Philippine Tourism Guidebook For Local G PDF

TOURISM Guidebook
FOR LOCAL GOVERMENT UNITS

Copyright 2014
By Department of Tourism
Department of the Interior and Local Government Getting started...
Department of Environment and Natural Resources
Development Academy of the Philippines
Do you think your city, municipality, or province has potential for tourism
development that you want to harness?
This knowledge product is produced through the collaboration among the Department
of Tourism (DOT), Department of the Interior and Local Government (DILG) and Is tourism a thriving industry in your locality and you want to take better
Department of Environment and Natural Resources (DENR) with the funding support advantage of it?
provided by the Government of Canada thru the Local Governance Support Program for
Local Economic Development (LGSP-LED) project and the United Nations Development
Do you currently observe undesirable impacts of tourism in your area that
Programme (UNDP) thru the Biodiversity Partnership Project (BPP) and the Center for
Governance of the Devepopment Academy of the Philippines (DAP). you want to manage or control?
Please direct your subscription and inquiries to the:

Then this Tourism Guidebook is for you.
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
mysay@tourism.gov.ph
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.
Acknowledgment
Acknowledgment
Acknowledgment
Development Academy of the Philippines
Project Management Team

The development of this Tourism Guidebook would not have been possible without the initiative and Magdalena L. Mendoza Senior Vice President for Programs
collaboration of the Department of Tourism, Department of the Interior and Local Government, and Imelda C. Caluen Managing Director, Center for Governance
Department of Environment and Natural Resources, with vital funding support provided by the Lilibeth L. Coronado Project Supervising Fellow
Government of Canada thru the Local Governance Support Program for Local Economic Development Kim Dyan A. Calderon Project Manager
(LGSP-LED) project and the United Nations Development Programme (UNDP) thru the Biodiversity Eugen R. Bunao Deputy Project Manager
Partnership Project (BPP). Ashley May Alison M. Monsanto Project Staff
This project owes its completion to the following members of the Technical Working Group (TWG) Writers
for the Development of Tourism Guidebook for Local Government Units and to the consultants and Julie Catherine D. Paran, PhD.
project staff from the Development Academy of the Philippines. Donna Paz T. Reyes, PhD.
Rodrigo P. Millares, Jr.
Kim Dyan A. Calderon
Lilibeth L. Coronado
Peer Reviewer
Tourism Development Planning Architect Maria Lisa V. Santos
Rolando Caizal- Assistant Secretary
Copy Editor
Office of Tourism Planning, Research and Information Management Jeremaiah M. Opiniano
Milagros Say Officer-in-Charge
Warner M. Andrada- Chief, Planning and Product Development Division Graphics and Lay-out Artist
Leni I. Pajarillo- Project Officer, Planning and Product Development Division Rodolfo R. Dela Cruz
Department of the Interior and Local Government Donors

Bureau of Local Government Development Government of Canada through the Local Governance Support Program for Local
Anna Liza F. Bonagua, Career Service Executive Eligible (CSEE) - Director Economic Development (LGSP-LED)
Dennis D. Villaseor - Assistant Director
Francis E. Gentoral Field Director
Maria Matilde Go - Division Chief, Local Fiscal Resource Development Division
Ramon A. Alampay, PhD. Program Manager
Luzviminda L. Fortaleza - Local Government Operations Officer V
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
Biodiversity Management Bureau Joy Reyes-Eugenio - Project Officer
Theresa Mundita S. Lim - Director
Meriden E. Maranan - OIC-Chief, Nature Recreation and Extension Division
Rochelle Cervantes Ecosytems Management Specialist II
List of Acronyms and Abbreviations
Acknowledgment
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:
AIP Annual Investment Plan
Provincial Government of Batangas ASEAN Association of Southeast Asian Nations
City Government of Lipa BLGD Bureau of Local Government Development
Municipal Government of San Nicolas BMB Biodiversity Management Bureau
Municipal Government Lobo BOT Build-Operate-Transfer
Municipal Government of Nasugbu BP Business Plan
Municipal Government of Mabini BPP Biodiversity Partnership Project
CDP Comprehensive Development Plan
Provincial Government of Bohol CDs Cluster Destinations
City Government of Tagbilaran CENRO Community Environment and Natural Resources Office
Municipal Government of Panglao CESO Career Service Executive Officer
Municipal Government of Catigbian CIDA Canadian International Cooperation Agency
Municipal Government of Tubigon CLUP Comprehensive Land Use Plan
Municipal Government of Pilar CPDO City Planning and Development Office
Municipal Government of Maribojoc DA Department of Agriculture
Municipal Government of Danao DAO Department Administrative Order
Municipal Government of Dauis DAP Development Academy of the Philippines
DAR Department of Agrarian Reform
Provincial Government of Davao del Norte DBM Department of Budget and Management
City Government of the Island Garden City of Samal DDF Destination Development Framework
Municipal Government of New Corella DENR Department of Environment and Natural Resources
DFA Department of Foreign Affairs
Provincial Government of Compostela Valley DILG Department of Interior and Local Government
Municipal Government of Mabini DILG Department of the Interior and Local Government
Municipal Government of Nabunturan DOF Department of Finance
DOT Department of Tourism
Provincial Government of Negros Occidental DOT-ROs Department of Tourism-Regional Offices
City Government of Bacolod City DRRCCA Disaster Risk Reduction and Climate Change Adaptation
City Government of Bago DRRM Disaster Risk Reduction and Management
City Government of Talisay DRRMC Disaster Risk Reduction Management Council
City Government of Sagay EDP Economic Development Plan
City Government of Sipalay EIA Environmental Impact Assessment
City Government of Silay ELA Executive Legislative Agenda
City Government of San Carlos EO Executive Order
City Government of Victorias ETC European Travel Commission
City Government of Kabankalan GAD Gender and Development
Municipal Government of Pulupandan GAM Goal Achievement Matrix
Municipal Government of Don Salvador Benedicto GIS Geographic Information System
Municipal Government of Calatrava GREAT Women Gender Responsive Actions for the Transformation of Women
Municipal Government of Murcia 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 TDP Tourism Development Plan
LPC Local Planning Committee TEZs Tourism Enterprise Zones
LPDO Local Planning and Development Officer TIEZA Tourism Infrastructure and Enterprise Zone Authority
LTO Local Tourism Officer TOWS Threats, Opportunities, Weaknesses and Strengths
M&E Monitoring and Evaluation TPC Tourism Planning Committee
MC Memorandum Circular TS Tourism Site
MCW Magna Carta of Women TSMLGU Tourism Statistics Manual for Local Government Units
MGB Mines and Geosciences Bureau TWG Technical Working Group
MICE Meetings, Incentives, Conventions and Exhibitions UNDP United Nations Development Programme
MPDO Municipal Planning and Development Office UNWTO United Nations World Tourism Organization
MRF Materials Recovery Facility USAID United States Agency for International Development
NAIA Ninoy Aquino International Airport USP Unique Selling Point
NEDA National Economic Development Authority WTO World Tourism Organization
NGA National Government Agency WTTC World Travel and Tourism Council
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 Peoples 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
Strategic Destination Areas (SDAs) are a group of priority TDAs that are adjacent to each
Introduction
Introduction
Introduction
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;
Tourism comprises the activities of persons travelling to and staying in places outside their usual
area geographically large enough to allow different forms of tourist development to co-exist, for
environment for not more than one consecutive year for leisure, business and other purposes not
example including particular areas for nature tourism only, other areas for more intensive use;
related to the exercise of an activity remunerated from within the place visited.
1
and, capable of being promoted as stand alone destination in the market place. 4
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 Tourism contributes to the overall development of the LGU. Thus, in formulating the Local Tourism
stakeholders in local tourism development and promotion. 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
The National Tourism Act of 2009 (RA 9593) encourages LGUs to ensure they prepare and implement Comprehensive Land Use Plan (CLUP). Alignment of the Local Tourism Development Plan and LGU
a tourism development plan, enforce standards and collect statistical data for tourism purposes. Business Plan is important to ensure that development of vital tourism-related investments or business
Local tourism development plans should integrate zoning, land use, infrastructure development, the opportunities are considered.
national system of standards for tourism enterprises, heritage and environmental protection
imperatives in a manner that encourages sustainable tourism development. The plans should also Further, ensuring the linkages of the Local Tourism Development Plan with the PDPFP, CDP, and CLUP
take into account gender considerations as well as disaster risk reduction and climate change helps mainstream two major development concerns like Disaster Risk Reduction and Climate Change
adaptation principles.
2 Adaptation (DRR/CCA), which significantly impact tourism development.
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.
3
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.
Photos by George Tapan

4) Preparing for Tourism Development Plan Implementation helps you in prioritizing and
Using the Tourism Guidebook

Using the Tourism Guidebook
Using the Tourism Guidebook 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
This Tourism Guidebook has been developed as one of the support mechanisms to enhance the and private sectors to finance the ranked tourism project and show the importance of
capability of LGUs to monitor and administer tourism activities, and enforce tourism laws, rules and writing an effective tourism project proposal.
regulations in their respective jurisdiction. 5
6) Monitoring and Evaluating the Tourism Development Plan presents a simplified
The Provincial, City and Municipal Tourism Officers can benefit a lot from this Guidebook given discussion of monitoring and evaluation (M&E) and recommends simple tools on
their responsibilities in the local tourism development. Local Tourism Officers play a central role doing M&E.
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.6 Being 7) Managing the Impacts of Tourism helps you identify and analyze the positive and
the coordinator for all these activities, the Tourism Officer should be able to have good grasp of the negative impacts of tourism and teaches you how to manage the impacts by enhancing
fundamental concepts and process of tourism development. the positive and minimizing the negative impacts.
The Provincial, City and Municipal Planning and Development Officers can also use the Guidebook to 8) Developing Tourism Products and Marketing the LGU Destination aids you in
properly integrate tourism development into the larger context of the land use and comprehensive understanding how tourism products are developed and promoted to attract visitors.
development of their respective LGUs. They should also work closely with the tourism officers to It will also orient you on tourism marketing and promotions techniques.
ensure that planning standards are considered and other development concerns are addressed in
the implementation of tourism programs and projects. 9) Institutionalizing Tourism Standards assists you in understanding existing national and
international tourism standards and encourage you to develop your own local standards
Tourism development in the localities is not the sole function of the LGU as it requires concerted based on local situation.
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 10) Organizing a Local Tourism Office helps you understand the legal framework in
that they can fully participate in each phase of local tourism development from planning, organizing a local tourism office as it also suggests possible roles and functions of a local
implementation, and monitoring and evaluation. Tourism Officer.
This Tourism Guidebook is divided into two major parts: 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
The guide in Formulating the Local Tourism Development Plan (TDP) contains policies as well as on development planning, the environment, gender and other issues.
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.
1
United Nations World Tourism Organization. 2007. Understanding Tourism: Basic Glossary, Retrieved from media.unwto.org/en/content/understanding-tourism-
basic-glossary on November 7, 2013.
2
RA 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.
3
RA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared Responsibilities Of National And Local Governments, Section 35. Coordination
between National and Local Governments.
4
DOT and JBIC, 2007. Sustainable Tourism Management Plan for the Central Philippines. Final Report.
5
RA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared Responsibilities Of National And Local Governments, Section 41. Local Government
Capabilities Enhancement.
6
RA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared Responsibilities Of National And Local Governments, Section 42. Tourism Officers.
Formulating the Local
Tourism Development Plan
Tabl e of Contents
Who should be involved in tourism planning? 1 Annex A: Work Plan Worksheet 33

What are the steps in tourism planning? 4 Annex B: Site/Attraction Evaluation Worksheet 34
Where are you at present? 5
Site Evaluation
Annex C: Site Prioritization Worksheets 36
Problem Identification Annex D: Site Prioritization Evaluation
Problem Analysis Summary Worksheet 43
What do you want to achieve? 13 Annex E: Site Prioritization Ranking Worksheet 44
Goals and Objectives Annex F: Problem Identification Worksheet 45
What paths do you take? 21 Annex G: Tourism Goals, Targets And Success
Strategies Indicators Worksheet 46
Types of Tourism Strategies
Tourism Circuits Annex H: Worksheet 7: Swot Analysis Worksheet 47
Developing Destination Themes Annex I: Scenario-Planning Worksheet 48
What tools can be used in strategy formulation?
Annex J: Tourism Circuit/Cluster Worksheet 49
What actions need to be done? 26
What are programs, projects and activities? Annex K: Project Identification Worksheet 50
What tools can be used for project identification? Annex L: Worksheet For Program, Projects
Identifying Programs and Projects within a Circuit And Activities Identification Within Circuits 51
How will you measure progress? 28 Annex M: Monitoring And Evaluation
Why is packaging your plan Important? 29 Strategy Worksheet 52
References 30-31 Annex N: Tourism Plan Implementation
Monitoring Worksheet 53
Formulating the Local Tourism Development Plan
This Main Section of the Tourism Guidebook:
List of Examples
1. Presents a step-by-step guide to formulating a Tourism Development Plan for
Example 1: Executive Order Creating the Local Tourism Planning Committee local destinations;
Example 2: Work Plan 2. Showcases examples to aid users in developing elements of the TDP; and
Example 3: Site/Attraction Evaluation of Chocolate Hills 3. Provides templates, tools and tips to simplify and facilitate plan formulation.
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
Who should be involved in
Example 11: Scenario Planning for PIDWWO
Example 12: Tourism Goals, Targets and Success Indicators
Tourism Planning?
Example 13: Sector Goals, Objectives, Targets and Success Indicators
Example 14: Objectives Analysis: Primary Tourism Resource (Coral Reefs) Protected. While the LGUs have primary responsibility for tourism in their jurisdictions, the tourism industry
Example 15: Translating Problems into Objectives benefits if planning becomes a multi-sectoral collaboration, involving various stakeholders in the
Example 16: Sebay Central Resort Price-based Strategy locality. Ideally, a Tourism Planning Committee (TPC) should be created under the Local Development
Example 17: Turtle Surf Camp Differentiation Strategy Council (LDC), the LGUs mandated planning body, to ensure that the plan is adopted. The local
Example 18: Davao City Hybrid Strategy legislative body or the Sanggunian, should also be represented early on in the planning process to
Example 19: The Province of Bohol Focus Strategy help secure the plans 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
Example 20: The Bohol Countryside Tour
the committee. Box 1 defines the important role of the tourism council in the sectors development.
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 It is suggested that the committee be composed of the
Examples 24: Identification of Tourism PPAs following officials and representatives:
Examples 25: Identifying PPAs Within Circuits
Box 1
Local Tourism Councils
Examples 26: M&E Strategy Local Chief Executive
In 1995, DILG issued Memorandum Circular (MC) Tourism Council (private sector representative)
No. 95-162, encouraging Local Chief Executives (LCEs) Tourism Officer
List of Tables to organize Tourism Councils in their jurisdictions, Local planning and development coordinator (LPDC)
composed of government and private sector
Table 1: Guide Questions to Tourism Planning Sangunnian Chairperson for tourism development
representatives to:
Local agriculturist (if the LGU plans on venturing into
Table 2: Steps in Conducting Site Evaluation
formulate programs and recommendations to farm tourism)
Table 3: Steps in Problem Analysis Peoples Organization working in tourism areas
Table 4: Steps in Objectives Analysis develop local tourism facilities and attractions
Womens organization involved in tourism
Table 5: Steps in Developing Tourism Clusters/Circuits tapping local resources and funds;
Non-government organization (NGO) working
assist in the regulation and supervision of
in tourism
tourism-oriented establishments thereby ensuring Barangay Captains of barangays with tourism
List of Boxes wholesome and clean tourism activities; attractions
Box 1: Local Tourism Council assist in monitoring the implementation of the LGC Academe
Box 2: Scenario Building Options on the matter of licensing of tourism establishments Department of Tourism Regional Office (DoT-RO)
Box 3: Components of a Tourism Cluster/ Circuit in the locality to ascertain safe and enjoyable stay of Department of the Interior and Local Government
Box 4: Recommended Contents of the Tourismm Development Plan travelers; and Local Government Operations Officer (DILG LGOO)
strictly enforce sanitary standards in public restrooms Local Department of Environment and Natural
frequented by public utility vehicles and tourist Resources (DENR)
List of Figures transport services, i.e. gasoline stations, restaurants Philippine National Police (PNP)
along main highways and bus stops.
Disaster Risk Reduction Management Council
Figure 1: Problem Analysis: An Example (DRRMC)
Figure 2: Link between Goals and Objectives Transport sector
Figure 3: Tourists Entertained by PIDWWO from 2003-2010 All DILG Regional Directors (RD) are also tasked to
Protected Area Superintendent (PASU), when there
disseminate this MC to LGUs and provide the needed
Figure 4: Sample Objectives Analysis technical support on the matter if requested. is a NIPAS area located within the locality
Figure 5: HIPADA Eco-Cultural Circuit, Province of Surigao del Norte 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.)
Preparing the work plan
Example 1: Executive Order Creating the Tourism Planning Committee 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
Republic of the Philippines activities. The duration for planning varies depending on the resources and requirements of the LGU. It
Office of the Governor/Mayor may take between three to six months.
Province/City/Municipality of _____________
Executive Order No. ____ A sample work plan is shown below. A pull-out worksheet is found in Annex A.
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; Example 2: Work Plan
WHEREAS, DILG Memorandum Circular (MC) No. 95-162, encouraged Local Chief Executives (LCEs) to organize Expected Output/ Persons Resource Timeframe/
Tourism Councils in their jurisdictions, composed of government and private sector representatives to Activities
Milestones Responsible Requirements Duration
formulate programs and recommendations to develop local tourism facilities and attractions tapping local
resources and funds; 1. Conduct tourism
Venue
training/workshop
Training/workshop LPDC Meals March 3 - 5
NOW, THEREFORE, I (Name of Governor/Mayor), Governor/Mayor of the Province/City/Municipality of__________, for planning
Accommodations
by powers vested in me by law, do hereby order the creation of the Tourism Planning Committee. committee
I. Functions of the committee Tourism Officer/

2. Data gathering Baseline data March 6 - 31
Planning Officer
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 Transportation
3. Site/Attraction
Meals
Evaluation and Ranked list of attractions Site evaluation team March 6 - 31
II. Composition of the Committee. The Committee shall be headed by the Venue for prioritization
Prioritization
Governor/ Mayor who shall serve as the chairperson. session
The members are the following:
Problem Analysis
Representatives from Government: 3. Situation Analysis Team leaders of groups April 1 - 11
Objectives Analysis
Member Office
Venue
(Name) 4. Planning Workshop Draft elements of the plan Tourism Officer Meals April 23 - 25
Accommodations
5. Finalization of
Representatives from Tourism Council: Goals, objectives and
Goals, objectives Team leaders of groups Meals May 2 - 15
strategies
Member Office and strategies
(Name)
6. Identification of
programs, projects, PPAs Team leaders of groups Meals May 16 - 30
and activities (PPAs)
Representatives from Civil Society:
Member Office
7. Prioritization of PPAs Prioritized PPAs LPDC Meals June 2 - 3
(Name)
8. Packaging of the tourism Packaged tourism

Tourism Officer with LPDC June 4 -13
development plan development plan
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)
3
Governor/Mayor
What are the steps in Tourism Where are you at present?

Planning? 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.
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 Planning must deal with all components of supply and ensure that these work in sync to provide a
innovation are key ingredients for success. Experimentation may also help in coming up with new strategies pleasing and memorable experience to travelers (Gunn, 1979). Gathering and analyzing past and
that actually work. A rich diversity of different approaches to tourism planning and policy may be found present information need to be undertaken for evidence-based tourism planning.
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.
Site Evaluation
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 Determining areas that have the greatest potential for tourism is critical for tourism planning. Evaluation
as either a province or a city/municipality. It is highly beneficial to plan, promote and market the whole is the act of conducting on-site investigation of criteria items using appropriate methodologies such as
province as a destination than for individual municipalities/cities to sell their areas individually. A direct observation, mapping, oral interviews, questionnaires, focus group discussions, and workshops
destination needs to have a critical mass of tourism development offering a rich variety of diverse (Sugaya, 2013).
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 Tourism Planning Committee should go through the process of evaluating and ranking sites to
The final tourism product is the totality of the tourist experience (Ibid), so that it is important to plan the determine their potential and readiness for tourism. The Committee can also benefit from the expertise
province as a destination. 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
The participation of local or host communities that will be affected by tourism development is
worksheets of the Attraction/Site Evaluation, Site Prioritization Scores Per Category, Site Prioritization
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. Evaluation Summary and Site Prioritization Ranking in Annexes B, C, D and E respectively.
The suggested steps to developing your tourism plan are: Table2: Steps in Conducting Site Evaluation
Analyze the situation
Formulate goals and objectives STEP ACTIVITY OUTPUT
Develop strategies
Identify and prioritize actions (can be programs, projects and activities) As a team, conduct on-site investigation and individually accomplish
the site/attraction evaluation worksheet found in Annex B, for all sites Site/attraction evaluation sheet
Develop a monitoring and evaluation strategy Step 1
identified. Example 3 shows a partially accomplished Site/Attraction
Evaluation Worksheet.
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. 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 Site Prioritization Scores
Step 2
Table1: Guide Questions to Tourism Planning Beauty (Annex C.1), Historical/Cultural Value (Annex C.2), Accessibility (Annex Per Category
C.3), Availability of Basic Utilities (Annex C.4), Availability of On-Site Facilities
Steps Guide Questions (Annex C.5), Ownership of Property (Annex C.6), Quality of Sorroundings (Annex
C.7).
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?
The team then proceeds to fill out Site Prioritization Evaluation
What paths do you take? How do you get from the present tourism Summary Worksheet available in Annex D and creates a ranked list of sites for
Develop Strategies situation to the future state you desire? Step 3 Ranked list of sites
enhancement and/or development - which can be accomplished using The Site
Prioritization Ranking Worksheet found in Annex E.
Identify programs, projects and activities What will you do to implement your strategies?
Develop a monitoring and evaluation strategy How do you measure progress?
4 5
Formulating the Local Tourism Development Plan Example 3: Site/Attraction Evaluation of Chocolate Hills Criteria 6. Ownership of Property

Characteristics 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
Under CARP or CARPable 1 5
Site Classification Existing
____________________________________________ Ancestral domain/land claimants 1 5
(Existing/Emerging/Potential)
Travel Time (From Tagbilaran Approximately 1 hour

____________________________________________ Criteria 7. Quality of Surroundings
to Chocolate Hills)
Instructions: If the site possesses the given characteristics to the highest degree, this is given Landfill/ 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
Beatiful vista/ view 5 1
Criteria 1. Uniqueness and Natural Beauty 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 Source: 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
UNIQUENESS AND NATURAL BEAUTY
Criteria 2. Historical/Cultural Value
Uniqueness Natural/ Recognized by
Characteristics Least Most Site/Attraction Location Beauty Total Score
Attraction Undisturbed DOT
Built Heritage (50 years or above) 1 2 3 4 5
Festivals 1 2 3 4 5
Chocolate 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 1 2 3 4 5
Site 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

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

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
6 7
Example 5: Site Prioritization Evaluation Summary
Problem Identification

Uniqueness/ Historical/ Availability Availability
Site/ Ownership Quality of Total
Natural Cultural Accessibility of Basic of Onsite
Attraction of Property Surroundings Score
Beauty Value Utilities Facilities 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
Chocolate undertaken in Supplemental Reading 1 Profiling the Local Tourism Industry. Alternatively, problem
18
Hills
identification can also be done once you have prioritized a circuit for development.
Site 1 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.
Site 2
Site 3 Example 7: Problem Identification Matrix
Site/ Attraction/
Site 4 Component Problems/Issues
Circuit
Site 5 Pamilacan Island Activities Activity is limited to dolphin and whale watching.
Environment
Natural
Solid waste is not managed; Improper waste
Social
disposal
Economic
There are no regular transport services to the site

which makes travel to the area very expensive;
Transportation (to and from site)
Transport is incorporated with the dolphin and
whale watching tour.
Electricity in the island is present only six hours a

Other infrastructure
day
Accommodations Basic accommodation facilities
There are no restaurants/food establishments in

Other facilities and services
Example 6. Site Prioritization Ranking the island
Site/Attraction Total Points Ranking The community-based organization managing the

Institutional dolphin and whale watching tour has dwindling
Chocolate Hills 98 1 membership
Site 1 Note: The problems/issues identified are for instructional purposes only, and may not necessarily reflect the real situation of the site.
Site 2
Site 3
Site 4
Site 5
8 9
Problem Analysis What do you want to achieve?

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 It is difficult to accomplish anything without a plan. A necessary step in planning is to identify goals
situations and its output can be used in pinpointing goals, objectives, programs, project and and objectives for tourism. Simply put, goals and objectives are statements of what you want to
activities. The step-by-step guide to doing PA is found below. 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.
Table 3: Steps in Problem Analysis
The most obvious tourism goals are economic in character. However, your goals must go beyond
Define the problem in the way of tourism development. As a guide, you can ask the question: What negative increasing tourist arrivals and profit making. Balancing economic, social, and environmental goals are
Step 1
thing do you see happening? Problems should be expressed and formulated as negative conditions.
important in tourism planning. Setting goals to conserve, protect and rehabilitate the natural
Collect data pertaining to the problem.
What proof do you have that the problem exists? environment is especially important since most tourism is highly dependent on the state of the natural
Step 2 How long has the problem existed? resource of an area.
What is the impact of the problem?
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
Step 3 the causes below the problem. As a guide, you can ask the question:
Why does the problem exist? 3Ps Approach to Tourism
Planning should adopt the 3Ps approach - Tourism for People, Planet and Profit
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
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. Goals and Objectives
Source: Adapted from MindTools.com, 2013; Pabalan, Paran and Caluen, 2004.
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
Example 8: Problem Tree Analysis - Destruction of Primary Tourism Resources 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
Effect
Decreasing tourist Planning Commitee focus on a set of interventions that best contribute to their realization.
arrivals
Example 9: Link between Goals and Objectives

Destruction of primary tourism
Problem
resource (coral reefs)

What do we Goal:
want to Increased tourist
achieve in arrivals
Destructive Poor fishing the long
Careless boating, Algal bloom
snorkeling and diving Fishing practice term?
(Muro-ami)
Cause
What do we
want to Objective 1: Objective 2: Objective 3:
Pollution from Pollution from

achieve in
the short to
Improved access
to tourism
+ Improved quality
of tourism
+ Improved
tourist facilities
liquid waste solid waste medium attractions products and services
term?
Scenario 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). There are two ways of looking at how the future may evolve for tourism
Scenario Building
Box 2
One may choose to construct: in your areas, namely 1) forecasting; and 2) scenario planning.
Tourism goals should not divert but rather contribute to the sustainable development of the locality. Forecasting shows where you are headed if you stay on the current
Tourism, although part of the economic sector, must cover the three sectors, namely: economic, social and exploratory scenarios with
a few different futures to course. It tries to predict the future by extrapolating from the present
environment. Tourism should make a major contribution to improving living conditions of communities and assuming that existing trends will continue. In tourism however, it
highlight the different
within or near attractions. In identifying goals and objectives, the well-being of host communities need relationships between factors is more beneficial to visualize scenarios of the future. Scenario planning
to be taken into account. under different logics, or allows understanding of your environment and what it means through
normative scenarios, often with alternative views of the future. Scenarios identify significant events,
only one desired future. This is main actors and their motivations, and convey how the world functions.
Success Indicators sometimes done as a consensus
- building exercise. However, if
They are based upon possibilities that are grounded in current
knowledge and experience. These provide the basis for action (Yeoman,
consensus becomes difficult, it Pearce and Moriarty, n.d.).
Success indicators (SI) measure the extent of achievement of desired results. They are needed for both may be beneficial to start with
goals and objectives. They measure performance qualitatively or quantitatively. There is a need to develop an undesired future since it
measures that matter those which provide and deepen stakeholders understanding of success and is often easier for everyone to It 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 is 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 Scenarios 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 relationships 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.
Scenario construction is useful in situations where the past or present is unlikely to be a guide for the
Targets future, specifically when:
A target is an explicit and definitive statement of a result (goal or objective) you want to achieve. It answers the problem is complex and many factors need to be considered
the question: what do you want to achieve concretely and when will it be achieved?
there is a high probability of significant change
the dominant trends may not be favorable and thus must be analyzed
Baseline Data the time-horizon is relatively long (Slocum, 2005).
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 Building scenarios should be well-informed so that realistic futures can be developed. In identifying
data answer the question: Where have you been? The data is useful in planning ahead. Supplemental trends, it is important to base your assessment on evidence rather than supposition. Ensure that trends
Reading 1 - Profiling the Tourism Industry presents a more detailed discussion on baseline data. Baseline data are built on sound foundations (Mindtools, 2014).
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

Example 10 : Scenario Building of the Pamilacan Island Dolphin and To aid you in coming up with coherent tourism goals, targets, and success indicators, fill out the
Whale Watching Organization worksheets found in Annex G.
Example 12 shows targets and success indicators per tourism goal. Example 13 on the other hand
A community-based approach to ecotourism was introduced in Pamilacan Island in 1997 to provide fishers with an
illustrates more examples of goals, objectives, targets and success indicators.
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 Pamilacans Example 12 : Tourism Goals, Targets and Success Indicators
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 Tourism Goals Targets Success Indicators
practices in tourism development all over the world. In 2001, the number of tourists engaged in whale watching was Economic
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 50% increase from 2012 baseline Number of tourists (male and
E1 Increased tourist arrivals
increasing, PIDWWO tour sales have decreased in 2007 and 2008, recovering slightly from 2009 and 2010 (Paran, by 2022 female)
2013). 50% increase from 2012 baseline Average income of host
E2 Increased income to host communities
by 2022 communities
E3 Increased tourist expenditures
Increased tourism employment in host Number of people employed in
E4 50% increase from baseline by 2022
barangay tourism (male and female)
Figure 3: Tourists Entertained by PIDWWO from 2003-2010
Social
50% increase in access to electricity

Improved well-being of island Number of households with
S1 of island host community from 2012
host communities access to electricity in the island
baseline by 2022
Average household income of host
S2 Increased income of host community 50% from baseline by 2022
community
Environmental/Ecological
Significant cultural heritage sites At least two significant cultural Number of cultural heritage sites
En1
conserved 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
Hectarage increased by 10% from

En3 Forest cover increased Number of hectares of forest cover
baseline
No physical damage or alterations Physical damage or alterations to

En4 Coral reefs protected to particular biodiversity from 2012 particular biodiversity observed/
baseline recorded
Example 11: Scenario - Planning for PIDWWO
Situation Scenario Goal Strategies Natural condition of biodiversity No physical damage or alterations Physical damage or alterations to
En5 maintained/protected to particular biodiversity from 2012 particular biodiversity observed/
mangrove/seagrass/seaweed cover baseline recorded
Tourist arrivals in the island has been Intensifying competition Increased number of tourists Diversify ecotourism
increasing but PIDWWO has been from private sector in entertained by PIDWWO by products to be offered by Number of tour packages
losing out to competitors from Bohol Bohol Mainland 100% from its 2010 level by PIDWWO Increased awareness on biodiversity At least 20% of tour packages in
En6 incorporating environmental
mainland and Panglao 2016 conservation by visitors/tourists the LGU
education and nature interpretation
Social media and the Invest in marketing through
PIDWWO product has been mainly internet is becoming an social media and the
whale and dolphin watching increasingly important internet
marketing medium for
Barangay government has accredited tourism
members of the Pamilacan
community as snorkeling guides
of marine sanctuary
Marketing of PIDWWO is limited to

word of mouth while competitors
have website

Example 13: Sector Goals, Objectives, Targets and Success Indicators
What tools can be used for goal and
Result Sector Goals Targets Success Indicators
objective setting?
Economic
Increased income of host Average household income of

The Objective Analysis (OA) is a handy and versatile tool that can be used for goal and objective
Goal 50% increase from baseline by 2022 setting. A well examined problem can provide a good starting point to identifying goals and
community host community
objectives. Likewise, the analysis can be used as basis for identifying programs, projects and activities
Improved tourism skills of host 50% of host community trained in Number of trained community that contribute to the achievement of desired results.
Objective
community tourism members (male and female)
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
Increased number of 100% increase in the number of Number of new tourism business
tourism-related businesses tourism businesses owned by permits issued by LGU into what ails tourism in their areas using a problem tree and objective tree. Well-articulated problem
owned by community community members 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.
Environment
Significant cultural heritage sites At least two significant cultural Number of significant cultural
Goal
conserved heritage sites heritage sites protected by
legislation
Table 4: Steps in Objectives Analysis
Cultural heritage sites adapted At least three sites adapted to modern Number of cultural heritage sites Step-by-Step Guide to Objectives Analysis
Objective
to modern use use adapted to modern use
Social
Taking off from the problem analysis, convert the negative statements/conditions into positive.
Step 1
Improved well-being of island host 50% increase in access to electricity Number of households with access Form a structure showing the means-ends relationships in the form of an objectives tree.
Goal
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.
Increased access to sanitary toilet Number of households with septic

Objective 1 100% access
facilities in host island communities 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.

At least 50% of host community Number of trained community
Improved tourism skills of host
Objective 2 trained in tourism are employed by members employed due to skills
community
the industry training (male and female)
Example 14: Objectives Analysis - Primary Tourism Resource (coral reefs) Protected
What paths do you take?

