60%.

Destination & Product

Development
Proposed Destination & Product Development
Framework
The stakeholders deemed that in order to address the abovementioned issues it will be necessary to
strengthen stakeholder support and commitment at the regional and LGU levels. This calls for developing
and marketing an inclusive market-thematic cluster tourist destination and product development
framework. This framework should cover the main existing and emerging tourist development areas of the
country that offer a wide range of day visitor sites and activities including some that are ―must experience‖
in nature—all stakeholders should feel that they are included in some way in the NTDP. However, as
noted by the stakeholders, the rate of development of the existing and emerging destinations depend
upon the extent of interest of the local stakeholders but what was needed is an inclusive planning
framework. The DOT is tasked to develop the said framework in close col- laboration with LGUs and other
stakeholders.
During the regional consultations with the stakeholders from the 16 Regions and the ARMM, and guided
by the approach adopted in the Sustainable Tourism Management Plan for the Central Philippines
sponsored by JBIC, the stakeholders identified existing and emerging tourist development areas that
comprised main tourism centers and clusters of tourist sites and activity areas based on the principle
illustrated in the above diagram.
A total of 77 existing and emerging tourist development areas (TDAs) were identified. The stakeholders
also iden- tified the main transportation and destination infrastructure, product development and
marketing, and institu- tional and human resource development needs and deficiencies of each TDA. The
detailed results of this exercise are contained in Volume 1: Philippine Tourism Situation Analysis and the
key findings are that:
» The primary and secondary international airports are unable to handle rapid growth in international
tourism unless their capacity is quickly improved; » The air, sea and road access infrastructure and
transportation connectivity between the main and
secondary international airports and the TDAs need to be improved; » The destination center services
such as water, power, sanitation and solid waste management must be
increased in many destinations if they are to cope with rapid increases in tourism activities without
adverse environmental impacts; » Many destination centers must be decongested, their overall
environment made more orderly, and
tourism support infrastructure such as information, sanitary rest areas, signage, lighting and landscaping
provided and improved; and » The road and water access to 278 identified natural and cultural tourist
sites, and site visitor
infrastructure must be improved to increase their carrying capacity to provide a better, safer and more
secure site experience.
- 18 11 - 19 11
Moreover, the stakeholders also identified the following: a) the additional investments needed in private
sector product developments such as resorts, hotels, convention and entertainment centers, wellness and
medical tourism, retirement and sports tourism facilities, and theme attractions among others; b) the need
to improve tourism planning, tourism human resource, and tourist facility and service standards; and ©
the need to improve the level of marketing and promotion of the destinations.
The 77 TDAs were further clustered into 21 thematic Cluster Destinations (CDs) based on their linkage to
one or more main international and domestic tourist air, sea, and road gateways and then further divided
into those that included an international airport—defined as international strategic cluster destinations,
and those without— defined as domestic strategic cluster destinations. The layout of the CDs and their
TDAs is shown in Figure 3 below. The 21 CDs were grouped into three (3) ―greater regions‖ within the
Philippines as follows:
» Northern Philippines based on North and Central Luzon, CAR, CALABARZON, and NCR comprising 7
CDs
containing 27 TDAs with three international CDs: DC-NP-2 (Laoag-Vigan) based on Laoag as
international gateway; CD-NP-6 (Central Luzon) based on Clark as international gateway; and CD-NP-7
(Metro Manila-CALABARZON) based on NAIA as international gateway. » Central Philippines based on
MIMAROPA, Bicol, and the Visayas comprising 7 CDs containing 24
tourism TDAs with four international CDs: CD-CP-1 (Bicol) based on Daraga International Airport in Albay
still under construction; CD-CP-6 (Central Visayas) based on Mactan-Cebu International Airport and
Panglao International Airport once it is open; CD-CP-4 (Palawan) with Puerto-Princesa as the gateway;
CD-CP-5 (Western Visayas) with Iloilo, and Kalibo as international gateways; and » Southern Philippines
based in Mindanao comprising 7 CDs containing 26 TDAs with three (3) existing
international CDs: SP-CD 6 (Davao Gulf & Coast) based on Davao International Airport; SP-CD-4
Zamboanga Peninsula based on Zamboanga International Airport; and subject to completion,
Laguindigan International Airport near Cagayan de Oro.

Table 1 lists the CDs under each of the international airports in the
Northern, Central and Southern Philippines.
Table 1: International Airports and Linked Cluster Destinations
Northern Philippines
Central Philippines
Southern Philippines Greater
Tourism Area
Greater Tourism Area
Greater Tourism Area
Laoag International Airport to service:
NP1 - Batanes-Cagayan Coast -Ba- buyan Islands Cluster, NP2 - Laoag-Vigan Cluster, NP3 - Sierra Madre Cluster,
and NP4 - Cordillera Cluster
Clark and Subic International Airports to service:
NP3 - Sierra Madre Cluster, NP4 - Cordillera Cluster, NP5 - Lingayen Gulf Cluster, and NP6 - Central Luzon Cluster
Manila International Airport to service:
All other destination clusters NP7 - Metro Manila and the CALA- BARZON Cluster, CP1 - Bicol Cluster, CP2 -
Marinduque – Romblon CP3 - Mindoro - Calamian Cluster, CP4 - Palawan Cluster, and
Daraga International Airport, Albay to service:
CP1 - Bicol Cluster, CP7 – Eastern Visayas Cluster, CP2 - Marinduque – Romblon
Puerto Princesa International Airport to service:
CP3 - Mindoro - Calamian Cluster, and CP4 - Palawan Cluster
Iloilo and Kalibo International Airports to service:
CP5 - Western Visayas Cluster, CP6 - Western portions of the Central Visayas Cluster
Cebu-Mactan and Panglao International Airports to service:
CP6 - Central Visayas Cluster, CP7 – Eastern Visayas Cluster, SP1 - Surigao – Dinagat Islands Cluster, and SP4 -
Zamboanga Peninsula Cluster
Cagayan de Oro Laguindingan Inter- national Airport to service:
SP2 - Agusan River Basin & Coastal Cluster SP3 - Cagayan de Oro-Camiguin Island- Tangub Coast and Bukidnon
Highlands Cluster
Davao International Airport to service:
SP5 - Davao Gulf and Coast Cluster, SP6– Cotabato - Saranggani Cluster. (Note: Saranggani could also host inter-
national charter flights).
Zamboanga International Airport to service:
SP4 - Zamboanga Peninsula Cluster, SP7 - Sulu Archipelago-Maguindanao - Lanao del Sur (ARMM) Cluster.
Figure 1. Map of Strategic Cluster Destinations
Prioritizing A profile of each of the 21 CDs in terms of their LGU composition, main tourism assets,
accessibility, accommodation capacities, international and domestic arrivals in accommodations and
growth trends, their

Tourism Interventions in the CDs

future development potential, the key public sector infrastructure deficiencies and needs facilities, and the
likely growth scenario for international and domestic arrivals between 2011 and 2016 is provided in
Attachment 1 of this paper.
For purposes of determining the priorities for planning market and product development, public sector
investment, and private sector investment, the CDs and related TDAs located in the Northern, Central
and
In the CDs with international airports, priority should be given to:
Southern Philippines were evaluated according to the following criteria: (a) the extent of existing tourism
activities; (b) potential for domestic and international market growth to 2016; (c) connectivity to
international
» Improving their capacity to handle increased international tourists; » Improving infrastructure and
transportation connections between them and other CDs without
international airports; » Planning the expansion of services infrastructure in their TDAs and improving
access and facilities at key
airports; (d) private sector interest; (e) potential for direct international access; (f) environmental carrying
capacity; (g) security and safety; and (h) level of poverty. The extent to which these CDs and their TDAs
could cater to the key, strategic and opportunity/niche product-market groups identified in the market
research (see Attachment 1) was mapped in terms of:
tourist sites to enable them to get a good share of tourism growth going forward; » Designating TEZs in
the vicinity of the international airports and developing mixed- use leisure, entertainment convention and
exhibition, resort, shopping and health and wellness products; » Developing a program to link the poorer
sector in the Cluster to the tourism value chain; » Improving institutional arrangements for tourism
planning, investment, governance, regulation
and marketing.
» Key products capable of delivering higher growth potential, higher lengths of stay and expenditure, and
wider spread benefits comprising: (a) nature-based tourism, (b) sun and beach tourism, and (c) cultural
tourism products targeting long haul markets in Europe, Middle East and North America, and selected
markets such as Australia and niche segments in the regional markets. » Strategic products capable of
attracting large regional markets with moderate length of stay and
expenditure comprising: (a) meetings, conventions, incentive and events, (b) leisure and entertainment
and shopping complexes, (c) health and wellness, and (d) cruise tourism products targeting the regional
In the remaining CDs priority should be given to:
markets especially China, South Korea, Japan, India, Taiwan, Malaysia, and Australia. »
Opportunity/niche products capable of delivering strong future growth with long average length of
» Improving connectivity infrastructure between them and the International CDs; » Planning the
expansion of services infrastructure in their TDAs and improving access and facilities at key
tourist sites to enable them to get a good share of tourism growth going forward;
stay and expenditure comprising: (a) nautical, (b) educational, and (c) retirement products targeting
Europe, Middle East and North America, and selected markets such as Australia and segments in the
regional markets.
» Participating in domestic and international marketing campaigns designed to attract domestic and
international markets interested in their existing product offering; » Developing a program to link the
poorer sector in the Cluster to the tourism value chain connected with
the TDAs and their tourist sites; and
The capacity of the CDs and their TDAs to provide these key, strategic and opportunity/niche products is
evaluated and set out in Attachment 2 of this Paper. The major implications for each area of the
Philippines are discussed below.
» Improving institutional arrangements for tourism planning, investment, governance, regulation
and marketing.
Northern Philippines
The top three (3) CDs in the Northern Philippines were those containing TDAs with international
gateways, i.e.: NP-6 Central Luzon based on Clark as the international gateway; NP-7 Metro Manila and
CALABARZON with NAIA as the international gateway; and NP-2 Laoag-Vigan based on Laoag as the
international gateway.
These CDs support the full range of key, strategic and opportunity/niche products and are already
capable of attracting significant volumes of domestic and international markets. The remaining 4 CDs, i.e.
NP1—Batanes- Babuyan Islands Cluster, the NP3—Sierra Madre Cluster, NP4—Cordillera Cluster, and
NP5—Lingayen Gulf Cluster are dependent upon domestic air and road access links to the main
international gateways and support mainly nature and culture based tourism products in the domestic
market and to a smaller extent, the international market. In terms of TDAs, the top five ranked TDAs in the
Northern Philippines are:
» NP-6A Subic-Clark-Tarlac Corridor; » NP-2A Laoag-Pagudpud; » NP-7A Metro Manila and Environs; »
NP-7B Nasugbu-Looc-Ternate-Cavite Coast; and » NP-6E Zambales Coast
Moreover, these TDAs have the capacity to support the full range of key, strategic and opportunity/niche
products and are already capable of attracting significant volumes of domestic and international markets.
The product- market focus of the remaining TDAs tends to be towards nature and culture based tourism
where domestic tour- ism is the most important market but where with strategic air and road
improvements, an increasing number of international tourists could visit.

11 - 20 11
- 21
Central Philippines
As with the Northern Philippines, the top three CDs were those containing TDAs with international
gateways, i.e. CP-6 Central Visayas based on MIA in Cebu, CP-5 Western Visayas based on Kalibo as
the charter international airport, and Iloilo as the scheduled service international airport, and CP-4
Palawan based on Puerto-Princesa as the international airport. The TDAs in these CDs support a broad
range of key, strategic and opportunity/niche products and are already capable of attracting significant
volumes of domestic and international markets. The remaining 4 CDs, i.e. CP-1 Bicol, CP-2 Marinduque-
Romblon, CP-3 Mindoro-Calamian, and CP-7 Eastern Visayas Cluster have the capacity to support either
key products and markets such as the Bicol and Mindoro-Calamian cluster, or opportunity/niche products
and markets driven mainly by the domestic market. In terms of TDAs, the top five ranked TDAs in the
Central Philippines are:
» CP-6E Tagbilaran-Panglao Island; » CP-6B Metro Cebu-Mactan-Olango- Islands » CP-4B Puerto
Princesa; » CP-1B Albay-Sorosogon-Masbate » CP-5C Boracay Island-Northern Antique-Kalibo
Again, these TDAs have the capacity to support the full range of key, strategic and opportunity/niche
products and are already attracting or capable of attracting significant volumes of domestic and
international markets. The product-market focus of the remaining TDAs tends to be towards nature and
culture based tourism as well as sun and beach and nautical tourism where domestic tourism is the most
important market and where with strategic air and road improvements, an increasing number of
international tourists could visit. It should be noted however, that the Boracay Island component of the
Boracay Island-Northern Antique-Kalibo TDA is already considered to be operating beyond its sustainable
environmental carrying capacity and that there is a need to promote other TDAs to de-concentrate
tourism development in the Western Visayan Cluster. The most viable candidate for this is the closely 6th
ranked Metro Iloilo-Guimaras TDA.
Southern Philippines
In the Southern Philippines, the top three ranked CDs included three with international airports either
operating or soon to be operated, i.e. SP-5 Davao Gulf and Coast, and SP-3 Cagayan de Oro City-
Tangub Coast, and the SP-4 Zamboanga Peninsula cluster. The TDAs in these CDs support a broad
range of key, strategic and opportunity/ niche products and are already capable of attracting significant
volumes of domestic and international markets. The TDAs in the remaining 4 CDs, i.e. SP-6 Cotabato –
Saranggani, SP-7 ARMM, SP-2 Agusan River Basin, and SP-1 Surigao Dinagat Islands support mainly
key and strategic products tailored to Mindanao domestic tourism markets. In terms of TDAs, the top five
ranked TDAs in the Southern Philippines comprise:
» SP-3B: Cagayan de Oro City/ Misamis Oriental Coast » SP-5A: Davao City - Samal Island - Davao Del
Norte » SP-6D: Gen Santos – Saranggani » SP-4B: Zamboanga City-Sta. Cruz-Isabela; and » SP-3E:
Bukidnon
Of these, the top three (3) TDAs that have the capacity to support a wide range of key, strategic and
opportunity/ niche products although none of them is currently attracting any significant international
markets due to security concerns in the case of Zamboanga and the limited or lack of direct international
air connections in Davao and at Cagayan de Oro. The remaining TDAs offer mainly key nature and
culture-based tourism products to the domestic market coming mainly from within the Southern
Philippines itself.
Implications For Setting Development Priorities
Given the analysis of tourism development potential of the TDAs and the CDs within which these are
clustered, and the identification of their transportation and destination infrastructure, and product
development needs, it is clear that priority should be given to:
» Moving quickly to develop the capacity of the 9 international CDs in the Northern, Southern, and
Central Philippines to handle increased international and domestic tourism based on offering a broad
range key, strategic and opportunity/niche products to international and domestic markets. This will entail:
» Improving the capacity of the international airports to handle increase international tourism arrivals by
upgrading these airports through renovation and proceeding with the plans to expand existing terminal
capacity or completion new airport developments already in the pipeline such as Laguindingan in
Cagayan de Oro and Panglao Island in Bohol; » Prioritizing the improvement of destination and site
access and visitor infrastructure in the 9
international CDs. » Promoting private sector investment in larger-scale key, strategic and
opportunity/niche tourism
products such as integrated resorts and leisure, entertainment and MICE facilities; » Working with local
government units and private sector partners to designate multiple
municipality-wide Tourism Enterprise zones in the vicinity of the secondary international TDAs targeting
investment in key, strategic and opportunity/niche products and supporting infrastructure. The roll out of
TEZs should follow the following program:
By Q4 of 2011: designation of large LGU or private sector TEZs in the following locations: - least one TEZ
from the following TDAs: Laoag-Pagudpud, Nasugbu-Looc-Ternate-Cavite Coast,
or the Zambales Coast, - the whole of CP-7E: Panglao Island as a TEZ in partnership with the LGUs,
and - a major area (+400 has.) in the vicinity of Laguindingan International Airport that is to be
completed in 2012.
By Q4 2012: designation of large LGU or private sector TEZs in the following locations: - at least one from
the following TDAs in the Northern Philippines: Laoag-Pagudpud,
Nasugbu-Loc_Ternate-Cavite Coast, the Zambales Coast, or the La Union Coast, - at least one from the
following TDAs in the Central Philippines: Metro Cebu-Mactan-
Olango- Islands Puerto Princesa; Albay-Sorosogon-Masbate, Boracay Island-Northern Antique-Kalibo, or
Iloilo-Guimaras, - at least one from the following TDAs in the Southern Philippines: Davao City - Samal
Island -
Davao Del Norte, Gen Santos – Saranggani, Zamboanga City-Sta Cruz-Isabela, and Bukidnon.
By Q4 2013: designation of large LGU or private sector TEZs in the following locations: - at least one from
the following TDAs in the Northern Philippines: Laoag-Pagudpud,
Nasugbu-Loc-Ternate-Cavite Coast, or the Zambales Coast, La Union, or Benguet-Baguio-Ifugao-Mt.
Province, - at least one from the following TDAs in the Central Philippines: Metro Cebu-Mactan-
Olango- Islands Puerto Princesa; Albay-Sorosogon-Masbate, Boracay Island-Northern Antique-Kalibo,
Iloilo-Guimaras, or Bacolod-Silay, - at least one from the following TDAs in the Southern Philippines:
Davao City - Samal Island -
Davao Del Norte, Gen Santos – Saranggani, Zamboanga City-Sta Cruz-Isabela, Bukidnon, or Dapitan.
» Moving in parallel to improving air and road connectivity between each international CD and the other
CDs in their orbit in order to develop an improved platform for increasing international and domestic
tourism to these CDs and their TDAs. » Rolling out TDA-based tourism infrastructure development
program that seeks to enhance service
infrastructure, tourist support infrastructure, improve access and site visitor infrastructure targeting first
the 8 CDs outside of Metro Manila and Environs with international airports; and then, the remaining CDs;
and » Rolling out a program that seeks to engage local communities in the tourism value chain created by
the
investments in improved access, destination infrastructure, and site access and visitor facilities.