Strategies
Goal
Increased tourist arrivals
Strategies are means to achieve goals and are undertaken to gain competitive advantage over rivals
(Tribe, 2005). Strategy is the direction and scope of an organization over the long term: which achieves
Primary tourism resource
Objectives
advantage for the organization through the configuration of resources within a changing environment,
(coral reefs) protected
to meet the needs of markets and to fulfill stakeholders expectations (Johnson and Scholes, 2001: 10 in
Tribe, 2005)
Development of Development of The tourism products to be offered by a destination can be underpinned by a strategy (Dredge and
ordinance banning diving, snorkeling, and
destructive and poor
Jenkins, 2007). A well researched and realistic tourism strategy can be a very effective tool to the ad-
boating protocol
fishing practice 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 Solid Waste There are a number of steps in the development of strategy. These are (Tribe, 2005):
PPALs
septage management Management Program
system Generation of strategic options;
Evaluation of strategic options; and
Development of Selection of strategy.
ordinance establishing Liquid Waste
a solid waste 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:
cheaper than the competition;

Example 15: Translating Problems into Objectives better than the competition;
Problem Analysis Objectives Analysis cheaper and better product (Tribe, 2005).
Negative Statements Positive Statements
Components Components
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
set of criteria, such as feasibility, suitability and acceptability (Tribe, 2005).
Destruction of primary tourism Primary tourism resource (coral reefs)
Problem Objective
resource (coral reefs) protected
Careless boating, snorkeling and Programs, Projects, Activities Development of diving,

Causes The attraction of a destination arises from a mix of resources and services. Without such a mix, a place
diving and Policies snorkeling and boating protocol
will not work as a destination. The mix varies from one place to another, and this variation gives each
Algal bloom
destination its individual character its different total tourism product.
Liquid waste management (Davidson and Maitland, 1997)

program
Pollution from liquid waste Development of ordinance
establishing a septage
management system
Solid waste management program

Development of ordinance
Pollution from solid waste
establishing a solid waste
management program
Development of ordinance
Destructive fishing 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).
18
Types of Tourism Strategies

Hybrid Strategy
One can opt to adopt a hybrid strategy by providing value-added and high quality products at low
Price-based Strategy 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 fall 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
towards establishing the City as a unique, fun and preferred shopping and dining destination in the country and
The Sebay Surf Central Resort tries to gain competitive advantage by offering the lowest prices for a surfing
improving the image of Davao as a thriving destination for business and investment. Dubbed as The Big Davao
tour package in La Union. The table below shows the budget prices for a package of one-hour surfing lesson
Fun Sale!, the City takes a big tourism leap as it plays host to the first ever four-week long shopping frenzy in
with instructor, surf board rental, and 3 days/2 nights standard air conditioned room accommodation with
the Philippines with its major malls offering fantastic deals like unique activities, freebies, awards, parties and
breakfast.
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
Focus Strategy
San Juan Surf Resort 3740 3474 3520 3370 3065 3119 3724 3421 3508
The 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
Village Tour in Buenavista, the Candijay Mangrove Adventure Tour, in Rajah Sikatuna, and a variety of adventure
Differentiation Strategy 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 Cost 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.
Compatible attractions can be clustered by physical feature or by tour. A good example of clustering
The all-inclusive vacation package which provides hassle free stay provides value added over other competitors
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 a destination with high tourism potential is certain to bring together, within a cohesive geo-spatial framework,
tour product can make a good strategy. 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
Example 20: The Bohol Countryside Tour
Developing 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 Destination 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 and 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, heritage (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 Trip); 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
Table 5: Steps in Developing Tourism Clusters/Circuits
that contains religious relics dating back to the early 16th century.
Loay Backyard Industry (Loay) - Local craftsmen are seen forging bolos and other metal crafts; and making Steps Activities
traditional roofing materials out of nipa palm leaves.
Identify 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 determines 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
Usual approach is to develop secondary attractions near a major attraction so that the area is of greater
Chocolate Hills (Carmen) A major attraction in the province, the attraction has 1,268 haycock hills which turn overall importance to the tourists
brown during dry season.
Create possible circuits, based on the location of your sites. In developing circuits, make sure to consider how
Loboc-Loay River Cruise (Loboc) Lunch is served while cruising the river, with locals providing local music. The Step 3
sites are related in terms of geography, access and travel time. Identify the entry/exit points.
river is flanked with nipa palm plantation with the occasional wild ducks.
Step 4 Identify circuit themes.
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). Step 5 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, Make 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 Step 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 Step 7 Identify those which can be developed in 0-3 years, 4-6 years, and 7- 9 or more years.
serviced more efficiently. This results in gain for local businesses. More remote attraction features, however,
may require minimum services within the attraction, such as food service, toilets, and visitor centers (Gunn, Step 8 Create a summary report of your circuits using the Tourism Circuit/Cluster Worksheet in Annex J.
1979).
Tourism Circuits Components of a Tourism

Box 3
Cluster/Circuit 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. The cluster/circuit comprises
the following key components:
Attractions within the circuit should not be separated by long
distances. A visitor should be motivated to visit all the places within the Set of compatible attractions
circuit. Enroute facilities such as
restaurants, restrooms, etc.
Tourist circuits are used as a strategy to increase the total number of Transport infrastructure
visits to all the destinations within the circuit as well as provide tourists and services
with a more rewarding experience and value for money by providing a Service center which
mix of attractions and activities in a destination. provides accommodations,
and other needs of the
Develop principal packages based on distinctive elements of the tourist
destination, and the market which you want to attract (e.g., adult,
family or short-stay market as against long- stay market).
23

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) S-O Strategies W-O Strategies
- Ecotourists on the rise Develop new tourism products Development of

worldwide with eco-cultural theme community-based ecotourism
packages for small islands
THREATS (T) S-T Strategies W-T Strategies
- Neighboring province sells Develop eco-cultural tourism

Source: Surigao del Norte Sustainable Tourism Plan, 2006 - 2015 dolphin watch ecotour at a very circuits that include small islands
low price. as part of the tour package
- Similar island resources with
neighboring province (corals)
25

Example 23: Relationship of Goals and Strategies Example 24: Identification of Tourism PPAs
Sector Goal Sector Objectives Strategy Goal Objectives Strategy Programs/Projects/Activities
Tourism planning for host
Increased income of host island Improved tourism skills of host island Develop community-based ecotourism
Increased income Develop community-based barangay
communities community packages for small islands Improved tourism skills of host
of host island ecotourism packages for Product development workshop
island community
communities small islands Tour guiding seminar
Increased number of tourism-related Pilot testing of product
businesses owned by host island
community Increased number of
tourism-related businesses Homestay program
owned by host island Microcredit program
community
What actions need to be done?

Identifying Programs and Projects
Planning helps stakeholders focus the use of limited resources on priority actions (programs, projects
and activities) that can best contribute to desired results. within a Circuit
If the LGU opts to adopt the circuit strategy and have identified and prioritized a circuit, identifying
What are programs, projects and activities? 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.
Programs, projects and activities (PPAs) are means towards the achievement of results (Goals and If the LGU has identified several circuits for development, it is more prudent for the LGU to develop them
Objectives). A project is defined as an undertaking that involves the use of resources (e.g., human in stages. Tag circuits can be developed in the short (0-3 years), medium (4-6 years) and long term (7-9
resources, money), addresses a well-defined purpose, undertaken within a specific timeframe, with a years). The timetable for development can be included as criteria for choosing priorities.
start and an end. A program on the other hand is defined as a package of interrelated projects.
You may find the pull-out Worksheet for Programs, Projects and Activities Identification within Circuits in
Programs and projects are classified as soft or hard. Developing successful tourism destinations Annex L.
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 You may also refer to Example 25 to guide you in filling out the worksheets.
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 Example 25: Identifying PPAs within Circuits
complicated when one undertakes a capacity building program which includes various components
Timeframe for
such as a series of training activities, to setting up the tourism office. Name of Circuit Issues and Concerns Development Programs and Projects
(in Years)
Loay Backyard Industry (Loay)
What tools can be used for project Local craftsmen are producing
identification? Bohol Countryside

low-quality products (i.e. bolos
and other metal crafts).
Products produced by the 0-3
Product development workshop
Skills training
Training on Basic Tourism and Tourists
Tour
craftsmen are limited and Receiving
lacked variety.
The Problem and Objectives Analyses are practical tools that can be used in identifying PPAs. With Craftsmen are not used to
proper analysis of social, economic, and environmental issues and concerns facing the local receiving tourists (seeming
tourism industry, and a little creativity, the Tourism Planning Committee can identify PPAs that can uncouth behavior)
address them.
Notes:
The project identification matrix can help you align your programs, projects and activities with the 1. 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
Why is packaging your plan

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. important?
Packaging puts a face and identity into your tourism plan. It affects the marketing of your plan to
potential donors who can help in providing funding requirements for the programs, projects and
How will you measure progress? 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.
Naming 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 to your plan document. For example, the Province of Surigao del Norte named its document Surigao
its goals and objectives? It is thus important that a monitoring and evaluation mechanism must be put in del Norte Sustainable Tourism Plan, demonstrating the principle that guided the planning team in
place. developing the plan.
Monitoring and Evaluation (M&E) is a management tool that informs all tourism stakeholders about the Another important concern is the contents of the tourism plan. More often than not, local government
efficiency and effectiveness of strategies, programs, projects and activities that have been implemented in units put too many information in the document, which can make it thick and confusing. The rule is to
the destination. Evaluation results can be useful in replicating successes and correcting mistakes, and can 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 Recommended Contents of the Tourism Development Plan
Box 4
integral part of the planning phase. The M&E mechanism serves as the perfect ending for your local TDP,
Tourism Council Resolution endorsing the Tourism Development Plan
which starts with goals and proceeds up to programs, projects and activities. See Example 26 below as well Sanggunian Resolution/Ordinance adopting the Tourism Development Plan
as worksheets found in Annex M (Monitoring & Evaluation Strategy Worksheet) and Annex N (Tourism Plan Location Map
Implementation Worksheet). Meanwhile, Supplemental Reading 6 - Monitoring and Evaluating the Tourism Introduction
Development Plan further explains M&E.
1. Tourism Profile
a. Existing tourism attractions, products and activities
b. Existing tourism markets
c. Accommodations
Example 26: M&E Strategy d. Other tourist facilities and services
Data Source i. Tour and travel operation
Goals & Success Targets per Collection ii. Restaurants and other food establishments
to Assess Frequency Responsibility
Objectives Indicator Indicator Methods iii. Shops
Performance
iv. Banks
Increased number Number of 100% increase in Business Permit Document Every three Local Planning and v. Tourist information offices
of tourism-related business permits number of tourism and Licensing review years Development Office vi. Personal services (e.g. barber shops)
businesses owned issued by LGU related businesses Office and Tourism Office vii. Health facilities
by host with owners from owned by
e. Transportation (transportation access into the area and internal
community host community community
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
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
29
References References

British Tourist Authority. Why Does Value Matter? 2003. Site Attraction Evaluation Sheet.
http://www.visitbritain.org/britaintourismindustry/tourismaffairs/value/
Site Prioritization Scores Per Category.
Davidson, Robert and Robert Maitland. Tourism Destinations. London: Hodder and Stoughton, 1997.
Slocum, Nikki. Participatory Methods Toolkit: A practitioners manual. Edited by Stef Steyaert and
Doswell, Roger. Tourism: How effective management makes the difference. Herve 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: Sugaya, 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. Tribe, 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. Tribe, 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 Facilitators 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.
31
Tourism Guidebook for Local Government Units Formulating the local tourism development plan

Annex A: Work Plan
Expected Output/ Persons Resource Timeframe/

Activities
Milestones Responsible Requirements Duration
Annexes
pull-out worksheets
33
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 B: Site/Attraction Evaluation
Province/City/Municipality ____________________________________________ Criteria 5. Availability of Onsite Facilities

Site/Attraction ____________________________________________ Characteristics Least Available
Site Classification ____________________________________________ Clean 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
Other activity facilities (picnic huts, pool, sports facilities, etc.) 1 2 3 4 5
to
____________________________________________ 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 Criteria 6. Ownership of Property
site possessing least/none of the characteristics is given a value of 1.
Local government owned 5 1
Criteria 1. Uniqueness and Natural Beauty Privately owned/managed/leased 1 5
Under CARP or CARPable 1 5
With tenants/residents 1 5
Unique attraction one of a kind (natural/man-made/cultural) 1 2 3 4 5
Ancestral domain/land claimants 1 5
Natural/Undisturbed 1 2 3 4 5
Criteria 7. Quality of Surroundings
Landfill/dumpsite 1 and 5 1 5
Criteria 2. Historical/Cultural Value Mining site 1 5
Informal settlements 1 5
Beautiful vista/view 5 1
Built Heritage (50 years or above) 1 2 3 4 5
Presence of support services 5 1
Festivals 1 2 3 4 5
(Surroundings refer to areas which are within 5 kilometers radius from the site.)
Culinary experience 1 2 3 4 5
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
Natural/Undisturbed 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
35
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 C: Site Prioritization
Annex C.1: UNIQUENESS AND NATURAL BEAUTY Annex C.2: HISTORICAL/CULTURAL VALUE
Built Heritage
Uniqueness Natural/ With Tourism Recognized Culinary
Site/Attraction Location Beauty Total Site/Attraction Location (50 years and Festivals Museum Total
Attraction Undisturbed Activity by DOT Experience
above)
37
Annex C.3: ACCESSIBILITY Annex C.4: AVAILABILITY OF BASIC UTILITIES
Regular/ Com-
Communications Solid Waste
Type of Accessible all mercial Transpor- Distance from Distance from Type of Clean Water Drainage/ Sew- Total
Location Total Points Location Power (Internet, Management
Attraction year tation Services Service Center Town Center Attraction Supply erage System Points
telephone) System
Available
39
Annex C.5: AVAILABILITY OF ON SITE FACILITIES Annex C.6: OWNERSHIP OF PROPERTY
Privately Ancestral
Clean and Safe Good Clean and Other Directional & Local
Type of Total Type of Owned/ Under CARP With Tenants/ Domain/ Total
Location Restrooms for Accommodation Quality Food Activity Information Location Government
Attraction Points Attraction Managed/ or CARPable Residents Land Points
Women and Men Facilities Service Facilities Signage Owned
Leased Claimants
41
Annex C.7: QUALITY OF SURROUNDINGS Annex D: Site Prioritization Evaluation Summary
Uniqueness/ Historical/ Availability Availability

Presence Site/ Ownership of Quality of Total
Type of Landfill/ Informal Beautiful Total Location Natural Cultural Accessibility of Basic of Onsite
Location Mining Site of Support Attraction Property Surroundings Score
Attraction Dumpsite Settlements vista/view Points Beauty Value Utilities Facilities
Service
43
Annex E: Site Prioritization Ranking Annex F: Problem Identification
Site/Attraction Total Points Ranking

Site/ Attraction/ Circuit Component Problems/Issues
45
Annex G: Tourism Goals, Targets and Success Indicators

Annex H: SWOT Analysis
Tourism Goals Targets Success Indicators
STRENGTHS WEAKNESSES
Economic
E1
E2
E3
E4
Opportunities Threats
Social
S1
S2
Environment/ Ecological
En1
En2
En3
En4
En5
En6
47
Annex I: Workshop 8: Scenario-Planning Annex J: Tourism Circuit/Cluster
Name of the Circuit:

Situation Scenario Goal/ Objectives Strategies
Circuit Theme:
Duration:
Target Market:
Circuit Components/ Enroute Facilities Frequency and Type

Possible Activities Service Center
Tourist Attractions & Services of Transport Service
49
Annex L: Program, Projects and Activities Identification within Circuits

Annex K: Project Identification
Goal Objectives Strategy Programs/Projects/Activities Timeframe for

Name of Circuit Issues and Concerns Programs and Projects
Development (in Years)
51
Annex M: Monitoring and Evaluation Strategy Annex N: Tourism Plan Implementation
Data Source to
Goals & Success Targets per Collection Annual/End-of-Term Accomplishment Report
Assess Frequency Responsibility
Objectives Indicator Indicator Methods Municipality of ________________
Performance
Programs, Outcome/
Beneficiary Coverage Project Actual
Projects, Output Target Accomplishment Remarks
Sector Area Cost (Php) Disbursement
Activities Indicators
53
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
Supplemental reading 1 Profiling the Local Ttourism Industry
Supplemental reading 1 Profiling the Local Tourism Industry

Accomplish the following forms and templates provided to complete the inventory of your LGUs
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
If you are already using the DOT-JICA Tourism Statistics Manual for Local Government Units, you may
Prepare a profile of tourists and visitors in the locality.
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, its more fun in the Philippines! Box 1. Basic LGU Information
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 Name of LGU: _______________________________________________________
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 Province:_______________________ Region:_________________________
solved and minimized.
Population:_____________________ Land Area:______________________
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 Number of barangays:____________ Ethnic groups:___________________
components (Inskeep, 1999):
Religions:______________________ ___________________
Transportation ______________________ ___________________
Tourist attraction and activities
Language/s spoken: ________________________________________________
Accommodation
Other tourist facilities and services
Major economic activities:___________________________________________
Institutional elements Local Government Officials

Other infrastructure
Mayor:_______________________________________
Vice Mayor:___________________________________
Sanggunian Bayan/Panlungsod/Panlalawigan Members:

Figure 1. Components of the Local Tourism Industry
____________________________ ____________________________
estic &
International Tourist Market G
roup ____________________________ ____________________________
Dom Tourist Attractions s
and Activities
____________________________ ____________________________
Transportation Accommodation
Natural and
Socioeconomic ____________________________ ____________________________
Other Environment Other Tourist
Infarastructure Facilities and
Services Tourism Officer:_________________________________________
Institutional
R es
iden Elements tie s Planning and Development
ts Use acili
of Tourist Attraction and F
Coordinator:____________________________________________________
Source: Inskeep, 1999
-1 -2

Profile of Tourism
Resources 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
Example of a Local Tourism Map is provided below.
worksheet for you to fill out in Annex B.
Example 1. Tourism Attractions and Activities

Example 1. Tourist attractions and activities Example 2. Local Tourism Map
Category Attraction Location Activities
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 Church visitation;
Paoay
museums, art museums, zoo and botanical sight seeing
gardens, aquariums, other structures and St. Williams Cathedral
buildings, events and festivals, folk music and
dance, local culture)
Sun and Beach Tourism

Kapurpurawan Beach Burgos, Ilocos Norte Trekking
Beach, water activities, island hopping
Leisure and Entertainment Tourism

(Golf courses, tennis courts, cycling roads and
areas, hiking courses, camping grounds, nature
Fort Ilocandia Laoag City Casino
trails and paths, large scale parks, leisure-land,
theme parks, sports and resort complex, other
sports and recreational facilities)
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)
Courses offered by Mariano

Education Tourism Batac Campus Educational tour
Marcos State University
Categories of Tourism Attraction adapted from: DOT 2012, Tourism Development Planning Guidebook for Local Government Units
-3 -4
Supplemental reading 1 Profiling the Local Tourism industry

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.
Example 4: Accommodation profile
You may find the pull-out worksheet for you to fill out in Annex D. Example is provided below.
Name of establishment Type # of Rooms Average rate Occupancy rate
Paradise Place Resort 18 P1,200 per person 70%

Example 3. Accommodation and other facilities*
Nature Establishment/ Facility Location Contact Details
General Luna, Siargao

Accommodation Travellers Pensionne House 0915-5648185
Island
Example 5: Transportation
Restaurants and General Luna, Siargao
Ocean 101 Bar and Restaurant 0919-8268537 Type Schedules Route Average fare
Dining Places Island
Kaimo Street, Surigao Jeepney Daily Surigao to Butuan 70.00

Transportation Sulpicio Lines (086) 231-7548
City
110.00 (Ordinary)
Transportation hubs Surigao Airport Surigao City (086) 826-3898 Surigao to Butuan
Bachelor Express 125.00 (with Aircondition)
Bus Daily
Shopping centers / markets Dapa Public Market Siargao Island 465.00 (Ordinary)
Surigao to Davao
484.00 (with Aircondition)
Banks Land Bank of the Philippines Surigao City (086) 231-7192 Surigao to Lanuza 160.00 (with Aircondition)
Van Daily
Health services Del Carmen District Hospital Siargao Island Surigao to Cantilan 130.00 (with Aircondition)
P. Reyes Street, Surigao Asian Spirit
Travel agencies/ tour operators Parola Travel and Tours (086) 926 1564 Daily
City Airplane Surigao to Manila 4,065.00 (one way)
P. Reyes Street, Surigao 10:00AM to 11:45AM
Souvenir shops Parola Souvenir Shop (086) 926 1564
City
Sulpicio Lines
Dive shops Palaka Dive Center Siargao Island, Surigao 0918-6262303 Boat Every Thursday Surigao to Manila 1, 750.00 (one way)
5:00PM to 6:00AM
Internet shops Dragonsden Internet Cafe Navalca, Surigao City (086) 2316045
Others
Surigao Del Norte Provincial
Libraries Surigao City (086) 826-1474
Library
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)
*Source of information: CLUP, LGU
1- 5 1- 6
Supplemental reading 1 Profiling the Local Ttourism Industry

Example 7. Labor Force
Institutional Elements Category Number of Employees
Knowing the players and stakeholders in the industry will help you in working with them and soliciting their
Male Female
active participation and involvement in the planning and implementation of tourism projects. It will also
facilitate enforcement of rules and regulations and promote standards because you deal with them as a
Accommodation 97 110
group rather than as individual companies.
Travel agency 40 75
You may find the pull-out worksheets for you to fill out in Annexes D, E, F, G, H, I, J, K, M, N.
Transportation 213 137
Example 6. Accommodation and other facilities Others

Name of Organization Address and
Groups Role in Tourism
and Head Contact Details
Hotels, Resorts and Restaurants

Provide accommodation/billeting/ sleeping
Association
quarters for tourists
Food and Beverage (Association of
Provide food and drinks for tourists
restaurants, bars, etc.)
Transport Groups (Bus, airline and Provide transport services to tourists to and
TODA
public transport groups) from the destinations
Help promote and market the destinations and

Association of Travel and Tour
plan/package tours; and serve as initial points
agencies
of contact for tourists
Business Organizations Example 8. Total revenue contributions to LGU for the past 3 years
(Industry Associations, Help provide funds for tourism projects
Chambers of Commerce, etc.)
Category Total Revenue contributions (PhP)
Provide tour guiding services to visitors and
Tour Guides
get accreditation as local guides
Conduct capacity-building activities for Year 1:____ Year 2:______ Year 3:_____
Civil society/ civic action groups grassroots organizations and individuals who Rotary Club
want to engage in tourism-related livelihood
Accommodation
Serve as markets for adventure tours and Mountaineering clubs,
Outdoor clubs
venue to promote your tourism products Association of bikers
Transportation
Help in conservation of tourist destinations
Environmental NGOs Haribon Foundation
and assist in capacity-building of local groups
Restaurants
Provide services for special groups of tourist
Special interest groups PADI
e.g. scuba divers
Provide information on historical sites and Travel companies
Historical/cultural groups events and promote the destination to
historical and cultural enthusiasts
SAMAKABA with guide Meetings and events centers
Provide local guides and services for
Peoples Organizations groups and catering
their livelihood
services
Others
Help promote outdoor activities and may be
Youth groups YES, Rotaract
tapped as volunteers
Womens organizations/interest Help in safeguarding against human trafficking Womens association/

groups and exploitation of women and minors Gabriela local chapter
Conduct research and extension activities College or university with

on various aspects of tourism and provide tourism courses and/or
Academic institutions
graduates in tourism; and serve as hosts for NSTP activities supportive
educational tours of tourism
Provide contacts on places and activities of

Religious groups Couples for Christ
worship that tourists can attend
ABS-CBN, GMA, local media

Media Offices Provide media mileage for your destination
(print, radio and TV, etc.)
-7 -8

The LGU needs to provide the tourists and visitors with contact information that they can refer to in cases of The LGU 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 seminars 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*

Organized/
Office/ Agency Contact Person Address Phone Number Number of participants Participant groups
Title of training/ conducted by
Date, venue
study tours
Local Police Station Old Albay, Legazpi Male Female
(6)52) 820-2030
Womens and Childrens Desk City
Training on Ecotourism
Patrol 117
Provincial / City / Municipal Disaster

Albay Provincial (052) 480-3772 Training on Catering
Risk Reduction Management
Capitol (052) 742-0149
Council Office
Training on Managing
Government Hospital/ Health Ser- Homestays
vices
Brgy. 57 Coastal
Training on Protected
Albay Fire Department Road, Dap-dap, (052) 435-0502 Area Management
Legazpi City
(052) 481-2555 /
Provincial / City / Municipal Hall (052) 742-0123 First Aid Training
Office Protected Area Superinten- Basic Training on Disaster

dent (PASU) Risk Reduction and Cli-
Community Environment and Natu- mate Change Adaptation
ral Resources Office (CENRO)
Provincial Environment and Natural
Lakbay Aral
Resources Office (PENRO)
Tourism Office/ Tourist Information Albay Provincial (052) 418-0250,

Center (if available) Capitol 742-0241 Others
Others
*Source of information: LGU, Planning Office
*Source of Information: LGU
-9 - 10
What tourism projects have your LGU undertaken in the past 5 years? This will tell you if you have invested Safety and 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*
Implementing Sources of
Name of Project Duration Partners Amount Nature of incident Description
Agency Funds
Tourism Awareness Island Garden City of DOT

January 2012 P 250,000.00 Regular Funds Kidnapping of tourists
Orientation Samal Tourism Office Regional Office
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:
*Source of information: LGU, Tourism Office, Planning Office
*Source of information: Local Police Office
- 11 - 12

Using the multi-hazard map, plot the location of tourist attractions in the locality. This will provide an
This section will help you prepare for a Disaster Risk Reduction and Management Plan for tourists. You may
illustration of the vulnerability of the tourism areas to natural and hazard. This may also help you in plan-
get a multi-hazard map from the Mines and Geosciences Bureau (MGB) from the Department of Environment
ning for the development of tourism sites in the future.
and Natural Resources (DENR) and note the possible hazards in your tourism circuit and tourism sites.
Please see the following examples below.
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
Example 14. Sample Multi-hazard Maps*
those employed in the specific tourist attraction.
You may find the pull-out worksheet for you to fill out in Annex N.
Example 13. Hazards matrix*
Tourist Attraction
Hazard Location No. of Population Affected
Location
1. Earthquake
2. Landslide
3. Tidal wave
4. Volcanic eruptions
5. Storm surge
6. Tsunami
7. Others
*Source of information: MGB-DENR, Office of Civil Defense NAMRIA, CLUP Source: Municipality of Rodriguez
*Local Multi-hazard maps are available at MGB-DENR, OCD
- 13 - 14
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. Example 16. Infrastructure: Others*
You may find the pull-out worksheet for you to fill out in Annex P.
Infrastructure Attraction Areas Covered/Location Status/condition
Fully operational;
manned by the staff of
Example 15. Infrastructure: Roads and Bridges * Picnic Grove, Tagaytay the Tourism Office; pro-
Visitor Information Center Taal Volcano
City vide leaflets or informa-
Roads and Bridges tion sheets about the
(Roads to and from tourist Attraction Areas Covered/Location Status/condition tourist destination
attrations) Sepate comfort
rooms for male
Concrete two-lane smooth roads and female; the
Sumaguing Cave in Sagada Barangay Ambasing from Barangay Ambasing to town Rest areas with separate Picnic Grove,
Taal Volcano cleanliness of the
proper comfort rooms Tagaytay City
Provincial Road facility is regularly
checked by the
Bumod-ok Falls in Sagada Barangay Fidelisan Some parts of the road to Barangay management
Fidelisan are one-lane
Needs renovation,
installment of
View Decks Peoples Park Tagaytay City
safety grills, and
maintainance
Signages
Communications
Electricity
Water utility
Others
*Source of information: CLUP

*Source of information: CLUP
- 15 - 16

Profile of Tourist/Visitors Example 17. Visitor Activity Survey
LGUs that are already into tourism should have basic information of their visitors. You should be able to
Please put a check mark ( ) on the specific box beside your answer. Additional
identify your tourist market and analyze their needs to be able to provide them with the best experience information may also be asked. Please provide answers accordingly.
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
Q1 Where do you reside?
development, there has to be a way to systematically know their current visitors. In this Province
Outside of this Province Name of Province:_____________________________
You may use the following guide questions to determine the basic characteristics of tourists who come to Foreign Country Name of the Country:___________________________
visit your LGU.
Q2 Are you going to stay overnight or one day trip in this province?
Table 1. Guide Questions for Collecting Tourist Information One-day visitor

Over-night visitor How many night(s): ______
1. Where do your visitors come from?
2. How far do they travel to reach your attractions?
3. What is their average age?

Q3 Which attractions and destinations did you visit or going to visit during
your stay in this municipality/ city/ province? Please check the attractions/
4. How many males? Females? destinations listed below.
5. Do they travel in groups, i.e., couples, families, small groups or friends or colleagues, etc? (List down all the attractions found in your municipality/city/province.)
Example:
6. How would you describe their income group and lifestyle?
Tourist Attractions
7. What are their interests?
Kapurpurawan Beach
8. How do they book your tourism products? Saud Beach, Pagudpud

Paoay Lake
9. Who/ What influences their decisions?
St. Agustine Church in Paoay
10. How did they hear about your tourist destination?
St. Williams Cathedral
11. What are their activities in visiting your locality?
Dragon Fruit Farm (agri-tourism)
Bangui Windmill
La Paz Sand Dunes

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 Shopping Malls/Department Stores
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. Laoag Public Market
Food: Ilocos longganisa, Empanada, Bagnet
You may find the pull-out survey questionnaire worksheet for distribution in Annex R.
Pamulinawen Festival
Oftentimes, data on tourism may not be available in various offices. Thus, primary data such as a visitor Patapat Viaduct
survey may be conducted to obtain more information necessary for tourism planning. A sample of this
survey is found in the succeeding page. Fort Ilocandia Casino
***List may be regularly updated to include additional attractions
- 17 - 18
Q4 Q7 How much did you spend or will spend for the whole trip? (Approximated

What are your activities during your stay in this municipality/ city/ province?
Please check the attractions/ destinations listed below. total of expenses including all expenditures of food and accommodation,
transportation, leisure, shopping, etc.)
less than PhP 1,000 .00 PhP 7,000.00- P 9,999.00

Example:
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
Q8
Swimming, snorkeling
Are you traveling by package tour?
Scuba Diving
Church visitation
Yes
Exposure visit to fruit processing No
Sight seeing
If "Yes"
Sand boarding How much did you spend or will spend in this municipality/ city/ province
Shopping for souvenirs excluding the cost of package tour?
Food tasting, dining
Participation in festival activities PhP 1,000.00- P 3,999.00 more than PhP 10,000.00
PhP 4,000.00- P 6,999.00
***List may be regularly updated to include additional activities
If "No"
How much did you spend or will spend in this municipality/ city/ province per person?
PhP 4,000.00- P 6,999.00
Q5 Are there any person(s) traveling with you?
Alone
Family
Q11 How did you hear about __________ (the municipality/city province or the
specific attraction)?
Friend(s)
Business Colleague(s) Family/ friend Others, please specify:____________________
Others Please specify:_____________ Advertisement
Brochure
Tourism Fair
Q6 How many persons are traveling with you?
Internet
1-2 persons Please write down your

3-5 persons Age: __________ Sex: Male Female
6-10 persons
10-above number of persons
- 19 - 20
After floating the survey questionnaire, you may collate the results and summarize it using the following
References

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.
Sex Place of Residence
Attraction Year Number
Male Female Philippines Foreign Department of Tourism & Japan International Cooperation Agency (2012). Tourism
Statistics Manual for Local Government Units. Manila, Philippines: Authors.
Resident Non-resident
Paoay Lake
Department of Tourism (2011). National Tourism Development Plan 2011 2016.
St. Agustine Church Paoay
Paoay Ancestral Houses Inskeep, E. (1991). Tourism Planning: An Integrated and Sustainable
La Paz Sand Dunes Development Approach. New York, USA: Van Nostrand Reinhold.
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
Adapted from DOT 2012, Tourism statistics manual for local government units
- 21 - 22
Supplemental reading 1
Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry
Annex A. Basic LGU Information
Name of LGU: _______________________________________________________
Province:_______________________ Region:_________________________
Population:_____________________ Land Area:______________________
Number of barangays:____________ Ethnic groups:___________________

Religions:______________________ _________________________
______________________ ________________________
Language/s spoken: ________________________________________________
Annexes Major economic activities:___________________________________________
pull-out worksheets Local Government Officials

Mayor:_______________________________________
Vice Mayor:___________________________________
Sanggunian Bayan/Panglungsod/Panlalawigan Members:

____________________________ ____________________________
____________________________ ____________________________
____________________________ ____________________________
____________________________ ____________________________
Name of Tourism Officer:_________________________________________
Name of Planning and Development

Coordinator:____________________________________________________
- 23 - 24
Supplemental reading 1 Supplemental reading 1
Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry
Annex 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
- 25 - 26
Annex D. Accommodation and Other Facilities Annex E: Accommodation

Number Average length
Name of establishment Average rate Occupancy rate
Nature Establishment/ Facility Location Contact Details of rooms of stay
- 27 - 28
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.
- 29 - 30
Annex H. Labor Force Annex I. Tourism Stakeholders
Category Number of Employees Address and

Groups Role in Tourism Name of Organization and Head
Contact Details
Male Female
- 31 - 32
Annex J. Emergency Contacts Annex K. Tourism Education

Organized/
Office/ Agency Contact Person Address Phone Number Number of participants Phone Number Participant groups
Title of training/ conducted by
Date, venue
study tours
Male Female
- 33 - 34
Annex L. Tourism Projects in the Past 5 Years Annex M. Peace and Order and Incidence of Crime
Implementing Sources of Nature of incident Description

Name of Project Duration Partners Amount
Agency Funds
- 35 - 36
Annex N. Hazards Based on Hazard Maps Annex O. Multihazard Map
Hazard Location Tourist Attraction
- 37 - 38
Annex P. Infrastructure: Roads and Bridges Annex Q. Infrastructure
Roads and Bridges Infrastructure Attraction Areas Covered/Location Status/condition

Attraction Areas Covered/Location Status/condition
(Roads to and from tourist attrations)
- 39 - 40
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.
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?
One-day visitor
Over-night visitor How many night(s): ______
Q3 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 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
- 41 - 42
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.) Sex Place of Residence

Attraction Year Number
less than PhP 1,000 .00 PhP 7,000.00- P 9,999.00 Male Female Philippines Foreign
PhP 1,000.00- P 3,999.00 more than PhP 10,000.00 Resident Non-resident
PhP 4,000.00- P 6,999.00
Q8 Are you traveling by package tour?
Yes
No
If "Yes"
How much did you spend or will spend in this municipality/ city/ province excluding
the cost of package tour?

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?
PhP 4,000.00- P 6,999.00
Q11 How did you hear about __________ (the municipality/city province or the
specific attraction)?
Family/ friend Others, please specify:____________________

Advertisement
Brochure
Tourism Fair
Internet
Please write down your

Age: __________ Sex: Male Female
- 43 - 44
Linking the Tourism Development Plan
2
with the Mandated Local Plans
Supplemental reading 2 Linking the Tourism Development Plan with the Mandated Local Plans
Supplemental reading 2 Linking the Tourism Development Plan with the Mandated Local Plans
This supplemental reading outlines how the Local Tourism Development
Plan (TDP) would be placed in the context of the Comprehensive
Situating the TDP within the CDP
Development Plan (CDP) and Comprehensive Land Use Plan (CLUP) of the
Local Government Units (LGUs). Specifically, this will help LGUs:
The tourism industry is a subsector of the economic sector. It is also a multi-sectoral industry which
Link the TDP with the LGUs mandated local plans. 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 Brief Description of Sectors
Box 2
for the purpose of land use and sectoral analysis is necessary before formulating the Tourism Development
Plan. 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.
Box 1
Brief Description of Local Plans
Through this, existing situations are re-examined to provide valuable PDPFP Economic Sector shows data on economic goods and services, such as food, manufactured products;
inputs in the preparation of the Tourism Development Plan. is the merged physical framework plan employment opportunities, etc., as results of the following subsectors: agriculture, commerce and
and development plan of the province trade, industry and tourism.
The local TDP can also provide important information in updating the containing its long term vision,
CDP, CLUP and PDPFP, especially in developing prospective tourism development goals, objectives/strategies Environment Sector demonstrates the environmental quality of the LGU with respect to its natural
resources and other physical attributes.
potentials that are not yet included or identified in the existing plans. and corresponding programs, projects
and activities (PPAs) as major inputs to Infrastructure Sector determines the capacity, adequacy, efficiency and condition of existing
Likewise, the Tourism Officer must know and understand the vision investment programming, budgeting and infrastructure facilities and utilities of the LGU to cater the needs and requirements of providing
implementation. services to the local population.
of the LGU enshrined in its CLUP and CDP to establish the link of the
Tourism Development Plan (TDP) with its future state. This linkage CLUP Institutional Sector discloses how the LGU performs in terms of managing its local affairs and
would then be strengthened by finding the relevance of the proposed describes the existing and future land resources. It shows how local governance is run by the current set of elected officials.
TDP goals with the existing goals of the CLUP and CDP. uses of the LGU.
CDP
is a multi-sectoral development plan
comprising the following sectors: social,
economic, infrastructure, environmental
and institutional sectors.
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);
Situating the TDP within the PDPFP and increasing biodiversity cover and wildlife sightings (Environment sector) are linked to
the CDP sectoral goals as displayed in Example 1.
To situate tourism in local development, refer to the CDP and follow the steps below.
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 1 consisting of municipalities and STEP 1: Revisit the social, economic, environment, infrastructure and institutional sectors
cities within their political jurisdictions. in the CDP; and
It is an important first step to determine if the province has already developed a tourism circuit. Then, identify STEP 2: Choose the sectoral goals which are relevant to tourism development.
the municipalities/cities included in it. Their role in the circuit must be considered during the formulation of
the TDP.
Please note that not all the goals stated in the CDP are necessarily significant in tourism.
-1 -2
The following is an example of the relevant sectoral goals from the CDP. You may find the pull-out
Situating the Tourism Development
Supplemental reading 2 Linking the Tourism Development Plan within the Mandated Local Plans
Supplemental reading 2 Linking theTourism Development Plan within the Mandated Local Plans
worksheet for you to fill out in Annex A.
Example 1.Summary: Relevance of CDP Sectoral Goals to the Tourism Development Plan Plan within the CLUP
2
Sector Goals Relevance to the Tourism Development Plan
The CLUP describes the present physical conditions (at the time of formulation) and identifies existing
land uses in the LGU. These pieces of information are useful in tourism development planning. It also
1. Expanded healthcare services made accessible to all, 1. Providing health care program for tourists.
especially to the vulnerable and disadvantaged sectors. indicates areas that need to be conserved, preserved and those with physical constraints that may impede
Social Sector
2. Enhanced social welfare delivery 2. Promoting socially inclusive welfare services that can be any type of tourism development.
made available to tourists
3. Preserved cultural legacies These are illustrated in thematic maps found in CLUP which are
Thematic Map Information
Box 3
3. Preserving significant cultural heritage sites useful in giving particular information through a visual display or
4. Improved gender parity and equality illustration. In working with thematic maps, the Tourism Officer
4. Promoting equal employment opportunities for male Combined hazard map indicates areas
and female applicants in tourism establishments
can seek the assistance of the City / Municipal Planning and prone to landslides, flooding and erosion.
Development Coordinator who is already cognizant of the CLUP.
Soil map shows areas whose ground
1. Competitive agricultural development 1. Promoting agri-tourism where prime agricultural lands can conditions are not good for tourism
be productively developed for both agriculture and tourism
Please take note that a legend of the thematic map provides the
Economic Sector
infrastructure development.
2. Premier eco-tourism destination color scheme information which is being used. This is different
2. Developing circuits/clusters of tourism attractions/sites from the color code used in the zoning map whose standard General land use map exhibits built up
3. Balanced economic development is prescribed by the Housing and Land Use Regulatory Board areas, forest areas, etc.
3. Making tourism industry as an engine of growth that
4. Increased number of employment generating stimulates development of other industries 3
(HLURB). A zoning map color code is provided in Annex E and F
for your reference. Infrastructure map displays road networks;
establishments doing business in the municipality
electricity lines, etc.
4. Granting tourism investment incentive to attract businesses
Similarly, the zoning ordinance must be considered because it Institutional map points location of
legally enforces the existing land uses specified in the CLUP. It can schools, municipal and barangay halls,
1. Ecologically balanced ecosystem that promotes 1. Spearheading tourism activities that promote viable healthy
viable healthy living in harmony with nature living in harmony with nature also help establish the parameters of tourismrelated zones so cemetery, etc.
that they can be properly monitored.
Environment Sector
2. Sustainable forest, freshwater, mineral resources and 2. Initiating tourism development that promotes conservation Tourism map indicates existing and
other natural resources development of biodiversity and sustainable natural resources potential tourism sites.
development
3. Effective and efficient implementation of eco waste
management promoting clean environment and 3. Establishing proper disposal of liquid and solid wastes by
healthy community living tourism establishments The following steps will situate the tourism development plan within the CLUP:
4. Improved protection and safety from disaster risks 4. Locating tourism development away from hazardous and STEP 1: From the existing land use classification of the LGU, pick out those relevant
and natural hazards risky areas
to the tourism development.
1. Improved safety, mobility and less circuitous access
1. Providing feasible alternate roads and access routes
STEP 2: Find the pull-out worksheet for you to fill out in Annex B.
routes leading to important locations and institutions
connecting tourism sites / clusters/circuits
Infrastructure Sector
2. Enhanced water quality for human consumption and

2. Providing safe water supply from available water Illustrate the location of attractions and sites in your city/municipality using the Tourism Map. It is also
sufficient water supply for agriculture and production important to take into account other thematic maps in the CLUP when you are planning for tourism
concessionaire or natural sources
3. Sustainable, stable and adequate power supply for the development. To proceed, follow the steps below:
3. Providing electricity to tourism sites and support
different socio-economic power requirements
establishments
STEP 1: Overlay the land use map found in the CLUP into the Tourism Map.
4. Maximized role of Information and Communication
and Technology (ICT) in developing a competitive
4. Making information and communication technology The example uses the Tourism Map of Rodriguez, Rizal.
accessible in tourism sites.
agri-industrial and eco tourism destination
STEP 2: Afterwards, overlay the following thematic maps:
1. Creating and institutionalizing the local tourism office a. Infrastructure Map; b. Multi-hazard map; and c. Other types of map.
1. Strengthened human resource development
Institutional Sector
2. Initiating means of generating funds to finance tourism

2. Enhanced fiscal administration development The process described above is called Sieve Mapping. To familiarize ypurself with this method, you
can refer to Annex D. You may also seek the help of the City / Municipal Planning and Development
3. Enhanced fiscal autonomy and improved tax 3. Making tax collection from tourism establishments efficient
administration system that would raise LGU revenues Coordinator who can provide technical assistance.
4. Implementing RA 9184 (Government Procurement
4. Transparent and accountable governance Reform Act of 2002) through the use of Philippine
Government Electronic Procurement System (PHILGEPS)
posting bidding of tourism projects
-3 -4
Supplemental reading 2 Linking theTourism Development Plan within the Mandated Local Plans
Example 2. Relevance of Existing Land Use Classification to the Tourism Example 3. Overlaid Tourism Map
Development Plan
Existing Land Use
Relevance to the Tourism Development Plan
Classification 4
Production forest / orchard, protection forest, watershed, NIPAS and Non NIPAS areas fall under this
classification.
1. Forestland
Restricted or regulated tourism development within forestland. National policies are administered by
DENR, specifically the Biodiversity Management Bureau, ENRO, etc.
CARPable Zone, SAFD Zone, etc.
2. Agricultural land
Restricted or regulated tourism development within agricultural land. National policies are administered
by DAR and DA.
Land uses for residential, commercial, industrial, institutional, roads and bridges, etc.
3. Built-up areas
Availability of tourism support services, infrastructure and utilities.
Mineral resources extraction activities and quarrying of sand and gravel.
4. Mining and
Quarrying Incompatible land use with tourism development. RA7942 or the Philippine Mining Act of 1995 serves as
the legal basis.
Tourism attractions/ sites, examples: zoo, parks, resorts, etc.
Land use dedicated to tourism development and activities. The following serve as legal bases:
5. Tourism Zone 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)
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:
6. Water
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)
-5 -6
The example below describes the characteristics of the tourism attractions/ sites in terms of their location in It is important for the LGU to map out the road networks connected to the tourist attractions/sites. This will
the land use, zoning and thematic maps. You may find the pull-out worksheet for you to fill out in Annex G. provide a picture of the accessibility of the attractions/sites to tourists and visitors.
The same Sieve Map should show the internal road networks and its classification leading to the
Example 4. Characteristics of Tourism Attractions/ Sites based on Thematic Maps,
tourism site/attraction.
Land Use, and Zones 5
An example is provided below. You may find the pull-out worksheet for you to fill out at the Annex H.
Thematic Maps
Attraction/Site from Zoning
Example 4. Road classification to attractions/site
Refer to HLURB Land Use
Tourism Map Combined Guidelines Classification
Infrastructure Map
hazard map for other types
of map Attraction/Site from
Location Road Classification
Tourism Map
Avilon Zoo Brgy San Isidro Pathway / track

Avilon Zoo
Noahs Park Brgy San Isidro Pathway / track
Noahs Park
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.
-7 -8
Notes References
1 Department of Environment and Natural Resources (2006). Community Enterprise
The National Tourism Development Plan, 2011-2016 also identifies the cluster destinations and Tourism
Development and Management Guidebook. Quezon City, Philippines: Author.
Development Areas (TDAs) in the regional, provincial, city and municipal levels.
2 ________________ (2008). DENR-Administrative Order (DAO) No. 2008: Revised
Goals of CDP 2011 2016 of San Clemente, Tarlac (with modifications)
Implementing Rules and Regulations (IRR) of Republic Act No. 7586 (NIPAS Act of 1992.
3
The Guide on Business Planning for Local Government Units (LGUs) is a useful reference in creating the
Department for Communities and Local Government (2006). Good Practice Guide on
business plan of the LGU specifically dedicated for the development of the tourism industry.
Planning for Tourism. London, United Kingdom: Author.
4
CLUP should have a National Park as one of the land use classifications, apart from forestlands. As stipulated in Doswell, R. (1997). Tourism: How Effective Management Makes the Difference. Oxford, United
Kingdom: Butterworth-Heinemann
5
You may refer to Supplementary Reading 7 - Managing the Impacts of Tourism section of this Guidebook for
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 20112016.
Municipality of San Clemente, Tarlac (2011). Local Development Investment Programming 20112020.
OSullivan, 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.
-9
Supplemental reading 2 Linking the tourism development plan within the Mandated local plans
References
____________________ (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
Annexes
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.
pull-out worksheets
____________________ (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.
- 10 - 11
Tourism Guidebook for Local Government Units Linking the Tourism Development Plan within the mandated Local Plan Tourism Guidebook for Local Government Units Linking the Tourism Development Plan within the mandated Local Plan
Annex A. Relevance of CDP Sectoral Goals to the Tourism Development Plan Annex B .Relevance of Existing Land Use Classification to the Tourism Development Plan
Sector Goals Relevance to the Tourism Development Plan Ex isting Land Use Classification Relevance to the Tourism Development Plan
Social Sector
Economic Sector
Environment Sector
Infrastructure Sector
Institutional Sector
- 12 - 13
Annex C. Overlaid Tourism Map 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
Basic Steps
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.
- 14 - 15
Data Acquisition Annex E

Data were acquired from different government agencies and various open data sources available to the public.
These sources are: COLOR CODES FOR ZONING MAP (URBAN)
National Mapping and Resource Information Authority (NAMRIA)

Municipal Planning and Development Office (MPDO-Rodriguez) ZONING CATEGORY COLOR CODE
Department of Environment and Natural Resource (DENR)
Land Management Bureau (LMB) 1. Residential
Mines and Geosciences myrBureau (MGB)
Philippine Institute of Volcanology and Seismology (Philvocs) R1
Google Earth
Open Street Map (OSM) R2
Global Administrative Areas (GADM)
R3
Uniform Coordinate System

Since the data came from different sources, their coordinate systems (a reference system used to represent
2. Commercial
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
C1
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.
C2
Map Overlay and Resulting Output C3
The final step in the sieve mapping process is overlaying the different data layers. The output map shows 3. Institutional
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. G1
S1
4. Industrial
I1
I2
I3
5. Infrastructure
6. Open Space
Overlaying the different Appropriate

data layers 7. Others color other than
the above
(Cemetery, Land fill site)
Source: HLURB, 1996
- 16 - 17
Annex G. Situating Tourism Potentials / Sites

Annex F Thematic Maps
COLOR CODES FOR ZONING MAP (GENERAL) Attraction/Site from

Tourism Map
Refer to HLURB Land Use
Zoning
Classification
Combined Guidelines
Infrastructure Map
hazard map for other types
of map
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
color other than
4.5 Other Uses the above
Source: HLURB, 1996
- 18 - 19
Tourism Guidebook for Local Government Units Linking the Tourism Development Plan within the mandated Local Plan
Annex H. Road Classification to Attractions/ Site
Attraction/Site from
Location Road Classification
Tourism Map
- 20
Adopting the Tourism Development Plan
3
Supplemental reading 3 Adopting the Tourism Development Plan
Supplemental reading 3 Adopting the Tourism Development Plan

This supplemental reading of the Tourism Guidebook for Local Government
Units:
Example 1: Resolution Adopting the Tourism Development Plan
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. Resolution No. ___, Series of ___
ADOPTING THE TOURISM PLAN OF THE PROVINCE/CITY/MUNICIPALITY OF _________________
WHEREAS, the Local Government Code has identified the development and promotion of tourism as a
mandate of the local government;
Why is there a need to adopt the plan? 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

Formally adopting the Tourism Development Plan (TDP) through a resolution provides the necessary tapped and developed, can generate revenues for local businesses, create jobs, and improve the well-being
impetus for implementation. Once the TDP has been approved by the Local Chief Executive(LCE), he/she of the community;
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: 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 stakeholders
aspiration to become an established tourist destination;
NOW THEREFORE, this body in session assembled;

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 RESOLVED, to adopt as it hereby adopts the Tourism Plan of the Province/City/Municipality of
a representative from the Sanggunian early on in the process to build his/her commitment to ______________.
champion tourism in the local legislative council; or
CARRIED.
The LCE presents the draft plan to the Sanggunian. The LCE, as the Chairperson of the Local I hereby certify to the correctness of the foregoing resolution which was duly adopted by the Sanggunian
Development Council (LDC), the mandated planning body, is in a position to rally support of the Panlalawigan/Panglungsod/Bayan during its regular session on _____________.
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 (Signed)
the development of the plan was a result of a collaborative effort of various stakeholders, and as
such, enjoys broad-based support. Secretary to the SP/SB
ATTESTED:
Presiding Officer
How can we institutionalize the plan?
SB Member SB Member SB Member
The active participation of the Sanggunian in the formulation of the TDP is envisioned to facilitate its
SB Member SB Member SB Member
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, APPROVED:
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.
Governor/Mayor
3- 1 -2
Preparing for Tourism Development Plan
4
Implementation
Supplem ental reading 4 Preparing for Tourism Developm ent Plan Implemen tation
This supplemental reading of the Tourism Guidebook will help LGUs:
You may find the pull-out worksheet for you to fill out in Annex A.
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.
Example 1. Tourism Project Profiles
Estimated Project
Project Name Brief Description
Cost (Php)
Ecotourism The proposed project advocates protection of the natural resources, the base 13.2 M
Development Project from which the ecotourism industry thrives. It seeks to put in place
mechanisms that are environmentally sustainable, economically viable, and
This section will tackle how the TDP would be implemented through the ranked tourism projects from socially equitable in order to bring about development in the municipality
its list of programs/projects/activities (PPAs) identified in the section on Formulating the Tourism that would redound to the benefit of local communities.
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.
Wawa Dam Road The proposed project is a rehabilitation of the 5 km access to Wawa Dam 50 M
Similarly, it will cover discussion on capacity development for implementors and stakeholders which can Improvement Project which will benefit xxx people / residents.
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. Others
Tourism Project Profile

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.
-1 -2
After screening the tourism projects, the shortlisted ones would then be prioritized to
Based on the given table for prioritizing tourism projects in Step 1, construct another
STEP 2
determine those to be given utmost importance during the implementation phase.
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.
These are the steps in prioritizing tourism projects:

Set a hierarchy of prioritization categories and match them with a set of criteria. Serote Example 2. Prioritized Tourism Project
STEP 1
(2005) provides a valuable means of doing this, as shown in Table 1, which can be
adopted by LGUs. Timeframe1
Estimated Cost Implementing
Project Name 1 2 3
(Php) Office
Yr Yr Yr Yr Yr Yr Yr Yr Yr
1 2 3 4 5 6 7 8 9
Table 1. Criteria for Prioritizing Tourism Projects Ecotourism

Development
Project
CATEGORY GENERAL CRITERIA
Wawa Dam Road
Projects that cannot be reasonably postponed Improvement Project
Projects that would remedy conditions dangerous to public health, safety and welfare
Urgent
Projects that maintain critical programs
Others
Projects that respond to emergency situations
Projects required to complete or make usable a major public improvement

Projects required to maintain minimum standards as part of on-going program
Essential
Desirable self-liquidating projects
Projects for which external funding is available
Projects that should be carried out to meet clearly identified and anticipated needs
1 Timeframe assumes the maximum tenure of the Local Chief Executive.
Necessary Projects to replace obsolete or unsatisfactory facilities
Projects for repair or maintenance to prolong life of existing facilities
Projects needed for expansion of current programs

Desirable Projects designed to initiate new programs considered appropriate for a
progressive community
Projects that can be postponed without detriment to present operations if

Acceptable
budget cuts are necessary
Projects recommended for postponement or elimination from immediate

consideration in the current LDIP
Deferrable
Projects that are questionable in terms of over-all needs, adequate planning
or proper timing
-3 -4
Ranking Tourism Projects Table 3. Weight of TDP Goals
The GAM determines which of those prioritized tourism projects contribute substantially to Goal Representation Weight
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 1. Premier ecotourism destination W1 20%
tool among City / Municipal Planning and Development Coordinators because it is used in the
2. Improved safety, mobility and less circuitous access routes
formulation of the Local Development Investment Programming (LDIP). Hence, you can ask them W2 20%
to tourism sites
to assist you in using GAM to rank your prioritized tourism projects.
3. Improved protection and safety of tourists from disaster risks
W3 20%
and natural hazards
The result would be a tabulation of ranked tourism projects based on their total scores derived
4. Sustainable ecotourism development W4 20%
from summing up the products of the assigned weight for each goal multiplied by the rating of
each prioritized tourism project. 5. Enhanced social welfare delivery W5 10%
6. Maximized role of ICT in the tourism industry W6 10%
Total 100%
Here are the steps in ranking tourism projects:
Establish a project rating scale. The rating scale provided by Serote (2005) shown
STEP 1
in Table 2 may be used to assess the contribution of a particular prioritized tourism

Construct a GAM table similar to Table 4. In order to compute for the total score
STEP 3
project to the fulfillment of any TDP goal.
of each project, refer to Table 4 and the sample on Example 3.
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. You may find the pull-out worksheet for you to fill out in Annex C.
Assign a corresponding weight on each goal from the TDP. If the weight is in terms
STEP 2
of percentage, the total weight should be equal to 100%. The weight for each Table 4. Goal Achievement Matrix
tourism project may be represented by a variable W with a subscript
corresponding to the number assigned to the goal. Examples of weighted TDP Project Rating x Goal Weight ( R x W) Total
goals are presented in Table 3. Proposed Score
Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 Goal 6 Rank
Project No. (a + b + c + d
(a) (a) (c) (d) (e) (f) + e + f)
2
1 R x W1 R x W2 R x W3 R x W4 R x W5 R x W6
2 R x W1 R x W2 R x W3 R x W4 R x W5 R x W6
Table 2. Tourism Project Rating Scale 3 R x W1 R x W2 R x W3 R x W4 R x W5 R x W6
Project 4 R x W1 R x W2 R x W3 R x W4 R x W5 R x W6
Representation Description
Rating 5 R x W1 R x W2 R x W3 R x W4 R x W5 R x W6
3 R1 Project contributes greatly to the fulfillment of the goal 6 R x W1 R x W2 R x W3 R x W4 R x W5 R x W6

Others
2 R2 Project contributes moderately to the fulfillment of the goal
1 R3 Project contributes slightly to the fulfillment of the goal
0 R4 Project does not contribute to the fulfillment of the goal
-1 R5 Project slightly inconsistent with the goal
-2 R6 Project moderately inconsistent with the goal
2 Subscript of R depends on the project rating

-3 R7 Project greatly contradicts the goal
-5 -6
Construct a table for the ranked tourism projects using the GAM method in Step 3,
STEP 4
as illustrated in Table 5. The 10 topmost ranked tourism projects or more can then
Example 3. Goal Achievement Matrix (Sample with scores)
be submitted to the office of the Local Chief Executive for funding consideration.
Proposed Project Rating x Goal Weight ( R x W) Total You may find the pull-out worksheet for you to fill out in Annex D.
Rank
Project No. Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 Goal 6 Score
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 Table 5. Ranked Tourism Projects
3 -2 (0.2) 0(0.2) 3(0.2) 1(0.2) 3(0.1) 2(0.1) 0.90 2
3
4 2 (0.2) 1(0.2) -2(0.2) 0(0.2) -1(0.1) 0(0.1) 0.10 3 Timeframe
5 1(0.2) 2(0.2) 0(0.2) -2(0.2) -3(0.1) -3(0.1) -0.40 5 Rank Estimated Implementing
Project Name 1 2 3
No. Cost (Php) Office
6 -1(0.2) 0(0.2) -3(0.2) 2(0.2) 2(0.1) 1(0.1) -0.10 4
Others
1 2 3 4 5 6 7 8 9
3
The total score is derived from the summation of all the R x W products.
4
RxW Products 6
7
GOAL GOAL GOAL GOAL GOAL GOAL
8
TOTAL
9
SCORE
10
3
Timeframe assumes the maximum tenure of the Local Chief Executive
To illustrate a Proposed Project No. 1 in Example 3 can be taken out and analyzed. Action Planning Process
With reference to Table 2, the total score of Proposed Project No. 1 can be interpreted as follows: After having ranked the tourism projects, an action plan is needed to implement the TDP. The following
are the steps in action planning:
it contributes greatly to the fulfillment of goal 1; 1. Identify the activities for implementing the tourism development plan in a
chronological manner.
it contributes moderately to the fulfillment of goal 2;

2. Define each activity and include the timeframe (start and end) for its implementation.
3.
it contributes slightly to the fulfillment of goal 3;
Identify the means of verifying that the activities are undertaken.
4.
it does not contribute to the fulfillment of goal 4;
Allocate the resources available to support these activities.

it contributes moderately to the fulfillment of goal 5; and
5.
it is slightly inconsistent with goal 6.
Provide a mechanism where these activities can be evaluated.
6. Identify office responsible for each of the activity.
-7 -8
The Action Plan Matrix
The Action Plan Matrix is the product of the action planning process. The matrix contains the identified
Building Capacities for TDP
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
Implementation
activity.
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.
Example 4. The Action Plan Matrix
Means of Resources Responsible
Activity Definition Evaluation
1. Organizing Formation of all

Verification
List of implementing
Needed
Transportation, Percentage of
Office/s
Mayors Office / What is capacity building?
the different implementing team and names of supplies, food, implementing LGU Administrator,
implementing teams and team members venue, etc. teams organized Tourism Officer,
teams identification of HR, MPDC
Capacity building or development is the process by which individuals, groups, organizations, institutions
members. and societies increase their abilities to: a) perform core functions, solve problems, define and achieve
(Weeks 1 2) objectives and b) understand and deal with their development needs in a broad context and in a
sustainable manner (UNDP, 1998).
2. Holding an Briefing the Attendance sheet, Transportation, Attendance Mayors Office /
orientation implementing Minutes of meeting, supplies, food, to meeting, LGU Administrator,
meeting teams on etc. venue, etc. Contents of the Tourism Officer, The Canadian International Development Agency (CIDA) defines capacity development in the same
the expected minutes. HR, MPDC manner. Capacity development refers to the approaches, strategies and methodologies used to improve
outputs and performance at the individual, organizational, network/sector or broader system level. Among its key
deliverables, etc. objectives are to: a) enhance or more effectively utilize skills, abilities and resources; b) strengthen
(Weeks 3 4) understandings and relationships; and c) address issues of values, attitudes, motivations and conditions
in order to support development goals (DILG-LGSP, 2009).
Others
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
The Activity Plan individual or organization.
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.
Example 5. The Activity Plan Schedule
Week
ACTIVITY
1 2 3 4 5 6 7 8
Organizing the different implementing teams
Holding an orientation meeting.
Others
-9 - 10
What does capacity building involve?
What are the steps in formulating a
Capacity Development Plan? 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
There is no one way to capacity development planning. them to perform effectively.
The following are some suggested steps:
Organization Development. This covers the elaboration of management structures, processes
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?)
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
2. Examine existing capacity vis--vis desired competencies. (Does the LGU have regulatory changes to enable organizations, institutions and agencies at all levels, and in all
adequate leadership, management, technical skills, organization arrangement, sectors, to enhance their capacities.
motivation, technology and equipment, systems and procedures, regulations,
ordinances, and funds to accomplish the goals of the TDP?) Human resource development for tourism must be given priority in order to offer the quality of services
3.
expected by the tourist markets. Developing the human resources for tourism requires a systematic
Identify capacity gaps. (Where are gaps in capacities? Which capacity areas need approach of projecting personnel needs and determining the training required to provide the qualified
to be prioritized?) personnel. Personnel in both the public and private sectors require education and training (UN-WTO, 1998).
4. Identify priority strategies or actions that need to be taken to improve capacities.