11 -22 11
-23
Attachment 1
Name of Cluster NP-1 Batanes - Cagayan Coast - Babuyan Islands Cluster
Location & Composition
Strategic Cluster Destination Profile

Name of Cluster NP-2 Laoag-Vigan Cluster

Strategic Cluster Destination Profile
Location & Composition
The Cluster comprises two existing Tourism Development Areas: NP-2A Laoag-Pagudpud and NP-2B Vigan along
the Ilocos Norte and Sur South China Sea Coast in Northern Luzon
Main Tourism Resources / Assets
Development Potential
Internal Strengths Internal Weaknesses
Rich historic heritage and unique Ilocos culture Extensive beach/coastal wetlands Proximity to extensive mountain
ecotourism hinterland sites Established destination access, infrastructure and accommoda-
Development Potential
tions with capacity to expand
Internal Strengths Internal Weaknesses
Rich marine environment Unique Ethnic culture and history Still rustic, friendly and undeveloped Relaxed lifestyle
The main tourism assets include the coastal beaches, marine environment, history especially UNESCO listed Vigan
and Paoya Church, and Ilocos culture, festivals and food.
The Cluster comprises two emerging Tourism Development Areas: NP-1A Batanes Islands
A
ccess International Air Charters to Laoag from Macau, Taiwan and China, from Manila by air to (mainly Itbayat,
Batan, Ivuhos, and Sabtang), NP-1B Babuyan Islands (mainly Camiguin,

aoag, and by national road from Metro Manila via Central Luzon and La Union, and Calayan, Dalupiri and Fuga), NP-
1C Cagayan Coast
Tuguegarao in Cagayan.
Main Tourism
The islands offer rich island marine life, small beaches, island scenery, indigenous cultures

ourist Accommodation Facilities 3 establishments with 522 hotel rooms (267 deluxe and 132 AAA) accredited with
DOT. Many Resources / Assets
and archaeological sites, e.g. Ivatan ethnic culture and historic sites of batanes (Basco

mall-scale inns, guesthouses and home-stays are present but not accredited. Lighthouse and island scenery), etc..

ourism Metrics 232,381 arrivals in tourist accommodation in 2008 of which 22,513 were international and Access
Basco in Batan Island is accessible by air from Manila via SEAIR, Laoag via Sky Pasada and
09,868 were domestic tourists. Vigan: 2,073 international and 47,105 domestic arrivals. Batanes Air, Tuguegarao,
Cagayan via Sky Pasada and Batanes Airlines, and by sea from Ilocos

000-2008 CAGR was 4.09% Norte and Cagayan. The Babuyan Islands (Fuga, Clayan, and Babuyan Islands) are
accessible from Claveria by sea banca and by regular ferry from Sta. Ana in Cagayan.
Tourist Accommodation Facilities 8 establishments with 79 hotel rooms (15 economy and 27 Standard rooms
accredited with
DOT). Many small-scale accommodation inns, guesthouses and home-stays are present.
Tourism Metrics Estimated 8,562 arrivals in tourist accommodation in 2008 of which 951 were international
and 7,611 were domestic tourists. Only a small fraction of total arrivals occurred in the Babuyan Group of islands.
2000-2008 CAGR was -2.25%
Inadequate site access and visitor infrastructure and safety compliance Inadequate air access to Vigan and lack of
international sea cruise terminal facility Insufficient accommodation capacity to allow growth Weak tourism
governance
Inadequate access, power, water, and solid waste handling infra-
External Opportunities External Threats
structure
Increasing international
and domestic tourism Lack of accommodation capacity
Improving international
and domestic air, and international sea Limits of land and water carrying capacity
access Poor safety
compliance
Leverage off its
international air access, historic, entertainment, Limited season due to poor weather
and marine and
hinterland environment Weak tourism governance
External Opportunities External Threats
Developing niche marine resort and wildlife encounter markets Improving air and sea access infrastructure and
services Capitalizing on unique assets of the Cluster.
Uncontrolled development leading to pollution and loss of natural and cultural heritage values Typhoons, earthquakes
and tsunamis
M
arket Product Development Opportunities Uncontrolled development leading to pollution and loss of natu- ral and
cultural heritage vale Typhoons, earthquakes and tsunamis
Developing large integrated resort destinations at Laoag, Pagudpud and in Vigan Area; leisure, entertainment and
MICE facilities in Laoag; and niche resort and ecotourism facilities with day trips based on nature and culture
sightseeing, marine, and adventure- based activities.
K
ey Products: Nature Based, Sun and Beach, Cultural Tourism Market Product Development Opportunities

trategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness, Cruise Tourism Niche island resort,
ecotourism, marine experiences such as humpback whale and dolphin encounters, scuba diving, nautical tourism and
adventure-based activities
Opportunity/Niche: Nautical Tourism, Retirement Tourism
Key Products: Nature Based, Sun and Beach, Cultural Tourism
Key Development Deficiencies and Needs
Strategic Products/Markets: Leisure & Shopping, Health & Wellness, Cruise Tourism
Access & Connectivity Upgrade Mindoro Airport-Vigan
Opportunity/Niche: --
Upgrade Curimao Seaport to handle international cruise passengers
Key Development Deficiencies and Needs
Tourist Site & Attraction Development Access & Connectivity Upgrade Basco Airport elevation and length and
provision of all-weather passenger seaport
Jetty improvements at all main Islands and at Claveria on the Cagayan Coast Increase air and sea transportation
services Improve telecommunications on Islands Improve water and power availability and solid waste management
Tourist Site & Attraction Development
Improve last mile access roads Improve solid waste management, visitor information, parking center, rest areas,
restoration of sites and structures, and sustainable operations and maintenance of sites.
Tourist Accommodation Needs Develop large integrated beach resort properties (250 to 1,500) rooms
Niche beach and wetland and hinterland forest ecolodge facilities Develop major leisure, entertainment

orecasts Arrivals 2010 – 2016 Tourist information centers Improve site access, information and visitor facilities
especially sanitary rest rooms and solid waste
B
aseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 management, and sustained operations and
maintenance of these. Restore historic stone houses in Sabtang and adaptive reuse for home stay to maintain asset
Foreign: 19,670 Domestic: 253,843 Tourist Accommodation Needs Niche (20 to 50 rooms) beach resort, and
ecolodge facilities on main islands
Total
: 273,513 Forecasts Arrivals 2010 – 2016
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 951 Domestic: 7,611
Total: 8,562
Foreign: 22,152 Domestic: 321,192
Total: 343,344
Foreign: 58,734 Domestic: 449,698
Total: 508,432
Foreign: 951
Foreign: 1,274 Domestic: 7,611
Domestic: 10,199
Total: 8,562
Total: 11,473
11 -24 11
-25
Strategic Cluster Destination Profile
Development Potential
Internal Strengths Internal Weaknesses
Largely untapped rich natural mountain forest biodiversity and wildlife Extensive Pacific beach/coastal and island
marine environment Reasonable road access to key points
Strategic Cluster Destination Profile

Name of Cluster NP-3 Sierra Madre Cluster

Name of Cluster NP-4 Cordillera Cluster
The Cluster comprises three Tourism Development Areas: NP-3A Tuguegarao-Tabuk, NP-3B Ila-

he Cluster comprises three Tourism Development Areas: NP-4A Central Cordillera, NP-4B Location & Composition
gan & Isabela Coastal Areas, and NP-3C Quirino TDA located on the Pacific Coast of Northern
Location & Composition

enguet-Baguio-Ifugao-Mountain Province, and NP-4C Nueva Vizcaya located in the central and Central Luzon
mountain region of Northern Luzon.
Main Tourism
The main tourism assets include the Pacific coastal beaches and marine environment, the

ain Tourism Resources / Assets

mountain forest and rich biodiversity, as well as its history and culture of local peoples.
Resources / Assets
Access International Air Charters to Laoag then by national highway to Cagayan portion of Sierra
Madre; International air transportation to Clark then by national highway to all portions of the Cluster, and
international transportation to NAIA and by national road.
Tourist Accommodation Facilities 451 hotel rooms accredited with DOT located mainly in urban centers operating at
+60%
room occupancy. Many small-scale inns, guesthouses and home-stays are present but not accredited.
Tourism Metrics 307,504 arrivals in tourist accommodation in 2008 of which 17,457 were international and 47,105
domestic arrivals. Average length of stay is 1 night with up to 3 persons per room. 2000-2008 CAGR was 18.45%.
Development Potential
Internal Strengths Internal Weaknesses
Largely untapped rich natural and cultural heritage Presence of major city mountain resort center at Baguio
Reasonable good road access to perimeter of Cluster
The main tourism assets of the Cluster comprise its mountain forest environment, scenery and cool climate; its ethnic
tribal groups and their unique mountain culture including the UNESCO listed Rice Terraces, the highland resort city of
Baguio.
Access International Air from Laoag, Clark, and NAIA, and by national highway from international
airports.
Tourist Accommodation Facilities 2,606 hotel rooms accredited with DOT located mainly in urban centers operating at
+60%
room occupancy. Many small-scale inns, guesthouses and home-stays are present but not accredited.
Tourism Metrics 996,554 arrivals in tourist accommodation in 2008 of which 121,565 were international and
874,989 were domestic arrivals. Average room occupancies are of the order of +60%. 2000- 2008 CAGR was -1.91%
Inadequate airport access Inadequate site access and visitor infrastructure and safety com- pliance Insufficient
accommodation capacity to allow growth Weak tourism governance Security concerns
External Opportunities External Threats
Expanding international and domestic tourism markets Improving international and domestic air and road access
Leveraging off the unique and unspoiled mountain forest and Pacific coast assets
Unreliable all weather internal road access Poor tourist site access and visitor infrastructure and safety compliance
Insufficient accommodation capacity Overdevelopment/congestion in main mountain centers e.g. Baguio City Weak
tourism governance
Uncontrolled development leading to pollution and loss of natu-
External Opportunities External Threats
ral and cultural heritage value
Expanding international
and domestic tourism markets Typhoons, earthquakes and tsunamis
Improving international
and domestic market road access Out of control security situation
Leverage off improving access and connectivity to expand
Market Product Development Opportunities
market to other centers outside Baguio City
Developing niche, small to medium scale marine resorts at key points such as Baler; developing mountain forest and
marine ecolodg- es, and developing day trip marine wildlife, adventure, and sightseeing activities.
Key Products: Nature Based, Cultural Tourism
Strategic Products/Markets: MICE Tourism
Opportunity/Niche: --
Key Development Deficiencies and Needs
Access & Connectivity Upgrade Tuguegarao and Cauayan airports
Upgrade road connections to Cluster from central Luzon Undertake road improvements to key areas of the Cluster
Tourist Site & Attraction Development
Uncontrolled development leading to overdevelopment, congestion, pollution and loss of natural and cultural heritage
values Typhoons and earthquakes
Market Product Development Opportunities
Developing niche, small to medium scale mountain resorts, hotels, and ecolodges; expanding existing and
developing new mountain resort centers and developing meeting and convention facilities in the main mountain
centers where capacity permits; and providing new mountain trekking, sport, and nature and culture sightseeing
activities.
Key Products: Nature Based, Cultural Tourism
Strategic Products/Markets: --
Opportunity/Niche: --
Key Development Deficiencies and Needs
Access & Connectivity Upgrade road connections between the main centers within the Cluster and to the main road
Improve last mile access roads to key mountain forest and marine tourist sites Improve solid waste management,
visitor information, parking center, rest areas, restoration of sites
gateways from outside the cluster Upgrade telecommunications facilities
and structures, and sustainable operations and maintenance of sites.

ourist Site & Attraction Tourist Accommodation Needs Niche and medium sized beach resort properties (50 to 150)
rooms
D
evelopment Niche mountain forest ecolodge facilities
Forecasts Arrivals 2010 – 2016
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 28,789 Domestic: 580,141
Total: 608,930
Improve last mile access roads to key tourist sites Improve solid waste management, visitor information, parking
center, rest areas, restoration of sites and structures, and sustainable operations and maintenance at key tourism
sites and activity areas.
Tourist Accommodation Needs Small to medium scale mountain resorts and hotels
Niche hotels and ecolodges
Forecasts Arrivals 2010 – 2016
Foreign: 36,427
Foreign: 51,001 Domestic: 777,444
Domestic: 1,027,755
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Forei
gn: 108,901 Total: 813,871
Total: 1,078,756
Domestic: 1,160,180
Total: 1,269,081
Foreign: 137,795 Domestic: 1,231,554
Total: 1,369,349
Foreign: 192,925 Domestic: 1,554,752
Total: 1,747,677

11 -26 11
-27
Strategic Cluster Destination Profile
Development Potential
Internal Strengths Internal Weaknesses
Contains the iconic 100 islands Proximity to Clark and Subic and Baguio Presence of existing resort and hotel
developments Good road access to and within Cluster
Strategic Cluster Destination Profile

Name of Cluster NP-5 Lingayen Gulf Cluster

Name of Cluster NP-6 Central Luzon Cluster
The Cluster comprises four Tourism Development Areas: NP-5A La Union Coast, NP-5B

he Cluster comprises seven Tourism Development Areas: NP-6A Subic-Clark-Tarlac Corridor, Location &
Composition
Lingayen Coast and Islands, NP-5C Western Pangasinan Loop, and NP-5D Eastern Pangasinan
Location & Composition

P-6B Nueva Ecija, NP-6C Pampanga, NP-6D Bulacan, NP-6E Zambales, NP-6F Bataan Coast and Tourism Circuit
located in the northeastern part of Central Luzon.
Hinterland, and NP-6G Aurora.
Main Tourism
The main tourism assets of the Cluster comprise its coastal and island landscape, its protected

ain Tourism Resources / Assets

mountain hinterland and ecotourism resources, as well as leisure, entertainment, sport and
R
esources / Assets meetings facilities.
Access By road from NAIA, Clarke and Laoag international airports and charter flights and domestic
air services to San Fernando Airport.
Tourist Accommodation Facilities 729 hotel rooms accredited with DOT located mainly in urban centers operating at
+60%
room occupancy. Many smaller scale hotels, resorts, inns, and guesthouses are not accredited.
Tourism Metrics 119,384 arrivals in tourist accommodation in 2008 of which 15,400 were international and
103,984 were domestic arrivals. 2000-2008 CAGR was -1.81%
Development Potential
Internal Strengths Internal Weaknesses
Largely untapped rich natural and cultural heritage Presence of major city mountain resort center at Baguio
Reasonable good road access to perimeter of Cluster
Coastal beaches and coves, protected forested mountain landscapes and ecotourism resources, rich cultural
heritage—historic sites and buildings, customs, tradition, cuisine and festivals of its peoples, and its leisure,
entertainment, sport and meetings facilities.
Access Direct international air services to Clarke and Subic and by road (mostly expressway) from
Metro Manila, as well as from Northern Luzon.
Tourist Accommodation Facilities 2,089 hotel rooms accredited with DOT located mainly in urban centers operating at
+65%
room occupancy. Many smaller scale hotels, resorts, inns, and guesthouses are not accredited.
Tourism Metrics 533,847 arrivals in tourist accommodation in 2008 of which 165,322 were international and
368,525 were domestic arrivals. 2000 to 2008 CAGR was 10.65%. The Subic-Clark-Tarlac Cor- ridor accounted for
around 60% of total arrivals.
Poor tourist site access and visitor infrastructure Insufficient accommodation capacity to allow for sustained growth
Weak tourism governance
External Opportunities External Threats
Expanding international and domestic tourism markets Repositioning the Cluster as a beach and island resort,
leisure, entertainment sport and ecotourism center Leverage off the capacity of main cities, coastal and mountain
hinterland ecotourism resources
Substandard access and visitor infrastructure at most tourist sites Insufficient accommodation capacity to allow for
sustained growth Weak public sector coordination and tourism governance
Uncontrolled development leading to overdevelopment,
External Opportunities External Threats
congestion, pollution and loss of natural and cultural
Expanding international
and domestic tourism markets heritage values
Positioning the Cluster
as a major mixed use tourism destination Typhoons and earthquakes
attracting niche to mass international and domestic markets Consolidate Clark as the premier international tourism
gateway to the Philippines Market Product Development Opportunities
Developing beach and island resort, leisure, entertainment sport and ecotourism facilities as well as multi-purpose
convention facilities directed at the regional international and domestic tourist markets supported by broad range of
nature and culture sightseeing activities.
Key Products: Nature Based, Sun and Beach, Cultural Tourism
Strategic Products/Markets: --
Opportunity/Niche: --
Key Development Deficiencies and Needs
Access & Connectivity Upgrade airport at San Fernando to handle regional international charter air services and
complete
the new airport at Alaminos in Pangasinan.
Tourist Site & Attraction Development
Uncoordinated and uncontrolled development leading to overdevelopment, congestion, pollution and loss of natural
and cultural heritage value Volcanic eruptions --Mt. Pinatubo, earthquakes and Typhoons
Market Product Development Opportunities
Developing beach and island resort, leisure, entertainment sport and ecotourism facilities as well as major multi-
purpose convention and exhibition facilities directed at the regional international and domestic tourist markets
supported by broad range of nature and culture sightseeing activities.
Key Products: Nature Based, Sun and Beach, Cultural Tourism
Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness, Cruise Tourism
Opportunity/Niche: Nautical Tourism, Education, Retirement Tourism
Key Development Deficiencies and Needs
Access & Connectivity Complete phase 2 of terminal 1 (budget carrier terminal) and second terminal at Clark
Improve last mile access road and/or jetty access to key coastal, island and mountain landscapes and protected
areas
Complete national road improvements linking the provinces within the cluster and to the clusters to the North.
Improve solid waste management, visitor information, parking center, rest areas, restoration of sites and structures,
and sustainable operations and maintenance at key tourism sites and activity areas.
Tourist Site & Attraction Development Tourist Accommodation Needs Expand small to medium scale resorts and
hotels
Develop a diverse range of ecotourism-based accommodations Develop mixed-use city-based leisure, entertainment,
wellness-spa, shopping and multi-purpose convention centers.
Forecasts Arrivals 2010 – 2016
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 20,627 Domestic: 183,826
Total: 204.453
Improve last mile access road access and at-site visitor infrastructure and operations and maintenance to key natural
and cultural heritage tourist sites coastal, island and mountain landscapes and protected areas.
Tourist Accommodation Needs Develop small, medium and large beach resorts .
Develop major leisure, entertainment, sport, and convention and events facilities in Clark and Subic and Tarlac.
Develop extensive day tour sightseeing, theme attraction, adventure, and sport products.
Forecasts Arrivals 2010 – 2016
Foreign: 20,627
Foreign: 31,834
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Domestic: 183,826
Domestic: 246,344
Foreign: 145,767 Domestic: 446,338 Total: 204,453
Total: 278,178
Total: 592,105
Foreign: 195,342 Domestic: 598,136
Total: 793,478
Foreign: 435, 258 Domestic: 790,715
Total: 1,225,973

11 -28 11
-29
Strategic Cluster Destination Profile
Development Potential
Internal Strengths Internal Weaknesses
NAIA international/domestic gateway Well developed road access to and within the cluster Diversity of tourism
attractions including major sites such as Intramuros and city leisure and entertainment and MICE centers
Strategic Cluster Destination Profile

Name of Cluster NP-7 Metro Manila and CALABARZON Cluster

Name of Cluster CP-1 Bicol Cluster
The Cluster comprises five Tourism Development Areas: NP-7A Metro Manila and
Environs, Location & Composition
NP-7B Nasugbu-Looc-Ternate-Cavite Coast, NP-7C Laguna de bay, NP-7D Batangas Peninsula,
Location & Composition
The Cluster comprises two Tourism Development Areas: CP-1A Camarines & Catanduanes, and CP-1B Albay-
Sorsorgon-Masbate located in the Southern Luzon area. NP-7E Quezon Coast and Islands.
Main Tourism

oastal beaches, coves, islands, marine biodiversity, protected volcanic mountain landscapes, Main Tourism
Coastal beaches, coves, lakes, protected volcanic mountain landscapes, National Capitol, rich
Resources / Assets

ich cultural heritage—historic sites, customs, tradition, cuisine and festivals. Resources / Assets
cultural heritage—historic sites and buildings, customs, tradition, cuisine and festivals, major leisure, entertainment,
sport and meetings facilities.
Access International air access via NAIA with and domestic airports at Naga, Legaspi, Daet, Pili,

aramoan, and Masbate; by good quality national road from Metro Manila; and RORO Access Direct international and
domestic air services through NAIA and by road (mostly expressway)

onnections to Masbate, Samar and Leyte from Cebu. from Metro Manila to most parts of the Cluster.

ourist Accommodation Facilities 6,646 hotel rooms accredited with DOT located mainly in urban centers operating at
+50% Tourist Accommodation Facilities 32,407 hotel rooms accredited with DOT located mainly in urban centers
operating at +70%

oom occupancy. room occupancy.

ourism Metrics 1,307,782 arrivals in tourist accommodation in 2008 of which 249,237 were international and Tourism
Metrics 4,789,797 arrivals in tourist accommodation in 2008 of which 1,250,313 were international