(What should be done to improve or develop capacities?)
Developing the human resources for tourism requires a systematic approach
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
LGU and is it worth it?)
(UN-WTO, 1998):
Surveying and evaluating the present utilization of personnel in tourism and identifying any
6. Assign roles and responsibilities to achieve the goal and the capacity objectives.
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
7. Monitor the plan and make adjustments as required. (Should goals and objectives
be adjusted given present capacity?)
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.
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.
- 11 - 12
A sample capacity building assessment matrix is provided below. LGUs would also need to A sample capacity development plan is provided below. This plan can be modified, to
prioritize their capacity building interventions form the list of recommended interventions include more information/data depending on the requirements of the user.
taking into consideration budget and other resource requirements.
LGUs can use the pull-out worksheet found in Annex G to formulate their own capacity
LGUs can use the pull-out worksheet found in Annex G to formulate their own capacity building assessment matrix.
building assessment matrix.
Example 7. Capacity Development Plan

Example 6. Capacity Building Assessment Matrix
Priority Target No of Implementation
Resource/
Priority Programs, Capacity Building Priority Capacity Tourism Capacity Target Participants Desired Details
Perceived Skills/ Target Budget
Projects and Intervention Recommended Building Sectoral Goal Building Office Outcome (Timeframe, Who
Knowledge Gaps Stakeholders Requirements
Activities (PPAs) to Address Gaps** Intervention Intervention are involved)
M F
1. Development of Community Conduct of : Conduct of training on Participants to Example: Training on Municipal 15 15 Net income Honoraria for One week
Homestay Program household members Formal Training homestay development and the homestay Increased income Homestay Tourism Office increased by tourism experts
are not used to On-the-job training (OJT) management program of tourism Development 10% Training Participants to the
receiving visitors Study tour Basic Food Preparation and in the community community and Management materials homestay program
Handling enterprises P 50,000.00 in the community
Basic Hygiene
Table Setting
DOTs Minimum
Standards on Homestay
Example: On the Job Tourism 10 10 1 Million Transportation Two weeks
Improved access Training Enterprise mobilized and meal
to financing Office from allowances Staff of tourism
2. Microcredit Staff of tourism Conduct of: Conduct of OJT in business Staff of Tourism microcredit P20,000 enterprises
Program enterprises lack Formal training establishments Enterprises organiza-
OJT tions
knowledge and
skills on financial Mentoring and coaching
management Example: Study Tour in Municipal 5 5 Enhanced Transport Two days
Improved skills of other Tourism Office skills on Meals
the local tourism municipalities/ advocacy P10,000 Saff of the Municipal
3. Lobbying and The staff of the local Conduct of : Conduct of study tour in Staff of the Local office staff cities and Tourism Office
Advocacy tourism office lack Formal training other municipalities and Tourism Office lobbying
the skills to influence Exchange visit/ Study tour cities
policy and access re-
sources from donors
Adapted and modified from the Manual on Local Planning Process: Formulation of the CDP and ELA in ARMM, 2009, DILG-LGSP.
** Capacity Building Intervention may include formal training/workshop, mentoring and coaching, on-the-job training, study tour, exchange visit, etc.
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 LGUs 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.
- 13 - 14
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.
Annexes
__________________ (2001).Republic Act 9147:Wildlife Resources Conservation and Protection Act.
Serote, E. (2005). Rationalized Local Planning System of the Philippines. Manila: Bureau of Local
Government Development Department of the Interior and Local Government.
United Nations Educational, Cultural and Social Organization (2005).Guidebook for Planning in
Education, Emergencies and Reconstruction, Paris: International Institute for Educational Planning.
pull-out worksheets
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.
- 15 - 16
Annex A. Tourism Project Profile Annex B. Prioritized Tourism Project
Estimated Project Timeframe

Project No. Project Name Brief Description
Cost (Php)
Estimated Cost Implementing
Project Name 1 2 3
(Php) Office
1 2 3 4 5 6 7 8 9
- 17 - 18
Annex C. Goal Achievement Matrix Annex D. Ranked Tourism Projects
Project Rating x Goal Weight ( R x W) Timeframe

Total
Proposed Project No. Score Rank Rank Estimated
Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 Goal 6 (a+b+c+d+e+f) Project Name 1 2 3 Implementing Office
No. Cost (Php)
(a) (b) (c) (d) (e) (f)
1 2 3 4 5 6 7 8 9
- 19 - 20
Annex E. The Action Plan Matrix Annex F. The Activity Plan Schedule
Means of Resources Responsible Week
Activity Definition Evaluation
Verification Needed Office/s ACTIVITY
1 2 3 4 5 6 7 8
- 21 - 22
Annex G. Capacity Building Assessment Matrix Annex H. Capacity Development Plan

Priority Programs, Capacity Building Priority Capacity
Perceived Skills/ Target Target No of Implementation
Projects and Intervention Recommended Building
Knowledge Gaps Stakeholders Priority Participants Details
Activities (PPAs) to Address Gaps** Intervention Tourism Target Desired Out- Resource/ Budget
Capacity Building (Timeframe, Who
Sectoral Goal Office Staff come Requirements
Intervention are
M F involved)
- 23 - 24
Annex I
Budgetary Requirements (in millions)
Project profile 5
Program / Projects / Activities LDIP Period
I Title of the Project:

Ecotourism Development Project 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 TOTAL
II Project Proponent: Tourism Infrastructure Support

1 1 1 1 1 1 1 1 1 1 10
San Clemente Municipal Tourism Office Development
III Brief Description of the Project :

The proposed ecotourism development in San Clemente aims to advocate protection and Promotion 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
IV
Project Goals and Objectives:
Strengthening Partnership for
Goal: Attainment of socio-economic growth of the municipality through sustainable Environment Protection and - 0.1 - - - - - - - - .1
ecotourism development Management
Objectives:
1. To increase investment in ecotourism project by improving infrastructure, security,
Promotion and Marketing of Banner
communication, community development and local pride; and Emerging Sites
- 0.2 0.2 0.1 0.1 0.1 0.075 0.075 0.075 0.075 1
2. To improve performance in terms of tourist arrivals and receipt and develop a strong
backward linkages with other sectors ; and
3. To increase share of jobs generated
Competency Building for Tourism
- 0.25 0.25 0.1 0.1 0.1 0.1 0.1 - - 1
Industry Personnel
V Project Location :
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
VI Target Beneficiaries :
Sitio Lippet and Sitio Canding, Barangay Maasin
Target Beneficiaries: Local communities of San Clemente and Brgy. Maasin
VII Sources of Funds :

LGU San Clemente
Provincial Government
Official Development Assistance
VIII Proposed Period of Implementation: 2011-2016
IX Project Status: NEW
X Project Components/Activities and Cost
5 With modification from the original version (LDIP 2011 2020 of San Clemente, Tarlac)
- 25 - 26
Photo credits by George Tapan
Financing the Tourism
5
Development Plan
b.
Supplemental reading 5 Financing the Tourism Development Plan

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
For LGUs which would want to implement a tourism project even if
to finance the ranked tourism projects; and
it is not included in the Local Development Investment Plan (LDIP),
Know the importance of writing an effective tourism project proposal.
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.
As 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. local 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 facilities 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
Private Financing Borrowing
Assistance (ODA)
Funding Sources Multilateral loans

(may also be grants) Bond Floatation
Public (Government
Financial Institutions)
It is assumed that for each ranked tourism project, a Project Profile has already been prepared and
(Provincial equity funds)
Private (Commercial banks)
submitted to the office of the Local Chief Executive for funding consideration. In response, the LGU may Bilateral loans
employ different strategies to mobilize financial resources to fund those ranked tourism projects. There (may also be grants)
c.
are financial options available both from local and external sources.
a. Local Funding Source:

For tourism development projects which are to be funded internally, there
are two possible funding sources: Internal Revenue Allotment (IRA) and
local revenues, as illustrated in Table 1.
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 variants2 are forms of a PPP.
d.
Table 1. Local Financing Schemes
Destination Coordination Private Business Investment:

Taxes Private individuals may donate to the LGU or provide grants
User Fees/Charges to support the implementation of its tourism projects.
Development Fund 1
Service Fees
1 Joint Memorandum Circular (JMC) No. 2011 1 dated April 13, 2013 further strengthened the utilization of the 20% component of the annual 2 Some of these variants are: Build and Transfer (BT), Build-Own-and-Operate (BOO), Build-lease-transfer (BLT), Build Own Operate Transfer
internal revenue allotment shares, especially if it is directed to social development and economic development programs and projects. (BOOT), Design, build, operate, maintain (DBOM), Design, build, finance, operate (DBFO), etc.
-1 -2
The Tourism Project

Example 1. Accomplished Tourism Project Milestone Matrix
Milestone Matrix Rank

No.
Name of
Project
Location
Estimated
Cost
(P000)
1
Milestone (P000)
2 3
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 Wawa Dam
source of each project. 5 Km
Access Road
Improvement
Project
Accomplishing the Tourism Project

San Rafael
1 50,000 LGU, DPWH
Rodriguez
25,000 - - - - - - - -
15,000 - - - - - - -
Milestone Matrix Phase I

Phase II
Phase III
10,000 - - - - - -
Consider the following hypothetical ranked tourism project below:

TOTAL 50,000 25,000 15,000 10,000
Ranked tourism projects, especially those which have large estimated costs, can be implemented
An existing example of a tourism project is that of the City of Alaminos, in the Province of Pangasinan,
in phases to cushion their impact to the financial coffer of LGUs. This is called the project which has embarked on the Hundred Islands Marine Theme Park 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. 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.
Wawa Dam 5-Km Access Road Improvement Project; a P 50 million project
to be funded by LGU and DPWH 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.
Take the following steps:
1 Identify the deliverable/s on each project which can be

implemented annually.
Wawa Dam 5-Km Access Road Improvement Project
Deliverable: 5-Km Improved Access Road
Project Proposal
When an LGU considers tapping external sources to fund the implementation of tourism projects,
2
it prepares and submits tourism project proposals to prospective funding institutions.
For each deliverable, distinguish if it can be done in phases. A tourism project proposal 3 is a document used to convince a prospective sponsor / grantor that
Then, estimate the cost in each phase. 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
Wawa Dam 5-Km Access Road Improvement Project be carried out. The basic outline of a project proposal is presented in Box 1.
Deliverable: 5-Km Improved Access Road
Phase I 2.5 km P 25 million 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,
Phase II 1.5 km P 15 million
financial and technical studies, return of investment (ROI), etc. to support the viability of the
3
Phase III 1 km P 10 million proposed project.
Plot them in the worksheet shown in Example 1. 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.
3 Funding institutions have different project proposal formats which can be downloaded from their websites.
-3 -4

References
Box 1 Project Proposal Outline City Government of Alaminos, Pangasinan (n.d.).Tourism.Retrieved from
http://www.alaminoscity.gov.ph/thecity/cityproject.aspx?id=1&agenda=Tourism.
I
General Information
Department of Interior and Local Government (2011).Joint Memorandum Circular (JMC) No. 2011- 1:
Project Title
Amending DIG-DBM Joint Memorandum Circular No. 1, dated September 20, 2005, titled Guidelines on
Nature of Project
the appropriation and utilization of the 20% of the annual Internal Revenue Allotment for development
Proponent
projects, and DILG Memorandum Circular no. 2010-138 dated December 2, 2010, titled Use of the 20%
Contact Person
component of the annual Internal Revenue Allotment shares. Retrieved from http://www.dilg.gov.ph/
Project Cost
PDF_File/issuances/joint_circulars/DILG-Joint_Circulars-2011414-c7a40511f3.pdf
Project Location
II
Local Government Support Program in ARMM (2009).A Manual on the Local Planning Process
Executive Summary (Formulating the CDP and ELA in ARMM).Davao City: Author.
Project Background
Project Description National Economic Development Authority and Asian Development Bank (2006). Investment
Objectives and Expected Outputs Programming Planning and Revenue Generation Guidebook. Manila: Authors.
Target Beneficiaries
Activities, Strategies and Expected Outputs Republic of the Philippines (1990).Republic Act 6957: An Act Authorizing the Financing, Construction,
Funding Source 4 Operation 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 -6
Tourism Guidebook for Local Government Units Financing the Tourism Development Plan

Annex A. Tourism Project Milestone Matrix
Milestone (P000)
Rank Estimated Source of Implementing
Name of Project Location 1 2 3
No. Cost (P000) Funds office
Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9
Annexes
pull-out worksheets
-7 -8
Monitoring and Evaluating
6
the Local Tourism Development Plan
Supplemental reading 6 Monitoring and Evaluating The Local Tourism Development Plan
Supplemental reading 6 Monitoring and Evaluating the Local Tourism Development Plan
M&E analyzes progress towards actual achievement of results. An example of an M&E Strategy
This supplemental reading of the Tourism Guidebook for Local Government Units: is found in Example 1 below.
Presents a simplified discussion of monitoring and evaluation (M&E) concepts; A pull out worksheet is found in Annex A.
Discusses the importance of undertaking M&E; and
Recommends simple tools to doing M&E.
Example 1: Tourism M&E Strategy
Data Source
Goals & Success Targets per Collection
Objectives Indicator Indicator Methods
Performance
How did we do? Increased

number of
Number of
business
100% increase
in number of
Business Permit Local Planning and
tourism-related permits issued tourism-related Document Every three
Checking on the progress of plan implementation (monitoring) and taking stock on where things are businesses by LGU with businesses
and Licensing
review years
Development Office
(evaluation) need to be done on a regular basis. Doing monitoring and evaluation will give us indications Office and Tourism Officer
owned by host owners from owned by
how future efforts in tourism can be improved. Monitoring and evaluation (or M&E) functions as a community host community community
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:

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.
How do we measure progress?

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.
Box 1
Key elements of an M&E strategy

The following elements need to be identified during the planning process:
MONITORING & EVALUATION
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
-1 -2
Evaluating Plan Implementation
Using and Communicating M&E

Results back to Stakeholders 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 local chief executive (LCE) has to regularly report back the accomplishments of his/her the strategic directions/strategy chosen by the stakeholders. If the actual accomplishments are lower
administration to the constituents. The results of the Tourism Plan M&E can be integrated in than the target, there may be a need to review and change the strategy.
the State of the Province/City/Municipality Address (SOPA/SOCA/SOMA) of the local
government unit. Example 2: Tourism Targets vs. Accomplishments
Actual
Results Strategy Baseline Data Targets
The LCE can include the following in his/her report. Accomplishments
Economic
Goals and objectives achieved (e.g., capacities of stakeholders developed; benefits
to residents/host community; resources generated from tourism ventures); Goal Increased income of Develop community based Average annual 50% by 2013 100% by 2013 (Php
host island tour packages for small household income 80,000)
Projects, programs, and activities accomplished; and
communities islands is Php 40,000 in
Expenditures. 2007
Objectives Improved tourism 50% of male members 50% male members;

skills of host island of peoples organiztion 60% female members
community and 50% of female trained in tourism
Baseline data members of peoples

organization trained in
tourism
How will you know if the interventions identified in the plan are effective unless you know the
Increased number 100% increase in the 200% increase in
situation beforehand? This is where baseline data come into play. Baseline data show the situation to be of tourism-related number of tourism new tourism business
addressed by the tourism development plan prior to the planning period. Baseline data serve as the businesses businesses owned by permits issued by LGU
starting point for evaluation studies, but need to be gathered from the onset. They are useful for owned by island community members
measuring the performance of the tourism industry in your localities. You can determine the effect of the community
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.
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
Box 2
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
6- 3 -4
References
The Annual/ End-of-Term Accomplishment Report can be adapted to suit the requirements
of tourism plan monitoring. Leones, J. & Dunn, D. (1999). Strategies for Monitoring Tourism in Your Communitys 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:
Example 3: Annual / End of Term Accomplishment of an LGU Local Governance Support Program in ARMM.
Annual/End-of-Term Accomplishment Report

Province/City/Municipality of ________________
Programs, Success Project
Beneficiary Coverage Actual
Strategy Projects, Indicators Target Accomplishment Cost Remarks
Sector Area Disbursement
Activities (Outcome/Output) (Php)
Develop Community-Based Number of One Host-community Whole 7 Million 6 Million Community

commnity-based Ecotourism Project Community-based community-based barangay organizing took a
tour packages tour/s operating in tour operating longer time which
for small islands the host barangay by 2012 resulted in delay
of registration
in SEC; however
membership of the
organization
Activities Number of At least thirty Community-based exceeded target.
Community community community organization SEC registration
organizing members members belong formed with 60 is set to be
to the members completed by June
organization 2013
Three skills
training program
Skills Training Number of skills One product Three skills

Program training conducted developed program
conducted
Product Number of One community One product

Development products developed based tour developed
Community-based Whale and

tour developed Dolphin Watching
tour itinerary
developed
Product pilot Tour pilot -tested Tour pilot tested Tour was pilot
testing tested
One One
community-based community-based
ecotourism ecotourism
organization/s organization
registered with registered
the SEC
-5 -6
Tourism Guidebook for Local Government Units Monitoring and Evaluating the Local Tourism Development Plan
Annex A: Monitoring and Evaluation Strategy
Data Source
Results Goals & Success Targets per Collection
Objectives Indicator Indicator Methods
Performance
Annexes
pull-out worksheets
-7 -8
Tourism Guidebook for Local Government Units Monitoring and Evaluating the Local Tourism Development Plan 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
Actual Programs, Success Project
Goals Results Strategy Baseline Data Targets Strategy Projects, Indicators Target Accomplishment
Beneficiary Coverage
Cost
Actual
Remarks
Accomplishments Sector Area Disbursement
Activities (Outcome/Output) (Php)
-9 - 10
Managing the Impacts of Tourism
7
Supplemental reading 7 Managing the Impacts of Tourism

This supplemental reading of the Tourism Guidebook will help LGUs: Identifying and Managing
Identify and analyze the positive and negative impacts of tourism
in the area; and 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,
negative impacts such as increased incidence of pollution, increased crime must be mitigated
Sustainable Tourism by adoption of appropriate policy and pursuing good environmental management practices.
Such 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 principles of sustainable development. The following discussions of this supplemental reading
(Calanog, Reyes and Eugenio, 2011): 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
A.
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;
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
preserve the beauty of the natural environment and also the quality of life of the local residents.
Socially just, humane and gender equitable. Tourism upholds the rights and dignity of
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.
-1 -2
Some of the management measures below may help you solve your problems:

Example 1. Checklist of Ecological/ Bio-physical Impacts of Tourism
Programs,
1
Projects,
+ - Management measure
Description of existing Activities,
Category
and potential impact Policies (PPAP) Compliance to Environmental Laws
(Pls. check)
Ecosystems e.g. Increased forest cover Forest protection; reforestation Reforestation project How do you rate your LGUs compliance to existing environmental laws in relation to
forests, rivers, tourism? Please rate with 5 being the highest and 1 the lowest:
coral reefs
Destruction of coral reefs Enforce regulations on tourists to avoid

stepping on corals and on boatmen Example 2. LGUs Compliance to Environment Laws Checklist
not to anchor on the coral reefs;
establish a marine protected area. Law/Ordinance Rating Comments
Wildlife species Diminishing bats in caves Do not put lights in the caves There is mutilation, defacing and destruction of objects of
National Integrated Protected Areas Systems Act of natural beauty; damaging and leaving trails in damaged
1992 (Republic Act 7586) condition; dumping wastes; and altering, removing
Agriculture and destroying or defacing boundary marks or signs.
fisheries
The river destination is very dirty, leading to the closure of
Aesthetic Blocking of natural view due Enact building ordinances to avoid Philippine Clean Water Act of 2004 (Republic Act 9275)
the river cruise.
to construction of buildings construction of physical infrastructure
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 Enforce protected area Ecological Solid Waste Management Act of 2000
due to mining; gathering of environmental regulations Litter is everywhere in the beach and on roads.
(Republic Act 9003)
stalactites and stalagmites in
caves
Toxic Substances and Hazardous and Nuclear Wastes There is a high level of mercury content in the river, making
Control Act of 1990 (Republic Act 6969) swimming hazardous.
Cleanliness and Increased litter
solid waste
The mitigating measures in the Environmental Impact
Environmental Impact Assessment (DENR-Department
Assessment (EIA) of some companies are not being followed;
Noise level Increased noise in public Administrative Order(DAO #25)
the multi-partite monitoring team is not active.
places
Mining is occurring in the protected areas polluting the river
.Philippine Mining Act of 1995 (Republic Act 7942)
Crowding Increased crowding in public Compute carrying capacity and limiting swimming activities.
places and limit visitors or increase
carrying capacity Revised Forestry Code of the Philippines (Presidential
Kaingin is rampant.
Decree 705)
Water quality Increased water pollution Improve sewerage system and septic Wildlife Resources Conservation and Protection Act
from sewerage tanks There is unregulated gathering of wildlife resources.
(Republic Act 9147)
Air quality Increased air pollution from Anti-smoke belching National Environmental Awareness and Education Act There is limited knowledge of the community concerning
tricycles campaign; improve four- stroke engine of 2008 (Republic Act 9512) ecology.
implementation
There is rampant illegal logging in the protected areas and
Moratorium on Logging (Executive Order #23)
tourist destinations.
Others:
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.
Habitat conservation is poor certain areas; diminishing

Convention on Biological Diversity 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
Legend: + Positive -Negative
-3 -4

If the implementation of the laws is wanting, your LGU can improve law enforcement, enhance monitoring Have you observed the following indicators in any of your tourism sites?
techniques and create programs and projects to promote conservation of natural resources and waste Please check if yes:
minimization and management, and use other techniques. Some management measures are described in
the following section.
____ diminishing water supply
____ decreased number, diversity and distribution of wildlife
2
____ crowded tourism sites
Managing Environmental Impacts ____ overbooked hotels

____ crowded areas for visitors - (e.g. swimming pools, trails)
____ trampled trails
Regulating tourism development through the issuance of permits. An Environmental
Impact Assessment (EIA) may be required before final approval of project. DENR DAO# 25 ____ steep slopes are over-utilized for human habitation in hotels and resorts
determines the coverage of projects that requires EIA. Environmentally critical projects ____ increased garbage and litter
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 ____ lack of transportation
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.
The following measures may be considered in arriving at solutions:
Are there proposed projects related to tourism that have to be studied now, before a Diversify products and activities
permit is granted? What are they? What needs to be done?
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
Are there existing projects related to tourism that need a closer environmental Encourage off-season use
monitoring? What are they and what needs to be done? Provide adequate information and interpretation
_________________________________________________________________________________________
Increase durability of heavily-used resources
_________________________________________________________________________________________
_________________________________________________________________________________________ Improve participation of stakeholders
_________________________________________________________________________________________
_________________________________________________________________________________________
Tools have been developed to respond to problems of overcrowding or over-use. One such tool is carrying
capacity analysis that considers the maximum number of visitors in an attraction. Several formulas have
3 Considering Carrying Capacity and Limits 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).
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 While carrying capacity is oftentimes used to manage impacts, it can also contribute to planning spatial
has surpassed its comfortable and enjoyable limits. Sometimes, visitors would complain development in tourism, and is one of the mechanisms for establishing standards for sustainable tourism
about these problems. Do you have such tourism sites and activities that are overcrowded (Jovicic, 2008).
or where deterioration of the environment has been felt due to tourism?
-5 -6
4

Please check if the following situations are observed in your tourism attractions. Also note the principles
Managing the Tourism Impacts on Biodiversity and recommendations for biodiversity conservation that can be included in your TDP.
Biodiversity is an important resource for tourism. More tourists come if the coral reefs for Example 3. Situations Observed in LGU Tourism Attractions Checklist
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. PRINCIPLES AND RECOMMENDATIONS FOR
INCIDENTS/SITUATION /X
Swimming is enjoyable if the quality of the water is Class A or good for recreational purposes. BIODIVERSITY CONSERVATION
Thus biodiversity conservation is an essential part of tourism management.
Recognize the limit of activities within the Protected Area Management Plan.
Reduce the use of the entire area.

A science-based approach can be useful in planning on the use of biological and Limit the number of visitors in the entire area.
wildlife resources in tourism. The following steps can be undertaken:
Are visitors allowed and found all over the Limit ecotourism activities within the tourism zone. Although more people
protected area? 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 must respect the natural and cultural assets of the place. Keep the strict
protection zone of national parks and sanctuaries free from tourists.
are abundant in mangrove areas or bats are found in the mouths of caves;
Encourage the use of other sites.
2. Develop tourism activities that are based on the natural habitats;
Charge higher visitor fees.
3. Undertake measures to mitigate impacts of tourist activities on wildlife; and
4. Monitor and evaluate the impacts on the wildlife population and quality of the physical environment.
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.
Do visitors and locals collect wildlife?
The DENR-DAO 2013-19 Annex B prescribes a procedure for full ecotourism planning and management Observe the provisions of RA 9147 (Wildlife Resources and Conservation Act) to
to include the following steps: site assessment, ecotourism planning, implementation of the ecotourism conserve and protect wildlife species and their habitats to promote
management plan, and monitoring and evaluation. You may consult the website for the full text of this ecological balance and enhance biological diversity.
planning tool (URL is http://server2.denr.gov.ph/uploads/rmdd/dao-2013-19.pdf ).
Do not disrupt the natural pattern and life cycle of animals. For example, limit
Are visitors in protected areas and natural the visitations at daytime to avoid disruption of sleep of nocturnal animals.
sites allowed to enter anytime of the day?
Generally, biodiversity conservation can be done through:
Night safaris or cave visits should limit the use of light.
a) Protection and restoration of habitats; Are visitors allowed to touch the wildlife Encourage putting limits of distance to observe the animals so as not
in their natural habitats? Are the wildlife to disrupt their daily activities. An example of this is whale watching in
b) Minimization of interactions of wildlife with humans through distance and time; and migrating to nearby untouched areas? Pamilacan, Bohol and Donsol, Sorsogon.
c) Utilization of biological resources properly.
Do not harm the habitats of wildlife. Tourists should not step on coral reefs.
Do tourists step on the corals causing
their destruction?
Maintain trails so as not to trample on forest vegetation.
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

Are the caves and wildlife destroyed due daytime and artificial lighting restricted.
to the activities of visitors?
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.
Conduct regular monitoring of wildlife populations to monitor impacts on

Is there an absence of a biodiversity
biodiversity. A Participatory Biodiversity Monitoring System can involve more
monitoring team and system?
stakeholders including the local community, DENR, local NGO/PO.
HABITAT
-7 -8

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
Example 4. Environmental Education Activities
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 PARTNERS POSSIBLE ENVIRONMENTAL EDUCATION ACTIVITIES
of hotels, resorts, information centers, etc. (URL: www.berdeonline.org/).
Schools:
Green architecture principles can also be done in making trails in national parks and other
tourist attractions. DepEd Conduct exhibits, seminars/talks
The component-strategies for the Formulation of the Ecotourism Undertake National Service Training Program (NSTP) projects
Management Plan (DENR DAO No. 2013 19): CHED Universities/colleges
Conduct trainings and related activities
Conduct research
1. Zoning for visitor use; Grant of graduate school scholarships for tourism employees
2. Visitor site planning and design;
3. Sustainable infrastructure design;
Conduct research to enhance knowledge on biological diversity and to
4. Visitor management; and Research Institutions
monitor pollution
5. Revenue generation.
Another reference is DENR AO 2009-09 re: Standard Design and Specification National Government Agencies
of Signs, Buiding Facilities, and other Infrastructure that maybe installed and/or
constructed within protected areas. DENR Celebrate Earth Day and other Environmental Events
DOT Promote and market tourist destinations
Can you implement a local ordinance on green architecture? What steps can be done to do this? DA Showcase model farms
________________________________________________________________________________________
Others
________________________________________________________________________________________
________________________________________________________________________________________ Groups dealing with communities:
________________________________________________________________________________________
________________________________________________________________________________________ Peoples Organizations/cooperatives
________________________________________________________________________________________
NGOs/civic action groups
The Media:
6 Environmental Education Radio
TV
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 Print -newspapers, magazines)
skills, the following can be done: National newspapers (pls. identify)
Community newspapers (pls. identify)
a) adoption of whole-school approach in environmental education (in schools);

Brochures
b) capacity-building for marginalized communities and other
stakeholders (in communities);
c) education of the general public (through media); and
Social media and internet
Facebook
d) Explanations to visitors when they are visiting parks. Twitter
Webpage
-9 - 10
7 B.

Enhanced Environmental Monitoring Social Impacts of Tourism
Tourism also has social impacts. Due to the interaction of the community with other people from various
Participatory biodiversity monitoring system to monitor commercially important species and
cultures, their values, habits and attitudes may be affected. Your job is to enhance positive impacts and
indigenous or rare species can be used. Such a system can have multi-partite composition to
minimize negative social impacts brought about by this interactions.
include DENR-PAWB, PO, NGO, the academe, among others. The local community and
forest rangers can monitor the movement or use of commercially important and
What are the possible social impacts of tourism in your locality? What are your safeguards against negative
endangered species. The academic research institutions can verify and classify them and
social impacts?
conduct further research.
Identify the positive / negative impacts of tourism in your destination using the table below:
Biodiversity Monitoring Sheet for monthly reports by community groups Example 6. Checklist of Social Impacts, Management Measures and PPAPs
and forest rangers:
Programs, Projects,
Description of existing + - Management Measure Activities, Policies
Category (PPAPs)
and potential impact
Example 5. Biodiversity Monitoring Sheet by Community and Forest Rangers
(Pls. check)
PLACE AND DATE
LOCAL/ COMMON NAME SCIENTIFIC NAME OBSERVATIONS Development and
More and cleaner public
OBSERVED better maintenance of
toilets
public facilities
Local community (Juan de la
Ex. November 10, 2013; Desmodus rotundus Increased profile
Paniki, Bats Cruz, Elpidio Santos) caught More publicity for the LGU
6:25 pm (common vampire bat) of region
bats for pulutan
Increased local pride
More recreational
opportunities
Change in local
character and culture
Rise in delinquent
The use of text messaging can also be employed to encourage local citizens in monitoring (e.g. texting behavior
or using video regarding traffic violators such as smoke belchers in the Bantay Usok campaign). Is there
Disruption of traffic
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:
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:
- 11 - 12
C.

Does your LGU utilize some of the following management practices in dealing
with social impacts of tourism? Please fill up the following checklist: 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
Example 7. Checklist of Practices to Manage Social Impacts of Tourism businesses. Thus, you have to ensure that your LGU and community will benefit most from such economic
changes.
CATEGORY PRACTICE YES NO
Fill up the table below to help you identify the economic effects of tourism in your locality.
Preservation of historical sites churches, monuments
Example 8. Checklist of Economic Impacts, Management Measures and PPAPs
Heritage conservation Building museums, exhibits on local culture
Programs, Projects,
Description of existing + - Management measure Activities, Policies
Accurate heritage interpretation of historical and cultural data
Category (PPAPs)
and potential impact
Utmost care taken to safeguard marginalized sectors of society against (Pls. check)
negative impacts of tourism
Increased in tourism
Women and children must be safeguarded against sexual abuse and jobs
violence (e.g., policy that female masseurs cannot enter private rooms in
hotels; children working in tourist establishments need parental consent.)
Increased in business
Protecting the rights of women, opportunities
children, indigenous peoples, persons Please refer to laws that address gender issues that tourism
with disabilities establishments should comply with, e.g. Anti-Sexual Harassment Act.
New Infrastructure,
e.g., better shopping,
Proper physical infrastructure for persons with disabilities, e.g. ramps, dining, and /or
must be constructed in tourism sites recreational
opportunities in the
region because of
Free Prior and Informed Consent sought prior to use of
tourism
indigenous peoples and cultural sites for tourism
Rise in property values

Manufacturing from the local agricultural produce, local clothing and
accessories
Increased shopping
Culinary tours featuring local delicacies, and mandating every culinary opportunities
establishment to promote local food
Promoting local culture foods, Increased employment
dances, songs, crafts. opportunities
Local hotels display local culture and crafts
Higher cost of rent
Local cultural presentations, adhering as close as possible to what is
authentic and traditional, should be part of tourist entertainment Improved opportunities
for local business
Nudity in beaches not to be tolerated
Scanty clothing in churches and other places of worship not allowed Increased funding for
e.g. dress code public services (e.g.
Respecting local norms and health, police, fire
traditions religious festivals, services)
Permission granted prior to entering local villages
dress codes
Respect for the elderly observed Increased revenue for

local government
Common courtesies, e.g. saying thank, encouraged Rise in the overall cost
of living
Researches in universities and other research institutions on local culture
and local knowledge promoted The increase in prices
Engaging in continued research on and property values
local culture
Coordination with the National Commission for Culture and the Arts
undertaken Increased prices
Again, please ensure that such policies and practices are mainstreamed in your tourism planning,
management, monitoring and evaluation.
- 13 - 14
Optimizing Local Developing your 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
initial input. The stakeholders can participate in the analysis of data. Integrating the TDP and other local
1
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
Mandate a certain percentage of the work force in hotels, resorts, and other years. Whatever the results of the proposed projects and legislations should be inputted in the TDP.
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
Developing a Disaster Risk
Consult with the Tourism Infrastructure and Enterprise Zone Authority (TIEZA)
on such rules Reduction and Management (DRRM)
2
program for tourism
Encourage community-based ecotourism enterprises these include local
guides groups, travel agencies and souvenir shops The Philippines is the third most vulnerable country in the world to natural calamities. Our country is
also located in the Pacific Ring of Fire, making us prone to earthquakes. Climate change brings more
3
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
4 Develop products to diversify tourism offerings in your LGU
5 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
- 15 - 16
Supplemental reading 7 Managing the Impacts of 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 Example 9. Checklist of DRRM Program Elements
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 STEPS/ACTIVITIES YES RECOMMENDATIONS
understand the principles of DRRM:
1. Prevention/mitigation
Hazard is a phenomenon, event, occurrence or human activity that may cause injury, loss of Make a checklist of natural and human- Obtain a multi-hazard map from MGB-DENR or from the Office of the Civil
lives and damage to property and the environment. This includes natural calamities such as made hazards in your area Defense in your region. Plot tourist destinations in the map
typhoons, floods, droughts, earthquake, tsunami and human-induced hazards such as fire,
wars, epidemics and terrorism; Have you assessed the buildings and other Once the hazards and risks are identified, you might need to relocate tourism
physical infrastructure of tourism establishments and tourists in disaster-prone areas. Retrofit historical sites such
Exposure is about the degree to which people and properties are likely to experience hazards. investments along hazardous areas, eg. as old churches or demolish old buildings that may collapse in the event of an
To reduce exposure, there might be a need to evacuate or relocate tourists; fault lines, flood prone areas, landslide earthquake. Also inspect electrical wiring to prevent outbreaks of fire. After a
Disaster Risk is the exposure of vulnerable communities to a hazard, as well as the probability areas? disaster, conduct damage needs assessment of tourism infrastructure
of harmful consequences resulting from hazards; and,
Is there a green protective wall in your LGU, For beaches, a green wall of mangrove forests can break the impact of the
Capacity or the capability of coping and recovering from the damaging effects of a disaster if your LGU is located in a coastal area and water during storm surges. Where appropriate, you can construct a flood
(e.g. wise use of resources, robust infrastructure, strong and good governance). has a history of tsunamis or storm surge, ? retaining wall to protect tourism establishments and communities
2. Preparedness
Do you have calamity funds that the Calamity funds are needed for easy access during relief and rehabilitation
tourism industry can access? operations
Risk is covered by the following formula: The tourism industry should prepare for natural disasters. After assessing the
hazards, further assess the vulnerabilities and capacity of the industry. Organize
Are there DRRM programs for tourism
DRRM teams in tourist attractions. Ensure that community drills e.g. Earthquake
attractions?
drills are conducted in hotels, resorts and other establishments. In addition,
DRRM Plans must be formulated for tourist attractions and service providers
Early warning systems must be established in destination sites. For example,

Are there early warning systems in tourism bells or sirens can ring during floods. It takes several days before assistance can
attractions? arrive from national agencies so attractions and establishments should have
Hazard x Vulnerability
stockpile food and relief goods
Risk =
For foreign visitors, make a list of contacts of foreign embassies especially
Do you have a list of contacts of foreign
those who frequent your destination so that they can be alerted in case of
embassies?
Capacity
emergencies of their nationals
Do you have an evacuation and relocation Should a disaster strike, evacuate visitors to higher grounds and relocation
plan for visitors who may be affected by sites. Be sure that such relocation sites are safe for the visitors e.g. not easily
calamities? flooded
Also conduct search and rescue operations of some visitors who are dead or
Do you have a provision for visitors in your missing. Provide first aid to injured visitors. Distribute relief goods when
DRRM response and relief plan? 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
Solar powered supplies and appliances can be installed for power outage
Typhoon Yolanda, stongest typhoon to hit the Philippines in 2013 had reminded us of disasters?
to keep our DRRM programs in check. To prepare for a DRRM Program, these elements Do you have access to psychologists who
Provide professional services by psychologists based in schools and in DSWD
can deliver first-aid counselling in cases of
should be present: trauma?
to reduce trauma
1.
3. Response
Prevention / Mitigation; Did you deliver relief goods to tourists and
2.
Relief goods should contain food, water and other basic needs
tourism establishments?
Preparedness; FINANCIAL
Did you relocate tourists to evacuation
AID Safe places should be used in relocation until further help will arrives
3.
areas or safe places?
Response; and Did you assist in providing transportation Signals for cell phones will have to be accessed to contact relatives and friends.
4.
and communications to tourists? Transportation may need to be provided to safe areas
Rehabilitation.
4. Rehabilitation
Did you evaluate the needs of the tourism
For rehabilitation, buildings, ecosystems may need to be repaired
industry for rehabilitation?
Have you provided alternative livelihood Boats may need to be repaired or new ones purchased. Farmers may need new
for affected tourism workers? stock of seeds
Did you provide financial aid to affected