,058,545 were domestic arrivals. 2000 to 2008 CAGR was 15.77%. Camarines Sur and Naga and 3,539,484 were
domestic arrivals. 2000 to 2008 CAGR was 4.76%. Metro Manila and

ccounted for 55% of total arrivals. Laguna accounted for 69% of total arrivals.
Development Potential
Internal Strengths Internal Weaknesses
Position between Metro Manila and Cebu—good road and rail

eak internal road and RORO connectivity Runway and terminal congestion at NAIA
access to the cluster from Metro Manila

oor access and visitor infrastructure at most tourist sites Poor access and visitor infrastructure at most tourist sites
Diversity of tourism attractions

eak public sector coordination and tourism governance Weak public sector coordination and tourism governance
Strong public sector interest in developing tourism

xternal Opportunities External Threats External Opportunities External Threats

ncreasing international and domestic tourism Rationalizing NAIA operations to make room for more

ositioning the Cluster as a city, beach and island resort, marine international tourism arrivals

nd forest-based ecotourism and adventure destination offering Positioning the Cluster as a global leisure,
entertainment,

broad range of day trip activities convention and exhibition, and resort destination attracting mass markets with broad
range of day trip activities

ncoordinated and uncontrolled development—overdevelop- Uncoordinated and uncontrolled development leading to

ent, congestion, pollution and loss of natural and cultural heri- overdevelopment, congestion, pollution and loss of
natural

age value and cultural heritage value

olcanic eruptions—Mt. Mayon, earthquakes, typhoons Volcanic eruptions—Taal, earthquakes, and typhoons
and tsunamis
Market Product Development Opportunities
Market Product Development Opportunities
Developing major city leisure, entertainment, medical and wellness, and convention and exhibition facilities,
developing small,

eveloping city leisure, entertainment, shopping, medical and wellness, and multi-purpose convention facilities,
developing niche medium and large scale satellite resort destinations in the provinces outside Metro Manila, and
developing a broad range of nature

nd medium scale beach and island resort destinations, developing marine and forest adventure ecotourism products,
and culture heritage sightseeing activities.
and supporting these with a broad range of nature and culture heritage sightseeing and adventure activities.
Key Products: Nature Based, Cultural Tourism
Key Products: Nature Based, Sun and Beach, Cultural Tourism
Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness, Cruise Tourism
Strategic Products/Markets: Health & Wellness Tourism
Opportunity/Niche: Nautical Tourism, Education Tourism
Opportunity/Niche: Nautical Tourism
Key Development Deficiencies and Needs
Key Development Deficiencies and Needs
Access & Connectivity Rationalize NAIA to handle increased international arrivals
A
ccess & Connectivity Upgrade existing domestic airports to improve air operations and reduce congestion and
support Complete national road improvements linking Metro Manila with key resort and tourism activity

aily rail services from Metro Manila areas in the surrounding provinces
Upgrade national road links including RORO access between the main tourist development areas
Tourist Site & Attraction Development
Improve last mile site access road access and site visitor infrastructure Undertake major restoration of Intramuros
and seek UNESCO listing for it and consider adaptive reuse for public sector buildings to generate revenue for O&M.
in the cluster.
Tourist Site & Attraction Development
Tourist Accommodation Needs Develop small, medium and large beach resorts in provinces outside Metro Manila
Develop major leisure, entertainment, sport, and convention and events facilities in Manila Bay Area, and Batangas
Improve and expand existing day tour activities for sightseeing circuits, theme attractions, adventure, sport, and other
products.
Forecasts Arrivals 2010 – 2016
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 1,669,578 Domestic: 3,575,659
Total: 5,245,237
Improve last mile tourist site access road access and site visitor infrastructure including restoration of historic sites
and structures with sustained operations and maintenance.
Tourist Accommodation Needs Develop small and medium scale beach and island resorts in areas outside the main
provincial capi-
tols and expand network of community-based marine, coastal, and forest-based ecotourism sites Develop mixed use
leisure, entertainment, shopping, sport, and multi-purpose convention and events facilities in main urban centers of
the cluster. Improve and expand existing range of day activity products.
Forecasts Arrivals 2010 – 2016
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 2,237,394
Foreign: 2,957,759
Foreign: 324,243
Foreign: 434,517

oreign: 968,184 Domestic: 4,146,668

Domestic: 5,518,320
Domestic: 1,159,471
Domestic: 1,344,631
Domestic: 2,054,074
Total: 6,384,062
Total: 8,476,079
Total: 1,483,714
Total: 1,779,148
Total: 3,022,258

11 -30 11
-31
Strategic Cluster Destination Profile
Development Potential
Internal Strengths Internal Weaknesses
Pristine and unspoiled nature of Romblon Islands High marine and forest biodiversity Extensive cultural historic
heritage Strong public sector interest in developing tourism
Strategic Cluster Destination Profile

Name of Cluster CP-2 Marinduque-Romblon Cluster

Name of Cluster CP-3 Mindoro-Calamian Cluster
Location & Composition
The Cluster comprises two Tourism Development Areas: CP-2A Marinduque Island, and CP-2B Romblon Islands.
Location & Composition
Main Tourism Resources / Assets
Development Potential
Internal Strengths Internal Weaknesses
Well-developed small-scale resort base at Puerto Galera Pristine and unspoiled nature of the Busuanga-Coron-
Culion Islands High marine and forest biodiversity Indigenous cultural heritage
The Cluster comprises three Tourism Development Areas: CP-3A Puerto Galera, CP-3B Southwest Mindoro Coast
and Hinterland, and CP-3C Busuanga-Coron-Culion Islands.
Coastal beaches, coves, islands, marine biodiversity, protected marine and forest landscapes
M
ain Tourism as well as a rich cultural heritage—historic sites, customs, tradition, cuisine and festivals.
Resources / Assets
Access International air access via NAIA with domestic connections to Marinduque Airport and Tug-
dan Airports; and by RORO from Lucena City (Marinduque) and Batangas (Romblon).
Tourist Accommodation Facilities 83 hotel and resort rooms accredited with DOT located mainly in urban centers
operating at
+50% room occupancy. Over 57 establishments with 341 rooms not registered.
Tourism Metrics 15,650 arrivals in tourist accommodation in 2008 of which 789 were international and 14,861 were
domestic arrivals. 2000 to 2008 CAGR was 6.21%.
Coastal beaches, coves, islands, internationally protected marine reserves, WWII wrecks, marine karst, and forest
landscapes; indigenous cultures; other cultural heritage including historic sites, customs, tradition, cuisine and
festivals.
Access International air access via NAIA with domestic connections to Busuanga, and San Jose
Airports; and ferry services between Batangas to Puerto Galera and San Jose, and to Coron.
Tourist Accommodation Facilities 1,677 hotel and resort rooms accredited with DOT located mainly in urban centers
operating
at +50% room occupancy. Many smaller establishments not accredited.
Tourism Metrics 470,641 arrivals in tourist accommodation in 2008 of which 168,980 are estimated to be
international and 301,661 were domestic arrivals. 2000 to 2008 CAGR was 13.08%.
Poor air and sea accessibility Poor access and visitor infrastructure at tourist sites Weak public sector coordination
and tourism governance
External Opportunities External Threats
Increasing international and domestic tourism Positioning Marinduque and Romblon as island beach and marine and
forest ecotourism destinations
Poor air and sea accessibility Poor access and visitor infrastructure at tourist sites Limited capacity of key sites Poor
reputation of some sites Weak public sector coordination and tourism governance Uncoordinated and uncontrolled
development Impact of mining and logging activities in Romblon and espe-
External Opportunities External Threats
cially Marinduque
Increasing international
and domestic tourism Earthquakes, typhoons and tsunamis
Positioning the Cluster as a an eco-resort destination based on its
Market Product Development Opportunities
island beach and marine and forest ecotourism assets
Developing niche and small scale beach and island resort destinations, developing marine and forest adventure
ecotourism products, and supporting these with a broad range of nature and culture heritage sightseeing and
adventure activities.
Key Products: Nature Based, Sun and Beach, Cultural Tourism
Strategic Products/Markets: Health & Wellness, Cruise Tourism
Opportunity/Niche: Nautical Tourism
Key Development Deficiencies and Needs
Access & Connectivity Upgrade existing domestic airports to improve air operations from NAIA and Clark
International
Airports. Upgrade RORO access and provide fast ferry services from Lucena City, as well as Batangas and Manila.
Tourist Site & Attraction Development
Uncoordinated and uncontrolled development Impact of extractive industries (mining and logging) Security concerns
on Mindoro Typhoons, earthquakes and tsunamis (Mindoro)
Market Product Development Opportunities
Developing niche and small scale beach and island eco-resort and wellness-spa destinations, developing marine and
forest adventure ecotourism products, developing diving and nautical tourism facilities, and supporting these with a
broad range of nature and culture heritage sightseeing and adventure activities.
Key Products: Nature Based, Sun and Beach, Cultural Tourism
Strategic Products/Markets: Health & Wellness Tourism
Opportunity/Niche: Nautical Tourism
Key Development Deficiencies and Needs
Access & Connectivity Upgrade existing domestic airports to improve air operations from NAIA and Clark
International
Improve last mile tourist site road and sea access as well as site visitor infrastructure including resto- ration of historic
sites and structures with sustained operations and maintenance.
Airports, and improve fast ferry access from Batangas and Manila and upgrade RORO access. Upgrade road access
between Puerto Galera and San Jose, and Ferry/RORO connections to Busuanga-Coron-Culion Islands. Tourist
Accommodation Needs Niche and small scale beach and island resorts
Network of community-based marine, coastal, and forest-based ecotourism sites Develop appropriately sized mixed
use leisure, entertainment, shopping, sport, and multi-purpose
Tourist Site & Attraction Development
convention and events facilities in main urban centers of the cluster Improve and expand existing range of day activity
products.
Forecasts Arrivals 2010 – 2016
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 60,344 Domestic: 31,799
Total: 92,143
Improve last mile tourist site road and sea access as well as site visitor infrastructure including restoration of sites
and structures with sustained operations and maintenance.
Tourist Accommodation Needs Niche and small-scale beach and island eco-resorts.
Network of community-based marine, coastal, and forest-based ecotourism sites Develop appropriately sized mixed
use leisure, entertainment, shopping, and multi-purpose convention facilities in San Jose Improve and expand
existing range of day activity products.
Foreign: 60,344
Foreign: 106,903
Forecasts Arrivals 2010 – 2016
Domestic: 42,614
Domestic: 56,334
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Total: 102,958
Total: 163,237
Foreign: 91,897
Foreign: 154,120 Domestic: 217,093
Domestic: 384,593
Total: 308,990
Total: 538,713
Foreign: 212,563 Domestic: 502,149
Total: 714,712

11 -32 11
-33
Strategic Cluster Destination Profile
Development Potential
Internal Strengths Internal Weaknesses
Existing airport at Puerto Princesa Well-developed small-scale resort base at Puerto Princesa and El Nido-Taytay,
Presence of two UNESCO sites High marine and forest biodiversity Indigenous cultural heritage Strong public and
private sector interest in tourism
Strategic Cluster Destination Profile

Name of Cluster CP-4 Palawan Cluster

Name of Cluster CP-5 Western Visayas Cluster
Location & Composition
The Cluster comprises three Tourism Development Areas: CP-4A San Vicente-El Nido-Taytay, CP-4B Puerto
Princesa, and CP-4C Southern Palawan.
Location & Composition
Main Tourism Resources / Assets
Development Potential
Internal Strengths Internal Weaknesses
Range of urban and rural cultural and natural tourism attractions/ sites with capacity for expansion Modern
international standard domestic airports capable of charter operations Well-developed small-medium scale hotel and
resort base Strong public and private sector interest and organization in tourism
The Cluster comprises three Tourism Development Areas: CP-5A Bacolod-Silay, CP-5B Iloilo-Guimaras, and CP-5C
Boracay-Northern Antique
Coastal beaches, coves, islands, internationally protected marine reserves (UNESCO listed
M
ain Tourism Tubbatha Reef), karst geological features—including UNESCO listed St Paul‘s Underground
R
esources / Assets River, and highland forest landscapes; and cultural heritage (indigenous cultures), historic sites,
customs, tradition, cuisine and festivals.
Access Domestic air access from NAIA to Puerto Princesa, Taytay and Elnido, by road from Puerto
Princesa, and by sea from Manila.
Tourist Accommodation Facilities 4,298 hotel and resort rooms accredited with DOT located mainly in urban centers
operating
at +55% room occupancy. Many smaller establishments not accredited.
Tourism Metrics 260,233 arrivals in tourist accommodation in 2008 of which 35,915 are estimated to be
international and 224,318 were domestic arrivals. 2000 to 2008 CAGR was 9.39%.
Coastal and island beaches, coves, marine reserves; karst and forest landscapes; and cultural heritage (indigenous
cultures), Iloilo City and Silay historic sites (UNESCO Site at Miagao), customs, tradition, cuisine and festivals.
Access Domestic air from Manila, Cebu and Davao to Iloilo and Bacolod Airports as well as RORO and Passenger
ferry connectivity between Manila and Cebu.
Tourist Accommodation Facilities 3,212 hotel and resort rooms accredited with DOT located mainly in urban centers
operating
at +65% room occupancy. Many smaller establishments not accredited.
Tourism Metrics 1,269, 247 arrivals in tourist accommodations in 2008 of which 198,084 were international
and 1,071,163 were domestic arrivals. 2000 to 2008 CAGR was 10.62%.

nadequate solid waste management Poor international air connectivity

oor tourist site access and visitor support infrastructure and Poor road and sea connections between the TDAs of the
cluster

ompliance with safety standards and compliance with safety standards

oor quality of existing RORO and ferry terminal facilities linking Inadequate water, sewerage, power, and solid waste

he key areas in the cluster management

nadequate road connectivity between TDAs in cluster Poor access and visitor infrastructure at tourist sites and limited

eak public sector coordination and governance site carrying capacities Weak public sector coordination
External Opportunities External Threats
External Opportunities External Threats
Increasing international and domestic tourism Spreading tourism development to Guimaras Island and Silay
Increasing international and domestic tourism

roviding international passenger facilities in Iloilo Airport Upgrade Puerto Princesa to international airport status and

eveloping and linking ecotourism resources in Guimaras Island complete San Vicente Airport

o resort development Positioning the Cluster as a global eco-resort destination based on activities linked to its island
beach and marine and forest ecotourism assets
Uncoordinated and uncontrolled development Security concerns Uncoordinated and uncontrolled development

yphoons and earthquakes Impact of extractive industries (mining and logging)

eak governance Security concerns in Southern Palawan Typhoons

Market Product Development Opportunities
N
iche, small and medium-scale beach and island resort and wellness-spa developments; marine and forest adventure
ecotourism Market Product Development Opportunities
products; health and wellness tourism; leisure, entertainment, and multi-purpose convention centers; supporting with
provision of a
Developing niche and small scale beach and island eco-resort and wellness-spa destinations, developing marine and
forest adventure ecotourism products, developing diving and nautical tourism facilities, and supporting these with a
broad range of nature and culture
wide range of culture and nature based sightseeing activities.
ey Products: Nature Based, Sun and Beach, Cultural Tourism heritage sightseeing and adventure activities.

trategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness Tourism Key Products: Nature Based, Sun
and Beach, Cultural Tourism

pportunity/Niche: Nautical Tourism, Retirement Tourism Strategic Products/Markets: Health & Wellness Tourism

ey Development Deficiencies and Needs Opportunity/Niche: Nautical Tourism

A
ccess & Connectivity Undertake renovation of Iloilo Airport, improve RORO port facilities. Key Development
Deficiencies and Needs
Improve telecommunications system. Complete road connectivity projects in Iloilo, Guimaras and Bacolod-Silay.
Access & Connectivity Upgrade Puerto Princesa Airport to handle international traffic, complete the development of
San Vicente Airport, and upgrade Taytay and El Nido Airports Upgrade Puerto Princesa Seaport to handle Cruise
Ship Calls
Tourist Site & Attraction Development Improve telecommunications facilities throughout Cluster Upgrade road
connections between Puerto Princesa and other areas.
Tourist Site & Attraction Development
Improve last mile tourist site road and sea access as well as site visitor infrastructure including restoration of sites
and structures with sustained operations and maintenance.
Tourist Accommodation Needs Niche, small and medium scale beach resorts on Guimaras Island

hematic leisure, entertainment, medical tourism, shopping and multi-purpose convention centers Improve last mile
tourist site road and sea access as well as site visitor infrastructure including

n Iloilo and Bacolod with associate city hotels. restoration of sites and structures with sustained operations and
maintenance.

orecasts Arrivals 2010 – 2016 Tourist Accommodation Needs Larger scale resorts in Puerto Princess and San
Vicente, and niche and small-scale beach and island
eco-resorts in sensitive marine and forest areas with lower carrying capacities.
B
aseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Network of community-based marine, coastal,
and forest-based ecotourism sites Develop appropriately sized mixed use leisure, entertainment, shopping, and multi-
purpose convention facilities in Puerto Princesa.
Foreign: 70,719 Domestic: 670,341
Total
: 741,060 Forecasts Arrivals 2010 – 2016
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 69,831 Domestic: 335,599
Total: 405,430
Foreign: 82,012 Domestic: 800,422
Total: 882,434
Foreign: 125,283 Domestic: 1,187,550
Total: 1,312,833
Foreign: 93,580
Foreign: 161,523 Domestic: 449,735
Domestic: 594,534
Total: 543,315
Total: 756,057

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Strategic Cluster Destination Profile
Development Potential
Internal Strengths Internal Weaknesses
Existing international charter operations at Kalibo Well-developed small-medium scale resort base at Boracay Strong
public and private sector interest in tourism in area
Strategic Cluster Destination Profile

Name of Cluster CP-5C Boracay-Northern Antique

Name of Cluster CP-6 Central Visayas Cluster
Location & Composition CP-5C Boracay Island-Northern Antique-Kalibo area in Northern Panay, central Philippines.
The Cluster comprises five Tourism Development Areas: CP-6A Northern Cebu-
Bantayan- Location & Composition

alapascua, CP-6B Metro Cebu-Mactan-Oango Islands, CP-6C Southern Cebu, CP-6D Negros Main Tourism
Coastal and island beaches, coves, marine reserves; upland karst and forest landscapes; and

riental-Dumaguete-Siquijor, and CP-6E Tagbilaran-Panglao Island. Resources / Assets

cultural heritage (indigenous cultures), historic sites, customs, tradition, cuisine and festivals.
Main Tourism

oastal and island beaches, coves, marine reserves; forest landscapes; and cultural heritage Access Charter
international and domestic air access to Kalibo, domestic air access to Caticlan, and
Resources / Assets

indigenous cultures), historic sites, customs, tradition, cuisine, and festivals. RORO access from Batangas to Caticlan
via Mindoro, and ferry access from Manila, and road access from Iloilo.
Access Direct international access to Cebu-Mactan, and domestic access by air and sea from Manila,

loilo, and Mindanao. Tourist Accommodation Facilities 7,557 hotel and resort rooms accredited with DOT located
mainly in urban centers operating
at +65% room occupancy. Many smaller establishments not accredited.
Tourist Accommodation Facilities 23,987 hotel and resort rooms accredited with DOT located mainly in urban centers
operating

t +65% room occupancy. Many smaller establishments not accredited. Tourism Metrics 736,662 arrivals in tourist
accommodation in 2008 of which 246,969 are estimated to be
international and 489,693 were domestic arrivals. 2000 to 2008 CAGR was 15.56%.
Tourism Metrics 2,118,378 arrivals in tourist accommodations in 2008 of which 782,758 were international and
1,335,620 were domestic arrivals. 2000 to 2008 CAGR was 9.77%.
Development Potential
Internal Strengths
Internal Weaknesses Inadequate water, sewerage, power, and solid waste management Poor access and visitor
infrastructure at tourist sites Boracay island - limited site carrying capacities and poor compliance with safety
standards Weak public sector coordination and governance
International airport at Mactan and good air connectivity to main domestic markets Well-established tourism industry
with full range of accommodations at Cebu-Mactan Strong public and private sector interest and organization in
tourism External Opportunities External Threats
Capacity for expansion outside Cebu and Mactan
Spreading tourism development to Northern Antique (Pandan) and Aklan (Nabas) Upgrading Kalibo airport and
completion of Caticlan Airport expansion Leveraging off its existing resort base and ecotourism resources of Nabas
and Northern Antique
Poor road access conditions between Cebu and other main development areas Inadequate solid waste management
outside Cebu City while potable water services need to be improved Poor access and visitor support infrastructure
and compliance with safety standards at tourist sites Weak public sector coordination and governance
Uncoordinated and uncontrolled development
External Opportunities
External Threats Security concerns Typhoons Poor governance
Increasing international and domestic tourism Improving and expanding international passenger terminal facilities at
Mactan-Cebu Leveraging off its city and rural natural and cultural heritage to spread tourism development to other
areas outside Market Product Development Opportunities
Cebu-Mactan
Niche, small and medium-scale beach and island resort and wellness-spa developments; destinations; marine and
forest adventure ecotourism products; diving and nautical tourism; and providing a wide range of heritage sightseeing
and adventure activities.
Key Products: Nature Based, Sun and Beach, Cultural Tourism
Strategic Products/Markets: MICE, Health & Wellness, Cruise Tourism
Opportunity/Niche: Nautical Tourism, Retirement Tourism
Key Development Deficiencies and Needs
Access & Connectivity Complete planned airport upgrading at Kalibo and Caticlan, and reopen Jose Airport
Provide Jetty Port at Barangay Pook, a passenger terminal at Cagban Jetty Port, a RORO link to Masbate, and at
Caticlan Seaport, a cruise ship terminal Upgrade road connections between Caticlan and Kalibo and Pandan in
Antiques.
Tourist Site & Attraction Development
Uncoordinated and uncontrolled development Typhoons and earthquakes Weak tourism governance Safety and
security
Market Product Development Opportunities
Niche, small and medium-scale beach and island resort and wellness-spa centers; marine; leisure, entertainment,
medical tourism, and convention and exhibition facility; expanding range of culture and nature based sightseeing
activities.
Key Products: Nature Based, Sun and Beach, Cultural Tourism
Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness, Cruise Tourism
Opportunity/Niche: Nautical Tourism, Education, Retirement Tourism
Key Development Deficiencies and Needs
Access & Connectivity Upgrade and expand Mactan-Cebu International Airport.
Develop cruise ship terminal and marina in Cebu Undertake road connectivity improvements from Cebu to other
TDAs Improve last mile tourist site road and sea access as well as site visitor infrastructure including
rovide improved solid waste management and more reliable power supply restoration of sites and structures with
sustained operations and maintenance.

ourist Site & Attraction Tourist Accommodation Needs Larger scale resorts in Nabas area with niche and small-scale
beach resorts in Pandan.
D
evelopment Develop network of community-based marine, coastal, and forest-based ecotourism sites in Northern
Antique and Aklan.
Forecasts Arrivals 2010 – 2016
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 307,085 Domestic: 546,441
Total: 853,526
Improve last mile tourist site road and sea access as well as site visitor infrastructure including restoration of sites
and structures with sustained operations and maintenance.
Tourist Accommodation Needs Niche, small, medium and large scale beach resort and hotel developments
Thematic leisure, entertainment, medical tourism, shopping and convention and exhibition center in Cebu.
Forecasts Arrivals 2010 – 2016
Foreign: 411,523
Foreign: 544,020
Base
line (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Domestic: 732,283
Domestic: 968,054
Foreign: 874,614
Total: 1,143,806
Total: 1,512,074
Domestic: 1,492,358
Total: 2,366,972
Foreign: 1,014,284 Domestic: 1,730,678
Total: 2,744,962
Foreign: 2,023,035 Domestic: 2,303,158
Total: 4,326,193

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Strategic Cluster Destination Profile
Development Potential
Internal Strengths Internal Weaknesses
Proximity of Mactan-Cebu International airport Relatively undeveloped and pristine state of tourism resources Large
carrying capacity for tourism development Strong public and private sector interest and organization in tourism
Strategic Cluster Destination Profile

Name of Cluster CP-7 Eastern Visayas Cluster

Name of Cluster SP-1 Surigao-Dinagat Islands Cluster
The Cluster comprises six Tourism Development Areas: CP-7A Northeastern Leyte –
Basey Location & Composition
Marabut Area, CP-7B Northwestern Leyte – Biliran Area, CP-7C Southern Leyte, CP-7D Western
Location & Composition
Samar, CP-7E Eastern Samar Area, CP-7F Northern Samar Area
Main Tourism Resources / Assets
Development Potential
Internal Strengths Internal Weaknesses
Relatively undeveloped and pristine state of tourism resources Large carrying capacity for tourism development
Strong public and private sector interest and organization in tourism
The Cluster comprises two TDAs: SP-1A Surigao-Dinagat Islands, and SP-1B Surigao City-Lake Mainit
Main Tourism Resources / Assets

sland and coastal beaches, coves, lakes (Mainit), wetlands (Del Carmen Wetland), marine Coastal and island
beaches, coves, marine reserves; forest landscapes; colonial and modern

arst, and marine environment; and cultural landscape based on customs, traditions, cuisine historic sites, customs,
traditions, cuisine and festivals.
and festivals.
Access Air access from Manila and Cebu-Mactan, and RORO access between Luzon. Bohol and Cebu.
Access Air access from Manila and Cebu-Mactan via Surigao City then RORO to Siargao Island or by
Tourist Accommodation Facilities 483 hotel and resort rooms accredited with DOT located mainly in urban centers
operating at
+65% room occupancy. Many smaller establishments not accredited.
air direct to Siargao Island. Access to Dinagat is via ferry, while access to Lake Mainit area is by road.
Tourism Metrics 133,028 arrivals in tourist accommodations in 2008 of which 17,908 were international and
115,120 were domestic arrivals. 2000 to 2008 CAGR was -0.24%.
Tourist Accommodation Facilities 718 hotel and resort rooms accredited with DOT located mainly in urban centers
operating at
+50% room occupancy. Many smaller establishments not accredited.
Tourism Metrics 129,763 arrivals in tourist accommodations in 2008 of which 18,887 were international and
110,876 were domestic arrivals. 2000 to 2008 CAGR was 7.66%.
Limited air, sea, and road connectivity to main markets, and between main TDAs in the Cluster Inadequate solid
waste management Poor access and visitor support infrastructure and compliance with safety standards at tourist
sites Weak public sector coordination and governance
External Opportunities External Threats
Increasing international and domestic tourism Improving air, sea and road connectivity to key markets and gate- ways
Leveraging off the capacity of its main cities, untapped marine and forest resources, and WWII history and cultural
assets.
Insufficient air, sea, and road connectivity to main markets, and between main TDAs in the Cluster Inadequate water
and power on islands, lack of solid waste management Poor access and visitor support infrastructure and compliance
with safety standards at tourist sites Uncoordinated and uncontrolled development

eak public sector coordination and governance Typhoons, earthquakes and tsunamis Weak tourism governance
External Opportunities External Threats
Increasing international and domestic tour Improving air, sea and road connectivity to key markets and gateways
(Cebu, Davao, Manila and Clark) Market Product Development Opportunities
Leveraging off its Island marine, wetland, lake and city resources
Niche, small and medium-scale beach and island resort and wellness-spa centers; marine; leisure, entertainment,
spa, and convention facilities; marine and forest community-based ecotourism developments; and nature and culture
based sightseeing activities.
Key Products: Nature Based, Sun and Beach, Cultural Tourism
Strategic Products/Markets: Health & Wellness Tourism
Opportunity/Niche: Nautical Tourism
Key Development Deficiencies and Needs
Access & Connectivity Upgrade and expand air, sea and road connections to main international gateways and
domestic markets. Undertake road connectivity improvements between the Clusters TDAs Provide improved solid
waste management
Tourist Site & Attraction Development
Uncoordinated and uncontrolled development Flooding, earthquakes and tsunamis Safety and security concerns
Weak tourism governance
Market Product Development Opportunities
Niche, small and medium-scale island resort and wellness-spa centers supporting marine based soft and hard
adventure sports such as kayaking, diving, snorkeling, surfing, para-surfing, sail-boarding, etc.; city-based leisure,
entertainment, shopping, wellness spa, and convention facilities; community-based island and lake ecotourism
developments; and nature and culture based sightseeing activities.
Key Products: Nature Based, Sun and Beach, Cultural Tourism
Strategic Products/Markets: --
Opportunity/Niche: Nautical Tourism
Key Development Deficiencies and Needs
Improve last mile tourist site road and sea access as well as site visitor infrastructure including restoration of sites
and structures with sustained operations and maintenance
Access & Connectivity Upgrade and expand air, sea and road connections.
Improve road and sea connectivity between Surigao City and Dinagat and Siargao Islands and road connectivity on
the Islands Tourist Accommodation Needs Niche, small and medium scale beach resort and city hotel developments
Thematic leisure, entertainment, wellness-spa shopping and multi-purpose convention facilities
Improve telecommunications on Islands Improve water supply, power, sewerage treatment and solid waste
management Community-based ecotourism development linked to beach and city resorts and hotels.
Touri
st Site & Attraction Forecasts Arrivals 2010 – 2016
Development
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 10,861 Domestic: 109,610
Total: 120,471
Improve last mile tourist site road and sea access as well as site visitor infrastructure including restoration of sites
and structures with sustained operations and maintenance and compliance with safety standards
Touri
st Accommodation Needs Niche, small and medium scale beach and lake resort/city hotel developments Foreign:
14,555
Foreign: 19,241 Domestic: 146,888
Domestic: 169,161
Thematic leisure, entertainment, wellness-spa shopping and multi-purpose convention facilities Community-based
ecotourism linked to beach/city resorts and hotels.
Total: 161,443
Total: 188,402
Forecasts Arrivals 2010 – 2016
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 17,415 Domestic: 175,528
Total: 192,943
Foreign: 20,196 Domestic: 209,590
Total: 229,786
Foreign: 23,338 Domestic: 235,224
Total: 258,562

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Strategic Cluster Destination Profile
Development Potential
Internal Strengths Internal Weaknesses
Relatively undeveloped and pristine state of tourism resources Large carrying capacity for tourism development
Strong public and private sector interest and organization in tourism
Strategic Cluster Destination Profile

Name of Cluster SP-2 Agusan River Basin Cluster

Name of Cluster SP-3 Cagayan de Oro Coast, Island and Hinterland Cluster
Location & Composition
The Cluster comprises four TDAs: SP-2A Butuan City-Cabadbaran, SP-2B Agusan Marsh, SP-2C Agusan-Sur-
Hinatuan, and SP-2D Agusan Sur-Bislig
Location & Composition
Main Tourism Resources / Assets
Development Potential
Internal Strengths Internal Weaknesses
Presence of well developed cities Relatively undeveloped and pristine state of tourism resources Large carrying
capacity for tourism development Strong public and private sector interest and organization in tourism
The Cluster comprises five TDAs: SP-3A Camiguin Island, SP-3B Cagayan de Oro City-Misamis Oriental Coast, SP-
3C Iligan City-Lanao Del Norte, SP-3D Misamis Occidental Coast and Hinter-
Coastal beaches and wetlands such as the Agusan River Delta and Agusan Marsh and Wildlife
land, and SP-3E Bukidnon Highlands
Sanctuary); Pacific marine environment; Balangay archaeological site; and cultural landscape
M
ain Tourism based on customs, traditions, cuisine and festivals, e.g. Balangay Festival.
Resources / Assets
Access Air access from Manila and Cebu-Mactan to Butuan City and road from other parts of Mind-
anao to various parts of the Cluster.
Tourist Accommodation Facilities 428 hotel and resort rooms accredited with DOT located mainly in urban centers
operating at
+50% room occupancy. Many smaller establishments not accredited.
Tourism Metrics 289,789 arrivals in tourist accommodations in 2008 of which 12,981 were international and
276,808 were domestic arrivals. 2000 to 2008 CAGR was 6.13%.
Coastal and island beaches and wetlands, city, and mountain forest and highland tourism resources, with extensive
cultural landscape including indigenous groups and range of cus- toms, traditions, cuisine and festivals.
Access Air access from Manila, Cebu-Mactan and Davao to Cagayan de Oro City, and to Camiguin
Airport from Cebu on a seasonal basis, sea ferry from Manila and Cebu, RORO link between Bohol and Camiguin
and Cagayan de Oro, and road from other parts of Mindanao to various parts of the Cluster.
Tourist Accommodation Facilities 1,932 hotel and resort rooms accredited with DOT located mainly in urban centers
operating
at +60% room occupancy. Many smaller establishments not accredited.
Tourism Metrics 1,041,362 arrivals in tourist accommodations in 2008 of which 46,665 were international and
994,697 were domestic arrivals. 2000 to 2008 CAGR was 9.0%.
Insufficient air, sea, and road connectivity to main markets, and between main TDAs in the Cluster Inadequate solid
waste management Poor tourist site access and visitor support infrastructure and compliance with safety standards
Weak public sector coordination and governance
External Opportunities External Threats
Increasing international and domestic tourism Improving air, sea and road connectivity to key markets and gateways
Leverage off the Pacific coast marine and hinterland resources as well as of Butuan City access and utility
infrastructure, and unique archaeological and wetland resources.
Insufficient air, sea and road access infrastructure and service connectivity to Tangub City and Camuigin Island
Inadequate public bus transportation suited to tourist requirements Poor access and visitor support infrastructure and
compliance Uncoordinated and uncontrolled development Flooding and earthquakes
with safety standards at tourist sites Weak public sector coordination and governance Safety and security concerns
Weak tourism governance
External Opportunities External Threats
Increasing international and domestic tourism Improving air, sea and road connectivity to key markets and
Market Product Development Opportunities
gateways Leverage off the coastal and island marine, city, and mountain
Niche, small and medium-scale city hotels, beach resorts, and ecotourism lodges; city-based leisure, entertainment,
shopping,
hinterland environments.
wellness spa, nautical and marine tourism, and multi-purpose convention facilities; community-based island and lake
ecotourism developments; and nature and culture based sightseeing activities.
Key Products: Nature Based, Cultural Tourism
Strategic Products/Markets: --
Opportunity/Niche: --
Key Development Deficiencies and Needs
Access & Connectivity Upgrade Butuan Airport, and improve sea connections to Butuan City, Tandang and Bislig.
Tourist Site & Attraction Development
Uncoordinated and uncontrolled development Flooding, volcanic eruption, earthquakes and tsunamis Safety and
security concerns Weak tourism governance
Market Product Development Opportunities
Niche, small and medium-scale city, beach, and community-based ecotourism and adventure products targeting
international and domestic holiday markets; city-based leisure business and marine products targeting leisure,
meetings, and nautical markets.
Key Products: Nature Based, Sun and Beach, Cultural Tourism
Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness, Cruise Tourism
Opportunity/Niche: Nautical Tourism, Education, Retirement Tourism

ey Development Deficiencies and Needs Improve last mile tourist site road access as well as site visitor infrastructure
including restoration of sites and structures with sustained operations and maintenance Comply with safety
standards.
 Access & Connectivity Complete Laguindigan International Airport and its operation by private sector, upgrade
Camuigin and Labo Airports, improve ferry links to Camuigin Island from new airport and reopen Silanga Wharf
RORO service. Tourist Accommodation Needs Niche, small and medium scale beach and lake resort/city hotel
developments

mprove highway connections between TDAs Thematic leisure, entertainment, wellness-spa shopping and multi-
purpose convention facilities in Butuan City
T
ourist Site & Attraction Marine centers in Tandabg and Bislig including pocket cruise passenger terminals, marinas,
and
D
evelopment related cultural pavilions, shopping, entertainment and restaurants Community-based ecotourism
developments linked to beach/city resorts and hotels.
Forecasts Arrivals 2010 – 2016
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 11,313 Domestic: 269,905
Total: 281,218
Improve last mile tourist site road access as well as site visitor infrastructure including restoration of sites and
structures with sustained operations and maintenance with improve compliance with safety standards
Tourist Accommodation Needs Niche, small and medium scale beach resort/city hotel and ecolodge developments
Thematic leisure, entertainment, marine, wellness-spa shopping and multi-purpose convention facilities in main cities
Community-based ecotourism developments linked to beach/city resorts and hotels.
Foreign: 13,120
Foreign: 15,161

orecasts Arrivals 2010 – 2016 Domestic: 322,281

Domestic: 361,699
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Total: 335,401
Total: 376,860
Foreign: 49,090
Foreign: 56,929 Domestic: 1,459,806
Domestic: 1,743,085
Total: 1,508,896
Total: 1,800,014
Foreign: 65,785 Domestic: 2,070,763
Total: 2,136,548

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Strategic Cluster Destination Profile
Development Potential
Internal Strengths Internal Weaknesses
Relatively undeveloped and pristine state of tourism resources suited to beach, ecotourism, city Presence of a
medium scale resort facility (Dakak) Large carrying capacity for tourism development Strong public and private sector
interest and organization in tourism
Destination Profile

Name of Cluster SP-4 Zamboanga Peninsula Cluster

Name of TDA SP-4D & SP-4E Dipolog-Dapitan Cluster
Location & Composition
The Cluster comprises three TDAs: SP-4A Zamboanga Sibugay, SP-4B Zamboanga City-Sta. Cruz-Isabela, and SP-
4C Pagadian City-Zamboanga del Sur
Location & Composition SP-4D Dapitan/Zamboanga del Norte, and SP-4E Dipolog/Zamboanga del Norte
Main Tourism Resources / Assets
Coastal and island beaches, wetlands and marine, city, and mountain forest tourism resources; and extensive cultural
landscape including indigenous groups, historic sites, and
Main Tourism Resources / Assets
range of customs, traditions, cuisine and festivals.
Development Potential
Internal Strengths Internal Weaknesses
Relatively undeveloped and pristine state of tourism resources suited to beach and ecotourism Presence of a
medium scale resort facility (Dakak) Large carrying capacity for tourism development Strong public and private sector
interest and organization in tourism
Coastal and island beaches and wetlands, city, and mountain forest tourism resources, with extensive cultural
landscape including indigenous groups, historic sites, and range of cus- toms, traditions, cuisine and festivals.
Access International charter air access and domestic air access from Manila, Cebu and Davao to
Zamboanga, Manila and Cebu to Pagadian Airport, sea ferry access from Manila-Cebu, and
Access Air access from Manila and Cebu to Dipolog Airport, RORO access from Dumaguete to Dapi- tan, and road
connection to other parts of Mindanao.
road connection to other parts of Mindanao.
Tourist Accommodation Facilities 330 hotel and resort rooms accredited with DOT located mainly in urban centers
operating at
Tourist Accommodation Facilities 349 hotel and resort rooms accredited with DOT located mainly in urban centers
operating at
+55% room occupancy. Many smaller establishments not accredited.
+55% room occupancy. Many smaller establishments not accredited.
Tourism Metrics 50,559 arrivals in tourist accommodations in 2008 of which 1,542 were international and
Tourism Metrics 466,099 arrivals in tourist accommodations in 2008 of which 37,292 were international and
49,017 were domestic arrivals. 2000 to 2008 CAGR was 4.93%.
399,336 were domestic arrivals. 2000 to 2008 CAGR was 1.15%.
Insufficient air, sea and road access infrastructure and
Insufficient air, sea and road access infrastructure and transportation service connectivity Poor road and sea
connectivity infrastructure between TDAs Poor access and visitor support infrastructure and compliance with safety
standards at tourist sites
transportation service connectivity Poor road and sea connectivity infrastructure between TDAs Poor tourist site
access and visitor support infrastructure and compliance with safety standards Weak public sector coordination and
governance
Weak public sector coordination and governance
External Opportunities External Threats
External Opportunities External Threats
Increasing international and domestic tourism
Increasing international and domestic tourism Improving air, sea and road connectivity to key markets and gateways
Leverage off the undeveloped and pristine state of tourism
Improving air, sea and road connectivity to key markets and gateways Leverage off the undeveloped and pristine
state of tourism resources.
resources and Zamboanga hospitality.
Uncoordinated and uncontrolled development
Uncoordinated and uncontrolled development Volcanic eruption, earthquakes, flooding
Volcanic eruption, earthquakes, flooding Safety and security concerns
Safety and security concerns

arket Product Development Opportunities Market Product Development Opportunities

Niche, small and medium-scale beach and community-based ecotourism products targeting international and
domestic holiday
Niche, small and medium-scale beach resorts, and community-based ecotourism products targeting Mindanao
holiday markets;
markets; and city-based leisure and marine tourism products targeting nautical markets.
city-based leisure and entertainment and convention products targeting Mindanao business markets; and nature and
culture

ey Products: Nature Based, Sun and Beach, Cultural Tourism sightseeing products targeting domestic markets from
Mindanao.

trategic Products/Markets: -- Key Products: Nature Based, Sun and Beach, Cultural Tourism

pportunity/Niche: Nautical Tourism Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness
Tourism
Opportunity/Niche: Nautical Tourism
Key Development Deficiencies and Needs
Key Development Deficiencies and Needs
Access & Connectivity Upgrade Dipolog Airport and improve Pulauan Port
Improve highway connections between Dipolog and Dapitan and key tourist areas and
Access & Connectivity Upgrade terminal facilities at Zamboanga International Airport, improve communications
facilities
public transportation services
at Pagadian Airport and upgrade passenger terminal at Zamboanga Sea Port Improve highway connections between
Zamboanga and other TDAs as well as tourist friendly public transportation services
Tourist Site & Attraction Development
Tourist Site & Attraction Development
Improve last mile tourist site road access as well as site visitor infrastructure including restoration of sites and
structures with sustained operations and maintenance Improve compliance with safety standards
Improve last mile tourist site road access as well as site visitor infrastructure including restoration of
T
ourist Accommodation Needs Niche, small and medium scale beach resort/city hotel and ecolodge developments
sites and structures with sustained operations and maintenance

arine tourist centers in Dipolog and Dapitan City Improve compliance with safety standards
Community-based ecotourism developments linked to beach/city resorts and hotels.
Tourist Accommodation Needs Niche, small and medium scale beach resort and ecolodge developments

orecasts Arrivals 2010 – 2016 City hotel in association with multi-purpose convention and leisure and entertainment
center.
Baseli
ne (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Forecasts Arrivals 2010 – 2016

oreign: 3,245 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Domestic: 94,422
Foreign: 65,174 Domestic: 433,579
Total: 97,667
Total: 498,753
Foreign: 3,245 Domestic: 112,745
Total: 115,990
Foreign: 3,763 Domestic: 126,535
Foreign: 65,174
Foreign: 75,582 Domestic: 502,819
Domestic: 532,979
Total: 130,298
Total: 567,993
Total: 608,561