The financial aid can come in the form of donations, grants or soft loans
tourism-related businesses?
Others:
- 17 -18

Do you have a DRRM Program covering the tourism industry? Use the following template
References
in creating one.
Calanog, L., Reyes, P. &Eugenio, V. (2011). Making Ecotourism Work. Manila, Philippines:
Japan International Cooperation Agency.
PHASE ACTIVITY TIME FRAME

Department of Environment and Natural Resources (2003).
Department Administrative Order # 302003 (DENR-DAO 03-30):
Prevention and Mitigation 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

Preparedness 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
Relief
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.
Rehabilitation
Republic of the Philippines (n.d.). Philippine Agenda 21
- 19 -20
Developing Tourism Products and
8
Marketing the LGU Destination
Attractions gain by clustering. Clustered attractions have better promotional impact thereby providing more
Supplemental reading 8 Developing Tourism Products & Marketing the LGU Destination
This supplemental reading of the Tourism Guidebook will help LGUs: revenues for businesses (Gunn, 1979). For tourists, especially those on day tours who have time constraints,
clustered attractions become more attractive. In todays mass tourism, the minor and isolated attractions
Understand how tourism products are developed, and promoted to attract require too much time and effort by the visitor to reach and is seldom worth it (Gunn, 1979). Attraction
tourists and visitors; and themes are best carried out when attractions are grouped together, physically or by tour (garden tours,
Get oriented with tourism marketing and promotion techniques. 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
Tourism Product Development

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:
What are tourism products?
9
A tourism product is an object that attracts tourists. There are various levels of a tourism product: core product, 1) Nature-based;
main (tangible) product and augmented product.
2) Cultural tourism products able to deliver higher growth,
The core product is the unique experience of the tourist while visiting your destination. As a customer, the visitor higher length of stay and expenditure, and wider-spread benefits
should experience enjoyment, and a level of comfort and safety. The level of satisfaction is also dependent on that will appeal to long haul markets in Europe, Middle East and
meeting the purpose of the trip and his/her needs, based on age, budget, socio-economic status and attributes.
North America, and selected markets such as Australia and niche
The figure below will help you understand the levels of tourism product: segments in the regional markets (China, South Korea, Japan,
Hongkong, Taiwan and Singapore);
Core products
3) Sun and beach;
Figure1. Tourism Product
4) Meetings, Incentives, Conventions and Exhibitions (MICE);
5) Leisure, entertainment and shopping;
Core Product (Experience) Introduction

6) Diving and marine sports tourism products capable of attracting
large regional markets (specially China, South Korea, Japan, India,
Taiwan, Malaysia, Australia, and USA);
Main Product (Tourist activity) 7) Nautical and cruise;
8) Health/wellness/retirement; and
Augmented Product
(Souvenir) 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.
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. For purposes of product development in your LGU, the tourism product will be categorized in this Guidebook
as the following:
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 a. Destination
builds onto this, adding the possibilities of other tourist attractions in the form of various scenic, historic, leisure, b. Circuit
amusement, entertainment, shopping, recreational sites and installations. An ideal destination represents a c. Attraction
cluster of all these components (Doswell, 1997). d. Tour
Each of these product levels will be assessed and developed, based on what is most needed by your LGU.
-1 -2
Assessing Tourism Products Product category Products New/improved options
Fiestas Town fiestas

Understanding and developing your product can be done Songs and dances Ati-atihan dance, native dances
through various tools: and songs of the region
Religious and cultural events e.g. Penafrancia festival, Higantes
Festival
a. Use of the value chain analysis. Transportation
A value chain describes the full range of activities which are required to bring a product or service Land Bus, FX, Jeepneys, tricycles
from conception, through the different phases of production, delivery to consumers, and final
disposal after use (Kaplinsky and Morris, 2002). Air Airplanes
Water Boats
Figure 2. Value Chain
Accommodation Hotels, hostels, resorts,
Food and beverages Native delicacies
Merchandise Souvenir items
Travel agent Transport Hotel Site Operator

Company Restaurant Cultural Group
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 .
These activities can be coordinated by a tour operator, and thus a tour becomes a product by itself.
b. The 5As Framework
What are the gaps in your value chain?
How can they be improved? 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).
Table 1. Product Development and Improvement
Figure 3. 5As Framework
Product category Products New/improved options
Attractions Arrival Access Accommodation Attractions Activities
Natural Protected areas, wildlife

Eco-adventure tour ,
sanctuaries, flagship species, Pre-arrival Roads Hotels Natural Rest
mountaineering/ trekking
islands, beaches, volcanoes, caves marketing
Terminals Lodging Human-made Recreation
Heritage Museums, monuments, ruins
Air/sea/land
transport Related Restaurants Education
Activities e.g. zip line
infrastructure
Air/sea ports
Cultural activities Songs, dances
Convention centers e.g. Philippine international

Convention Center
-3 -4
c. Use of Tourism Product Life Cycle
Tourism products experience a life cycle. Product development takes into consideration the life
cycle so that corrective action can be undertaken to ensure that tourists will continue to come back
Developing New Products
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,
Stagnation
De
cli a) Destination planning
ne
b) Circuit planning
c) Attraction planning
ch
d) Tour planning and packaging
un
La
Number of Tourists
Tourism planning is primarily economic development planning that is directed towards tourism-related
ery objectives. However, tourism planning differs when undertaken by the public sector and the private sector.
cov
Dis 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
marketing purposes.
STAGE 1: DISCOVERY
During the early discovery stage of the cycle a small number of unobtrusive visitors arrive seeking
The tour packaging process involves:
unspoiled destinations. These early explorer tourists generally speak the language and identify
with the local culture. The social impact in this stage is generally small and resident attitudes are fairly
1. Research and design, identifying and selecting attractions to be visited;
positive towards tourism.
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 4. Proper costing and pricing based on marketing segments
increasing numbers of tourist by providing facilities. Businesses remain family based and the
(e.g. schools, budget tours);
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 5. Handling clients and suppliers; and,
tourist facilities. 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 LGUs can improve delivery of tours by:
this stage is said to have reached maturity.
1. 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 2. Improving access through improved farm-to-market roads; and.
foreign-owned businesses withdrawing and the community is left to pick up the pieces.
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?
-5 -6
Some Ethical Considerations in Product Marketing Tourism Products and

Development and Marketing Promoting the LGU as a
Tourism Destination
1 Festivals should be based on heritage e.g.

historical facts, unique cultural features.
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.
2
It is best to start marketing and promotion activities once the tourism attractions,
Souvenir products should not destroy the services and transport access have been developed. LGUs are encouraged to undergo
biodiversity and geological features of the tourism planning process prior to any promotion work. Even LGUs with thriving tourism
place (e.g. no coral reefs should be gathered). industry should constantly revisit their tourism plan and marketing and promotions
strategies to ensure the quality of tourism.
3
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
Decent and sensitive portrayal of women 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.
and children should be promoted.
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
4
four Ps: product, price, promotion, and place become part of the LGUs 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.
Historical buildings should be preserved and

restoration of building must be authentic.
-7
5 Food served must be sourced locally using
local cuisine.
-8
Role of LGUs in Tourism Marketing Strengths, Weaknesses, Opportunities

and Promotion and Threats (SWOT) Analysis in
The LGUs tourism efforts differ from those of individual tourism enterprises. While entrepreneurs aim at
Tourism Marketing
promoting their own attraction, product or service to specific market segments, the LGU should take into The SWOT analysis has been introduced and discussed in the portion of this Guidebook on Formulating the Local
consideration the whole of the local tourism industry. It has the responsibility of ensuring that everyone benefits Tourism Development Plan as a tool for tourism strategy formulation. Market analysis may also be undertaken
from tourism. This requires a unified marketing strategy for all tourism stakeholders within the destination. 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
Given the cluster approach in tourism development that the National Tourism Development Plan espouses, LGUs all their ideas down prior to examining them one by one (Briggs, 2001).
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 Table 3. Aspects of Tourism destination to be considered in the SWOT
aim at complementation, rather than competition when it comes to the development of tourism attractions and Analysis
products.
Strengths Weaknesses
Location Is it accessible, convenient, Location Is the destination inaccessible or
Table 2. Levels of Tourism Marketing and Promotions Coordination obvious and easy to find? difficult to reach?
within a Destination
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?
Destination Coordination Example proficiency which make your
destination superior compared to
your competitor?
Region 2: Batanes-Cagayan Coast- Service Do you offer quality services Services Could the services be more
Country Top Destinations and Regions
Babuyan Islands Cluster or comfort or perhaps an efficient or better in some way?
Tourism Cluster Destinations exceptionally broad range of
Catanduanes-Camarines Sur services?
Region (groups of provinces and or cities)
-Camarines Norte Tourism Link
Introduction
within the region
Marketing Do you have a high profile, strong Reputation and Could the municipality/ city/
Bohol Country-side Tour; established market, or use Image provinces image or reputation
Municipalities and cities within the
Province Ilocos Norte Paoay Kumakaway innovative marketing methods? be better?
province
Campaign
Attractions and establishments
City/ Municipality Heritage City of Vigan Internal Is the LGU reactive instead of
within the city/ municipality
Problems proactive in management?
Opportunities Threats
Trends or Fashion Increased interest in certain Competition New development introduced
activities, like marathons, or by a competitor
nature trips
Change in Increase in the population of a Economic Recession, high inflation or

Population group (i.e. senior citizens, with conditions unemployment (domestic or
higher disposable income) abroad)
Development Technological changes (i.e.

growing internet service
subscriptions)
Promotional Presence of activities such as
Opportunities trade and tourism fairs and
exhibitions conducted by
national tourism organizations
Adapted with slight modification from Briggs, 2001
-9 - 10
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.
The LGU's Image, Brand and Unique
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
Selling Point
found in the main Guidebook Formulating the Local Tourism Development Plan to indicate the LGUs 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. Destination Image
An effective image has the power to invoke specific notions, impressions and perceptions in the tourists mind,
which somehow provides a preview of the destination (Kotler, Haider, & Rein 1993 as cited in Awuah B & Reinert,
The Marketing Strategy 2011). It is the totality of emotional and aesthetic qualities (Gunn, 1998 as cited in Echtner & Richie, 2003) of a
destination. Ones 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.
The marketing strategy for a tourism destination will help

the LGU and tourism stakeholders define the following: Table 4. Phases of Travel Experience
Phases Type of image Source of information

Image of the LGU as a tourism destination Accumulation of mental Organic NONCOMMERCIAL
images about vacation
experiences General media, such as news reports,
Target markets magazines, books, movies
Education such as school courses
Opinions of family and friends
Types of Promotional techniques Modification of those images

by further information
Induced
COMMERCIAL
Promotional materials such as travel

brochures, travel agents and travel
Timing of
Introduction
Promotional efforts
Decision to take a vacation trip
guidebooks, advertisements
Travel to the destination
Participation at the destination
Return home
Modification of images based Actual Experience First hand experiences that modify ones
on the vacation experience initial image of the destination
Derived from Gunn (1988) as described in Echtner & Ritchie (2003).
- 11 - 12
To get an idea of peoples image (how others perceive) of the LGU, here is a simple exercise that can be
Unique Selling Point (USP)
undertaken. This simple question below may be asked from visitors or non-residents:
A destinations 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.
What comes to your mind when you think about ( Name of LGU ) ?
The Target Market

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 LGUs that are already into tourism should have the basic idea of who their visitors are. Those LGUs that are already
be aware and constantly updated of the LGUs social, economic, political and ecological conditions as all ahead in tourism keep and maintain an inventory of tourism data and other resources that will be useful in
these necessarily affect the image it is projecting to the world. Partnerships and constant communication determining the appropriate marketing strategy. However, for LGUs who are yet to start taking tourism seriously,
with stakeholders in the academe, private sector and community will help the local government assess local there has to be a way to systematically know their current visitors. It is easier to attract more of the same type
conditions. 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
Destination Brand the Department of Tourism and JICA (Calanog, Reyes & Eugenio, 2010) in supplemental reading 1 Profiling the Local
Tourism Industry.
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.).
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
A destination brand may be a symbol, name, term or design, or combination of these elements that are LGU. A major consideration here are the current offeringsattractions and facilities available in the locality.
associated with the place (World Tourism Organization and European Travel Commission, 2009). It should not be This requires the local tourism officer and stakeholders to decide on specific market segments to target for the
a vague statement that locals have dreamed up to improve community self-image (Acharya, 2010). Destination marketing of the LGU as a tourist destination.
branding alone cannot change a nations image (Acharya, 2010) or that of any destination. A local politicians
pet idea should not also be mistaken for the localitys brand (World Tourism Organization and European Travel Market segmentation entails dividing a market into distinct groups of buyers who have distinct needs,
Commission, 2009). characteristics, or behavior and who might require separate products (Armstrong & Kotler, 2005). The following
presents the common market segmentation methods used in tourism marketing:
Characteristics of a good brand Introduction Methods

Geographic
Segmentation
Demographic
Segmentation
Psychographic
Segmentation
Behavior
Segmentation
Attractive Exciti ng Memorable Simple Unique Characteristics Nations Age Social class Knowledge
States Gender Lifestyle Attitude
Regions Income Personality Use of and
Provinces Occupation response to the
Examples of destination
Cities tourism product
branding are the following:
Municipalities
Banaue Stairway to the Sky

Adapted with modifications from Kotler, Bowen and Makens (2006)
Vigan Old World City
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
Palawan The Last Frontier 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
Davao Land of Plenty 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.
- 13 - 14
Promotional Tools 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.
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:
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
You can also include as marketing channels and place of promotions various embassies, international groups and Exhibition attendance National/ regional tourism fairs
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 Internet and social media Websites
destination has to offer to tourist. It should also contain the destinations brand. For the chosen promotional tools
to stand out, they should be evaluated based on the following AIDA principles (World Tourism Organization, Social networking sites
1993): - Facebook -Twitter, etc
Travel Blogs
A I DA Grab
Attention
Appeal to readers/
audiences
Interest
Arouse the desire
to visit the
Destination
Urge the reader
to take
Action
- 15 - 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 tourists 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
Institutionalizing Standards
9
for Tourism
Supplemental reading 9 Institutionalizing Standards for Tourism
This supplemental reading of the Tourism Guidebook will help LGUs: What are the standards set by the Department of Tourism?
Understand the existing local, national and international tourism standards; The standards set by the Department of Tourism vary by category (these standards can be accessed through
Adopt these standards, when possible, in the LGU; and http://www.tourism.gov.ph/sitepages/TourismStandards.aspx).
Develop their own local standards based on the local situation.
Category Accreditation
Agri-tourism-farm site Rules and regulations to govern the accredita-
tion of agri-tourism / farm site
Accreditation Principles and Practices 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 Amended rules and regulations to govern the Amended rules and regulations to govern the
the following national and international standards in your LGU. You may also pattern your standards from the accreditation of mountain guides accreditation of mountain guides
practices of other LGUs. Certain sectors in the industry have also initiated their own standards and accreditation
process. Amending the tourism-related establishments code of Amending the tourism- related establishment
1989 code of 1989 and adding a new provision thereof
Calesa Rules and regulations governing the
accreditation of calesas providing transport
1 National Standards Cave guides
Foreign exchange dealers

services to tourists
Rules and regulations to govern the accredita-
tion of cave guides
Rules and regulations to govern the accredita-
The Department of Tourism (DOT), through its Office of Tourism Standards and Regulations, prescribes and
tion of foreign exchange dealers
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 Gallery Rules and regulations to govern the accredita-
services. Accreditation shall be voluntary for secondary tourism enterprises. Republic Act 9593 or the Tourism tion of gallery
Act of 2009 defines primary tourism enterprises as: travel and tour services; land, sea and air transport services Hotels, tourist inns, motels, apartelles, resorts, pension Rules and regulations to govern accreditation of
exclusively for tourist use; accommodation establishments; convention and exhibition organizers; tourism houses and other accommodation establishments hotels, tourist inns, motels, apartelle units,
estate management services; and such other enterprises as may be identified by the Tourism Secretary, after resorts, pension houses and other
due consultation with concerned sectors. Secondary tourism enterprises refer to all other tourism enterprises accommodation establishment
not covered by the ones earlier mentioned.
Mountain guides Rules and regulations to govern the accredita-
The DOT also has the power and the duty to issue tourism advisories pertaining to tourism enterprises that tion of mountain guides
were found to have violated the terms of their accreditation. The statement that the advisory shall only be Revised rules and regulations to govern the accredita- Revised rules and regulations to govern the
lifted upon continued compliance of the enterprise with the terms of accreditation. To give value to tion of spa establishments accreditation of spa establishments
accreditation, only accredited enterprises can be beneficiaries of promotional, training and other programs
Spa Rules and regulations to govern the accredita-
of the DOT and its attached agencies and corporations.
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-
d
tion of travel and tour services
c r e d i t e The standards of the DOT can be adopted by the LGU through an LGU ordinance. The following template can
Ac
guide you in drafting your LGUs ordinance.
-1 -2
Example 1: LGU Ordinance Prescribing Tourism Standards

Republic of the Philippines

2 ASEAN Tourism Standards
Office of the Governor/Mayor The integration of ASEAN member-countries requires that the Philippines meet the ASEANs Tourism
Standards. Meeting these standards will increase the competitiveness of Philippine destinations in the
Province/City/Municipality of _____________
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
ASEAN becomes a Quality Single Destination. One measure in the Roadmap for Integration of Tourism
Ordinance prescribing standards for tourism development in the Municipality/City of ___________
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
The six (6) ASEAN Tourism Standards and their basic definitions are described below:
6
Whereas the local government has identified tourism as one of the engine for economic development
1. Green Hotel. This is a hotel which is environmentally-friendly and adopts
Whereas the DOT has prescribed minimum standards for the development of tourism energy conservation measures.
Wherefore the local government will create local standards to govern the development of tourism in 2. Local Food and Beverage Services. These are forms of services where
traditional and typical food and beverages are produced and/or sold by local
the LGU. people in food stalls, local restaurants or other similar outlets.
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.
ASEAN Tourism Standards

RESOLVE, to adopt as it hereby adopts 4. Home Stay. This alternative tourism facility is where tourists can stay with the
EFFECTIVITY. This ordinance shall take effect in 201__. hosts 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): 20112015.
----- 5. 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- ecological 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.
-3 -4
Guidelines for Certification of ASEAN Tourism Standards

3 Tourist Attraction Standard in China

1 Awareness raising of stakeholders and training. Disseminate information and
initiate capability building activities for tourism stakeholders. 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
2
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
Application. Accomplish application forms with attached documents,
then evaluate qualifications.
3 Audit. Do on-site audit: interview, audit without prior notice, observation and
checklists.
4 Industry Standards
4 Audit report. Advice all concerned about deficiencies, if any.
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.
5 Correct all deficiencies.
6 Monitoring. Check the standard maintenance at least every two years, such as
checking the use of logo, and the certificate itself.
5 LGU Standards
The LGUs follow the DOTs 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.
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.
-5 -6
7 Rules and Regulations Set by Attractions 9 Considerations for Persons with Disabilities
The Protected Area Management Board (PAMB) sets standard fees for guides, entrance fees, rentals and Facilities 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 restaurants 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 Considerations Yes No
guidelines.
Are there wheelchair ramps in hotels, restaurants and other tourism
infrastructure?
Are there transportation facilities for PWDs?
8 Gender Considerations in Tourism Are there toilets designed for PWDs?
Are there parking lots near sidewalks?
The Magna Carta for Women (Republic Act 9710) upholds womens rights and freedoms. Some practices Are hotel employees trained to give advice on accessibility for PWDs?
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 Others:
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. 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?
10 Considering the Rights of Indigenous People
The Indigenous Peoples 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.
Do womens 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 womens 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

Is free prior and informed consent sought before developing tours or
to tourism?
facilities in their ancestral land?
Others:
Is the culture of the IPs depicted authentically or accurately in your
tourism products?
Others:
-7 -8
References
11 Considerations for Senior Citizens and the Elderly
ASEAN 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
index.php?title=ASEANTourismStandards&func=all&pid=874&tbl=1
to their physical fragility. Republic Act No. 7432, as amended by Republic Act No. 9257, otherwise known as
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
within Protected Areas. Retrieved from http://www.denr.gov.ph/section-policies/laws.php?sort=dt&page=8&ord
Considerations Yes No
er=&filter=&filterID=&tomonth=&dateval=true
Do you have special seats for senior citizens and the elderly in public
transportation facilities or other public areas?
Department 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
dards.aspx
for public services, e.g. transportation, banks?
Disabled World Travel http://www.disabled-world.com/travel/

Do the tourism services apply the necessary discounts for senior citizens
and the elderly?
Republic of the Philippines (n.d.).National Structural Code of the Philippines.
Do you have health facilities nearby to cater to the health needs of senior
citizens?
Others: ______________________ (1972).Republic Act 6541: The National Building Code.
______________________ (1997).Republic Act 8371: Indigenous Peoples Rights Act.
______________________ (2004a). Republic Act 9262: An Act Defining Violence Against Women and their
Children.
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 LGUs vision-mission of tourism
development, land use, thrusts of tourism, theme for tourism development (e.g. Heritage cities such as the City ______________________ (2009a). Republic Act 9593: Tourism Act of 2009.
of Vigan, Ilocos Sur).
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 - 10
Organizing a Local Tourism Office
10
Supplemental reading 10 Organizing a Local Tourism Office

Meanwhile, Republic Act 9593 (the Tourism Act of 2009) stipulates the mandatory appointment of a permanent
This supplemental reading of the Tourism Guidebook will help LGUs: position for a tourism officer. In coordination with the DOTs 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
Understand the legal framework in organizing a local tourism office; tourists and tourism enterprises.
Determine the need to organize a local tourism office; and
Understand the roles and functions of a local tourism office and a local The Tourism Act further states that DOT must ensure that local TDPs and projects are properly coordinated,
tourism officer. 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.
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). Organization of a Local Tourism Office
Government tourism offices at the national, regional and local levels typically are organized according to
Is tourism a significant industry in the municipality, city or province? 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).
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 Implementing these functions is dependent on the number of staff in a local tourism office. The size of this
(Tourism Act of 2009) 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
A province, city or municipality must meet the following criteria as espoused by hand, the province of Compostela Valley had only seven staff (1 permanent, 2 casual, 4 job order) in its tourism
the Department of Tourism, if the area considers tourism as a significant industry: 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
1. The area is identified as a priority cluster in the Tourism Development Areas Meanwhile, the Local Government Code (LGC) states that the Sanggunian Bayan / Panlungsod / Panlalawigan may
(TDAs), as stated in the National Tourism Development Plan (NTDP) 20112016; decide on matters concerning the organization of a local tourism office, pursuant to certain provisions:
2. The area is business-friendly (Seal of Good Financial Management); and
3. The area has a minimum of 100 tourist arrivals per month. 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
Policy and Legal Framework in

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
Organizing a Local Tourism Office

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).
Republic Act 7160 or the Local Government Code (LGC) of 1991 provides the legal basis for the organization of a The organization of a local tourism office can be realized through the passage of an ordinance on the
local tourism office. The LGC suggests that any local government unit can create and staff any office as it deems fit re-organization of the structure and staffing pattern of a municipality, city or province (see Annex 3).
and necessary. An LGU may opt to organize one based on its service requirements and financial capability.
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.
Every Local Government Unit (LGU) shall design and implement its own organizational structure and Likewise, the Provincial Tourism Office (PTO) can be under the Office of the Provincial Governor but
staffing pattern taking into consideration its service requirements and financial capability, subject to administratively supervised by the Office of the Provincial Administrator as in the cases of Davao del Norte and
the minimum standards and guidelines by the Civil Service Commission. 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,
Source: RA 7160 or Local Government Code (LGC) of 1991, 2011).
1
Provincial Tourism Staff of Davao del Norte and Compostela Valley, November 2013 and January 2014.
-1 -2

Roles and Functions of a Local Tourism
Officer Functions/
categories
Provincial
Tourism Officer
City/Municipal
Tourism Officer
Conducts data gathering
activities on the tourism
industry
Conducts inventory of tourism spots
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, Statistics and Research Monitors tourism arrivals
Gathers data on tourism
implementing and updating local tourism development plans, and enforcing tourism laws, rules (including sex-disaggregated data) Computes for carrying
and regulations. capacity of accommodation
establishments
Source: RA9593 or the Tourism Act of 2009, Chapter II-A, Section 6-N Structure of the Department
Encourages tourism establishments to
engage in Public-Private Partnerships
(PPPs)
Table 12 presents the roles and functions grouped according to the functions as suggested by the World Tour-
Conducts tourism awareness through
ism Organization (WTO), discussed in the earlier part of this supplemental reading. Manages the parks
orientation in various LGUs, including
barangays Implements tourism-related
Table 1. Perceived Roles and Functions of a Local Tourism Officer Organizes special groups that will policies with the help of the
City/Municipal Planning and
help in tourism (e.g. cave society, travel
Education and Training Development Coordinator
and tours operations, accommodation (CMPDC)
Functions/ Provincial City/Municipal and security)
categories Tourism Officer Tourism Officer Builds the capacities of tourism Performs all front-line services
in tourism
stakeholders through human resource
development (e.g. tour guides)
Coordinates and aligns tourism
projects of the LGU Assists tourism enterprises in the
accreditation process
Implements national initiatives under
the DOT
Designates tourism zones
Regulates standards
Performs consultative and
Provides assistance to LGUs recommendatory functions to
the LCEs
Planning and Development Aligns the strategic direction of the
provincial tourism development to that Helps develops destinations
of the national plans
Sets the vision and mission of tourism

development positioning of tourism
in the province
Coordinates with the City and

Municipal Planning Office for the
technical aspects in preparation for the
development of the master plan
Develops and markets competitive

products and destinations
Marketing Services Prepares tourism brochures
Helps municipalities and cities
promote tourism in their areas
2
Derived 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 .
-3 -4
Example 1: Sample Ordinance on the Creation of a Local Tourism Officer Table 2 : Plantilla (Staffing Pattern) of the Davao del Norte Provincial

Position Tourism Office
Salary Educational Relevant

Position Job Description Training Eligibility
Grade Requirements Experience
ORDINANCE NO. 327, SERIES 2011
- Supervises the staff in the
AN ORDINANCE CREATING THE POSITION OF SUPERVISING TOURISM OPERATIONS OFFICER performance of their tasks and
functions
AND PROVIDING FUNDS THEREOF. - Formulates policies, plans, program
and projects for the development of
the tourism industry
- Advises the Governor on the
The Sangguniang Panlungsod of the City of Surigao hereby ORDAINS: promulgation of resolutions relative to
policies, plans, programs, and projects
designed to promote and develop the
SECTION 1. CREATION . There is hereby created the position of Supervising Tourism Operations Of- tourism industry
ficer with Salary Grade 22 in the Office of the City Mayor. - Coordinates with national
government agencies,
non-government organizations and
SECTION 2. FUNCTIONS. The Supervising Tourism Operations Officer who shall be responsible for Supervising Career
local government units in the
the development and promotion of tourism of the city shall: Bachelors 3 years of 16 hours Service
Tourism promotion of tourism
22 degree relevant relevant of relevant (Professional
a) Prepare tourism related portfolio showcasing tourist spots and destinations; Operations - Facilitates the protection,
to the job experience training 2nd level
Officer maintenance and preservation of
eligibility)
historical and natural assets which are
b) Produce and circulate tourist information;
tourist attractions with the
appropriate government agencies or
c) Publish or cause to be published tourism press releases in various media outlets; with the private sector and maintains
a statistical data bank on the tourism
industry
d) Prepare travel tours and arrange itineraries for tourists and visitors seeking tourism assistance and
- Upholds and assists the indigenous
services; and people of their traditional arts, cus-
toms and traditions
e) Perform such other related functions as may be authorized by the City Mayor. - Represents the Governor in
conferences and meetings concerning
tourism and travel
SECTION 3. EFFECTIVITY. This ordinance shall take effect in 2012. - Designs programs to encourage
private-sector investment as their
Enacted on November 03, 2011. participation in tourism projects
----- - Undertakes research studies and

surveys for the continuing analysis of
the tourism industry
I HEREBY CERTIFY to the correctness of the foregoing ordinance. - Monitors and evaluates programs
and projects of tourism industry in the
province
- Coordinates and assists in the
implementation of tourism-oriented
NENITA G. LOAYON projects, plans of national and local
Sanggunian Secretary government, those of private activities
so as to make possible the accelerated
and balanced growth and
ATTESTED: APPROVED: development of tourism in the
province
Senior - Develops and conceptualizes new Career
DANILO C. MENOR products which lead to enhancement Bachelors 2 years 8 hours of Service
ERNESTO T. MATUGAS Tourism
18 of tourist sites and facilities degree relevant relevant relevant 9Professional
City Vice Mayor City Mayor Operations - Initiates and coordinates with all to the job experience training 2nd level
Presiding Officer Officer sectors, both government and private Eligibility)
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
-5 -6

Salary Educational Relevant Salary Educational Relevant
Position Job Description Training Eligibility Position Job Description Training Eligibility
Grade Requirements Experience Grade Requirements Experience
- Assists in the packaging, marketing - Assists in the implementation of

and promotions of tourism products tourism oriented programs and
-Organizes special events for the projects of the province
promotion of local destinations - Keeps, maintains and updates
- Coordinates with the Public records on the tourism profile of
Information Office (PIO) in the conduct the province
of pictorials of tourist spots and events - Receives and records incoming Career
Tourism Completion of
for tourism promotion material and outgoing communications Service (Sub
two years None
purposes and for souvenirs Operations 7 - Takes charge in the preparation
studies in
None required
required
Professional
- Monitors and evaluates plans, Assistant and approval of disbursements 1st level
college
programs and projects of the province - Assists in the orientation and Eligibility)
to ensure their effective organization activities on the
implementation community level
- Formulates operating standards for - Submits annual performance
tourism oriented establishments targets and semestral performance
including hotels and resorts, evaluation reports
restaurants, inns, motels and other Career - Performs other related tasks
Tourism related facilities and services and Bachelors 1 year of 4 hours of Service assigned by the supervisor
Operations 15 ensure a harmonious, positive and degree relevant relevant relevant (Professional
Officer II constructive development of the to the job experience trainings 2nd level
tourism industry Eligibility) - Sorts, indexes, files and binds
- Conducts educational campaigns communications, records and
aimed to make Davaoeos aware and other documents Career
Administrative Completion of
able to appreciate their cultural - Routes communications and Service (Sub
two years None
heritage including those of indigenous Aide IV 4 other documents received
studies in
None required
required
professional
peoples and Muslim constituents of (Clerk II) - Compiles statistics of basic data 1st level
college
the province related to the work of particular Eligibility)
- Coordinates with artists and cultural office
groups and provide assistance in terms - Performs other related tasks
of promoting their work for greater assigned by the supervisor
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
- 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
Career
Tourism - Conducts tours/ exposure trips to
Bachelors Service
airport, port, bus terminals, luncheon None
Operations 11
and dinner receptions for visitors of
degree relevant None required
required
(Professional
Officer I to the job 2nd level
the Province assigned by the Division
Eligibility)
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
-7 -8
Annex 3 Ordinance of the Re-organization of the Organizational 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
Structure and Staffing Pattern of the City Government of the Island eligibility. The appointment will be for a period of not more than twelve months.
Garden City of Samal
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 unit where assigned. It may also be co-existent with the incumbent or with the period for which an agency or
office was created.
5th City Council
F. CASUAL APPOINTMENT - issued to a person to do only essential and necessary services where there are not
EXCERPT FROM THE MINUTES OF THE 59TH REGULAR SESSION OF THE SANGGUNIANG enough regular staff to meet the demands of the service.
PANLUNGSOD OF THE ISLAND GARDEN CITY OF SAMAL, DAVAO DEL NORTE HELD ON
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
not to exceed one year.
PRESENT:
Hon. Al David T. Uy City Vice Mayor, Presiding Officer H. REAPPOINTMENT - is the re-issuance of an appointment during reorganization, devolution, salary
Hon. Richard A. Guindolman SP Member standardization, re-rationalization or similar events. Reappointment presupposes no gap in the service.
Hon. Napoleon P.G. Villarica SP Member
Hon. Jaime A. Pichon SP Member I. TRANSFER - is the movement of employee from one position to another which is of equivalent rank, level or
Hon. Gaspar R. Valera SP Member salary without break in the service involving the issuance of an appointment.
Hon. Glenn C. Colmenares SP Member
Hon. Teresita B. Antalan SP Member J. DEMOTION - is the movement of an employee from one position to another with reduction in duties,
Hon. Guillermo E. Olden SP Member responsibilities, status or rank which may or may not involve reduction in salary and is not disciplinary in nature.
Hon. Isidro P. Requina, Sr. SP Member
Hon. Nieljun C. Esdrelon SP Member K. REMOVAL - shall connote separation from the service as a result of reorganization.
Hon. Metodio D. Gonato SP Member
Hon. Godofredo M. Mara SP Member L. APPOINTING AUTHORITY - the person or body authorized by law to make appointments in the Philippine
Hon. Samuel C. Rosario SP Member Civil Service.
Hon. Joel L. Olivares Liga Representative
M. PERFORMANCE - an employees accomplishments in terms of the requirements of the job and evaluated
through a systematic method of appraisal.
N. UPGRADING/RECLASSIFICATION - refers to the change in position title with the corresponding increase in
City Ordinance No. 2011-181 salary grade.
AN ORDINANCE ADOPTING THE REVISED ORGANIZATIONAL STRUCTURE AND O. PLACEMENT COMMITTEE - a committee to assist the appointing authority in the judicious selection and
STAFFING PATTERN OF THE CITY GOVERNMENT OF THE ISLAND GARDEN CITY placement of personnel in order that the best qualified and most deserving persons shall be appointed in any
OF SAMAL AMENDING FOR THE PURPOSE CITY ORDINANCE NO. 99-13 SERIES reorganization, composed of the following:
OF 1999
- Two (2) members appointed by the head of department or agency
Be it ORDAINED, by the Sangguniang Panlungsod of the Island Garden City of Samal in session assembled, - A representative of the Appointing Authority
that: - One (1) member duly elected by employees holding positions in the first level of the career service
- One (1) member duly elected by employees holding positions in the second level of the career service
Section 1. TITLE. This Ordinance shall be known as The Revised Organizational Structure and Staffing Pattern - A representative of an employee association duly registered in accordance with Executive Order No. 180 and
of 2011 of the City Government of the Island Garden City of Samal. its implementing rules.
- The members shall elect their Chairman.
- A representative of the Civil Service Commission may be requested by the agency to render assistance to the
Section 2. DEFINITION OF TERMS - Committee.
A. REORGANIZATION - a process of restructuring the bureaucracys 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 agencys 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.
-9 - 10

Section 3. The revised Organizational Structure and Staffing Pattern of the City Government of the Island Section 4. 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 a. 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 present 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 b. 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. abolished 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 Section 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 Section 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 Section 8. This ordinance shall take effect upon confirmation by the Sangguniang Panlalawigan and after post-
B.5. Office of the City Assessor ing in at least three (3) conspicuous places in the city.
B.6. Office of the City Accountant
B.7. City Budget Office ENACTED 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
CERTIFIED CORRECT: ATTESTED: APPROVED:
B.12. City Legal Office
B.13. Office of the City Veterinarian
B.14. City Social Welfare and Development Office
ERNESTO A. GULBEN AL DAVID T. UY ANIANO P. ANTALAN
B.15. City General Services Office
SP Secretary City Vice Mayor City Mayor
B.16. City Agriculturist Office
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
- 11 - 12
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 20112016.
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
Relevant Laws, Policies
11
& Tourism-related Literature
Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature

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 the 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 BIODIVERSITY
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. Investors Lease Act - Lease agreements of Filipino landowners with foreign investors are now to 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 Investors 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 Water Quality and Water Pollution
performance that contributes to economic development.
Presidential Decrees 600 and 979.
Presidential Decree 1067 Water Code (old).