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Strategic Cluster Destination Profile
Development Potential
Internal Strengths Internal Weaknesses
International airport and seaport Relatively undeveloped and pristine state of tourism resources suited to beach,
ecotourism, city tourism Existing well organized tourism establishments and operations in city and Samal Island
Large carrying capacity for tourism development Strong public and private sector interest and organization in tourism
Strategic Cluster Destination Profile

Name of Cluster SP-5 Davao Gulf and Coast Cluster

Name of Cluster SP-6 Cotabato-Saranggani Cluster
Location & Composition
The Cluster comprises three TDAs: SP-5A Davao City-Samal Island-Davao del Norte, SP-5B Davao del Sur, and SP-
5C Compostella Valley-Davao Oriental
Location & Composition
The Cluster comprises five TDAs: SP-6A Cotabato-Mt Apo, SP-6B Cotabato-Lake Sebu, SP-6C Sultan Kudarat, SP-
6D General Santos-Sarangani, and SP-6E Cotabato City
Main Tourism
Coastal gulf and island beaches, wetlands, marine, city, and mountain forest tourism

ain Tourism Resources / Assets

resources (Iconic Mt. Apo highest mountain in Philippines) with extensive cultural landscape
R
esources / Assets including indigenous groups, historic sites, range of customs, traditions, cuisine & festivals.
Access International air access from Singapore and Manado and domestic air access from Manila,
Cebu, Iloilo, Cagayan de Oro and Zamboanga to Davao International Airport, sea ferry access from Manila-Cebu,
and road connection to other centers in Mindanao and Cagayan de Oro.
Tourist Accommodation Facilities 4,814 hotel and resort rooms accredited with DOT located mainly in urban centers
operating
at +55% room occupancy. Many smaller establishments not accredited.
Tourism Metrics 875,334 arrivals in tourist accommodations in 2008 of which 58,331 were international and
81,003 were domestic arrivals. 2000 to 2008 CAGR was 9.91%.
Development Potential
Internal Strengths Internal Weaknesses
Relatively undeveloped and pristine state of tourism resources suited to beach, ecotourism, adventure, and city
tourism development Large carrying capacity for tourism development
Coastal gulf and island beaches, wetlands, marine, city, and mountain forest tourism re- sources (Iconic Mt. Apo
highest mountain in Philippines) with extensive cultural landscape including indigenous groups, historic sites, range of
customs, traditions, cuisine & festivals.
Access International air access via Davao, and domestic air access from Manila. Sea ferry access from
Manila-Cebu-Davao, and road connection from other centers in Mindanao.
Tourist Accommodation Facilities 594 hotel and resort rooms accredited with DOT located mainly in urban centers
operating at
+55% room occupancy. Many smaller establishments not accredited.
Tourism Metrics 652,061 arrivals in tourist accommodations in 2008 of which 8,421 were international and
643,640 were domestic arrivals. 2000 to 2008 CAGR was 15.8%.

oor air access infrastructure and transportation service Inadequate international air and sea access infrastructure and

onnectivity transportation service connectivity

oor road connectivity infrastructure between TDAs Poor road and sea connectivity infrastructure between TDAs

eak telecommunications coverage Poor tourist site access and visitor support infrastructure and

nsufficient accommodations compliance with safety standards

oor access and visitor support infrastructure and compliance Weak public sector coordination and governance
with safety standards at tourist sites Weak public sector coordination and governance

xternal Opportunities External Threats External Opportunities External Threats

ncreasing domestic tourism Increasing international and domestic tourism

mproving air connectivity to domestic markets Improving international regional air connectivity

everage off the undeveloped and pristine state of tourism Leverage off the undeveloped and pristine state of tourism

esources in the cluster focusing on Mt. Apo, Sarangani Bay, Lake resources in the cluster focusing on Mt. Apo,
Samal Island, and

ebu, and cities. Davao, Tagum and Digos

ncoordinated and uncontrolled development Uncoordinated and uncontrolled development

olcanic eruption, earthquakes, tsunamis and flooding Volcanic eruption, earthquakes, tsunamis and flooding

afety and security concerns Safety and security concerns

Extractive activities (mining and logging)

arket Product Development Opportunities Market Product Development Opportunities

t. Apo—ecotourism, Sarangani—beach resort and ecotourism, Lake Sebu—cultural ecotourism, cities—leisure,

entertainment and Mt. Apo—ecotourism, Samal Island—resort and ecotourism, Davao City—Marine, leisure,
entertainment and conventions, Tagum

ulti-purpose events centers, with pocket themed attractions and resorts in other areas with nature and culture based-
sightseeing City—leisure, entertainment and multi-purpose events center, Digos City—multi-purpose sports center,
and pocket themed

roducts where security permits. Target markets are domestic mainly from Mindanao. attractions and resorts in other
areas with nature and culture based-sightseeing products.

ey Products: Nature Based, Sun and Beach, Cultural Tourism Key Products: Nature Based, Sun and Beach, Cultural
Tourism

trategic Products/Markets: MICE, Leisure & Shopping Tourism Strategic Products/Markets: MICE, Leisure &
Shopping, Health & Wellness, Cruise Tourism

pportunity/Niche: Nautical Tourism Opportunity/Niche: Nautical Tourism, Education, Retirement Tourism

ey Development Deficiencies and Needs Key Development Deficiencies and Needs

ccess & Connectivity Complete M‘lang Airport at M‘lang in North Cotabato and President Quirino Airport in Sultan
Access & Connectivity Upgrade and expand terminal facilities at Davao International Airport and improve airport
facilities

udarat, passenger terminal at Port of General Santos, and provide passenger terminal at Port of at Mati

lan in Sarangani Improve highway connections between Davao City and other TDAs including RORO connections to

mprove telecommunications, water, electricity, solid waste management infrastructure in main Samal Island, seaport
passenger facilities at MACO and Lupon Seaports, as well as tourist friendly

ourist centers. public transportation services Improve telecommunications and other utility infrastructure
Tourist Site & Attraction Development Tourist Site & Attraction Development
Improve last mile road access as well as visitor infrastructure including restoration of sites and structures with
sustained operations and maintenance at key tourist sites Improve last mile tourist site road access as well as site
visitor infrastructure including restoration of

mprove compliance with safety standards. sites and structures with sustained O&M Improve compliance with safety
standards
Tourist Accommodation Needs Niche, small and medium scale thematic beach/dive/adventure/ecotourism
establishments. City

otels in association with multi-purpose convention and leisure and entertainment centers. Tourist Accommodation
Needs Niche, small and medium scale thematic beach/dive/adventure/ecotourism/marine
establishments. City hotels in association with thematic multi-purpose convention, wellness-spa,

orecasts Arrivals 2010 – 2016 leisure, entertainment and shopping

Baseli
ne (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Forecasts Arrivals 2010 – 2016
Foreign: 8,421
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Domestic: 643,460
Foreign: 66,032

otal: 652,061 Domestic: 842,256

Total: 908,558
Foreign: 9,766 Domestic: 768,540
Total: 778,306
Foreign: 11,285 Domestic: 862,539
Foreign: 76,577
Foreign: 88,489

otal: 873,824 Domestic: 1,006,020

Domestic: 1,129,065
Total: 1,082,597
Total: 1,217,554

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GAD Strategic Cluster Destination Profile

Name of Cluster SP-7 Autonomous Region Muslim Mindanao

checklist for the tourism sector

Location & Composition
The Cluster comprises two TDAs: SP-7A Basilan-Jolo-Tawi Tawi, and SP-7B Lanao del Sur-Ma- guindanao

his checklist brings together the guidelines prepared by the Local Governance Support Program for Local
Main Tourism
Coastal and island beaches, wetlands, and lakes (lake Lanao); marine coral biodiversity;

conomic Development (LGSP-LED) and that crafted by the Department of Tourism (DOT) with support
from the Resources / Assets
mountain forests; and extensive cultural landscape including indigenous groups, historic sites, range of customs,
traditions, cuisine & festivals.
Gender Responsive Economic Actions for the Transformation of Women (GREAT Women) Project.
LGSP-LED and the GREAT Women Project are projects of the Philippine Program of the Department of
Foreign Affairs, Trade and Access Air access via Zamboanga from Davao, Manila and Cebu. Sea ferry
access from Zamboanga,
De
velopment (DFATD, formerly the Canadian International Development Agency, or CIDA) of the
Government of and road connection between mainland TDA and other centers in Mindanao.

anada. Harmonization of the guidelines was facilitated by the Advancing Philippine Competitiveness
(COMPETE) Tourist Accommodation Facilities
Project of the United States Agency for International Development (USAID).
Tourism Metrics 210,003 arrivals in tourist accommodations in 2008 of which 23,513 were international and
186,490 were domestic arrivals.
The tourism
sector is composed of the public and non-public sector. The former includes national Development
Potential
government agencies, mainly the Department of Tourism (DOT) and its various offices and agencies, and
local
Internal Strengths Internal Weaknesses
Undeveloped and pristine state of tourism resources suited to beach, ecotourism, adventure, and city tourism
development Large carrying capacity for tourism development on mainland

government units, while the latter consists of the private sector (business enterprises in various areas of
Poor air and access infrastructure and transportation service connectivity Weak telecommunications coverage
tourism), nongovernment organizations (NGOs), academic institutions, and, more importantly,
communities. This gender and development (GAD) checklist applies to tourism-related programs and
projects of key tourism stake- holders. Insufficient accommodations Poor tourist site access and visitor
support infrastructure and compliance with safety standards weak public sector coordination and
governance
External Opportunities External Threats

The GAD checklist for the tourism sector seeks to bring gender-related aspects of tourism to the attention
of policymakers and program or project developers, especially the issues of women‘s employment in the
tourism industry and women‘s participation in tourism planning and management. In compliance with
Republic Act (RA) No. 7192 (Women in Development and Nation Building Act) and, more recently, RA
9710 (Magna Carta Increasing domestic tourism from ARMM and selected

f Women, or MCW), DOT, through the Inter-agency Committee on Gender and Development that was created
international markets from region Improving air connectivity to domestic and international markets Leverage off the
undeveloped and pristine state of tourism
under Administrative Order No. 94-07, continuously implements various GAD programs, activities, and
projects addressing gender issues and concerns in the tourism industry.
resources in the cluster focusing on Tawi Tawi
11 -46 11 -47 Uncoordinated and uncontrolled development Safety and security concerns
Market Product Development Opportunities
Tawi Tawi—Maldives style island beach resort and community-based marine and forest ecotourism products directed
at domestic and regional international markets.
Key Products: Nature Based, Sun and Beach, Cultural Tourism
Strategic Products/Markets: --
Opportunity/Niche: Nautical Tourism
Key Development Deficiencies and Needs
Access & Connectivity Upgrade Tawi Tawi airport and seaport passenger terminals, upgrade local roads, and
develop
inter-island jetty system. Improve water, electricity and solid waste management infrastructure in main tourist centers.
Tourist Site & Attraction Development
Improve last mile road access as well as visitor infrastructure including restoration of historic sites and landscapes
with sustained operations and maintenance at key tourist sites Improve compliance with safety standards.
Tourist Accommodation Needs Niche island resorts following Maldives style of development supported by themed
marine-shopping-leisure center at Bongao.
Forecasts Arrivals 2010 – 2016
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 23,513 Domestic: 186,490
Total: 210,003
Foreign: 23,513
Foreign: 27,268 Domestic: 186,490
Domestic: 216,271
Total: 210,003
Total: 243,539
Gender issues and strategies
The tourism industry offers vast income-generating opportunities, from employment to operation of
enterprises. It is labor-intensive, providing a wide range of job openings that the poor with vocational skills
training can access. Tourism also creates economic prospects for small entrepreneurs, as there are many
support services that can be established with minimal start-up costs.

The Magna Carta of Women (MCW) instructs DOT, like other government agencies, to “pursue the

adoption of gender mainstreaming as a strategy to promote and fulfill women’s human rights and

eliminate gender discrimination in their systems, structures, policies, programs and processes” (MCW

Implementing Rules and Regulations, Rule VI, Section 37, pp. 104-105). It also stresses the importance

of the non-discriminatory and non-derogatory portrayal of women in media and film, including

commercials and promotional materials used for tourism, among a number of purposes (MCW

Implementing Rules and Regulations, Rule IV, Section 37, pp. 65; and Section 19). The MCW promotes

women’s rights to representation and participation, including undertaking “temporary special measures to

accelerate the participation and equitable representation in the decision-making and policy-making

processes,” and instructs appointing authorities to ensure the representation of women or women’s

groups in policymaking and decision-making bodies (MCW, IRR, Rule IV, Section 14, pp. 53−54.).

Further, it provides that girl children “shall be protected from all forms of abuse and exploitation (MCW

IRR, Rule V, Section 35, Article B, page 103).”

The United Nations Environment and Development UK Committee report on Gender and Tourism (Report
prepared for the 2002 Earth Summit) shows that, worldwide, tourism is a particularly important sector for
women, who make up 46 percent of the tourism labor force. This statistic masks several gender issues
related to workers in the sector:
• Gender-role stereotyping. In formal sector employment in tourism-related industries, the quality and type
of work available to women is heavily influenced by sex stereotyping and sex segregation. Women are
usually employed as waitresses, chambermaids, cleaners, travel agency sales persons, flight attendants,
and front desk personnel. Meanwhile, men are employed as barmen, gardeners, construction workers,
drivers, pilots, etc. Gender stereotyping arises partly because traditional gender roles and gender identity
help create notions of women and men as being suitable for certain, gender-appropriate occupations.
• Gender inequalities in occupational distribution. Gender bias in occupations and positions in the tourism
industry occurs because of not just horizontal segregation but, as important, vertical gender segregation
of labor that places women and men in different occupations. The typical ― gender pyramid‖ is prevalent in
the sector, with women dominating lower levels and occupations offering few career development
opportunities and men dominating key managerial positions.
• Limited access to capital of woman micro entrepreneurs for tourism-related enterprises. While tourism
opens up prospects for the establishment of tourism-linked businesses (such as the production of
handicrafts and souvenir items), women‘s lack of access to adequate credit may limit women from taking
advantage of such opportunities. Establishment of credit windows that do not require land-based
collateral can benefit women.
• Negative impact of tourism. Although tourism creates economic opportunities and brings in foreign
exchange, it also causes adverse social and environmental problems, including:
- Prostitution, sexual exploitation of children, and human trafficking. Tourism can worsen
social problems, such as prostitution, sexual exploitation of children, and human trafficking. These lead to
more problems, including increase in the incidence of HIV/AIDS. Sexual exploitation of women and
children (boys and girls) is particularly linked to the notion of certain places as destinations for sex
tourism.
- Sexual objectification of women. This is related to stereotypical images of women as part of
the tourism product. Advertisements of tourist destinations show scantily clad women. Women working in
the industry are expected to play along and accept sexual harassment from clients (UNED-United
Kingdom, 2002)
- Some environmental effects. A boom in tourism can result in a water crisis that can place
severe burden on women, as they are responsible for household care (Haladi, 2005). The diversion of
water for use in resorts and golf courses can heighten water scarcity in the local communities. Moreover,
prices of essential commodities escalated during peak tourist season, creating difficulties to poor
households, particularly the women who had to manage the household budget. It is essential therefore,
for projects to include measures to ensure that poor households are able to benefit from tourism
initiatives.
• Issues related to management of the sector
- Women‘s influence in the development of tourism policymaking and programming is limited, as they are
not well represented in decision-making and policymaking bodies, and may lack the capacities for
planning and budgeting.
- Analysis of relevant gender issues and tracking of gender-related results of tourism are hampered by
the lack of sex-disaggregated data and information on the negative impact of tourism in tourism statistics.
- Sexual harassment in the workplace can take various forms. One is when sexual favor is
made as a condition for hiring or employment, re-employment, or continued employment of said
individuals or for granting said individuals favorable compensation, terms, conditions, promotions, or
privileges.
- Lack of awareness of gender issues in tourism among tourism sector employees leads to the
inappropriate portrayal of women and children in tourism commercials and advertisements.
The last cluster of issues pertains to gender mainstreaming will require actions from tourism agencies.
These actions can include naming woman members to tourism bodies, building the capacity of agency
personnel for planning and budgeting establishing a gender-aware tourism database, and instituting
measures to combat sexual harassment in the workplace.
Training of tourism agency staff and workers in tourism industry establishments, especially involving hotel
and homestay operations, can include sessions on relevant laws protecting women and children, as well
as their ac- companying implementing rules and regulations, among others: RA 9208, or the Anti-
Trafficking in Persons Act of 2003; RA 7877, or the Anti-Sexual Harassment Act of 1995; RA 9262, or the
Anti Violence against Women and their Children Act of 2004, which includes the crime of prostituting
women and their children; RA 8353, or the Anti Rape Law of 1997, which classifies rape as a crime
against person, hence, not a private crime; and RA 8505, or the Rape Victim Assistance and Protection
Act of 1998. These sessions must include discussions of possible actions that may be taken by the hotel
staff, homestay operators, and the community in general to prevent trafficking, sexual harassment, and
other forms of abuse and exploitation. The Women‘s Desks of the local police force can also be
strengthened and its capacity built to recognize signs of violence and human trafficking. Links with NGOs
working to address these concerns can also be forged.
Training of women working in hotels and relevant tourism-related services (e.g., tour guides) must include
sessions on their rights and the laws that protect them. Local tourism bodies must prohibit advertising and
marketing strategies that use stereotypical images of women or portray women as sexual objects.

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Gender equality and women's
empowerment results
Recognition of the above issues can help planners design interventions that can ensure tourism projects

benefit women and men equally. The Philippine Development Plan (PDP) 2011−2016 seeks to

“encourage LGUs to develop tourism related-products and services using the community-based and

ecotourism approaches as implemented by innovative and entrepreneurial local governments in Bohol,

Palawan, and Bicol, and have contributed to poverty reduction, protection of the environment, and gender

equality in local areas.” With respect to wage and self-employment, the PDP notes: “In providing
opportunities for formal or self-employment or access to credit, government shall take particular

cognizance of the special needs of women, whose potentially large social contributions to social and

economic development are stunted by their domestic and other social circumstances” (page 30).

Gender equality outcomes or results should be linked with the changes in the gender issues that have
been identified. Examples of gender equality results are:
• Increased employment of women, particularly in management and non-traditional occupations; within
tourism government agencies, increased number of women in third-level CESO (Career Executive
Service Officer) positions;
• More positive, realistic portrayals of women and children in advertising and marketing campaigns and
collaterals;
• Safer workplaces for woman workers, or reduced incidence of sexual harassment;
• Reduced incidence or elimination of human trafficking and prostitution;
• Increased woman-owned or operated tourism-related enterprises;
• Improved productivity and incomes of woman-owned or operated enterprises;
• Greater access of women to higher credit levels and technical support;
• Higher level of stakeholder awareness/consciousness of gender issues in tourism;
• Improved representation of women and men as stakeholders of tourism development;
• More active promotion of gender equality, respect for human rights, and economic empowerment of
women in tourism through more gender-sensitive tourism-related establishments; and
• Increased knowledge and skills of tourism sector employees and applied GAD tools in policymaking,
planning, and budgeting.

Gender analysis questions

The discussion of gender issues in the previous section serves as a reference for the gender analysis that
must be conducted when identifying and designing tourism programs or projects. Gender analysis should
be done at two points: as part of project identification and analysis of the development problem, and as
an assessment of the likely impact of the project design. The gender analysis questions related to the
definition of the development (tourism) problem are as follows:
Gender division of labor and gender needs

• What is the age−gender composition of the tourism-sector workforce? What do the women/men do in

tourism-related enterprises? Alternatively, how are woman/man workers represented in the different parts

of the tourism value chain? Do these patterns suggest gender-role stereotyping or gender-based biases

in occupations?

• What are the gender-related problems encountered by female/male tourism workers and tour operators
(e.g., sexual harassment or advances, demand of tourists for sexual services or sex-related
entertainment, prostitution)?
Access to and control of tourism services and benefits
• What resources (training, capital, information, market linkage, etc.) do woman/man workers or owners of
tourism-related enterprises need to improve their efficiency, productivity, and/or effectiveness? If there
are differences between women and men, why?
Constraints and opportunities
• What competencies or skills need to be developed among relevant staff of tourism agencies and
establishments for them to be able to identify gender issues and address these?
• What are the current (pre-project) opportunities present for micro-entrepreneurs supplying tourism-
related products and services?
• What gender-based factors hinder or constrain women/men from participating in tourism-related
initiatives or enterprises? From accessing resources, including training opportunities, that can improve
their productivity, efficiency, or effectiveness as tourism-sector workers or entrepreneurs?
After the project design has been completed, it is necessary to subject the design to a gender analysis.
There are ten questions listed in box 24 below, summarizing the possible gender impact of the designed
project, as fol- lows:
Gender division of labor and gender needs
• Will the project help in determining policy reforms that will safeguard the interests and concerns of
women in tourism?
• Will the project, as designed, improve the portrayal of women and girls in tourism promotional materials,
standards, and regulations?
• Will the project be able to reduce gender-role stereotyping, particularly among workers in the target
venture?
• Has the project design considered how contributions of women and men to the project will affect their
other responsibilities?
• Will the project, as designed, promote safety and security in the workplace, including control of sexual
harassment and other forms of gender bias?

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-51
Possible Access to and control of tourism services and benefits
• Will the project help the tourism sector and its stakeholders in improving women‘s access to jobs and

GAD monitoring indicators

employment in tourism development areas?
• Will the project enable women to maximize economic opportunities, improve their status in local
communities, and develop leadership capability and ability to manage the natural and cultural resources?
Listed below are examples of monitoring indicators for tourism initiatives that have been developed for the
Local Governance Support Program for Local Economic Development (LGSP-LED). A separate list for
capacity development is also presented, since capacity development activities are usually part of various
initiatives. The choice of GAD indicators, however, should be guided by the program‘s or project‘s GAD
outcomes or
• Does the project design ensure that information on tourism opportunities will be readily available to
outputs.
women and men?
Entrepreneurial leadership development
• Will women be engaged in decision making on the focus and direction of the project‘s technical
assistance? On the distribution of opportunities among members of business service organizations?
• Percentage change in the number of women in management positions in tourism-related businesses
and organizations
Constraints and opportunities
• Presence/absence of gender equality core messages in leadership courses
• Will the project, as designed, enhance the implementation of the GAD Plan of the tourism sector?
Entrepreneurial systems improvement
• Is the project design socially or culturally acceptable, and will it make the project and its resources
accessible to women?
• Number of legislation and policies passed that consider the differential impact of the issuance on
women and men, or address the social problems that may escalate with increased tourism
• Will women‘s participation in the project affect the attitudes of women and men toward women?
• Presence/absence of gender-aware organizations in policy consultations
• Will the project consult women‘s groups, women-in-business organizations, and woman labor union
leaders? Or, has the project consulted woman and man beneficiaries?
• Number of partnerships built that enhance outreach and improve access of poor women and men to
tourism resources and benefits and/or help prevent or reduce social problems that may be aggravated by
increased tourism
• Does the project offer facilities or services that will maintain women‘s involvement at different stages of
the project?
• Presence/absence of sex-disaggregated data and gender-related information in knowledge
management systems
• Will the project improve women‘s representation in qualifying for third-level positions?
• Increase/decrease in the use of sex-disaggregated data and gender-related information in policy and
systems development, planning, and the like
Enterprise development
• Number of jobs created for women and men
• Maximum amount of credit of loan windows for women versus that for men
• If project involves the creation of groups or organizations:
- ‐ Number of members, by sex - ‐ Number of officers of the organization, by sex - ‐ Number of
organizations that have adopted policies promoting gender equality
in their organizations
• Percentage of woman-owned enterprises.
• Increase/decrease in profitability of woman-owned enterprises.
• Increase/decrease in the capacity of woman-owned enterprises to meet the market demand for their
products or services.
• Increase/decrease in incidence of sexual harassment.

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Capacity building program
• Proportion of women to total training participants.
• Proportion of woman trainers and resource persons to total trainers and resource persons
• Presence/absence of modules in training programs that build awareness of gender laws and the rights
of women and children
• Presence/absence of gender-fair language, messages, and graphics in training materials
• Extent to which gender core messages are embedded in course content and materials

Guide for accomplishing the

checklist
Box 24 enumerates the ten requirements for a gender-responsive tourism sector project. Each
requirement is usually accompanied by a set of guide questions. The guide for accomplishing the
checklist and the interpretation of the total GAD rating are reproduced below for easy reference.
Guide for accomplishing box 24

1. Put a check √ in the appropriate column (2a to 2c) under “Response” to signify the degree to which a

project has complied with the GAD element: under col. 2a if nothing has been done; under col. 2b if an
element, item, or question has been partly answered; and under col. 2c if an element, item, or question
has been fully complied with.
2. A partial and a full yes may be distinguished as follows.
a. For Element 1.0, a ―partly yes‖ response to Question 1.0 (or Q1.0) means there have been much
fewer women than men in consultations to validate or determine the needs, gaps, and status of women
and men in the community. A full ―yes‖ means women constitute at least 40 percent of the people
consulted.
b. For Element 2.0, ―partly yes‖ means some gender-related information and sex-disaggregated
data from research surveys, business trends, and profiles of current enterprises and microenterprises or
enterprise-related training programs are reflected in the project concept paper, but these may not be
relevant in identifying gender issues or problems related to the planned tourism project. A full ―yes‖
means gender information and sex-disaggregated data have been used in the analysis of tourism issues
that the proposed project must address.
c. For Element 3.0, a ―partly yes‖ response to each of the questions means a superficial or partial analysis
has been done by focusing on only one aspect of the set of concerns (e.g., gender roles, needs, and
perspectives; access to and control of resources; constraints and opportunities to participation; and
negative effects of tourism). A full ―yes‖ response to Q3.1 signifies that the needs of both men and women
have been considered in developing the situation analysis. To Q3.2 and Q3.4, a full ―yes‖ implies that a
gender analysis of the differences in access and control (Q3.2) and constraints and opportunities
between women and men and their participation in the tourism project (Q3.4) is reflected in the document.
To Q3.3, a full ―yes‖ indicates that the negative effects of tourism have been fully discussed in the
analysis of the development problem.
d. For Element 4.0, ―partly yes‖ means women are identified in the project objectives but only in
connection with traditional roles or economic activities (Q4.1), or the project has token gender equality
outputs or outcomes (Q4.2). A full ―yes‖ means the project‘s outputs or outcomes include the expansion
of opportunities for women and men (Q4.1) or significant reduction in gender gaps or incidence of gender-
related issues (Q4.2)
e. For Element 5.0, ―partly yes‖ means having gender equality strategies or activities but no
stated gender issues to match the activities while a full ―yes‖ means there is an identified gender issue
and there are activities seeking to address these issues.
f. For Element 6.0, a ―partly yes‖ response to any of the items and questions is associated with
superficial or partial effort to address the likely impact of the project, particularly in terms of ensuring
women‘s and men‘s equal access to resources provided by the project; improving women‘s and men‘s
efficiency in their chosen fields in the tourism sector; providing equal opportunities for participation of
women and men; creating strategies for avoiding or minimizing negative effects on the status and welfare
of women and girls; adhering to the Media and Gender Equality Committee Guidelines; promoting
environmental sustainability; and respecting the cultural sensitivities of communities and their woman and
man members. In contrast, a full ―yes‖ involves a coherent, if not a comprehensive, response to the items
or questions.
g. For Element 7.0, ―partly yes‖ means the project monitoring plan includes sex-disaggregated indicators
but no qualitative indicator of empowerment or status change. A full ―yes‖ means the inclusion of both
quantitative and qualitative indicators to measure the reduction in gender gaps or improvement in the
empowerment and status of women and girls and men and boys.
h. For Element 8.0, ―partly yes‖ means the project requires the collection of sex-disaggregated
reduction in gender gaps or improvement in the lives of women girls, and men and boys. A full ―yes‖
means all sex-disaggregated data and qualitative information will be collected to help track the reduction
in gender gaps or minimization of the incidence of gender issues.
i. For Element 9.0, a ―partly yes‖ response to Q9.1 means there is a token budget for gender
training programs that aim to build competencies in promoting GAD in the project; and to Q9.2 means
there is a budget for GAD–related activities but this is too little to ensure the project will address relevant
gender issues or help achieve its GAD objectives and targets.
j. For Element 10.0, a full ―yes‖ response to Q10.1 means the project is in line with the agency‘s
policies and guidelines for gender-responsive tourism; and to Q10.2 means there will be convergence/
collaboration with other agencies/stakeholders in the implementation of a gender-sensitive tourism
project, particularly through formal, signed agreements, e.g., MOAs. A ―partly yes‖ response to Q10.3
implies that there are GAD initiatives but no local regulations to strengthen the GAD rule; to Q10.4
indicates that there is a mention of the agency‘s GAD plan but there is also a need to ensure that the
project requires developing or reinforcing the commitment to empower women; and to Q10.5 signifies that
the project has a sustainability plan for its GAD efforts but makes no mention of how this may be
institutionalized within the implementing agency or its partner.
3. After ascertaining whether a GAD requirement has been done or not, enter the appropriate score for
an element or item under column 3.
a. To ascertain the score for a GAD element, a three-point rating scale is provided: ―0‖ when the
proponent has not accomplished any of the activities or questions listed under an element or requirement;
a score that is less than the stated maximum when compliance is only partial; and ―2‖ (for the element or
requirement), or the maximum score for an item or question, when the proponent has done all the
required activities.
b. The scores for ―partly yes‖ differ by element. For instance, for Elements 1.0, 2.0, 5.0, 7.0, and 8.0, the
score for ―partly yes‖ is ―1.‖ For other elements that have two or more items or questions (such as
Element 3.0), the rating for a ―partial yes‖ is the sum of the scores of the items or questions that fall short
of the maximum ―2.‖
c. For Element 3.0, which has four items (3.1, 3.2, 3.3, and 3.4), the maximum score for each item is
―0.50‖ while that for ―partly yes‖ is ―0.25.‖ Hence, if a project scores a full ―0.50‖ in one question but ―0‖ in
the other, or if a project scores ―partly yes‖ (or 0.25) in each of the two items, the total rating for Element
3.0 will be ―partly yes‖ with a score of ―0.50.‖ If a project scores ―partly yes‖ in one item but ―no‖ in the
other, then the total rating for the element will be ―0.25.‖

11 -54 11
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4. For an element (col. 1) that has more than one item or question, add the scores for the items and enter
the sum in the thickly bordered cell for the element.
5. Add the scores in the thickly bordered cell under column 3 to come up with the GAD score for the
project identification and design stages.
6. Under the last column, indicate the key gender issues identified (for proponents) or comments on
the proponent‘s compliance with the requirement (for evaluators).
Element and item or guide question (col. 1)
Box 24. GAD checklist for designing and evaluating tourism projects

11 -56 11
-57 Response Element and item or guide question (col. 1)
No (2a)
(col. 2)
Score for the Partly
item/ element yes
(col. 3) (2b)
Yes (2c)
4.1 Do project objectives explicitly refer to women and men? Specifically, does the project aim to improve women‘s
access and opportunity to benefit from tourism Box 24. GAD checklist for designing and evaluating tourism projects
initiatives, as well as men‘s? (possible scores: 0, 0.5, 1.0)
Response (col. 2)
Score for the
4.2 Does the project have gender equality
outputs or item/ element (col. 3)
Result or comment (col. 4) Partly yes
outcomes? (See examples in text.) (possible scores: 0, 0.5, 1.0) (2b)
5.0 Matching of strategies with gender issues (possible scores: 0, 1.0, 2.0) Do the strategies and activities match the
gender issues and gender equality goals identified? That is, will the project reduce gender gaps or inequalities, or
minimize the negative gender effects of tourism?
6.0 Gender analysis of the likely impact of the project (max score: 2.0; for each item or question, 0.2)
6.1 Will the project build on women‘s and men‘s knowledge and skills? (possible scores: 0. 0.1, 0.2)
6.2 Will the project enable women and men to take on non-traditional, non-gender-stereotypical roles and jobs?
(possible scores: 0, 0.1, 0.2)
6.3 Will women and men have equal access to training, gender-related tourism information (e.g., needs of tourists),
and other resources (including additional income-earning opportunities) provided by the project? (possible scores: 0,
0.1, 0.2)
6.4 Will the project help women and men become more efficient in their chosen fields in the tourism sector? (possible
scores: 0, 0.1, 0.2)
6.5 Does the proposed project offer equal opportunities for women and men to participate in project activities,
including planning and decision making? (possible scores: 0, 0.1, 0.2)
6.6 Has the project designed measures to address constraints to equal participation and benefits of women and
men? (possible scores: 0, 0.1, 0.2)
6.7 Has the project included strategies for avoiding or minimizing negative impact on the status and welfare of women
and girls? Specifically, has the project design provided measures to avoid or reduce the negative effects of the
project in terms of sexual harassment, prostitution, child pornography, and the like? (possible scores: 0, 0.1, 0.2) Yes
(2c)
1.0 Involvement of women and men (possible scores: 0, 1.0, 2.0) Have prior consultations included women and
women‘s groups to validate the data and determine the gender gaps, and the needs and status of women and men in
the community?
2.0 Collection of sex-disaggregated data and gender-related information (possible scores: 0, 1.0, 2.0) Have gender
information and sex-disaggregated data on the community, industry, or sector (from official statistics, research
survey, business trends, or profiles of current enterprises, microenter- prises, or enterprise-related training programs)
been considered in crafting the project concept, particularly in the analysis of the development/tourism issue or
problem?
3.0 Conduct of gender analysis and identification of gender issues (max score: 2.0; for each item or question, 0.5)
(See text for articulation of the gender analysis questions.)
3.1 Are the needs of both women and men considered in the situation analysis? (possible scores: 0, 0.25, 0.50)
3.2 Are there gender-based differences in access to and control of resources (skills, capital, information, etc.)
between women and men, and is the analysis of these differences reflected in the project document? (possible
scores: 0, 0.25, 0.50)
3.3 Has the analysis of the development problem considered the negative effects of tourism (e.g., sexual harassment,
child trafficking, prostitution)? (possible scores: 0, 0.25, 0.50)
3.4 Is there an analysis of gender-based differences in constraints and opportunities related to women‘s and men‘s
participation in tourism projects? (possible scores: 0, 0.25, 0.50 )
4.0 Gender equality goals, outcomes, and outputs (max score: 2.0; for each item or question, 1.0)
No (2a)
Result or comment (col. 4)
Box 24. GAD checklist for designing and evaluating tourism projects
Box 24. GAD checklist for designing and evaluating tourism projects
Element and item or guide question (col. 1)
0 - 3.9 GAD is invisible in the project (proposal is returned).
4.0 – 7.9 Response Element and item or guide question
(col. 1)
Response (col. 2)
Score for the
No (2a)
item/ element (col. 3)
Result or
(col. 2)
Score for the

esult or Partly
comment
Partly
item/ element

omment yes
(col. 4)
(col. 3)

col. 4) (2b)
Yes (2c)
No (2a)
yes (2b)
6.8 Will the proposed project‘s tourism promotional and IEC materials and advertisements conform to existing
gender-sensitive policies and guidelines (e.g., the Media and Gender Equality Committee Guidelines, or MGEC)?
(possible scores: 0, 0.1, 0.2)
6.9 Will the project, as designed, promote environmen- tal sustainability? (possible scores: 0, 0.1, 0.2)
6.10 Does the designed project respect the cultural sensitivities of communities and their woman and man members?
Of female and male tourists? (possible scores: 0, 0.1, 0.2)
7.0 Monitoring targets and indicators (possible scores: 0, 1.0, 2.0) Does the project have an M&E system that
includes gender equality/gender-responsive targets and indicators for welfare, access, consciencitization,
participation, and control?
8.0 Sex-disaggregated database requirement (possible scores:0, 1.0, 2.0) Does the M&E system include the
collection of sex- disaggregated data and qualitative information that will track the reduction in gender gaps or
changes (improvements) in the lives of women and men?
9.0 Resources (max score: 2.0; for each item or question, 1.0)
9.1 Has the project allocated a budget for gender training programs that will build competencies (within DOT,
communities, and other stakeholder groups) in promoting GAD in the project? (possible scores: 0, 0.5, 1.0)
9.2 Will the project fund activities that will help achieve its GAD objectives and targets? (possible scores: 0, 0.5, 1.0)
10.0 Relations with the agency‟s /LGU GAD efforts (max score: 2.0; for each item or question, 0.4)
10.1 Is the project in line with the existing agency policies and guidelines for gender-responsive tourism? (possible
scores: 0.1, 0.2, 0.4)
10.2 Will there be collaboration with other agencies/ entities in the implementation of a gender-sensitive tourism
project? (possible scores: 0.1, 0.2, 0.4)
Yes (2c)
10.3 Will the project support the implementation of relevant local ordinances that reinforce national gender laws in
project sites? (possible scores: 0.1, 0.2, 0.4)
10.4 Will the project build on or strengthen the agency‘s commitment to empower women? (possible scores: 0.1, 0.2,
0.4)
10.5 Does the project have an exit plan that will ensure the sustainability of the GAD efforts and benefits? (possible
scores: 0.1, 0.2, 0.4)
TOTAL GAD SCORE FOR PROJECT IDENTIFICATION AND DESIGN (Add the scores for each of the ten
elements.)

Interpretation of the GAD Score

Proposed project has promising GAD prospects (proposal earns a ―conditional pass,‖ pending identification of gender
issues and strategies and activities to address these, and inclusion of he collection of sex- disaggregated data in the
monitoring and evaluation plans)
8.0 – 14.9 Proposed project is gender-sensitive (proposal passes the GAD test).
15.0 – 20.0 Proposed project is gender-responsive (proponent is commended).
References
Republic of the Philippines (2000). Magna Carta for Women (Implementing Rules and Regulations (IRR).

• Rule VI, Section 37, pp. 104−105.

• Rule IV, Section 19, p.65;

• Rule IV, Section 19, Article A, p.66.

• Rule IV, Section 14, pp. 53−54.