WOMEN AND GENDER- RELATED LAWS -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
Republic Act 7192 Women in Development and Nation Building Act - Government departments,
enforce laws on water use and availment
including its agencies and instrumentalities shall:
- Include an assessment of the extent to which their programs and/or projects integrate women in
Marine pollution policies by National Pollution Control Commission.
development process and of the impact of such programs or projects on women
- Ensure the active participation of women and womens organizations in the development
Enforcement by Philippine Coast Guard.
programs and/or projects including the planning, design, implementation, management,
monitoring and evaluation..
Republic Act 9275 Clean Water Act of 2004.
- 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.
-1 -2

Air Quality
Tourism Related Policies of National
RA 8749- June 23, 1999 An Act Providing For A Comprehensive Air Pollution Control Policy And For
Other Purposes also called Clean Air Act.
Government Agencies (NGAs)
- 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 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
Solid Waste industrial development.
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 Department of Agrarian Reform (DAR)
- 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 Executive Order 129-A, s. of 1987, mandates the Department of Agrarian Reform (DAR) to approve or
sustainable development. Generally, it aims to merge environmental protection with economic disapprove the conversion, restructuring or readjustment of agricultural lands into non-agricultural uses.
pursuits, recognizing the re-orientation of the communitys 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 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.
Others
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
Republic Act 9572 National Environmental Awareness and Education Act of 2008. into Non-Agricultural Uses.
Republic Act 9729 Climate Change Act of 2009.
Republic Act 10121 Disaster Risk Reduction and Management Act of 2010.
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.
-3 -4
In 2010, the Philippines attracted 3.52 million international tourists staying an average of 8.21 nights and spending
Philippine National Tourism

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,
Development Plan (NTDP) 2011 - 2016 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,
Executive summary 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.
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
Between 1995 and 2010, the annual average growth of international arrivals was 4.7% notwithstanding good
the period 2011 to 2016.
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
Method of Preparation: The plan has been developed using a process involving:
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
Preparation of a tourism sector situation analysis involving document review, consultations with industry
by volume is ranked below all ASEAN countries except for Myanmar, Lao PDR and Cambodia. The main causes and
stakeholders in the public and private sector, and conduct of site observations in the field.
effects of the historic poor international and domestic tourism growth performance are summarized in Figure 1.
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 Figure 1. Diagnosis of Philippine Tourism
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 Notwithstanding the challenges facing the industry, the SWOT analysis indicates that there are significant
financed through annual appropriations, contributions from the Philippine Travel Tax, and profits from the opportunities for large and sustained market growth given that the key constraints and weaknesses are effectively
operations of Duty Free Outlets. At the local level, the LGUs under the Local Government Code of 1991 are addressed. If so, then market research indicates that between 2010 and 2016, the Philippines could increase its
responsible for licensing the operation of tourist enterprises on payment of a business tax, inclusion of tourism current number of international arrivals from 3.52 million to around 6.7 million, and domestic tourism from 28.9
in their Comprehensive Land Use Plans (CLUPs) and zoning ordinances, regulating health, fire, and other safety million travelers to around 35million. If achieved, these levels of international and domestic tourism could sustain
hazards, providing security in partnership with the Philippine National Police (PNP), and undertaking promotions direct gross value added of PhP 890,000 million or around 6.8% of GDP, and direct employment of around
activities designed to attract tourists to their area. 6.5 million persons by 2016. Moreover, with careful targeting, a significant number of the additional 2.8 million
-5 -6
The following NTDP actions will be coordinated and undertaken at the national level:

directly employed in the industry by 2016 would come from the poorer sectors of the population as well as
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
Renegotiating Air Service Agreements with key growth markets to include all international airports
goal and targets, overall vision, and based on addressing the challenges, the strategic directions and actions that
as points that can be served by international carriers of other countries.
the Philippines should take to achieve these.

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.
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 Providing the policy framework and resources for Human Resource (HR) recognition, networking, and
deficiencies that could be effectively addressed through coordinated investment between 2011 and 2016, and development.
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 Improving governance for tourism development at the national level, and providing the policy
industry. Within the overall destination framework, there are nine (9) SCDs that also have international airports framework, resources and guidance for this in the clusters at the regional level.
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 Establishing a Tourism Crisis Management Unit in the DOT, and providing the policy and support
while the necessary market connectivity infrastructure and services are developed in the nine (9) gateway SCDs. mechanisms to coordinate activities in the clusters at the regional level.
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.
-7 -8
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.
-8 -9
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 Timing Lead
private sector investment. An initial assessment of the economic performance of the NTDP investment against Strategy and Cost
Responsible Success
Action Plan Description of Activities Estimate
the additional tourism expenditure generated indicates a fairly robust performance with EIRR of 23.9%, and Elements (PhP 000)
and Strategic Indicators
NPV surplus of PhP 28,986.2 billion over a project life cycle of 20 years. Partners
2010
2012
2013
2014
2015
2016
1 Improving Access & Connectivity
1.1 Rapidly expand capacity of secondary international airports 3,902,990
1.1.1 Clark, Mactan, and Davao x x 3,864,990 - DOTC/CAAP/ Renovation and

Upgrading Iloilo, Puerto Prinsesa and Laoag & Zamboanga x x x Airport Authorities expansions
Secondary - Private sector works and other
International Airports Activities: stakeholders requirements
Improve city side aspects (e.g. terminal capacity, completed and
poor access, lack of parking, and inadequate support operating
services)
Improve air side constraints and limitations (e.g.
runway, taxiway, air navigation system, fire and rescue
service)
Improve airport management and operations
limitations
1.1.2 Complete renovation of Terminal 1 Arrival and x x x 38,000 - DOTC/CAAP/NAIA Renovation

Increasing Departure areas - Private tourism works and other
International Tourists Complete renovation of Terminal 2 x x x companies where requirements
at NAIA Rationalize aviation operations at NAIA x x x appropriate, e.g. completed and
Improve Airport management and operations x x x airport operations operating
and maintenance
1.2 Expand connectivity between Philippines and its key growth markets 40,000
11.2.1 Forge an agreement of complete Scheduling of x x x 30,000 - DFA RAir Service

Renegotiating Air ASA negotiations with main tourism growth market - DOT/CAB, Airports, Agreements
Service Agreements countries Airlines and Other renegotiated
with Key Growth Consult with carriers and industry stakeholders to x x x Major Private Sector with main growth
Markets prepare Philippine positions Stakeholders markets
Undertake negotiations x x x
Implement results x
1.2.2 Conduct a comprehensive study of existing handling x x x 5,000 - DOTC/CAAP/NAIA Carrier taxes
Reducing Air charges - Private tourism and surcharges
International Air Forge an agreement with key agencies on cost x x x companies where removed
Operations Cost in the reduction approach appropriate, e.g.
Philippines Amend necessary laws and regulations x x x airport operations
Implementation: The overall supervision of the implementation of the NTDP will be coordinated through the Implement x and maintenance
National Tourism Coordinating Council (NTCC). To support the NTCC and provide coordination at the
1.2.3 Work with DFA and BI to provide visa free/visa on x x 5,000 - DOJ/BI Visa restrictions
management level, a National Tourism Program Coordination and Management Unit (NTPCMU) will be Simplifying border arrival privileges for key growth markets - DFA relaxed for key
established within the DOT. On the hand, to facilitate the execution of the NTDP programs in the strategic formalities / Introduce long-term stay visa categories for medical x growth markets
procedures for key and enjoy the sun retiree markets of China and
cluster destinations at the regional level, Regional Tourism Project Coordination Committees (RTPCC) will be growth markets Implement revised visa program x India
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 1.3 Implement a strategic access infrastructure program between secondary 30,653
implement the institutional strengthening and capacity building components of the NTDP. The overall international airports and strategic destinations
organization structure for implementation is shown below. 1.3.1 Improve, rehabilitate and expand airports that x x x x 15,653 - CAAP, CAB, DOTC, Access
Design and connect to tourism clusters. (Improve, rehabilitate, DOT, NEDA, DBM, infrastructure
implementation of and expand 23 domestic airports) PPA, MARINA, DPWH completed /
strategic access Improve, rehabilitate and expand seaport facilities x x x x x - LGUs, Tourism operating
infrastructure that connect tourism clusters. (Improve, rehabilitate, Councils, Regional Reduced safety
subprogram and expand 21 seaports) Development and security
Improve, rehabilitate, and upgrade 28 strategic x x x x x Councils, CSOs incidences
connecting roads with total distance of approximately
850kms
1.3.2 Enlist support of existing sea and road x x 15,000 - DOT, DOTC (MARINA Access
Improving sea and transportation operators for improved tourism and LTFRB), Office of infrastructure
road transportation transportation services the President and the completed /
services Designate developmental sea and road Open Service x x Congress operating
Routes - Sea and Road Reduced safety
Undertake transportation regulatory reforms x x x Transportation and security
Operators and Private incidences
Sector Stakeholders
- 10 - 11
Timing Lead Timing Lead

Strategy and Cost Strategy and Cost
Responsible Success Responsible Success
Action Plan Description of Activities Estimate Action Plan Description of Activities Estimate
and Strategic Indicators and Strategic Indicators
Elements (PhP 000) Elements (PhP 000)
Partners Partners
2010
2012
2013
2014
2015
2016
2010
2012
2013
2014
2015
2016
2 Developing and marketing competitive tourist destinations and products 2 Developing and marketing competitive tourist destinations and products
2.1 Implement a sustainable tourism destination infrastructure program 9,659,572 2.4 Safeguarding natural & cultural heritage and vulnerable groups 561,165
2.1.1 Provide water and water treatment (6 locations), x x x 1,548,086 Operators and drivers 2.4.1 Develop uniquely Filipino destinations and products x x x x x x 11,165 - DOT, DENR, DPWH, Training
Designing and power (4 locations), and solid waste management in associations Safeguarding natural Conduct conservation workshops x x x x x NCCA, LGU, ICOMOS, completion
implementing (27 locations) & cultural heritage Advocate the sustainable use of heritage sites x x x x x ESCUELA TALLER reports
services infrastructure Design and construct tourism information centers x x x Increase the number of heritage sites for international x x x (INTRAMUROS), Visitor
in tourist and support infrastructure (26 tourism development recognition - NCCA, ICOMOS, management
development areas) Provide a professional interface between sustainable x x x x UNESCO Philippines plans in place
Design and construct transport terminals and services x x x heritage and tourism for World Heritage an 91 community
in (26 tourism development areas) MAB, IUCN, RAMSAR, participation
Private Sector programs
completed
2.1.2 Prepare site evaluations for the 99 priority sites x x x x 8,111,486 - DOT (TIEZA), Major Program Number of new
Designing and located in the strategic cluster destinations with Land Owners, site designed and sites listed
implementing International airports managers (DENR, financing
tourism site access Design access and site visitor infrastructure x x x LGUs, etc.), Provincial structure 2.4.2 Advocate change in the highest level of governance x x 550,000 - NGOs suchs ECPAT, Reduced
and visitor improvements at the sites and package for funding Government arranged and Safeguarding to generate support and with UN agencies incidence of
infrastructure Arrange funding with multi lateral / bi-lateral funding x x x - Investors and being vulnerable groups Raise awareness developing mechanism at com- x x especially UNWTO trafficking,
improvements institution Financial Institutions, implemented munity level exploitation and
Implement construction of site access and visitor x x LGUs, DENR, DTI, SEC, Create tourism industry partnerships x x STDs
infrastructure projects and BIR, Bilateral and Link and partner with NGOs such as ECPAT, and with x x x x
Improve, rehabilitate and upgrade an approximate x x x x x multi-lateral financial UN agencies especially UNWTO.
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 x x ism Councils, CSOs, 2.5 PPP-based marketing strategy and action plan 4,450,660
DPWH, DA, DAR
2.5.1 Create a country tourism brand x x 31,920 - OT (TPB) Brand established
Strategic Marketing Create tourism product development clubs x x 32,340 - Branding agency/ Pilot product
2.2 Develop diversified tourism products that engage local communities 14,245,573 Subprogram Design and implement a marketing intelligence x x x 37,800 company Tourism clubs set up and
information system private stakeholders operating
2.2.1 Identify sites and forge an agreement on their devel- x x x x 13,895,640 - DOT (TIEZA), Major 8 Sites identified/ MIS established
Developing Major opment with major landowners. Land Owners, site designed
Mixed-use Tourism Provide TEZ designation, zoning, permits and x x x x x x managers (DENR, Investment and
complexes in the approvals, and incentives to support site development. LGUs, etc.), Provincial operators secured 2.5.2 Define and readjust international and domestic mar- x x 563,938 - DOT (TPB) Regional offices
vicinity of the Provide infrastructure support to sites. x x x Government Construction in International and keting networks according to market priorities - Branding agency/ with local
International Airports Undertake construction of projects. x x x x x - Investors and progress Domestic Marketing Develop business and management plans for market- x x company Tourism marketing
Support the marketing of the completed projects in x x x x Financial Institutions, Key projects Network Subprogram ing offices private stakeholders, representatives
International and domestic tourism activities. LGUs, DENR, DTI, SEC, operational Develop marketing office network capabilities. x x x Airlines, Hotels, etc. at country level
and BIR, Bilateral and Design Domestic Tourism Campaign x x in place
multi-lateral financial Develop and implement domestic tourism awareness x x x x x
institutions, DTI campaigns
(OTOP), DA, etc. Tour-
ism Councils, CSOs,
DPWH, DA, DAR 2.5.3 Design product commercialization plan (direct x x x 3,784,662 - Branding agency/ orientated to
Operational marketing, product lounges, road shows, partnership) company Tourism key, strategic and
Marketing Design promotion program involving travel trade x x x private stakeholders, opportunity/
2.2.2 Undertake consultations with affected communities x x 349,933 - DOT (TIEZA), Major 91 Sites Subprogram shows, workshops, and familiarization trips Airlines, Hotels, etc. niche markets
Linking local and private sector operators Land Owners, site identified / Design communication plan through country image x x x and products
communities to Design and provide funding of program x x x managers (DENR, designed brand, publications, trade/consumer advertising, & PR with substantial
the tourism value Implement program on progressive basis x x x x LGUs, etc.), Provincial Private sector Design online marketing program for domestic and x x x funding, and
chain created by the Monitor and evaluate x x x Government partners + international tourism good market
major mix use tourism - Investors and financing secured Implement (upon completion of every design work) x x x x penetration
complexes upgraded Financial Institutions, Physical and up to 2016)
tourist sites in their LGUs, DENR, DTI, SEC, software
vicinity and BIR, DTI (OTOP), elements 3 Improving tourism institutional, governance, and human resource capacities
DA, etc. Tourism substantially
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 x 123,900 - DOT, LGUs, Policy body
2.3 Implement a PPP-based mandatory tourism enterprise accreditation system 87,410 Strengthening advise the Secretary of Tourism - Civil Society, NGOs, established
tourism governance Review and adjust the constitutions of regional, x x Tourist Councils
and facilitate tourism investment and lower cost of business structures provincial, and local tourism councils to make them (TCs) charter
more effective. amended and
2.3.1 Complete framework paper and TOR for enterprise x x 67,410 - DOT Accreditation Framework
Strengthen the structure of the DOT for effective x x DOT
Design and accreditation and certification system and its sections, paper presented,
destination management organization. reorganization
implementation of a Establish task force to supervise design / x x Regional Offices discussed and
completed
PPP-based mandatory implementation of the system (Implementation to - Private sector agreed
tourism enterprise 2016) at National and Task Force
3.1.2 Lobby and link with public government stakeholders x x 151,620 -- DOT, TIEZA, TPB, Partnerships
accreditation system Contract out consulting firm to design, pilot, set-up x x Regional/Provincial Established and
Strengthening Create a financial framework to facilitate the planning x LGUs in place with
and provide training on the system levels constituted as meeting actively
tourism policy & development of tourism infrastructure and - Tourism Private stronger financial
Roll-out implementation of the system x x x x x x Task Forces to work Procurement
formulation marketing activities. Sector, support. Private
together with the of contractor
approaches Encourage Public-Private Partnerships (PPPs) in x x x x x sector strongly
DOT in the design, completed
tourism infrastructure and marketing development engaged in
RDC, LGU System is rolled
infrastructure &
out in all regions
marketing
3.1.3 Expand DOT capacity to support local tourism x x 12,600 - DOT, LGUs (Provin- DOT Provincial
2.3.2 Conduct study to identify annual private sector x 20,000 - LGU, DTI, Annual list of
Strengthening DOT development at the provincial level. cial), CIDA, AUSAaid, Officers in place
Facilitating business investment requirements in hotels and resorts, projects by value
support for Local Build capacity of provincial LGUs for tourism planning x x etc. Capacity building
investment and Undertake investment promotion drive x x x x x identified
Government Units and development, destination marketing, and tourism - Tourism programs
simplifying business Provide investment incentive support x x x x x Annual
(LGUs) enterprise accreditation and regulation. stakeholders on-going
set-up and licensing Coordinate with DTI program to simplify business x x x investment
Strengthen multi-stakeholder mechanisms and x x x x x Stronger TCs in
procedures and cost set-up / business tax and licensing procedures at LGUs conference held
institutions for partnerships in local tourism place
Number and
development
value of TIEZA/
BOI endorsed
projects
Document
processing time
reduced to 10
working days.
- 12 - 13
Timing Lead

Strategy and Cost
Responsible Success
Action Plan Description of Activities Estimate
and Strategic Indicators
Elements (PhP 000)
Partners
2010
2012
2013
2014
2015
2016
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 Conduct capability building workshops to identify x x 6,175 - DOT, TESDA, DOLE Workshops
Skills capability and finalize worker competencies certification process, - Tourism Private convened
building accreditation of assessment centers and assessors Sector TESDA Skills
Establish TESDA Skills assessment centers and x x x centers
disseminate new skills assessment system established /
Undertake compliance audit x x x x operating
Establish recognition for national certification for x x x x Certification and
entry level positions audit system
in place and
functional
3.2.2 Legislate extension of contractual employees from 6 x x x 795 - DOT, TESDA, DOLE Reduced labor
Improving labor months to 3 years - Tourism Private incidences, and
relations Conduct information drive on correct x x Sector increased
implementation of service charge distribution
Undertake benchmarking on acceptable ratio on x x
tenured and non tenured employees
3.2.3 Re-engineer tourism and hospitality education x x 17,163 - DOT, TESDA, DOLE, Enhanced
Professional Tourism Develop and implement graduate programs in x x x x CHED, DEPED employability
Training and tourism and hospitality management - Tourism Private of entry-level
Education Introduce tourism in basic education x x x x Sector trainees
Create industry-academe linkages
Privatize all TESDA training centers x
3.2.4 Form Association of Human Resources Managers in x 7,700 - DOT, AHRM, PMAP Annual Tourism
HR Recognition, the tourism hospitality industry - Tourism Private HTD Conference
Networking, and Support the hosting of the Mabuhay Awards x x x Sector organized
Development program and event
Organize a national tourism and hospitality human x x
resource conference
3.3 Improve governance in the area of safety, security, and in dealing with tourists 646,000
3.3.1 Create an Audit Committee in DOT that will oversee x 280,000 - Tourism Private Established
Subprogram for and inspect all tourism-related activities, programs Sector, League of Host training
Transparency and Conduct training and education on tourism, x x x x x Mayors, International programs
Host Community hospitality and entrepreneurship skills for host Grant ongoing
Involvement communities
3.3.2 Adopt Mabuhay! Tuloy Po Kayo Program for CIQS at x x x x x x 216,000 - DOT, BID, BOC, DILG, Mabuhay Tuloy
Sub program for International Airports PNP, Po Kayo, and
Improving Expand DOT TOP-COP Program x x x x x - PCCI Tourism front-liners
Governance for Conduct Tourism Front-Liners Awareness and Values x Congress (and training ongoing.
Tourism Development Training Program member trade
associations) LGU
Leagues
TOPCOP program
being expanded
Formulation of the
Philippine National Tourism
3.3.3 Conduct workshops with key stakeholders to x x 150,000 - DOT, NDCC, PNP, Crisis
Establishing a Tourism establish TOR the crisis management unit DILG, management unit
Crisis Management Prepare organizational structure and staffing x established in
Unit requirements of the crisis management unit the DOT
Development Plan 2011-2016

Establish unit, recruit staff, and implement x x x x x
- 14 - 15
Introduction Destination & Product Development

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 Proposed Destination & Product Development Framework
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
The stakeholders deemed that in order to address the abovementioned issues it will be necessary to strengthen
by the ad hoc, unplanned, poorly managed, and underfunded approach that has characterized the evolution of
stakeholder support and commitment at the regional and LGU levels. This calls for developing and marketing
Philippine tourist destinations.
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
Given the above situation, the purposes of this paper are to: to set out a logical framework to guide the DOT
day visitor sites and activities including some that are must experience in natureall stakeholders should feel
and LGUs in the planning, development and regulation of tourism; help other national government agencies to
that they are included in some way in the NTDP. However, as noted by the stakeholders, the rate of development
converge their investments in infrastructure, human resource development and capacity building; and assist the
of the existing and emerging destinations depend upon the extent of interest of the local stakeholders but what
private sector in determining the location of viable tourism investments.
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.
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 NTDPs 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 possibleall 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.
During the regional consultations with the stakeholders from the 16 Regions and the ARMM, and guided by the
This approach recognizes that not all destinations in the Philippines can be international destinations. The reality approach adopted in the Sustainable Tourism Management Plan for the Central Philippines sponsored by JBIC, the
is that the more flexible domestic market will drive most tourism investments and generate most of the economic stakeholders identified existing and emerging tourist development areas that comprised main tourism centers
benefits including poverty reduction. While it is true that much of the economic benefits of tourism will accrue and clusters of tourist sites and activity areas based on the principle illustrated in the above diagram.
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- A total of 77 existing and emerging tourist development areas (TDAs) were identified. The stakeholders also iden-
est scale outside the main destinations requires less investment, can have significant income, employment, and tified the main transportation and destination infrastructure, product development and marketing, and institu-
poverty reduction effects, and have lower environmental and social mitigation costs. 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:
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 The primary and secondary international airports are unable to handle rapid growth in international
international and domestic tourism volumes quickly. The stakeholders deemed that while many areas of the tourism unless their capacity is quickly improved;
Philippines may not attract international tourist either due to the lack of necessary attractions or access, facility The air, sea and road access infrastructure and transportation connectivity between the main and
and safety and security limitations, this should not prevent these destinations from pursuing domestic markets, secondary international airports and the TDAs need to be improved;
especially those living in the vicinity of the destination such as in the case of Bukidnon where the Mindanao The destination center services such as water, power, sanitation and solid waste management must be
domestic market is the mainstay of tourism development. The stakeholders thus opted for a parallel increased in many destinations if they are to cope with rapid increases in tourism activities without
destination development strategy based on identifying destinations that should focus mainly on: (a) domestic adverse environmental impacts;
market development in which the ratio of domestic market to the total market ratio is 95%; and (b) a mix of Many destination centers must be decongested, their overall environment made more orderly, and
domestic and international market development in which the maximum ratio of international market to total tourism support infrastructure such as information, sanitary rest areas, signage, lighting and
market is 60%. 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.
- 16 - 17

Moreover, the stakeholders also identified the following: a) the additional investments needed in private sector Figure 1. Map of Strategic Cluster Destinations
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 airportdefined 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 Daraga International Airport, Albay to service: Cagayan de Oro Laguindingan Inter-
to service: national Airport to service:
CP1 - Bicol Cluster,
NP1 - Batanes-Cagayan Coast -Ba- CP7 Eastern Visayas Cluster, SP2 - Agusan River Basin & Coastal
buyan Islands Cluster, CP2 - Marinduque Romblon Cluster
NP2 - Laoag-Vigan Cluster, SP3 - Cagayan de Oro-Camiguin Island-
NP3 - Sierra Madre Cluster, and Puerto Princesa International Airport to Tangub Coast and Bukidnon Highlands
NP4 - Cordillera Cluster service: Cluster
Clark and Subic International CP3 - Mindoro - Calamian Cluster, and Davao International Airport
Airports to service: CP4 - Palawan Cluster to service:
NP3 - Sierra Madre Cluster, Iloilo and Kalibo International Airports to SP5 - Davao Gulf and Coast Cluster,
NP4 - Cordillera Cluster, service: SP6 Cotabato - Saranggani Cluster.
NP5 - Lingayen Gulf Cluster, and (Note: Saranggani could also host inter-
NP6 - Central Luzon Cluster CP5 - Western Visayas Cluster, national charter flights).
CP6 - Western portions of the Central Visayas
Manila International Airport Cluster Zamboanga International Airport to
to service: service:
Cebu-Mactan and Panglao International
All other destination clusters Airports to service: SP4 - Zamboanga Peninsula Cluster,
NP7 - Metro Manila and the CALA- SP7 - Sulu Archipelago-Maguindanao -
BARZON Cluster, CP6 - Central Visayas Cluster, Lanao del Sur (ARMM) Cluster.
CP1 - Bicol Cluster, CP7 Eastern Visayas Cluster,
CP2 - Marinduque Romblon SP1 - Surigao Dinagat Islands Cluster, and
CP3 - Mindoro - Calamian Cluster, SP4 - Zamboanga Peninsula Cluster
CP4 - Palawan Cluster, and
- 18 - 19
Prioritizing Tourism Interventions in the CDs

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
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
For purposes of determining the priorities for planning market and product development, public sector
this paper.
investment, and private sector investment, the CDs and related TDAs located in the Northern, Central and
Southern Philippines were evaluated according to the following criteria: (a) the extent of existing tourism
In the CDs with international airports, priority should be given to:
activities; (b) potential for domestic and international market growth to 2016; (c) connectivity to international
airports; (d) private sector interest; (e) potential for direct international access; (f ) environmental carrying capacity;
Improving their capacity to handle increased international tourists;
(g) security and safety; and (h) level of poverty. The extent to which these CDs and their TDAs could cater to the
Improving infrastructure and transportation connections between them and other CDs without
key, strategic and opportunity/niche product-market groups identified in the market research (see Attachment 1)
international airports;
was mapped in terms of:
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;
Key products capable of delivering higher growth potential, higher lengths of stay and expenditure, and
Designating TEZs in the vicinity of the international airports and developing mixed- use leisure,
wider spread benefits comprising: (a) nature-based tourism, (b) sun and beach tourism, and (c) cultural
entertainment convention and exhibition, resort, shopping and health and wellness products;
tourism products targeting long haul markets in Europe, Middle East and North America, and selected
Developing a program to link the poorer sector in the Cluster to the tourism value chain;
markets such as Australia and niche segments in the regional markets.
Improving institutional arrangements for tourism planning, investment, governance, regulation
Strategic products capable of attracting large regional markets with moderate length of stay and
and marketing.
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
markets especially China, South Korea, Japan, India, Taiwan, Malaysia, and Australia.
In the remaining CDs priority should be given to:
Opportunity/niche products capable of delivering strong future growth with long average length of
stay and expenditure comprising: (a) nautical, (b) educational, and (c) retirement products targeting
Improving connectivity infrastructure between them and the International CDs;
Europe, Middle East and North America, and selected markets such as Australia and segments in the
Planning the expansion of services infrastructure in their TDAs and improving access and facilities at key
regional markets.
tourist sites to enable them to get a good share of tourism growth going forward;
Participating in domestic and international marketing campaigns designed to attract domestic and
The capacity of the CDs and their TDAs to provide these key, strategic and opportunity/niche products is evaluated
international markets interested in their existing product offering;
and set out in Attachment 2 of this Paper. The major implications for each area of the Philippines are discussed
Developing a program to link the poorer sector in the Cluster to the tourism value chain connected with
below.
the TDAs and their tourist sites; and
Improving institutional arrangements for tourism planning, investment, governance, regulation
Northern Philippines
and marketing.
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. NP1Batanes-
Babuyan Islands Cluster, the NP3Sierra Madre Cluster, NP4Cordillera Cluster, and NP5Lingayen 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.
- 20 - 21