• Rule V, Section 35, Article B, p. 103

UNED-United Kingdom (2002). ―Gender & Tourism: Women‘s Employment and Participation in Tourism.‖
Report prepared for the 2002 Earth Summit. Retrieved from
www.earthsummit2002.org/toolkits/women/current/ gendertourismrep.html

11 -58 11
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Tourism-related Literature
Title
Document Type
Abstract/Description Bibliographic Entry
Title
Document Type
Abstract/Description Bibliographic Entry
Indicators of Sustainable Development for Tourism Destinations (A Guidebook)
The guidebook is designed for tourism planners in promoting sustainable tourism by utilizing the best and most
relevant information possible. It uses a set of indicators focused on both impact and sustainability for tourism. The
Guidebook is most useful to tourism planners and managers at the destinations sites. Many managers operate in an
environment which can be considered as data-rich but information-poor. Indicators can help to select, process,
analyse and present data to better link with sustainability issues. Decision-makers are often inundated by large
quantities of data, and often find it difficult to determine which data are important. Indicators development will occur at
several scales, but the primary focus of this Guidebook is at the destination level – with destinations being defined
Guide for Local Authorities on Developing Sustainable Tourism (Supplementary Volume on Asia and the Pacific)
This supplementary volume for Asia and the Pacific is designed to be used in conjunction with the core volume
(Guide for Local Authorities on Developing Sustainable Tourism) – they should be used in combination to provide
comprehensive guidance for developing tourism at the local level in the region. This supplementary volume is
structured around two major sections:
Section 1 – Tourism in Asia and the Pacific examines quantitative and qualitative tourism trends in the region,
reviews the major opportunities and constraints for developing tourism in the region, identifies some special
considerations that must be made in developing tourism in Asia and the Pacific, and describes efforts that are being
directed toward regional cooperation on tourism in the region.
generally in terms of the marketable destination, which may range in size from a small nation to a region, or to a
specific resort or site. This Guidebook, produced by the World Tourism Organization, is intended to help the
managers of tourism companies and destinations, their partners and other stakeholders to make better decisions
regarding tourism. It focuses on the use Section 2 – Case Studies of Tourism Development in Asia and the Pacific
presents several case studies of various types of tourism development in Asia and the Pacific that
of indicators as a central instrument for improved planning and management, bringing managers the information they
need, when it is required, and in a form which will empower better decisions. illustrate the planned and sustainable
approach to development. The case studies reflect principles that have application to other local areas in the region
and therefore will be of value to local authorities in different areas.
World Tourism Organization. (2004). Indicators of Sustainable Development for Tourism Destinations (A Guidebook).
(p. 507). Madrid: World Tourism Organization.
Making Tourism More Sustainable (A Guide for Policy Makers)
Guidelines
World Trade Organization. (1999). Guide for Local Authorities on Developing Sustainable Tourism (Supplementary
Volume on Asia and the Pacific). (p. 92). Madrid: World Tourism Organization
National Tourism Development Plan 2011-2016
Guidelines
Making Tourism More Sustainable: a Guide for Policy Makers builds on United Nations Environment Programme‘s
and World Tourism Organization‘s previous work on different aspects of sustainability, undertaken over the past ten
or so The Department of Tourism has prepared the National Tourism Development Plan (NTDP) that seeks to
address the key challenges of the sector over the next five years. The National Tourism Development Plan led by the
Department of Tourism is the result of the combined inputs of the national government agencies, local government
units, the private sector including the Chambers of Commerce, and concerned non-government organizations. The
NTDP, as mandated under Republic Act No. 9593, provides a framework
years. In addition to earlier work by WTO and UNEP, an extensive research survey was undertaken within WTO
Member States, in 2003 and 2004, to identify specific policies and tools applied in their territories that had effectively
contributed to mak- ing their tourism sector more sustainable. The conclusions drawn and the policies and tools
recommended in this Guide are therefore based on real cases, collected from around the world, that have proven to
be effective and successful in achieving the aims of sustainable development. to guide the Department of Tourism
(DOT) and stakeholders in the private and public sector, at the national, regional, and local levels, to harness the
potential of the tourism sector as an engine for sustainable growth. This is in line with the Presi- dent‘s 16-point
agenda, the goals and targets of the Philippine Development Plan 2011-2016 that focuses upon inclusive socio-
economic growth, and the designation of the tourism sector by Joint Chambers of Commerce as one of seven (7) key
growth sectors in the economy. The NTDP has been built upon the following: (a) comprehensive diagnosis of the
tourism sector‘s competitive strengths, weaknesses, op- portunities and threats; (b) extensive consultations with more
than 1,380 stakeholders throughout the country; (c) the lessons learned from previous tourism strategies and plans.
The guide defines what sustainability means in tourism, what are the effective approaches for developing strategies
and policies for more sustainable tourism, and the tools that would make the policies work on the ground. It shows
clearly that there is no ‗one-fits-all‘ solution to address the question of sustainability in tourism development. It does,
however, highlight one key universal message: to succeed in making tourism more sustainable it is crucial to work
hand in hand with all relevant stakeholders, within and outside government. The purpose of this document is to
provide governments with guidance and a framework for the development of policies for more sustainable tourism as
well as a toolbox of instruments that they can use to implement those policies.
United Nations Environment Programme. , & World Tourism Department of Tourism. Department of Tourism, Office
of Tourism Planning, Research and Information Management. (2012). National Tourism
Organization, (2005). Making Tourism more Sustainable (A Guide for Policy Makers). (p. 207). Paris: United Nations
and World Tourism Organization. Development Plan 2011-2016. Manila: Department of Tourism.

11 -60 11
-61 Policies and Standards
Policies and Standards
ocument Title
Document Type
Abstract/Description Bibliographic Entry
Title
Type
Guide for Local Authorities on Developing Sustainable Tourism
Abstract/Description Bibliographic Entry
With this book, the World Tourism Organization intends to strengthen its efforts to achieve tourism sustainability
worldwide. It particularly seeks to provide technical guidelines and methodological instruments to local authorities,
public service officials operating at the local level, as well as private tourism developers, enabling them to assume
their responsibilities in this field with more effective, up-to-date technical know-how. These guidelines are eminently
practical and easy to apply. The numerous examples of sustainable tourism best practices contained in this volume
and the supplementary volumes on sub-Saharan Africa, Asia and the Pacific, North Africa and the
Sustainable Tourism in Protected Areas (Guidelines for Planning and Management)
Americas should be readily adaptable to the particular conditions and level of development of each country, region
and local territory. To assist local authorities in making better decisions on developing tourism, this guide has been
prepared on the planning, development and management of tourism at the local level. The guide will also be very
useful to regional and national tourism agen- cies who need to understand tourism develop- ment at the local level in
order to provide direction and assistance to local authorities. This is an interactive guide that involves its users. It
includes checklists, diagrams and questions for discussion by local authorities about developing tourism in their
areas. An underlying principle of this guide is achieving sustainable development of tourism. The fundamental
importance of the sustainable approach for all types of development including tourism is now universally accepted, if
not always practiced as it should be.
The link between protected areas and tourism is as old as the history of protected areas. Protected areas need
tourism, and tourism needs protected areas. Though the relationship is complex and sometimes adversarial, tourism
is always a critical component to consider in the establishment and management of protected areas. These
guidelines aim to build an understanding of protected area tourism, and its management. They provide a theoretical
structure, but are also intended to help managers in practical ways. The underlying aim is to ensure that tourism
contributes to the purposes of protected areas and does not undermine them. The main purpose of these guidelines
is to assist protected area managers and other stakeholders in the planning and management of protected areas,
visitor recreation and the tourism industry, so that tourism can develop in a sustainable fashion, while respecting local
conditions and local communities. A key message is the importance of managing resources and visitors today, so
that tomorrow‘s visitors can also experience quality sites, and the conservation values that these places represent.
Eagles, P., McCool, S., & Haynes, C. (2002). Sustainable Tourism in Protected Areas (Guidelines for Planning and
Management). (p. 183). Gland, Switzerland, and Cambridge: IUCN, Cardiff University, United Nations Environment
Programme and World Tourism Organization.
Sustainable Development of EcoTourism (A Compilation of Good Practices in Small and Medium-sized
Enterprises((SMEs))
Guidelines
World Tourism Organization. (1998). Guide for Local Authorities on Developing Sustainable Tourism. (p. 194).
Madrid: World Tourism Organization.
Tourism and Poverty Alleviation Recommendations for Action
Guidelines
This compilation, initiated in July 2002, aims at providing a structured, easy to understand description of exemplary
practices especially in small ecotourism businesses. It has been widely recognized that small businesses represent
 the core of the ecotourism segment, given that the majority of private ecotourism operations provide specialized
services for small tourist groups or individual tourists, while the related facilities they use (accommodation,
transportation) also tend to This is the second publication launched by the

e small. The compilation contains rich details on World Tourism Organization (WTO) in a series on

ethodologies and business approaches Tourism and Poverty Alleviation. The first one,

pplied successfully by a wide range of ecotourism launched on the occasion of the World Summit on

mall and medium sized companies; they provide a Sustainable Development in August 2002,

aluable well of information that can serve for examined a number of cases where tourism has

enerating ideas and adapting sustainable been fundamental in reducing poverty levels in

cotourism practices to the specific local various countries. The present book provides

onditions elsewhere. The experiences presented further evidence of the contribution that tourism

n this book come directly from the field, from the can make to achieving one of the most pressing

eople who have developed these initiatives and United Nations (UN) Millennium Development

ho are daily in charge of these business ventures. Goals: alleviating poverty. Based on a more

hey reflect well the complexity of small business- extensive analysis of successful experiences, it

s, the great challenges and opportunities they gives clear and practical recommendations - to

ace, and the endless creativity that this business governments, private tourism companies,

llows for. The objectives of this publication are also international and bilateral development agencies

n line with the resolutions of the World Summit on and other stakeholders - on the various ways and

ustainable Development (Johannesburg 2002), its means they can utilize to use tourism as a poverty

pecific recommendations on sustainable tourism, alleviation tool.

biodiversity and local communities, and with the wider aims of poverty reduction through tourism.
World Tourism Organization. (2003). Sustainable Development of Ecotourism (A Compilation of Good Practices in
Small and Medium- sized Enterprises (SMEs). (p. 305). Madrid: World Tourism Organization.
Quebec Declaration on EcoTourism
Good Practices
World Tourism Organization.
Theoretical/ Conceptual
(2004). Tourism and Poverty Alleviation Recommendations for Action. (p. 47). Madrid: World Tourism Organization.
This document takes into account the preparatory process, as well as the discussions held during the World
Ecotourism Summit on May 2002. It is the result of a multi stakeholder dialogue, although it is not a negotiated
document. Its main purpose is the setting of a preliminary agenda and a set of recommendations for the development
of ecotourism activities in the context of sustainable development.
Quebec Declaration on Ecotourism. (2002). Soft law – Declaration/ Recommendation World Ecotourism Summit,
Quebec City, Canada.

11 -62 11
-63 Policies and Standards
ocument Title
Document Type
Abstract/Description Bibliographic Entry
Title
Type
Tourism Congestion Management at Natural and Cultural Sites
Abstract/Description Bibliographic Entry
This handbook is aimed at a variety of professional users, both within the tourism industry and for people who
welcome and manage visitors to their destination or site, including also public tourism, cultural and natural authorities.
For the many different people in the tourism industry it provides recommendations for how they might positively
contribute to the minimization of tourism congestion. For destination and site managers it provides a range of
recommendations for managers to build a well-informed understanding of their places and their visitors, and provides
recommendations for upgrading the operational and physical capacities of their areas to handle high levels of tourism
activity to and from sites. The handbook has been written to provide very practical recommendations, using
illustrations from the case studies. Some users will be famil- iar with many of the recommendations and will
Making
Tourism Work for Small already have implemented some of them in their
Island
Developing States (A day-to-day activities. Others will find new
Guide for
Policy Makers) information or suggestions that they can apply as appropriate to their circumstances.
This WTO report presents a summary of the current status of tourism in Small Island Developing States (SIDS), while
providing evidence of the key importance it has for the sustainable development of many islands and for the
achievement of the UN Millennium Development Goals. It also addresses the key issues that need to be considered
by small island nations in order for the tourism industry to be more sustainable World Tourism Organization.
in the long term. It provides policy orientations,
Theoretical/ Conceptual
(2004). Tourism Congestion Management at Natural and Cultural Sites. Madrid: World
guidelines and other tools to the National Tourism Authorities (NTAs), the tourism industry and other tourism
stakeholders in SIDS on how to develop Tourism Organization.
and manage tourism in a sustainable manner for the benefit of their population. A set of WTO recommendations,
existing guidelines, key measures, policies and new initiatives are presented in the context of SIDS such as the
Tourism Satellite Account, guiding principles for sustainable tourism development for SIDS, Sustainable Tourism
Indicators, certification issues, the Global Code of Ethics for Tourism and Sustainable Tourism for the Elimination of
World Tourism Organization. (2004). Making Tourism Work for Small Island Developing States (A Guide for
Policymakers). (p. 87). Madrid: World Tourism Organization.
Poverty (ST-EP Programme). With these guidelines and tools, the WTO intends to: 1) demonstrate the importance of
tourism in SIDS and the need to support its sustainable development by both, governments and international and
bilateral development assistance agencies; 2) examine the various areas that need to be considered by governments
and the private Tourism, Microfinance and

ector if they wish tourism to contribute Poverty Alleviation

uccessfully to the overall economic, social and (Recommendations to Small and

nvironmental sustainability of their territories; Medium-Sized Enterprises and to

nd 3) assist governments and other stakeholders Microfinance Insitutions)

in SIDS in their efforts to develop a tourism indus- try that is sustainable in the long term, maximizing the social and
economic benefits and reducing the negative impacts on the environment of SIDS.
Tourism Planning Toolkit for Lo- cal Government
Guidelines
This publication is a result from the collaboration between WTO and PlaNet Finance (an organization for international
solidarity with a mission to reduce poverty worldwide by developing microfinance). This report gives an overview of
the impact of tourism on poverty reduction. It helps to bring tourism and microfinance together, identifying
opportunities for tourism to reduce poverty in developing countries and pinpointing the potential role and the reality of
microfinance in solutions for tourism micro projects. The report also aims to promote cooperation between
microfinance institutions (MFI) and the tourism sector as a whole, encouraging these institutions to adapt their
conditions for granting loans to the specific characteristics of tourism activity.
World Tourism Organization. (2005). Tourism, Microfinance and Poverty Alleviation (Recommendations to Small and
Medium-sized Enterprises and to Microfinance Institu- tions). (p. 62). Madrid: World Tourism Organization.
Davos Declaration on Climate Change and Tourism
Guidelines
The Tourism Planning Toolkit (TPT) is a resource to
This document provides a summary of the analysis on the possible courses of actions following the Second
International Conference on Climate Change and Tourism in Davos, Switzerland. It also contains a list of the main
agreements established in the Conference.
help local government understand and plan for
Davos Declaration on Climate Change and Tourism. (2007). Declaration Second international conference on climate
change and tourism.
tourism. It provides resource for territorial local authorities (TLAs) to respond to the opportunities and challenges
tourism presents. The kit consists of a series of toolboxes, each dealing with different aspects of tourism planning and
management which can be used together or separately. The four (4) main sections of the kit are: Situational Analysis,
Strategic Planning, Implementation, and Monitoring. Within these sections are the toolboxes that contain checklists,
good practices/case studies, methodologies for obtaining data, additional materials, and frameworks/diagrams
showing various process and relationships in one or more sections mentioned above. The intended audience for the
Davos Declaration on Climate Change and Tourism Responding to Global Challenges (Advance Summary)
Policies and Standards
Tourism Recreation Research and Education Center. New This advanced summary is based on an extensive

ealand Tourism Recreation report commissioned to an international team of

esearch and Education experts by the World Tourism Organization

enter, (2006). Tourism (UNWTO), the United Nations Environment

lanning Toolkit for Local Programme (UNEP) and the World Meteorological

overnment (810387 - Organization (WMO), in order to provide back-

78239). Retrieved from ground information for the Second International

ebsite: http://www.med.govt. Conference on Climate Change and Tourism

Tourism Planning Toolkit includes planners,

z/sectors-industries/tour- (Davos, Switzerland, 1-October 2007). This advance

economic development officers, and environment

sm/pdf-docs-library/Tourism summary and the full report to be released are

officers in TLAs. It also includes regional tourism

olicy/tourismplanningtoolkit. principally aimed at the tourism industry and

organizations (RTOs), private planning firms which

df government organizations at the different levels,

ork with TLAs, and anyone else with an who will have the primary responsibility of

ssociation with or interest in tourism planning. developing mitigation and adaptation strategies

he Tourism Planning Toolkit aims to enable local to respond to the challenges that global climate

uthorities to take a comprehensive, sustainable change will bring to the tourism sector. The report

pproach to tourism planning. This might involve will also constitute an important tool for

eveloping a full tourism strategy for a region, or international agencies, nongovernmental

mproving specific aspects of existing tourism organizations (NGOs) and financial institutions.
planning or management.

11 -64 11
-65 Guidelines Climate Change and Tourism Responding to Global
Policies and Standards
Challenges. (2007). Advance Summary Second Interna- tional Conference on Climate Change and Tourism, Davos,
Switzerland.
ocument Title
Document Type
Abstract/Description Bibliographic Entry
Title
Type
Global Sustainable Tourism Criteria for Destinations
Abstract/Description Bibliographic Entry
The Global Sustainable Tourism Criteria are an effort to come to a common understanding of sustainable
destinations, and are the minimum undertakings that any tourism management organization which wishes to be
sustainable should aspire to reach. To satisfy the definition of sustainable tourism, destinations must take an
interdisciplinary, holistic and integrative approach which includes four (4) main objectives: to (a) demonstrate
sustainable destination management; (b) maximize social and economic benefits for the host community and
minimize negative impacts; (c) maximize benefits to communities, visitors and cultural heritage and minimize impacts;
and (d) maximize benefits to the environment and minimize negative impacts. The criteria are designed to be used by
all types and
Community Enterprise Development and Management Guidebook
scales of destinations. The criteria and indicators were developed based on already recognized criteria and
approaches including, for example, the UNWTO destination level indicators, Global Sustainable Tourism Council‘s
(GSTC) Criteria for Hotels and Tour Operators, and other widely accepted principles and guidelines, certification
criteria and indicators. They reflect certification standards, indicators, criteria, and best practices from different
cultural and geo-political contexts around the world in tourism and other sectors where applicable. Potential indicators
were screened for relevance and practicality, as well as their applicability to a broad range of destination types. The
Global Sustainable Tourism Criteria for Destinations were conceived as the beginning of a process to make
sustainability the standard practice in all forms of tourism. The criteria indicate what should be done, not how to do it
or whether the goal has been achieved. This role is fulfilled by performance indicators, associated educational
materials, and access to tools for implementation from public, NGO and private sector providers all of which are an
indispensable complement to the Destination Level Global Sustainable Tourism Criteria.
In its second decade, the Community-Based Forest Management (CBFM) Program faces the challenge of alternative
sources of income for the forest occupants. Thus, an essential component of CBFM is the initiation of community-
based enterprises. The Department of Environment and Natural Resources has produced this DENR Community
Enterprise Development and Management Guidebook to encourage the commercial production of forest-based and
forest-friendly goods, and provide decent livelihood alternatives to forest communities. The intended users of this
guidebook are the DENR Technical Staff, People‘s Organizations, LGUs, and other entities that may be interested in
forest-based and forest-friendly goods and consumers, traders, producers, and are interested to partner with People‘s
Organizations to pursue mutual benefits from a Community Enterprise. The guidebook is divided into eight (8)
sections representing phases in the cycle applied to a community-based enterprise. It should be noted that this
document is referred as a guidebook to differentiate it from a manual of procedures or a compilation of rules and
regulations. It is a practical reference that summarizes DENR‘s experiences to date, in supporting Community
Enterprises implemented in forestlands. It is a synthesis of ―must be‖ and ―must do‖ that have been found to spell the
difference for success.
Department of Environment and Natural Resources. Department of Environment and Natural Resources, (2006).
Community enterprise development and management guidebook
Inclusive Green Growth The Pathway to Sustainable Development
Guidelines
Global Sustainable Tourism Council. (2012, October 12). Global Sustainable Tourism
Policies and Standards
Criteria for Destinations. Retrieved from http://www. gstcouncil.org/ sustainable-tourism-gstc- criteria/criteria-for-
destinations.html
The Philippine Cave Handbook Guidelines
This report argues that sustained growth is necessary to achieve the urgent development needs of the world‘s poor
and that there is substantial scope for growing cleaner without growing slower. Green growth is necessary, efficient,
and affordable. It is the only way to reconcile the rapid growth required to bring developing countries to the level of
prosperity to which they aspire with the needs of the more than one (1) billion people still living in poverty and the
imperative of a better managed environment. Indeed, green growth is a vital tool for achieving sustainable
development. But sustainable development has three pillars: economic, environmental, and social sustainability. We
cannot presume that green growth is inherently inclusive. Green growth policies must be carefully designed to
maximize benefits for, and minimize costs to, the poor and most vulnerable, and policies and actions with irreversible
negative impacts must be avoided. The report is comprised of frameworks and strategies in designing inclusive green
growth policies, as well discussions on the implications of the latter in terms of human, natural, and physical capital.
The World Bank. (2012). Inclusive Green Growth the Pathway to Sustainable Development (10.1596/978-0- 8213-
9551-6). Washington, DC: The World Bank.