Central Philippines Implications For Setting Development Priorities
As with the Northern Philippines, the top three CDs were those containing TDAs with international gateways, Given the analysis of tourism development potential of the TDAs and the CDs within which these are clustered,
i.e. CP-6 Central Visayas based on MIA in Cebu, CP-5 Western Visayas based on Kalibo as the charter international and the identification of their transportation and destination infrastructure, and product development needs, it is
airport, and Iloilo as the scheduled service international airport, and CP-4 Palawan based on Puerto-Princesa as clear that priority should be given to:
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 Moving quickly to develop the capacity of the 9 international CDs in the Northern, Southern, and
remaining 4 CDs, i.e. CP-1 Bicol, CP-2 Marinduque-Romblon, CP-3 Mindoro-Calamian, and CP-7 Eastern Visayas Central Philippines to handle increased international and domestic tourism based on offering a broad
Cluster have the capacity to support either key products and markets such as the Bicol and Mindoro-Calamian range key, strategic and opportunity/niche products to international and domestic markets.
cluster, or opportunity/niche products and markets driven mainly by the domestic market. In terms of TDAs, the This will entail:
top five ranked TDAs in the Central Philippines are: 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
CP-6E Tagbilaran-Panglao Island; terminal capacity or completion new airport developments already in the pipeline such as
CP-6B Metro Cebu-Mactan-Olango- Islands Laguindingan in Cagayan de Oro and Panglao Island in Bohol;
CP-4B Puerto Princesa; Prioritizing the improvement of destination and site access and visitor infrastructure in the 9
CP-1B Albay-Sorosogon-Masbate international CDs.
CP-5C Boracay Island-Northern Antique-Kalibo Promoting private sector investment in larger-scale key, strategic and opportunity/niche tourism
products such as integrated resorts and leisure, entertainment and MICE facilities;
Again, these TDAs have the capacity to support the full range of key, strategic and opportunity/niche products Working with local government units and private sector partners to designate multiple
and are already attracting or capable of attracting significant volumes of domestic and international markets. The municipality-wide Tourism Enterprise zones in the vicinity of the secondary international TDAs targeting
product-market focus of the remaining TDAs tends to be towards nature and culture based tourism as well as sun investment in key, strategic and opportunity/niche products and supporting infrastructure. The roll out
and beach and nautical tourism where domestic tourism is the most important market and where with strategic of TEZs should follow the following program:
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 By Q4 of 2011: designation of large LGU or private sector TEZs in the following locations:
operating beyond its sustainable environmental carrying capacity and that there is a need to promote other TDAs - least one TEZ from the following TDAs: Laoag-Pagudpud, Nasugbu-Looc-Ternate-Cavite Coast,
to de-concentrate tourism development in the Western Visayan Cluster. The most viable candidate for this is the or the Zambales Coast,
closely 6th ranked Metro Iloilo-Guimaras TDA. - 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.
Southern Philippines
By Q4 2012: designation of large LGU or private sector TEZs in the following locations:
In the Southern Philippines, the top three ranked CDs included three with international airports either operating - at least one from the following TDAs in the Northern Philippines: Laoag-Pagudpud,
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 Nasugbu-Loc_Ternate-Cavite Coast, the Zambales Coast, or the La Union Coast,
Zamboanga Peninsula cluster. The TDAs in these CDs support a broad range of key, strategic and opportunity/ - at least one from the following TDAs in the Central Philippines: Metro Cebu-Mactan-
niche products and are already capable of attracting significant volumes of domestic and international markets. Olango- Islands Puerto Princesa; Albay-Sorosogon-Masbate, Boracay Island-Northern
The TDAs in the remaining 4 CDs, i.e. SP-6 Cotabato Saranggani, SP-7 ARMM, SP-2 Agusan River Basin, and SP-1 Antique-Kalibo, or Iloilo-Guimaras,
Surigao Dinagat Islands support mainly key and strategic products tailored to Mindanao domestic tourism - at least one from the following TDAs in the Southern Philippines: Davao City - Samal Island -
markets. In terms of TDAs, the top five ranked TDAs in the Southern Philippines comprise: Davao Del Norte, Gen Santos Saranggani, Zamboanga City-Sta Cruz-Isabela, and Bukidnon.
SP-3B: Cagayan de Oro City/ Misamis Oriental Coast By Q4 2013: designation of large LGU or private sector TEZs in the following locations:
SP-5A: Davao City - Samal Island - Davao Del Norte - at least one from the following TDAs in the Northern Philippines: Laoag-Pagudpud,
SP-6D: Gen Santos Saranggani Nasugbu-Loc-Ternate-Cavite Coast, or the Zambales Coast, La Union, or
SP-4B: Zamboanga City-Sta. Cruz-Isabela; and Benguet-Baguio-Ifugao-Mt. Province,
SP-3E: Bukidnon - at least one from the following TDAs in the Central Philippines: Metro Cebu-Mactan-
Olango- Islands Puerto Princesa; Albay-Sorosogon-Masbate, Boracay Island-Northern
Of these, the top three (3) TDAs that have the capacity to support a wide range of key, strategic and opportunity/ Antique-Kalibo, Iloilo-Guimaras, or Bacolod-Silay,
niche products although none of them is currently attracting any significant international markets due to security - at least one from the following TDAs in the Southern Philippines: Davao City - Samal Island -
concerns in the case of Zamboanga and the limited or lack of direct international air connections in Davao and at Davao Del Norte, Gen Santos Saranggani, Zamboanga City-Sta Cruz-Isabela, Bukidnon,
Cagayan de Oro. The remaining TDAs offer mainly key nature and culture-based tourism products to the domestic or Dapitan.
market coming mainly from within the Southern Philippines itself.
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.
-22 -23
Attachment 1

Strategic Cluster Destination Profile
Name of Cluster NP-2 Laoag-Vigan Cluster

The Cluster comprises two existing Tourism Development Areas: NP-2A Laoag-Pagudpud and
Location & Composition
Strategic Cluster Destination Profile NP-2B Vigan along the Ilocos Norte and Sur South China Sea Coast in Northern Luzon
Main Tourism The main tourism assets include the coastal beaches, marine environment, history especially
Name of Cluster NP-1 Batanes - Cagayan Coast - Babuyan Islands Cluster Resources / Assets UNESCO listed Vigan and Paoya Church, and Ilocos culture, festivals and food.
The Cluster comprises two emerging Tourism Development Areas: NP-1A Batanes Islands Access International Air Charters to Laoag from Macau, Taiwan and China, from Manila by air to
Location & Composition (mainly Itbayat, Batan, Ivuhos, and Sabtang), NP-1B Babuyan Islands (mainly Camiguin, Laoag, 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 Tourist 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 small-scale inns, guesthouses and home-stays are present but not accredited.
Lighthouse and island scenery), etc..
Tourism 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 209,868 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 2000-2008 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. Development Potential
Tourist Accommodation Facilities 8 establishments with 79 hotel rooms (15 economy and 27 Standard rooms accredited with Internal Strengths Internal Weaknesses
DOT). Many small-scale accommodation inns, guesthouses and home-stays are present.
Rich historic heritage and unique Ilocos culture Inadequate site access and visitor infrastructure and safety
Tourism Metrics Estimated 8,562 arrivals in tourist accommodation in 2008 of which 951 were international Extensive beach/coastal wetlands compliance
and 7,611 were domestic tourists. Only a small fraction of total arrivals occurred in the Proximity to extensive mountain ecotourism hinterland sites Inadequate air access to Vigan and lack of international sea cruise
Babuyan Group of islands. 2000-2008 CAGR was -2.25% Established destination access, infrastructure and accommoda- terminal facility
tions with capacity to expand Insufficient accommodation capacity to allow growth
Development Potential Weak tourism governance
Internal Strengths Internal Weaknesses

External Opportunities External Threats
Rich marine environment Inadequate access, power, water, and solid waste handling infra-
Unique Ethnic culture and history structure Increasing international and domestic tourism Uncontrolled development leading to pollution and loss of
Still rustic, friendly and undeveloped Lack of accommodation capacity Improving international and domestic air, and international sea natural and cultural heritage values
Relaxed lifestyle Limits of land and water carrying capacity access Typhoons, earthquakes and tsunamis
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 Market Product Development Opportunities
Developing niche marine resort and wildlife encounter markets Uncontrolled development leading to pollution and loss of natu- Developing large integrated resort destinations at Laoag, Pagudpud and in Vigan Area; leisure, entertainment and MICE facilities
Improving air and sea access infrastructure and services ral and cultural heritage vale in Laoag; and niche resort and ecotourism facilities with day trips based on nature and culture sightseeing, marine, and adventure-
Capitalizing on unique assets of the Cluster. Typhoons, earthquakes and tsunamis based activities.
Key Products: Nature Based, Sun and Beach, Cultural Tourism
Market Product Development Opportunities
Strategic 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
Opportunity/Niche: Nautical Tourism, Retirement Tourism
and adventure-based activities
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
Upgrade Curimao Seaport to handle international cruise passengers
Opportunity/Niche: --
Improve last mile access roads
Tourist Site & Attraction
Key Development Deficiencies and Needs Development
Improve solid waste management, visitor information, parking center, rest areas, restoration of sites
and structures, and sustainable operations and maintenance of sites.
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 Tourist Accommodation Needs Develop large integrated beach resort properties (250 to 1,500) rooms
Increase air and sea transportation services Niche beach and wetland and hinterland forest ecolodge facilities
Improve telecommunications on Islands Develop major leisure, entertainment
Improve water and power availability and solid waste management
Forecasts Arrivals 2010 2016
Tourist information centers
Tourist Site & Attraction Improve site access, information and visitor facilities especially sanitary rest rooms and solid waste Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Development management, and sustained operations and maintenance of these. Foreign: 19,670 Foreign: 22,152 Foreign: 58,734
Restore historic stone houses in Sabtang and adaptive reuse for home stay to maintain asset Domestic: 253,843 Domestic: 321,192 Domestic: 449,698
Tourist Accommodation Needs Niche (20 to 50 rooms) beach resort, and ecolodge facilities on main islands
Total: 273,513 Total: 343,344 Total: 508,432
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 951 Foreign: 951 Foreign: 1,274
Domestic: 7,611 Domestic: 7,611 Domestic: 10,199
-24 -25

Strategic Cluster Destination Profile 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- The 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 Benguet-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 Main Tourism The main tourism assets of the Cluster comprise its mountain forest environment, scenery
Resources / Assets mountain forest and rich biodiversity, as well as its history and culture of local peoples. Resources / Assets 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 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 Access International Air from Laoag, Clark, and NAIA, and by national highway from international
the Cluster, and international transportation to NAIA and by national road. airports.
Tourist Accommodation Facilities 451 hotel rooms accredited with DOT located mainly in urban centers operating at +60% 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 room occupancy. Many small-scale inns, guesthouses and home-stays are present but not
accredited. accredited.
Tourism Metrics 307,504 arrivals in tourist accommodation in 2008 of which 17,457 were international and Tourism Metrics 996,554 arrivals in tourist accommodation in 2008 of which 121,565 were international and
47,105 domestic arrivals. Average length of stay is 1 night with up to 3 persons per room. 874,989 were domestic arrivals. Average room occupancies are of the order of +60%. 2000-
2000-2008 CAGR was 18.45%. 2008 CAGR was -1.91%
Development Potential Development Potential

Internal Strengths Internal Weaknesses Internal Strengths Internal Weaknesses
Largely untapped rich natural mountain forest biodiversity and Inadequate airport access Largely untapped rich natural and cultural heritage Unreliable all weather internal road access
wildlife Inadequate site access and visitor infrastructure and safety com- Presence of major city mountain resort center at Baguio Poor tourist site access and visitor infrastructure and safety
Extensive Pacific beach/coastal and island marine environment pliance Reasonable good road access to perimeter of Cluster compliance
Reasonable road access to key points Insufficient accommodation capacity to allow growth Insufficient accommodation capacity
Weak tourism governance Overdevelopment/congestion in main mountain centers e.g.
Security concerns Baguio City
Weak tourism governance
Expanding international and domestic tourism markets Uncontrolled development leading to pollution and loss of natu-
Improving international and domestic air and road access ral and cultural heritage value Expanding international and domestic tourism markets Uncontrolled development leading to overdevelopment,
Leveraging off the unique and unspoiled mountain forest and Typhoons, earthquakes and tsunamis Improving international and domestic market road access congestion, pollution and loss of natural and cultural
Pacific coast assets Out of control security situation Leverage off improving access and connectivity to expand heritage values
market to other centers outside Baguio City Typhoons and earthquakes
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. 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
Key Products: Nature Based, Cultural Tourism
new mountain trekking, sport, and nature and culture sightseeing activities.
Strategic Products/Markets: MICE Tourism
Strategic Products/Markets: --
Key Development Deficiencies and Needs Opportunity/Niche: --
Access & Connectivity Upgrade Tuguegarao and Cauayan airports Key Development Deficiencies and Needs
Upgrade road connections to Cluster from central Luzon
Undertake road improvements to key areas of the Cluster Access & Connectivity Upgrade road connections between the main centers within the Cluster and to the main road
gateways from outside the cluster
Improve last mile access roads to key mountain forest and marine tourist sites Upgrade telecommunications facilities
Development
and structures, and sustainable operations and maintenance of sites. Improve last mile access roads to key tourist sites
Tourist Accommodation Needs Niche and medium sized beach resort properties (50 to 150) rooms Development
and structures, and sustainable operations and maintenance at key tourism sites and activity areas.
Niche mountain forest ecolodge facilities
Tourist Accommodation Needs Small to medium scale mountain resorts and hotels
Forecasts Arrivals 2010 2016 Niche hotels and ecolodges
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Forecasts Arrivals 2010 2016
Foreign: 28,789 Foreign: 36,427 Foreign: 51,001 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Domestic: 580,141 Domestic: 777,444 Domestic: 1,027,755
Foreign: 108,901 Foreign: 137,795 Foreign: 192,925
Total: 608,930 Total: 813,871 Total: 1,078,756 Domestic: 1,160,180 Domestic: 1,231,554 Domestic: 1,554,752
Total: 1,269,081 Total: 1,369,349 Total: 1,747,677
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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 The 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 NP-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 Main Tourism Coastal beaches and coves, protected forested mountain landscapes and ecotourism
Resources / Assets mountain hinterland and ecotourism resources, as well as leisure, entertainment, sport and Resources / Assets resources, rich cultural heritagehistoric sites and buildings, customs, tradition, cuisine and
meetings facilities. festivals of its peoples, and its leisure, entertainment, sport and meetings facilities.
Access By road from NAIA, Clarke and Laoag international airports and charter flights and domestic Access Direct international air services to Clarke and Subic and by road (mostly expressway) from
air services to San Fernando Airport. Metro Manila, as well as from Northern Luzon.
Tourist Accommodation Facilities 729 hotel rooms accredited with DOT located mainly in urban centers operating at +60% 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. 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 Tourism Metrics 533,847 arrivals in tourist accommodation in 2008 of which 165,322 were international and
103,984 were domestic arrivals. 2000-2008 CAGR was -1.81% 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.
Development Potential
Contains the iconic 100 islands Poor tourist site access and visitor infrastructure
Proximity to Clark and Subic and Baguio Insufficient accommodation capacity to allow for Largely untapped rich natural and cultural heritage Substandard access and visitor infrastructure at most tourist sites
Presence of existing resort and hotel developments sustained growth Presence of major city mountain resort center at Baguio Insufficient accommodation capacity to allow for
Good road access to and within Cluster Weak tourism governance Reasonable good road access to perimeter of Cluster sustained growth
Weak public sector coordination and tourism governance
Expanding international and domestic tourism markets Uncontrolled development leading to overdevelopment,
Repositioning the Cluster as a beach and island resort, leisure, congestion, pollution and loss of natural and cultural Expanding international and domestic tourism markets Uncoordinated and uncontrolled development leading to
entertainment sport and ecotourism center heritage values Positioning the Cluster as a major mixed use tourism destination overdevelopment, congestion, pollution and loss of natural
Leverage off the capacity of main cities, coastal and mountain Typhoons and earthquakes attracting niche to mass international and domestic markets and cultural heritage value
hinterland ecotourism resources Consolidate Clark as the premier international tourism gateway Volcanic eruptions --Mt. Pinatubo, earthquakes and
to the Philippines Typhoons
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 Developing beach and island resort, leisure, entertainment sport and ecotourism facilities as well as major multi-purpose convention
sightseeing activities. and exhibition facilities directed at the regional international and domestic tourist markets supported by broad range of nature and
culture sightseeing activities.
Opportunity/Niche: Nautical Tourism, Education, Retirement Tourism
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. Access & Connectivity Complete phase 2 of terminal 1 (budget carrier terminal) and second terminal at Clark
Complete national road improvements linking the provinces within the cluster and to the clusters
Improve last mile access road and/or jetty access to key coastal, island and mountain landscapes to the North.
Tourist Site & Attraction and protected areas
Development Improve solid waste management, visitor information, parking center, rest areas, restoration of sites Improve last mile access road access and at-site visitor infrastructure and operations and
and structures, and sustainable operations and maintenance at key tourism sites and activity areas. maintenance to key natural and cultural heritage tourist sites coastal, island and mountain
Development
landscapes and protected areas.
Tourist Accommodation Needs Expand small to medium scale resorts and hotels
Develop a diverse range of ecotourism-based accommodations Tourist Accommodation Needs Develop small, medium and large beach resorts .
Develop mixed-use city-based leisure, entertainment, wellness-spa, shopping and multi-purpose Develop major leisure, entertainment, sport, and convention and events facilities in Clark and Subic
convention centers. and Tarlac.
Develop extensive day tour sightseeing, theme attraction, adventure, and sport products.
Domestic: 183,826 Domestic: 183,826 Domestic: 246,344 Foreign: 145,767 Foreign: 195,342 Foreign: 435, 258
Total: 204.453 Total: 204,453 Total: 278,178
Total: 592,105 Total: 793,478 Total: 1,225,973
-28 -29

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, The Cluster comprises two Tourism Development Areas: CP-1A Camarines & Catanduanes, and
Location & Composition NP-7B Nasugbu-Looc-Ternate-Cavite Coast, NP-7C Laguna de bay, NP-7D Batangas Peninsula, CP-1B Albay-Sorsorgon-Masbate located in the Southern Luzon area.
NP-7E Quezon Coast and Islands.
Main Tourism Coastal beaches, coves, islands, marine biodiversity, protected volcanic mountain landscapes,
Main Tourism Coastal beaches, coves, lakes, protected volcanic mountain landscapes, National Capitol, rich Resources / Assets rich cultural heritagehistoric sites, customs, tradition, cuisine and festivals.
Resources / Assets cultural heritagehistoric 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,
Caramoan, 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) connections to Masbate, Samar and Leyte from Cebu.
from Metro Manila to most parts of the Cluster.
Tourist 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% room occupancy.
room occupancy.
Tourism 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 1,058,545 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 accounted for 55% of total arrivals.
Laguna accounted for 69% of total arrivals.
Position between Metro Manila and Cebugood road and rail Weak internal road and RORO connectivity
NAIA international/domestic gateway Runway and terminal congestion at NAIA access to the cluster from Metro Manila Poor access and visitor infrastructure at most tourist sites
Well developed road access to and within the cluster Poor access and visitor infrastructure at most tourist sites Diversity of tourism attractions Weak public sector coordination and tourism governance
Diversity of tourism attractions including major sites such as Weak public sector coordination and tourism governance Strong public sector interest in developing tourism
Intramuros and city leisure and entertainment and MICE centers
Increasing international and domestic tourism Uncoordinated and uncontrolled developmentoverdevelop-
Rationalizing NAIA operations to make room for more Uncoordinated and uncontrolled development leading to Positioning the Cluster as a city, beach and island resort, marine ment, congestion, pollution and loss of natural and cultural heri-
international tourism arrivals overdevelopment, congestion, pollution and loss of natural and forest-based ecotourism and adventure destination offering tage value
Positioning the Cluster as a global leisure, entertainment, and cultural heritage value a broad range of day trip activities Volcanic eruptionsMt. Mayon, earthquakes, typhoons
convention and exhibition, and resort destination attracting Volcanic eruptionsTaal, earthquakes, and typhoons and tsunamis
mass markets with broad range of day trip activities
Market Product Development Opportunities Market Product Development Opportunities

Developing major city leisure, entertainment, medical and wellness, and convention and exhibition facilities, developing small, Developing 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 and 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 Access & 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 daily rail services from Metro Manila
areas in the surrounding provinces Upgrade national road links including RORO access between the main tourist development areas
in the cluster.
Improve last mile site access road access and site visitor infrastructure
Tourist Site & Attraction Tourist Site & Attraction Improve last mile tourist site access road access and site visitor infrastructure including restoration
Undertake major restoration of Intramuros and seek UNESCO listing for it and consider adaptive
Development Development of historic sites and structures with sustained operations and maintenance.
reuse for public sector buildings to generate revenue for O&M.
Tourist Accommodation Needs Develop small, medium and large beach resorts in provinces outside Metro Manila Tourist Accommodation Needs Develop small and medium scale beach and island resorts in areas outside the main provincial capi-
Develop major leisure, entertainment, sport, and convention and events facilities in Manila Bay tols and expand network of community-based marine, coastal, and forest-based ecotourism sites
Area, and Batangas Develop mixed use leisure, entertainment, shopping, sport, and multi-purpose convention and
Improve and expand existing day tour activities for sightseeing circuits, theme attractions, events facilities in main urban centers of the cluster.
adventure, sport, and other products. Improve and expand existing range of day activity products.
Forecasts Arrivals 2010 2016 Forecasts Arrivals 2010 2016

Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 1,669,578 Foreign: 2,237,394 Foreign: 2,957,759 Foreign: 324,243 Foreign: 434,517 Foreign: 968,184
Domestic: 3,575,659 Domestic: 4,146,668 Domestic: 5,518,320 Domestic: 1,159,471 Domestic: 1,344,631 Domestic: 2,054,074
Total: 5,245,237 Total: 6,384,062 Total: 8,476,079 Total: 1,483,714 Total: 1,779,148 Total: 3,022,258
-30 -31

Name of Cluster CP-2 Marinduque-Romblon Cluster Name of Cluster CP-3 Mindoro-Calamian Cluster
The Cluster comprises two Tourism Development Areas: CP-2A Marinduque Island, and CP-2B The Cluster comprises three Tourism Development Areas: CP-3A Puerto Galera, CP-3B
Location & Composition Location & Composition
Romblon Islands. Southwest Mindoro Coast and Hinterland, and CP-3C Busuanga-Coron-Culion Islands.
Main Tourism Coastal beaches, coves, islands, marine biodiversity, protected marine and forest landscapes Main Tourism Coastal beaches, coves, islands, internationally protected marine reserves, WWII wrecks,
Resources / Assets as well as a rich cultural heritagehistoric sites, customs, tradition, cuisine and festivals. Resources / Assets 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 Marinduque Airport and Tug-
dan Airports; and by RORO from Lucena City (Marinduque) and Batangas (Romblon). 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 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. 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 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%. 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%.
Pristine and unspoiled nature of Romblon Islands Poor air and sea accessibility
High marine and forest biodiversity Poor access and visitor infrastructure at tourist sites Well-developed small-scale resort base at Puerto Galera Poor air and sea accessibility
Extensive cultural historic heritage Weak public sector coordination and tourism governance Pristine and unspoiled nature of the Busuanga-Coron-Culion Poor access and visitor infrastructure at tourist sites
Strong public sector interest in developing tourism Islands Limited capacity of key sites
High marine and forest biodiversity Poor reputation of some sites
Indigenous cultural heritage Weak public sector coordination and tourism governance
Increasing international and domestic tourism Uncoordinated and uncontrolled development
Positioning Marinduque and Romblon as island beach Impact of mining and logging activities in Romblon and espe-
and marine and forest ecotourism destinations cially Marinduque Increasing international and domestic tourism Uncoordinated and uncontrolled development
Earthquakes, typhoons and tsunamis Positioning the Cluster as a an eco-resort destination based on its Impact of extractive industries (mining and logging)
island beach and marine and forest ecotourism assets Security concerns on Mindoro
Market Product Development Opportunities Typhoons, earthquakes and tsunamis (Mindoro)
Developing niche and small scale beach and island resort destinations, developing marine and forest adventure ecotourism products, Market Product Development Opportunities
and supporting these with a broad range of nature and culture heritage sightseeing and adventure activities.
Developing niche and small scale beach and island eco-resort and wellness-spa destinations, developing marine and forest adventure
Key Products: Nature Based, Sun and Beach, Cultural Tourism ecotourism products, developing diving and nautical tourism facilities, and supporting these with a broad range of nature and culture
Strategic Products/Markets: Health & Wellness, Cruise Tourism heritage sightseeing and adventure activities.
Opportunity/Niche: Nautical Tourism Key Products: Nature Based, Sun and Beach, Cultural Tourism
Strategic Products/Markets: Health & Wellness Tourism
Opportunity/Niche: Nautical Tourism
Access & Connectivity Upgrade existing domestic airports to improve air operations from NAIA and Clark International
Airports. Key Development Deficiencies and Needs
Upgrade RORO access and provide fast ferry services from Lucena City, as well as Batangas and
Manila. Access & Connectivity Upgrade existing domestic airports to improve air operations from NAIA and Clark International
Airports, and improve fast ferry access from Batangas and Manila and upgrade RORO access.
Tourist Site & Attraction Improve last mile tourist site road and sea access as well as site visitor infrastructure including resto- Upgrade road access between Puerto Galera and San Jose, and Ferry/RORO connections to
Development ration of historic sites and structures with sustained operations and maintenance. Busuanga-Coron-Culion Islands.
Tourist Accommodation Needs Niche and small scale beach and island resorts Tourist Site & Attraction Improve last mile tourist site road and sea access as well as site visitor infrastructure including
Network of community-based marine, coastal, and forest-based ecotourism sites Development restoration of sites and structures with sustained operations and maintenance.
Develop appropriately sized mixed use leisure, entertainment, shopping, sport, and multi-purpose
convention and events facilities in main urban centers of the cluster Tourist Accommodation Needs Niche and small-scale beach and island eco-resorts.
Improve and expand existing range of day activity products. Network of community-based marine, coastal, and forest-based ecotourism sites
Develop appropriately sized mixed use leisure, entertainment, shopping, and multi-purpose
Forecasts Arrivals 2010 2016 convention facilities in San Jose
Improve and expand existing range of day activity products.
Foreign: 60,344 Foreign: 60,344 Foreign: 106,903 Forecasts Arrivals 2010 2016
Domestic: 31,799 Domestic: 42,614 Domestic: 56,334 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Total: 92,143 Total: 102,958 Total: 163,237 Foreign: 91,897 Foreign: 154,120 Foreign: 212,563
-32 -33

Name of Cluster CP-4 Palawan Cluster Name of Cluster CP-5 Western Visayas Cluster
The Cluster comprises three Tourism Development Areas: CP-4A San Vicente-El Nido-Taytay, The Cluster comprises three Tourism Development Areas: CP-5A Bacolod-Silay, CP-5B
CP-4B Puerto Princesa, and CP-4C Southern Palawan. Iloilo-Guimaras, and CP-5C Boracay-Northern Antique
Main Tourism Coastal beaches, coves, islands, internationally protected marine reserves (UNESCO listed Main Tourism Coastal and island beaches, coves, marine reserves; karst and forest landscapes; and cultural
Resources / Assets Tubbatha Reef ), karst geological featuresincluding UNESCO listed St Pauls Underground Resources / Assets heritage (indigenous cultures), Iloilo City and Silay historic sites (UNESCO Site at Miagao),
River, and highland forest landscapes; and cultural heritage (indigenous cultures), historic customs, tradition, cuisine and festivals.
sites, customs, tradition, cuisine and festivals.
Access Domestic air from Manila, Cebu and Davao to Iloilo and Bacolod Airports as well as RORO and
Access Domestic air access from NAIA to Puerto Princesa, Taytay and Elnido, by road from Puerto Passenger ferry connectivity between Manila and Cebu.
Princesa, and by sea from Manila.
Tourist Accommodation Facilities 3,212 hotel and resort rooms accredited with DOT located mainly in urban centers operating
Tourist Accommodation Facilities 4,298 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
Tourism Metrics 260,233 arrivals in tourist accommodation in 2008 of which 35,915 are estimated to be and 1,071,163 were domestic arrivals. 2000 to 2008 CAGR was 10.62%.
international and 224,318 were domestic arrivals. 2000 to 2008 CAGR was 9.39%.
Range of urban and rural cultural and natural tourism attractions/ Inadequate solid waste management
Existing airport at Puerto Princesa Poor international air connectivity sites with capacity for expansion Poor tourist site access and visitor support infrastructure and
Well-developed small-scale resort base at Puerto Princesa and Poor road and sea connections between the TDAs of the cluster Modern international standard domestic airports capable compliance with safety standards
El Nido-Taytay, and compliance with safety standards of charter operations Poor quality of existing RORO and ferry terminal facilities linking
Presence of two UNESCO sites Inadequate water, sewerage, power, and solid waste Well-developed small-medium scale hotel and resort base the key areas in the cluster
High marine and forest biodiversity management Strong public and private sector interest and organization Inadequate road connectivity between TDAs in cluster
Indigenous cultural heritage Poor access and visitor infrastructure at tourist sites and limited in tourism Weak public sector coordination and governance
Strong public and private sector interest in tourism site carrying capacities
Weak public sector coordination External Opportunities External Threats
External Opportunities External Threats Increasing international and domestic tourism Uncoordinated and uncontrolled development
Spreading tourism development to Guimaras Island and Silay Security concerns
Increasing international and domestic tourism Uncoordinated and uncontrolled development Providing international passenger facilities in Iloilo Airport Typhoons and earthquakes
Upgrade Puerto Princesa to international airport status and Impact of extractive industries (mining and logging) Developing and linking ecotourism resources in Guimaras Island Weak governance
complete San Vicente Airport Security concerns in Southern Palawan to resort development
Positioning the Cluster as a global eco-resort destination based Typhoons
on activities linked to its island beach and marine and forest Market Product Development Opportunities
ecotourism assets
Niche, 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
wide range of culture and nature based sightseeing activities.
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 Key Products: Nature Based, Sun and Beach, Cultural Tourism
heritage sightseeing and adventure activities. Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness Tourism
Key Products: Nature Based, Sun and Beach, Cultural Tourism Opportunity/Niche: Nautical Tourism, Retirement Tourism
Strategic Products/Markets: Health & Wellness Tourism
Access & 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 Tourist Site & Attraction Improve last mile tourist site road and sea access as well as site visitor infrastructure including
Upgrade Puerto Princesa Seaport to handle Cruise Ship Calls Development restoration of sites and structures with sustained operations and maintenance.
Improve telecommunications facilities throughout Cluster Tourist Accommodation Needs Niche, small and medium scale beach resorts on Guimaras Island
Upgrade road connections between Puerto Princesa and other areas. Thematic leisure, entertainment, medical tourism, shopping and multi-purpose convention centers
Tourist Site & Attraction Improve last mile tourist site road and sea access as well as site visitor infrastructure including in Iloilo and Bacolod with associate city hotels.
Development restoration of sites and structures with sustained operations and maintenance.
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. Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Network of community-based marine, coastal, and forest-based ecotourism sites Foreign: 70,719 Foreign: 82,012 Foreign: 125,283
Develop appropriately sized mixed use leisure, entertainment, shopping, and multi-purpose Domestic: 670,341 Domestic: 800,422 Domestic: 1,187,550
convention facilities in Puerto Princesa.
Total: 741,060 Total: 882,434 Total: 1,312,833
-34 -35

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 Malapascua, 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 Oriental-Dumaguete-Siquijor, and CP-6E Tagbilaran-Panglao Island.
Resources / Assets cultural heritage (indigenous cultures), historic sites, customs, tradition, cuisine and festivals.
Main Tourism Coastal 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,
Iloilo, 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
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%.
Existing international charter operations at Kalibo Inadequate water, sewerage, power, and solid waste
Well-developed small-medium scale resort base at Boracay management International airport at Mactan and good air connectivity to main Poor road access conditions between Cebu and other main
Strong public and private sector interest in tourism in area Poor access and visitor infrastructure at tourist sites Boracay domestic markets development areas
island - limited site carrying capacities and poor compliance with Well-established tourism industry with full range of Inadequate solid waste management outside Cebu City while
safety standards accommodations at Cebu-Mactan potable water services need to be improved
Weak public sector coordination and governance Strong public and private sector interest and organization in Poor access and visitor support infrastructure and compliance
tourism with safety standards at tourist sites
External Opportunities External Threats Capacity for expansion outside Cebu and Mactan Weak public sector coordination and governance
Spreading tourism development to Northern Antique (Pandan) Uncoordinated and uncontrolled development External Opportunities External Threats
and Aklan (Nabas) Security concerns
Upgrading Kalibo airport and completion of Caticlan Airport Typhoons Increasing international and domestic tourism Uncoordinated and uncontrolled development
expansion Poor governance Improving and expanding international passenger terminal Typhoons and earthquakes
Leveraging off its existing resort base and ecotourism resources facilities at Mactan-Cebu Weak tourism governance
of Nabas and Northern Antique Leveraging off its city and rural natural and cultural heritage to Safety and security
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 Market Product Development Opportunities
ecotourism products; diving and nautical tourism; and providing a wide range of heritage sightseeing and adventure activities.
Niche, small and medium-scale beach and island resort and wellness-spa centers; marine; leisure, entertainment, medical tourism,
Key Products: Nature Based, Sun and Beach, Cultural Tourism and convention and exhibition facility; expanding range of culture and nature based sightseeing activities.
Strategic Products/Markets: MICE, Health & Wellness, Cruise Tourism Key Products: Nature Based, Sun and Beach, Cultural Tourism
Opportunity/Niche: Nautical Tourism, Retirement Tourism Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness, Cruise Tourism
Key Development Deficiencies and Needs Opportunity/Niche: Nautical Tourism, Education, Retirement Tourism
Access & Connectivity Complete planned airport upgrading at Kalibo and Caticlan, and reopen Jose Airport Key Development Deficiencies and Needs
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 Access & Connectivity Upgrade and expand Mactan-Cebu International Airport.
Upgrade road connections between Caticlan and Kalibo and Pandan in Antiques. Develop cruise ship terminal and marina in Cebu
Undertake road connectivity improvements from Cebu to other TDAs
Tourist Site & Attraction Improve last mile tourist site road and sea access as well as site visitor infrastructure including Provide improved solid waste management and more reliable power supply
Development restoration of sites and structures with sustained operations and maintenance.
Tourist Site & Attraction Improve last mile tourist site road and sea access as well as site visitor infrastructure including
Tourist Accommodation Needs Larger scale resorts in Nabas area with niche and small-scale beach resorts in Pandan. Development restoration of sites and structures with sustained operations and maintenance.
Develop network of community-based marine, coastal, and forest-based ecotourism sites in
Northern Antique and Aklan. 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
Forecasts Arrivals 2010 2016 in Cebu.
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Forecasts Arrivals 2010 2016
Foreign: 307,085 Foreign: 411,523 Foreign: 544,020 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Foreign: 874,614 Foreign: 1,014,284 Foreign: 2,023,035
Total: 853,526 Total: 1,143,806 Total: 1,512,074 Domestic: 1,492,358 Domestic: 1,730,678 Domestic: 2,303,158
-36 -37