11 -66 11
-67 Theoretical/ After
various efforts in formulating and proposing
Conceptual
programs, laws, and policies on Cave Management, this handbook provides a versatile, handy, and very useful
reference for everyone in need of informa- tion about caves. The handbook serves as a ready reference on basics
about caves, their management, protection, and classification. The handbook also aims to impart to cavers and every
other individual the value of caves and the wildlife fauna found therein. Part 1 discusses cave conservation and
management while Part 2 presents the Department Administrative Order 2007-04 or Guidelines for Cave
Classification. Other important considerations in classifying caves are provided in Part 3. Also included are annexes
on other pertinent information about caves that are deemed necessary for cavers as well as the general public.
Department of Environment and Natural Resources- Protected Areas and Wildlife Bureau. Department of
Environment and Natural Resources, Protected Areas and Wildlife Bureau. (2009). The Philippine Cave Handbook.
Quezon City:
ocument Title
Document Type
Abstract/Description Bibliographic Entry
Title
Type
Priority Sites for Conservation in the Philippines: Key Biodiversity Areas
Abstract/Description Bibliographic Entry
The ―Key Biodiversity Areas‖ (KBA) approach presents an appropriate framework for identifying fine-scale
conservation priorities in the Philippines. These globally significant sites provide the building blocks for landscape-
level conservation planning and for maintaining effective ecological networks aimed at preventing biodiversity loss.
Governments, international organizations, NGOs, the private sector, and other stakeholders can use KBA as a tool
for expanding the protected area network in the Philippines, and more generally, for targeting conservation action on
the ground. Through this approach, the aim is to identify,
Philippine
Biodiversity document, and protect networks of sites that are
Conservatio
n Priorities: A Second critical for the conservation of globally important
Iteration of
the National Biodi- biodiversity. Here, a ―site‖ means an area of any size
versity
Strategy and Action Plan that can be delimited, and actually or potentially managed for conservation. KBAs are
identified using simple, standard criteria based on the conservation planning principles of vulnerability and
irreplaceability. Vulnerability is measured by the confirmed presence of one or more globally threatened species,
while irreplaceability is determined through the presence of geographically concentrated species. Inside the report
are maps of the key biodiversity areas in the Philippines, including tables that provide a more detailed profile of these
areas.
This report presents the consensus of more than 300 scientists and decision makers from more than 100 local and
international institutions, on the most biologically important areas in the
Conservation International Philippines, Department of Environment and Natural Resources-Protected Areas and
Wildlife Bureau, Haribon Foundation for the Conservation of Nature, & Critical Ecosystem Partnership Fund,
Department of Environment and Natural Resources, Protected Areas and Wildlife Bureaus. (2012). Priority Sites for
Conservation in the Philippines: Key Biodiversity Areas. Quezon City: Department of Environment and Natural
Resources-Protected Areas and Wildlife Bureaus.
Philippines. The intent of the report is to present the results of the Philippine Biodiversity Conservation Priority-Setting
Program (PBCPP) in order to influence the conservation and development planning throughout the Philippines. The
results contained herein are intended for policy makers within the government and the private sector, as well as for
activists, scientists, and research institutions. They provide the biological justification and recommendations for
geographic areas in need of conservation. Preservation of these areas is a prerequisite if the wholesale extinction of
Philippine biodiversity is to be averted. The infor- mation in this document is based on decades of combined field
experience, expert opinion, and two years of data accumulation, processing, analysis, and consensus-building.
Chapter 1 provides a background on Philippines‘ biodiversity and conservation initiatives in the country; Chapter 2
explains the methodology employed throughout the priority-setting process; Chapter 3 presents the results and maps.
Chapter 4 provides a discussion and analysis of the results; and, Chapter 5 discusses the recommendations for their
implementation.
Making Ecotourism Work A Manual on Establishing Community-based Ecotourism Enterprise (CBEE) in the Philip-
pines
 (2002). P. Ong, L. Afuang & R. Rosell-Ambal (Eds.), Philippine Biodiversity Conservation Priorities: A Second
Iteration of the National Biodiversity Strategy and Action Plan. Quezon City: Department of Environment and Natural
Policies and

esources-Protected Areas and Standards

Wildlife Bureaus, Conservation International Philippines, Biodiversity Conservation Program-University of the
Philippines Center for Integrated and Development Studies, and Foundation for the Philippine Environment.
The ASEAN Heritage Parks A Journey to the Natural Wonders of Southeast Asia
Guidelines
The Philippines is now included in the list of biodiversity endangered countries in the world. Much effort is exerted to
formulate management strategies that will address this pressing concern, and one of these is ecotourism. Nowadays,
ecotourism is fast becoming a popular buzzword for both local and foreign tourists, nature enthusiasts, and other
individuals who view nature and nature-based tourism as educational, recreational, and a form of relaxation. With the
Department of Tourism‘s (DOT) current slogan ―It‘s more fun in the Philippines!‖ and the many positive responses to
it, the national government expect a big lift in the country‘s tourism industry. For 2012, the DOT is optimistic to attract
at least 4.2 million tourists. In line with this target, the need to conserve and protect the country‘s biodiversity while
supporting the livelihood of local communities, ecotourism is considered as an alternative approach. More than
advocacy, ecotourism is now viewed as an ―enterprise‖ that, if properly developed, will benefit not only local
communities, but most importantly, the very local resources that local people heavily depend on. This manual,
therefore, hopes to contribute in attaining this cause. Specifically, it aims to: 1) provide a guideline on how to make
ecotourism work at the community level; 2) cultivate local talents, skills, and indigenous knowledge, and translate
them into productive community-based ecotourism enterprise; and 3) integrate and mainstream ecotourism, including
its processes and technologies, into their specific needs without compromising local culture. The manual tackles the
planning and development, strategies, setting-up, and operations and management of CBEEs.
The book compiles the profiles of the identified ASEAN Heritage Parks from the following ASEAN countries: Brunei
Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia, Myanmar, Philippines, Singapore, Thailand and Vietnam. It
features as well brief profiles of the biodiversity and natural resources of each of the member states of the ASEAN,
and some glimpses about the cultural history and heritage of some indigenous peoples within the region. Indigenous
and local people are inherent to conservation sites as their culture and traditions are basically tied to nature, and their
indigenous knowledge systems provide lessons in conservation management. This book aims to encourage greater
appreciation for the ASEAN‘s natural heritages, as well as generate greater sup- port for their protection and
conservation and encourage more collaborative activities for their sustainable development and management. It also
tries to capture the essence of each Park‘s integrity and naturalness for one to understand why these have to be
preserved and/or conserved for everybody‘s enjoyment, appreciation, and benefit.
ASEAN Centre for Biodiversity. (2010). The ASEAN Heritage Parks a Journey to the Natural Wonders of Southeast
Asia. (pp. 1-310). Los Banos, Laguna: ASEAN Centre for Biodiversity.

11 -68 11
-69 Policies and Standards
Calanog, L. A., Reyes, D. P. T., & Eugenio, V. F. (2012).Making Ecotourism Work A Manual on
Guidelines
Establishing Community-based Ecotourism Enterprise (CBEE) in the Philippines. Makati City: Japan International
Cooperation Agency.
 Document Title
Type
Abstract/Description Bibliographic Entry
Tourism Development Planning Guidebook for Local Govern- ment Units
It was identified that the lack of statistical data and
Title
Document Type
Abstract/Description Bibliographic Entry
maps in planning documents is a common difficulty encountered by government officials in the tourism sector. Cities
and municipalities prepare the comprehensive land use plans and development plans for their jurisdictions; however,
most of them do not have tourism related data, or target visitor profiles as part of their planning documents. As a
response, this guidebook was created to: 1) improve the tourism planning situations in cities, municipalities, and even
provinces, by introducing a tourism statistics data gathering system that was developed to be initiated in the regions,
and eventually nationwide in the future; and 2) to improve the graphic communication skills of tourism officers in
small- scale-tourism offices that possess limited
Tourism for
Nature and resources. How the data are used and presented
Developmen
t A Good Practice are the central themes of this guidebook. The
Guide
guidebook is fashioned to reflect the three basic elements of tourism development planning. They are (1) tourist
attractions, (2) facilities and (3) market/visitors. It is also divided into five (5) parts: Part I is the introductory portion.
Part II is on the current state, or situation. How to organize tourism related data and information is included in this
part. Part III covers the evaluation of mainly facilities, tourist sites and TDAs. Part IV is on target setting. Part V
covers the tourism development-planning digest.
This series of guides aims to compile good practices that support biodiversity conservation and poverty reduction in a
number of different development sectors. It is hoped that these guides provide practical direction for governments,
development agencies, businesses, and non-governmental organizations working to ensure that biodiversity
conservation and Department of Tourism. , &
poverty
reduction activities go hand in hand. To Japan International
this end, the
guide aims to: 1) outline the status Cooperation Agency,
and trends
of global tourism in terms of its effects Department of Tourism,
on
biodiversity and development; 2) introduce (2012). Tourism development
public
decision-makers to the available toolbox of planning guidebook for local
techniques,
technologies and procedures that government units. Manila:
optimize the
social and environmental Department of Tourism.
contributions of tourism and minimize negative impacts; 3) introduce good practices on the interface between tourism,
development and biodiversity; 4) assist Parties to the Convention on Biological Diversity in establishing tourism
development policies, strategies, plans and projects that consider poverty reduction and biodiversity; 5) provide
suggestions for organizing tourism training and workshop sessions; 6) provide a checklist of good-practices to assess
the degree to which the recommendations of the guide have been adopted in a specific destination, region, or
country; and 7) provide sources and references where readers can find more detailed information.
Tourism Statistics Manual for Local Government Units
Guidelines
Convention on Biological Diversity. , & , (2010). Tourism for Nature and Development A Good Practice Guide.
Montreal: Secretariat of the Convention on Biological Diversity.
Eco-city Planning Policies, Practice and Design
Good Practices
This manual provides basic information and appropriate forms to guide the gathering and reporting of tourism
statistics at the regional, provincial, city and municipal levels. Through a simplified and uniform system for collection
and compilation of tourism supply and demand data, the LGUs would be able to embark on greater task to prepare
development plans, marketing strategies and investment programs to harness the tourism potentials of their localities.
The LGUs‘ adoption and utilization of this manual will institutionalize and standardize collection of tourism statistics at
the local level. It is prepared mainly for tourism officers at LGUs to establish a uniform-tourism-statistics-survey
system in the Republic of the Philippines. To support the activities of LGUs, some of the activities of DOT officials at
the regional and central levels are included. This manual has two major parts: fundamental demand and supply data
collection, processing and analysis; and visitor surveys which consists of interview survey and questionnaire survey.
Eco-city planning is putting the emphasis on the environmental aspects of planning while sustainable planning treats
equally the economic, social and environmental aspects. Eco-city planning and management are based on the
principle of a cyclical urban metabolism, Department of Tourism. , &
minimizing
the use of land, energy and materials, Japan International
and
impairment of the natural environment, Cooperation Agency, (2012).
ultimately
leading to zero carbon settlements. The Tourism Statistics Manual for
rest of this
book is divided into three parts, Local Government Units.
covering (a)
macro-level policies issues, Manila: Department of Tourism.
(b) practice and implementation experiences, and (c) micro-level sustainable design and management measures.
The intent is to provide both big picture as well as issue-specific discussion on eco-city planning, development and
management. Each chapter is written by specialist authors. This book volume has also mentioned international
―green‖ evaluation systems for individual buildings, mostly commercial. More recently, recycling friendliness has been
added to be another assessment criterion, using the ―cradle to cradle‖ approach. This book gives a number of
glimpses about the multiplicity of eco-planning assets. It constitutes a welcome addition to the literature about eco-
city planning and opens important perspectives for further research.
Tourism Development Planning Digest
Guidelines
(2011). T. Wong & B. Yuen (Eds.), Eco-city Planning Policies, Practice and Design (pp. 1-319). Singapore: Springer.

11 -70 11
-71 Theoretical/ Conceptual
The digest for Tourism Development Planning is an exercise designed to incorporate the initial capacity development
on tourism statistics of local government units (LGUs), while advancing into the complex area of tourism development
planning, as well as being a valuable source of information for future planning purposes. During the process of
preparing this Digest recognition has been of the relationship and value of tourism statistics to a Tourism
Development Plan, ultimately placing further emphasis on the importance of tourism statistics. The selected digests
contained herein are for Capiz, Puerto Princesa City and San Jose de Buena Vista. All tourist statistics data that are
utilized, reflected or referred to within are the accumulated results of Japan International Cooperation Agency (JICA)
training.
Department of Tourism. , & Japan International
Guidelines
Cooperation Agency, Department of Tourism, (2012). Tourism Planning Digest. Manila: Department of Tourism.
ocument Title
Document Type
Abstract/Description Bibliographic Entry
Title
Type
Handbook of Sustainable Development
Abstract/Description Bibliographic Entry
This book has, at its heart, a concern with taking stock, 20 years on from the influential Brundtland Report (WCED,
1987), of the concept of sustainable development and its implications for the conduct of public policy. There is little
doubt about the prominence of the term ‗sustainable development‘ in contemporary debates about environmental
Sustainable
Development of and resources policy specifically and development
Ecotourism
(A Compilation of policy more generally. Indeed, if anything the term
Good
Practices) itself has suffered from overuse alternatively as a panacea for all modern ills or as a meaningless catch-all
theme to which all policy challenges (no matter of what complexion) are somehow inextricably linked. Nor is there
consensus about what sustainable development is, which has led to another source of criticism. All this has led some
critics to dismiss the concept altogether as one further example of the triumph of rhetoric over substance. Such
criticisms are understandable but ultimately undeserved and, in reflecting within these pages on what sustainable
development is, how it can be achieved and how it can be measured, it is the aim of this volume to provide ample
demonstration of this.
The main objective of this publication is to disseminate good practices relative to the planning, development,
marketing, management and monitoring of ecotourism activities by providing specific examples of projects,
enterprises and other initiatives in various countries of the world. For the purposes of the International Year of
Ecotourism, the WTO has decided to use the concept of ecotourism for ―all forms of tourism in which the main
motivation of tourists is the observation and appreciation of nature, which contributes to its conservation, and which
minimizes negative impacts on the natural and socio-cultural environment where it takes place‖.
World Tourism Organization. (2001). Sustainable Development of Ecotourism (A Compilation of Good Practices). (p.
261). Madrid: World Tourism Organization.
Sustainable Tourism Development: Guide for Local Planners
Good Practices
(2007). G. Atkinson, S. Dietz & E. Neumayer (Eds.), Handbook of Sustainable Development (pp. 1-505).
Massachussets: Edward Elgar Publishing, Inc.
Rationalized Local Planning System
Theoretical/ Conceptual
This guide was produced to assist local decision-makers and planners in implementing a sustainable approach to the
tourism development in their communities. ―Local level‖ refers to any homogenous places capable of tourism
development such as cities, towns, villages, major tourist attraction sites, and rural areas, below the national and
regional levels of planning and development. Often referred to as the community level of planning, this is an important
level of tourism planning and development because community decision-makers and planners, ideally in consultation
with their constituents, can greatly influence the success of sustainable tourism. This Guide acquaints local decision-
makers and planners with the concepts, principles and techniques of planning for integrated and sustainable tourism
development in their areas. Community involvement in the planning and development process is also emphasized.
(1993). G. McIntyre,
Department of Interior and Local Government, Bureau of Local Government and Development. (2005). Rationalized
local planning system Department of Interior
A. Hetherington, E. Inskeep, and WTO, Sustainable Tourism Development: Guide for Local Planners (pp.1-166).
Madrid, Spain: World Tourism Organization
and Local Government.

ourism Development for LGUs Guidelines Module 6.0 Sustainable Tourism Development (Draft)
A document detailing the planning structure and
Existing Plans and Framework
systems for local governments. It tackles both the Comprehensive Land Use and Comprehensive De- velopment
Planning Processes. Tools for Implementation and Monitoring and Evaluation
Guidelines
are also included in this volume.
This program is designed to develop and sustain a tourism workforce capable of supplying accurate information and
providing services of globally-competitive standards to visitors traveling around the country. A combination of lecture
discussion, group dynamics exercises, immersion tour, workshops, and case studies will be used. Trainings and
problem-solving sessions will also be conducted to assist LGUs build their respective tourism profiles, strategies,
initiatives and investment programs. The specific objectives of this Module are: 1) To promote tourism awareness
among LGU tourism stakeholders and equip them with knowledge relating to tourism planning, promotions, standards
and regulation, etc.; 2) Demonstrate LED planning knowledge and skills using the following tools and methods on
tourism development: a. Tourism profiling, b. Value chain analysis, c. Tourism action plan agenda preparation; 3)
Outline the elements of LED action plan, investment program and pre-feasibility studies for a tourism project by de-
veloping local industry potentials for tourism en- terprises; and 4) Explain gender equality and climate change
adaptation concepts and principles as applied in tourism development.
This booklet serves as a guide for local government units (LGUs) in assessing local attractions that have
Department of Interior and Local Government, Local Governance Support Program for Local Economic Development.
(2012). Module 6.0 Sustainable Tourism Development (Draft).
a potential for tourism development. It is intended (1993). to aid local chief executives in: a) recognizing the functions
that make up the domestic tourism industry; b) acquainting them with the range of activities involved in the sector; c)
identifying areas within their jurisdiction with tourism potential; and d) understanding the competitive advantages of
the LGU within the framework of the tourism value chain.
G. McIntyre, A. Hetherington, E. Inskeep, and WTO, Sustainable Tourism Development: Guide for Local
Module
Planners (pp.1-166). Madrid, Spain: World Tourism Organization
Department of Interior and Local Government.

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Related web links
Republic Act 9593. Tourism Act of 2009
http://www.tourism.gov.ph/Downloadable%20Files/RA%209593.pdf
The Local Government Code of 1991 http://ppp.gov.ph/wp-content/uploads/2010/11/The-Local-
Government-of-the-Philippines.pdf
ASEAN Tourism Standards
http://www.aseantourism.travel/media/files/20130111081324_asean_tourism_standards_book.pdf
Heritage Law http://www.ncca.gov.ph/downloads/RA%2010066%20Heritage%20Law.pdf
Memorandum Circular re Guide to Comprehensive Development Plan (CDP) Preparation for Local
Government Unit http://www.dilg.gov.ph/PDF_File/reports/DILG-Reports-2011712-1939d5d3d3.pdf
The National Tourism Development Plan: Strengthening the Philippines Strategic Process
http://asiapacific.unwto.org/sites/all/files/pdf/philippines_5.pdf
Rationalizing the Local Planning System http://www.dilg.gov.ph/PDF_File/reports/DILG-Reports-2011712-
ea7ba5859e.pdf
Planning Strategically: Guidelines for the Application of the Strategic Planning Process in the Preparation
of the Comprehensive Land Use Plan (CLUP) and to Important Urban Area issues and Problems - 2001
http://hlurb.gov.ph/wp-content/uploads/services/lgu/Vol4.pdf
Public Private Partnership http://ppp.gov.ph/?page_id=5779 http://ppp.gov.ph/wp-
content/uploads/2011/01/Republic-Act-7718.pdf
Omnibus Investment Code http://invest.cfo.gov.ph/pdf/part2/omnibus-investment-code-of-1987.pdf
http://www.lawphil.net/executive/execord/eo1987/eo_226_1987.html
Republic Act 6957 – An Act Authorizing the Financing, Construction, Operation and Maintenance of
Infrastructure Projects by the Project Sector, and for Other Purposes
http://www.gppb.gov.ph/laws/laws/RA_6957.pdf
Republic Act 7652 – An Act Allowing the Long Term Lease of Private Lands by Foreign Investors
http://www.chanrobles.com/republicactno7652.htm#.U37D_9KSy3k
Magna Carta for Women http://pcw.gov.ph/law/republic-act-9710
Republic Act 9208 Anti-Trafficking in Persons Act: A briefer http://www.pcw.gov.ph/publication/republic-
act-no-9208-briefer
Harmonized Gender and Development Guidelines http://www.neda.gov.ph/?page_id=1081
Republic Act 7877 An Act Declaring Sexual Harassment Unlawful in the Employment, Education or
Training Envi- ronment and for Other Purposes
http://www.ecop.org.ph/downloads/presentations/march20/RA-7877-Anti-Sexual-Harassment-Law.pdf
Department of Environment and Natural Resources- Department Administrative Order (DENR-DAO) 25
http://www.psdn.org.ph/chmbio/dao25.html
News Releases: DOT and DENR Bare Ecotourism Strategy and Action Plan
http://www.tourism.gov.ph/Pages/DOTandDENRbaresecotourismstrategyandactionplan.aspx
Republic Act 8749. Clean Air Act http://www.emb.gov.ph/mmairshed/Policies/ra8749-
clean%20air%20act.pdf
Solid Waste Management http://www.emb.gov.ph/laws/solid%20waste%20management/ra9003.pdf
Other Environment-related Laws
http://www.pcsd.ph/Related%20Laws/republic_acts/ra9147.htm
http://www.pcsd.ph/Related%20Laws/republic_acts/ra9072.htm
http://www.lawphil.net/statutes/presdecs/pd1977/pd_1219_1977.html
http://www.gov.ph/downloads/1998/02feb/19980225-RA-8550-FVR.pdf
http://www.denr.gov.ph/policy/basicpol/envcode/pd984.pdf
http://www.coastguard.gov.ph/index.php/related-laws/189-presidential-decree-no-600
http://www.lawphil.net/statutes/presdecs/pd1976/pd_1067_1976.html
http://www.emb.gov.ph/eeid/2010/factsheet/RA%209275.pdf

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