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 The Cluster comprises two TDAs: SP-1A Surigao-Dinagat Islands, and SP-1B Surigao City-Lake
Location & Composition Marabut Area, CP-7B Northwestern Leyte Biliran Area, CP-7C Southern Leyte, CP-7D Western Mainit
Samar, CP-7E Eastern Samar Area, CP-7F Northern Samar Area
Main Tourism Island and coastal beaches, coves, lakes (Mainit), wetlands (Del Carmen Wetland), marine
Main Tourism Coastal and island beaches, coves, marine reserves; forest landscapes; colonial and modern Resources / Assets karst, and marine environment; and cultural landscape based on customs, traditions, cuisine
Resources / Assets 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
air direct to Siargao Island. Access to Dinagat is via ferry, while access to Lake Mainit area is
Tourist Accommodation Facilities 483 hotel and resort rooms accredited with DOT located mainly in urban centers operating at by road.
+65% room occupancy. Many smaller establishments not accredited.
Tourism Metrics 133,028 arrivals in tourist accommodations in 2008 of which 17,908 were international and +50% room occupancy. Many smaller establishments not accredited.
115,120 were domestic arrivals. 2000 to 2008 CAGR was -0.24%.
Tourism Metrics 129,763 arrivals in tourist accommodations in 2008 of which 18,887 were international and
Development Potential 110,876 were domestic arrivals. 2000 to 2008 CAGR was 7.66%.
Internal Strengths Internal Weaknesses Development Potential

Proximity of Mactan-Cebu International airport Limited air, sea, and road connectivity to main markets, and Internal Strengths Internal Weaknesses
Relatively undeveloped and pristine state of tourism resources between main TDAs in the Cluster
Large carrying capacity for tourism development Inadequate solid waste management Relatively undeveloped and pristine state of tourism resources Insufficient air, sea, and road connectivity to main markets,
Strong public and private sector interest and organization in Poor access and visitor support infrastructure and compliance Large carrying capacity for tourism development and between main TDAs in the Cluster
tourism with safety standards at tourist sites Strong public and private sector interest and organization in Inadequate water and power on islands, lack of solid waste
Weak public sector coordination and governance tourism management
Poor access and visitor support infrastructure and compliance
External Opportunities External Threats with safety standards at tourist sites
Increasing international and domestic tourism Uncoordinated and uncontrolled development weak public sector coordination and governance
Improving air, sea and road connectivity to key markets and gate- Typhoons, earthquakes and tsunamis External Opportunities External Threats
ways Weak tourism governance
Leveraging off the capacity of its main cities, untapped marine Increasing international and domestic tour Improving air, sea and Uncoordinated and uncontrolled development
and forest resources, and WWII history and cultural assets. road connectivity to key markets and gateways Flooding, earthquakes and tsunamis
(Cebu, Davao, Manila and Clark) Safety and security concerns
Market Product Development Opportunities Leveraging off its Island marine, wetland, lake and city resources Weak tourism governance
Niche, small and medium-scale beach and island resort and wellness-spa centers; marine; leisure, entertainment, spa, and convention Market Product Development Opportunities
facilities; marine and forest community-based ecotourism developments; and nature and culture based sightseeing activities.
Niche, small and medium-scale island resort and wellness-spa centers supporting marine based soft and hard adventure sports such
Key Products: Nature Based, Sun and Beach, Cultural Tourism as kayaking, diving, snorkeling, surfing, para-surfing, sail-boarding, etc.; city-based leisure, entertainment, shopping, wellness spa,
Strategic Products/Markets: Health & Wellness Tourism and convention facilities; community-based island and lake ecotourism developments; and nature and culture based sightseeing
activities.
Key Development Deficiencies and Needs Strategic Products/Markets: --
Access & Connectivity Upgrade and expand air, sea and road connections to main international gateways and Opportunity/Niche: Nautical Tourism
domestic markets.
Undertake road connectivity improvements between the Clusters TDAs Key Development Deficiencies and Needs
Provide improved solid waste management
Access & Connectivity Upgrade and expand air, sea and road connections.
Tourist Site & Attraction Improve last mile tourist site road and sea access as well as site visitor infrastructure including Improve road and sea connectivity between Surigao City and Dinagat and Siargao Islands and road
Development restoration of sites and structures with sustained operations and maintenance connectivity on the Islands
Tourist Accommodation Needs Niche, small and medium scale beach resort and city hotel developments Improve telecommunications on Islands
Thematic leisure, entertainment, wellness-spa shopping and multi-purpose convention facilities Improve water supply, power, sewerage treatment and solid waste management
Community-based ecotourism development linked to beach and city resorts and hotels. 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
Forecasts Arrivals 2010 2016 Development
with safety standards
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Tourist Accommodation Needs Niche, small and medium scale beach and lake resort/city hotel developments
Foreign: 10,861 Foreign: 14,555 Foreign: 19,241 Thematic leisure, entertainment, wellness-spa shopping and multi-purpose convention facilities
Domestic: 109,610 Domestic: 146,888 Domestic: 169,161 Community-based ecotourism linked to beach/city resorts and hotels.

-38 -39

Name of Cluster SP-2 Agusan River Basin Cluster Name of Cluster SP-3 Cagayan de Oro Coast, Island and Hinterland Cluster
The Cluster comprises four TDAs: SP-2A Butuan City-Cabadbaran, SP-2B Agusan Marsh, SP-2C The Cluster comprises five TDAs: SP-3A Camiguin Island, SP-3B Cagayan de Oro City-Misamis
Agusan-Sur-Hinatuan, and SP-2D Agusan Sur-Bislig Location & Composition Oriental Coast, SP-3C Iligan City-Lanao Del Norte, SP-3D Misamis Occidental Coast and Hinter-
land, and SP-3E Bukidnon Highlands
Main Tourism Coastal beaches and wetlands such as the Agusan River Delta and Agusan Marsh and Wildlife
Resources / Assets Sanctuary); Pacific marine environment; Balangay archaeological site; and cultural landscape Main Tourism Coastal and island beaches and wetlands, city, and mountain forest and highland tourism
based on customs, traditions, cuisine and festivals, e.g. Balangay Festival. Resources / Assets resources, with extensive cultural landscape including indigenous groups and range of cus-
toms, traditions, cuisine and festivals.
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. 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
Tourist Accommodation Facilities 428 hotel and resort rooms accredited with DOT located mainly in urban centers operating at Bohol and Camiguin and Cagayan de Oro, and road from other parts of Mindanao to various
+50% room occupancy. Many smaller establishments not accredited. parts of the Cluster.
Tourism Metrics 289,789 arrivals in tourist accommodations in 2008 of which 12,981 were international and Tourist Accommodation Facilities 1,932 hotel and resort rooms accredited with DOT located mainly in urban centers operating
276,808 were domestic arrivals. 2000 to 2008 CAGR was 6.13%. at +60% room occupancy. Many smaller establishments not accredited.
Development Potential 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%.
Relatively undeveloped and pristine state of tourism resources Insufficient air, sea, and road connectivity to main markets, Development Potential
Large carrying capacity for tourism development and between main TDAs in the Cluster Internal Strengths Internal Weaknesses
Strong public and private sector interest and organization in Inadequate solid waste management
tourism Poor tourist site access and visitor support infrastructure Presence of well developed cities Insufficient air, sea and road access infrastructure and service
and compliance with safety standards Relatively undeveloped and pristine state of tourism resources connectivity to Tangub City and Camuigin Island
Weak public sector coordination and governance Large carrying capacity for tourism development Inadequate public bus transportation suited to tourist
Strong public and private sector interest and organization in requirements
External Opportunities External Threats tourism Poor access and visitor support infrastructure and compliance
Increasing international and domestic tourism Uncoordinated and uncontrolled development with safety standards at tourist sites
Improving air, sea and road connectivity to key markets and Flooding and earthquakes Weak public sector coordination and governance
gateways Safety and security concerns External Opportunities External Threats
Leverage off the Pacific coast marine and hinterland resources Weak tourism governance
as well as of Butuan City access and utility infrastructure, and Increasing international and domestic tourism Uncoordinated and uncontrolled development
unique archaeological and wetland resources. Improving air, sea and road connectivity to key markets and Flooding, volcanic eruption, earthquakes and tsunamis
gateways Safety and security concerns
Market Product Development Opportunities Leverage off the coastal and island marine, city, and mountain Weak tourism governance
hinterland environments.
Niche, small and medium-scale city hotels, beach resorts, and ecotourism lodges; city-based leisure, entertainment, shopping,
wellness spa, nautical and marine tourism, and multi-purpose convention facilities; community-based island and lake ecotourism Market Product Development Opportunities
developments; and nature and culture based sightseeing activities.
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 Development Deficiencies and Needs Opportunity/Niche: Nautical Tourism, Education, Retirement Tourism
Access & Connectivity Upgrade Butuan Airport, and improve sea connections to Butuan City, Tandang and Bislig. Key Development Deficiencies and Needs
Improve last mile tourist site road access as well as site visitor infrastructure including restoration of
Tourist Site & Attraction Access & Connectivity Complete Laguindigan International Airport and its operation by private sector, upgrade Camuigin
sites and structures with sustained operations and maintenance
Development and Labo Airports, improve ferry links to Camuigin Island from new airport and reopen Silanga
Comply with safety standards.
Wharf RORO service.
Tourist Accommodation Needs Niche, small and medium scale beach and lake resort/city hotel developments Improve highway connections between TDAs
Thematic leisure, entertainment, wellness-spa shopping and multi-purpose convention facilities
Improve last mile tourist site road access as well as site visitor infrastructure including restoration
in Butuan City Tourist Site & Attraction
of sites and structures with sustained operations and maintenance with improve compliance with
Marine centers in Tandabg and Bislig including pocket cruise passenger terminals, marinas, and Development
safety standards
related cultural pavilions, shopping, entertainment and restaurants
Community-based ecotourism developments linked to beach/city resorts and hotels. 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
Forecasts Arrivals 2010 2016 facilities in main cities
Community-based ecotourism developments linked to beach/city resorts and hotels.
Foreign: 11,313 Foreign: 13,120 Foreign: 15,161 Forecasts Arrivals 2010 2016
Domestic: 269,905 Domestic: 322,281 Domestic: 361,699 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016
Total: 281,218 Total: 335,401 Total: 376,860 Foreign: 49,090 Foreign: 56,929 Foreign: 65,785
Domestic: 1,459,806 Domestic: 1,743,085 Domestic: 2,070,763
-40 -41

Strategic Cluster Destination Profile Destination Profile
Name of Cluster SP-4 Zamboanga Peninsula Cluster Name of TDA SP-4D & SP-4E Dipolog-Dapitan Cluster
The Cluster comprises three TDAs: SP-4A Zamboanga Sibugay, SP-4B Zamboanga City-Sta. Location & Composition SP-4D Dapitan/Zamboanga del Norte, and SP-4E Dipolog/Zamboanga del Norte
Cruz-Isabela, and SP-4C Pagadian City-Zamboanga del Sur
Main Tourism Coastal and island beaches and wetlands, city, and mountain forest tourism resources, with
Main Tourism Coastal and island beaches, wetlands and marine, city, and mountain forest tourism Resources / Assets extensive cultural landscape including indigenous groups, historic sites, and range of cus-
Resources / Assets resources; and extensive cultural landscape including indigenous groups, historic sites, and toms, traditions, cuisine and festivals.
range of customs, traditions, cuisine and festivals.
Access Air access from Manila and Cebu to Dipolog Airport, RORO access from Dumaguete to Dapi-
Access International charter air access and domestic air access from Manila, Cebu and Davao to tan, and road connection to other parts of Mindanao.
Zamboanga, Manila and Cebu to Pagadian Airport, sea ferry access from Manila-Cebu, and
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
+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
399,336 were domestic arrivals. 2000 to 2008 CAGR was 1.15%. Development Potential
Development Potential Internal Strengths Internal Weaknesses
Internal Strengths Internal Weaknesses Relatively undeveloped and pristine state of tourism resources Insufficient air, sea and road access infrastructure and
suited to beach and ecotourism transportation service connectivity
Relatively undeveloped and pristine state of tourism resources Insufficient air, sea and road access infrastructure and Presence of a medium scale resort facility (Dakak) Poor road and sea connectivity infrastructure between TDAs
suited to beach, ecotourism, city transportation service connectivity Large carrying capacity for tourism development Poor tourist site access and visitor support infrastructure and
Presence of a medium scale resort facility (Dakak) Poor road and sea connectivity infrastructure between TDAs Strong public and private sector interest and organization in compliance with safety standards
Large carrying capacity for tourism development Poor access and visitor support infrastructure and compliance tourism Weak public sector coordination and governance
Strong public and private sector interest and organization in with safety standards at tourist sites
tourism Weak public sector coordination and governance External Opportunities External Threats
External Opportunities External Threats Increasing international and domestic tourism Uncoordinated and uncontrolled development
Improving air, sea and road connectivity to key markets and Volcanic eruption, earthquakes, flooding
Increasing international and domestic tourism Uncoordinated and uncontrolled development gateways Safety and security concerns
Improving air, sea and road connectivity to key markets and Volcanic eruption, earthquakes, flooding Leverage off the undeveloped and pristine state of tourism
gateways Safety and security concerns resources.
Leverage off the undeveloped and pristine state of tourism
resources and Zamboanga hospitality. Market Product Development Opportunities
Market Product Development Opportunities Niche, small and medium-scale beach and community-based ecotourism products targeting international and domestic holiday
markets; and city-based leisure and marine tourism products targeting nautical markets.
Niche, small and medium-scale beach resorts, and community-based ecotourism products targeting Mindanao holiday markets;
city-based leisure and entertainment and convention products targeting Mindanao business markets; and nature and culture Key Products: Nature Based, Sun and Beach, Cultural Tourism
sightseeing products targeting domestic markets from Mindanao.
Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness Tourism
Access & Connectivity Upgrade Dipolog Airport and improve Pulauan Port
Key Development Deficiencies and Needs Improve highway connections between Dipolog and Dapitan and key tourist areas and
public transportation services
Access & Connectivity Upgrade terminal facilities at Zamboanga International Airport, improve communications facilities
at Pagadian Airport and upgrade passenger terminal at Zamboanga Sea Port Improve last mile tourist site road access as well as site visitor infrastructure including restoration
Improve highway connections between Zamboanga and other TDAs as well as tourist friendly of sites and structures with sustained operations and maintenance
Development
public transportation services Improve compliance with safety standards
Improve last mile tourist site road access as well as site visitor infrastructure including restoration of Tourist Accommodation Needs Niche, small and medium scale beach resort/city hotel and ecolodge developments
Tourist Site & Attraction Marine tourist centers in Dipolog and Dapitan City
sites and structures with sustained operations and maintenance
Development Community-based ecotourism developments linked to beach/city resorts and hotels.
Improve compliance with safety standards
Tourist Accommodation Needs Niche, small and medium scale beach resort and ecolodge developments Forecasts Arrivals 2010 2016
City hotel in association with multi-purpose convention and leisure and entertainment center.
Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Domestic: 94,422 Domestic: 112,745 Domestic: 126,535
Foreign: 65,174 Foreign: 65,174 Foreign: 75,582 Total: 97,667 Total: 115,990 Total: 130,298
-42 -43

Name of Cluster SP-5 Davao Gulf and Coast Cluster Name of Cluster SP-6 Cotabato-Saranggani Cluster
The Cluster comprises three TDAs: SP-5A Davao City-Samal Island-Davao del Norte, SP-5B The Cluster comprises five TDAs: SP-6A Cotabato-Mt Apo, SP-6B Cotabato-Lake Sebu, SP-6C
Davao del Sur, and SP-5C Compostella Valley-Davao Oriental 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 Main Tourism Coastal gulf and island beaches, wetlands, marine, city, and mountain forest tourism re-
Resources / Assets resources (Iconic Mt. Apo highest mountain in Philippines) with extensive cultural landscape Resources / Assets sources (Iconic Mt. Apo highest mountain in Philippines) with extensive cultural landscape
including indigenous groups, historic sites, range of customs, traditions, cuisine & festivals. 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, Access International air access via Davao, and domestic air access from Manila. Sea ferry access from
Cebu, Iloilo, Cagayan de Oro and Zamboanga to Davao International Airport, sea ferry access Manila-Cebu-Davao, and road connection from other centers in Mindanao.
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 +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 643,640 were domestic arrivals. 2000 to 2008 CAGR was 15.8%.
Relatively undeveloped and pristine state of tourism resources Poor air access infrastructure and transportation service
International airport and seaport Inadequate international air and sea access infrastructure and suited to beach, ecotourism, adventure, and city tourism connectivity
Relatively undeveloped and pristine state of tourism resources transportation service connectivity development Poor road connectivity infrastructure between TDAs
suited to beach, ecotourism, city tourism Poor road and sea connectivity infrastructure between TDAs Large carrying capacity for tourism development Weak telecommunications coverage
Existing well organized tourism establishments and operations in Poor tourist site access and visitor support infrastructure and Insufficient accommodations
city and Samal Island compliance with safety standards Poor access and visitor support infrastructure and compliance
Large carrying capacity for tourism development Weak public sector coordination and governance with safety standards at tourist sites
Strong public and private sector interest and organization Weak public sector coordination and governance
in tourism
Increasing domestic tourism Uncoordinated and uncontrolled development
Increasing international and domestic tourism Uncoordinated and uncontrolled development Improving air connectivity to domestic markets Volcanic eruption, earthquakes, tsunamis and flooding
Improving international regional air connectivity Volcanic eruption, earthquakes, tsunamis and flooding Leverage off the undeveloped and pristine state of tourism Safety and security concerns
Leverage off the undeveloped and pristine state of tourism Safety and security concerns resources in the cluster focusing on Mt. Apo, Sarangani Bay, Lake Extractive activities (mining and logging)
resources in the cluster focusing on Mt. Apo, Samal Island, and Sebu, and cities.
Davao, Tagum and Digos
Mt. Apoecotourism, Saranganibeach resort and ecotourism, Lake Sebucultural ecotourism, citiesleisure, entertainment and
Mt. Apoecotourism, Samal Islandresort and ecotourism, Davao CityMarine, leisure, entertainment and conventions, Tagum multi-purpose events centers, with pocket themed attractions and resorts in other areas with nature and culture based-sightseeing
Cityleisure, entertainment and multi-purpose events center, Digos Citymulti-purpose sports center, and pocket themed products where security permits. Target markets are domestic mainly from Mindanao.
attractions and resorts in other areas with nature and culture based-sightseeing products.
Strategic Products/Markets: MICE, Leisure & Shopping Tourism
Opportunity/Niche: Nautical Tourism, Education, Retirement Tourism
Access & Connectivity Complete Mlang Airport at Mlang in North Cotabato and President Quirino Airport in Sultan
Access & Connectivity Upgrade and expand terminal facilities at Davao International Airport and improve airport facilities Kudarat, passenger terminal at Port of General Santos, and provide passenger terminal at Port of
at Mati Glan in Sarangani
Improve highway connections between Davao City and other TDAs including RORO connections to Improve telecommunications, water, electricity, solid waste management infrastructure in main
Samal Island, seaport passenger facilities at MACO and Lupon Seaports, as well as tourist friendly tourist centers.
public transportation services
Improve last mile road access as well as visitor infrastructure including restoration of sites and
Improve telecommunications and other utility infrastructure Tourist Site & Attraction
structures with sustained operations and maintenance at key tourist sites
Development
Improve last mile tourist site road access as well as site visitor infrastructure including restoration of Improve compliance with safety standards.
sites and structures with sustained O&M
Development Tourist Accommodation Needs Niche, small and medium scale thematic beach/dive/adventure/ecotourism establishments. City
Improve compliance with safety standards
hotels 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, Forecasts Arrivals 2010 2016
leisure, entertainment and shopping
Forecasts Arrivals 2010 2016 Foreign: 8,421 Foreign: 9,766 Foreign: 11,285
Foreign: 66,032 Foreign: 76,577 Foreign: 88,489 Total: 652,061 Total: 778,306 Total: 873,824
Domestic: 842,256 Domestic: 1,006,020 Domestic: 1,129,065
Total: 908,558 Total: 1,082,597 Total: 1,217,554
-44 -45
GAD checklist for the tourism sector

Strategic Cluster Destination Profile
Name of Cluster SP-7 Autonomous Region Muslim Mindanao

The Cluster comprises two TDAs: SP-7A Basilan-Jolo-Tawi Tawi, and SP-7B Lanao del Sur-Ma-
guindanao This 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; Economic 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 Gender Responsive Economic Actions for the Transformation of Women (GREAT Women) Project. LGSP-LED and the
sites, range of customs, traditions, cuisine & festivals.
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, Development (DFATD, formerly the Canadian International Development Agency, or CIDA) of the Government of
and road connection between mainland TDA and other centers in Mindanao. Canada. 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).
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 government units, while the latter consists of the private sector (business enterprises in various areas of
tourism), nongovernment organizations (NGOs), academic institutions, and, more importantly, communities. This
Undeveloped and pristine state of tourism resources suited to Poor air and access infrastructure and transportation service
beach, ecotourism, adventure, and city tourism development connectivity
gender and development (GAD) checklist applies to tourism-related programs and projects of key tourism stake-
Large carrying capacity for tourism development on mainland Weak telecommunications coverage holders.
Insufficient accommodations
Poor tourist site access and visitor support infrastructure The GAD checklist for the tourism sector seeks to bring gender-related aspects of tourism to the attention
and compliance with safety standards
weak public sector coordination and governance
of policymakers and program or project developers, especially the issues of womens employment in the
tourism industry and womens 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 Uncoordinated and uncontrolled development of Women, or MCW), DOT, through the Inter-agency Committee on Gender and Development that was created
international markets from region Safety and security concerns under Administrative Order No. 94-07, continuously implements various GAD programs, activities, and projects
Improving air connectivity to domestic and international markets
Leverage off the undeveloped and pristine state of tourism addressing gender issues and concerns in the tourism industry.
resources in the cluster focusing on Tawi Tawi

Tawi TawiMaldives style island beach resort and community-based marine and forest ecotourism products directed at domestic
and regional international markets.

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.
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
Development
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.

-46 -47
- Some environmental effects. A boom in tourism can result in a water crisis that can place
Gender issues and strategies

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
The tourism industry offers vast income-generating opportunities, from employment to operation of enterprises. manage the household budget. It is essential therefore, for projects to include measures to
It is labor-intensive, providing a wide range of job openings that the poor with vocational skills training can access. ensure that poor households are able to benefit from tourism initiatives.
Tourism also creates economic prospects for small entrepreneurs, as there are many support services that can be
established with minimal start-up costs.
Issues related to management of the sector
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 womens human rights and eliminate gender - Womens influence in the development of tourism policymaking and programming is
discrimination in their systems, structures, policies, programs and processes (MCW Implementing Rules and limited, as they are not well represented in decision-making and policymaking bodies, and
Regulations, Rule VI, Section 37, pp. 104-105). It also stresses the importance of the non-discriminatory and may lack the capacities for planning and budgeting.
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, - Analysis of relevant gender issues and tracking of gender-related results of tourism are
Section 37, pp. 65; and Section 19). The MCW promotes womens rights to representation and participation, hampered by the lack of sex-disaggregated data and information on the negative impact of
including undertaking temporary special measures to accelerate the participation and equitable tourism in tourism statistics.
representation in the decision-making and policy-making processes, and instructs appointing authorities to
ensure the representation of women or womens groups in policymaking and decision-making bodies - Sexual harassment in the workplace can take various forms. One is when sexual favor is
(MCW, IRR, Rule IV, Section 14, pp. 5354.). Further, it provides that girl children shall be protected from all forms made as a condition for hiring or employment, re-employment, or continued employment of
of abuse and exploitation (MCW IRR, Rule V, Section 35, Article B, page 103). said individuals or for granting said individuals favorable compensation, terms, conditions,
promotions, or privileges.
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 - Lack of awareness of gender issues in tourism among tourism sector employees leads to the
women, who make up 46 percent of the tourism labor force. This statistic masks several gender issues related to inappropriate portrayal of women and children in tourism commercials and advertisements.
workers in the sector:
The last cluster of issues pertains to gender mainstreaming will require actions from tourism agencies. These
Gender-role stereotyping. In formal sector employment in tourism-related industries, the quality actions can include naming woman members to tourism bodies, building the capacity of agency personnel
and type of work available to women is heavily influenced by sex stereotyping and sex for planning and budgeting establishing a gender-aware tourism database, and instituting measures to combat
segregation. Women are usually employed as waitresses, chambermaids, cleaners, travel agency sexual harassment in the workplace.
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 Training of tourism agency staff and workers in tourism industry establishments, especially involving hotel and
traditional gender roles and gender identity help create notions of women and men as being suitable homestay operations, can include sessions on relevant laws protecting women and children, as well as their ac-
for certain, gender-appropriate occupations. 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
Gender inequalities in occupational distribution. Gender bias in occupations and positions in the their Children Act of 2004, which includes the crime of prostituting women and their children; RA 8353, or the
tourism industry occurs because of not just horizontal segregation but, as important, vertical Anti Rape Law of 1997, which classifies rape as a crime against person, hence, not a private crime; and RA 8505, or
gender segregation of labor that places women and men in different occupations. The typical the Rape Victim Assistance and Protection Act of 1998. These sessions must include discussions of possible actions
gender pyramid is prevalent in the sector, with women dominating lower levels and that may be taken by the hotel staff, homestay operators, and the community in general to prevent trafficking,
occupations offering few career development opportunities and men dominating key managerial sexual harassment, and other forms of abuse and exploitation. The Womens Desks of the local police force
positions. 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.
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 Training of women working in hotels and relevant tourism-related services (e.g., tour guides) must include
production of handicrafts and souvenir items), womens lack of access to adequate credit may limit sessions on their rights and the laws that protect them. Local tourism bodies must prohibit advertising and
women from taking advantage of such opportunities. Establishment of credit windows that do not marketing strategies that use stereotypical images of women or portray women as sexual objects.
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)
-48 -49
Gender equality and women's Gender analysis questions

empowerment results 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
Recognition of the above issues can help planners design interventions that can ensure tourism projects
likely impact of the project design. The gender analysis questions related to the definition of the development
benefit women and men equally. The Philippine Development Plan (PDP) 20112016 seeks to encourage LGUs to
(tourism) problem are as follows:
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
Gender division of labor and gender needs
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
What is the agegender composition of the tourism-sector workforce? What do the women/men do in
self-employment or access to credit, government shall take particular cognizance of the special needs of
tourism-related enterprises? Alternatively, how are woman/man workers represented in the different
women, whose potentially large social contributions to social and economic development are stunted by their
parts of the tourism value chain? Do these patterns suggest gender-role stereotyping or gender-based
domestic and other social circumstances (page 30).
biases in occupations?
Gender equality outcomes or results should be linked with the changes in the gender issues that have been
What are the gender-related problems encountered by female/male tourism workers and tour operators
identified. Examples of gender equality results are:
(e.g., sexual harassment or advances, demand of tourists for sexual services or sex-related entertainment,
prostitution)?
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
Access to and control of tourism services and benefits
Service Officer) positions;
What resources (training, capital, information, market linkage, etc.) do woman/man workers or owners
More positive, realistic portrayals of women and children in advertising and marketing campaigns
of tourism-related enterprises need to improve their efficiency, productivity, and/or effectiveness?
and collaterals;
If there are differences between women and men, why?
Safer workplaces for woman workers, or reduced incidence of sexual harassment;
Constraints and opportunities
Reduced incidence or elimination of human trafficking and prostitution;
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?
Increased woman-owned or operated tourism-related enterprises;
What are the current (pre-project) opportunities present for micro-entrepreneurs supplying
Improved productivity and incomes of woman-owned or operated enterprises;
tourism- related products and services?
Greater access of women to higher credit levels and technical support;
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
Higher level of stakeholder awareness/consciousness of gender issues in tourism;
improve their productivity, efficiency, or effectiveness as tourism-sector workers or entrepreneurs?
Improved representation of women and men as stakeholders of tourism development;
After the project design has been completed, it is necessary to subject the design to a gender analysis. There are
More active promotion of gender equality, respect for human rights, and economic empowerment of
ten questions listed in box 24 below, summarizing the possible gender impact of the designed project, as fol-
women in tourism through more gender-sensitive tourism-related establishments; and
lows:
Increased knowledge and skills of tourism sector employees and applied GAD tools in policymaking,
Gender division of labor and gender needs
planning, and budgeting.
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?
-50 -51
Access to and control of tourism services and benefits
Possible GAD monitoring indicators

Will the project help the tourism sector and its stakeholders in improving womens access to jobs and
employment in tourism development areas?
Will the project enable women to maximize economic opportunities, improve their status in local Listed below are examples of monitoring indicators for tourism initiatives that have been developed for the Local
communities, and develop leadership capability and ability to manage the natural and cultural Governance Support Program for Local Economic Development (LGSP-LED). A separate list for capacity
resources? 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 programs or projects 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 projects 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 Number of legislation and policies passed that consider the differential impact of the issuance on
accessible to women? women and men, or address the social problems that may escalate with increased tourism
Will womens 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 womens groups, women-in-business organizations, and woman labor union Number of partnerships built that enhance outreach and improve access of poor women and men to
leaders? Or, has the project consulted woman and man beneficiaries? 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 womens 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 womens 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.
-52 -53
Capacity building program 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
Proportion of women to total training participants. gender issue and there are activities seeking to address these issues.
Proportion of woman trainers and resource persons to total trainers and resource persons 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
Presence/absence of modules in training programs that build awareness of gender laws and the ensuring womens and mens equal access to resources provided by the project; improving
rights of women and children womens and mens efficiency in their chosen fields in the tourism sector; providing equal
opportunities for participation of women and men; creating strategies for avoiding or
Presence/absence of gender-fair language, messages, and graphics in training materials minimizing negative effects on the status and welfare of women and girls; adhering to the
Media and Gender Equality Committee Guidelines; promoting environmental sustainability;
Extent to which gender core messages are embedded in course content and materials 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
Guide for accomplishing the checklist

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
Box 24 enumerates the ten requirements for a gender-responsive tourism sector project. Each requirement and boys.
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. 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
Guide for accomplishing box 24 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.
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 i. For Element 9.0, a partly yes response to Q9.1 means there is a token budget for gender
element, item, or question has been partly answered; and under col. 2c if an element, item, or question training programs that aim to build competencies in promoting GAD in the project; and to Q9.2
has been fully complied with. means there is a budget for GADrelated activities but this is too little to ensure the project will
address relevant gender issues or help achieve its GAD objectives and targets.
2. A partial and a full yes may be distinguished as follows.
j. For Element 10.0, a full yes response to Q10.1 means the project is in line with the agencys
a. For Element 1.0, a partly yes response to Question 1.0 (or Q1.0) means there have been much policies and guidelines for gender-responsive tourism; and to Q10.2 means there will be
fewer women than men in consultations to validate or determine the needs, gaps, and status convergence/ collaboration with other agencies/stakeholders in the implementation of
of women and men in the community. A full yes means women constitute at least 40 percent a gender-sensitive tourism project, particularly through formal, signed agreements,
of the people consulted. 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
b. For Element 2.0, partly yes means some gender-related information and sex-disaggregated agencys GAD plan but there is also a need to ensure that the project requires developing or
data from research surveys, business trends, and profiles of current enterprises and reinforcing the commitment to empower women; and to Q10.5 signifies that the project
microenterprises or enterprise-related training programs are reflected in the project concept has a sustainability plan for its GAD efforts but makes no mention of how this may be
paper, but these may not be relevant in identifying gender issues or problems related to the institutionalized within the implementing agency or its partner.
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. 3. After ascertaining whether a GAD requirement has been done or not, enter the appropriate score for
an element or item under column 3.
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 a. To ascertain the score for a GAD element, a three-point rating scale is provided: 0 when
roles, needs, and perspectives; access to and control of resources; constraints and the proponent has not accomplished any of the activities or questions listed under an element
opportunities to participation; and negative effects of tourism). A full yes response to or requirement; a score that is less than the stated maximum when compliance is only partial;
Q3.1 signifies that the needs of both men and women have been considered in developing and 2 (for the element or requirement), or the maximum score for an item or question,
the situation analysis. To Q3.2 and Q3.4, a full yes implies that a gender analysis of the when the proponent has done all the required activities.
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. b. The scores for partly yes differ by element. For instance, for Elements 1.0, 2.0, 5.0, 7.0, and 8.0,
To Q3.3, a full yes indicates that the negative effects of tourism have been fully discussed in the score for partly yes is 1. For other elements that have two or more items or questions
the analysis of the development problem. (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.
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 c. For Element 3.0, which has four items (3.1, 3.2, 3.3, and 3.4), the maximum score for each item
equality outputs or outcomes (Q4.2). A full yes means the projects outputs or outcomes is 0.50 while that for partly yes is 0.25. Hence, if a project scores a full 0.50 in one question
include the expansion of opportunities for women and men (Q4.1) or significant reduction in but 0 in the other, or if a project scores partly yes (or 0.25) in each of the two items, the total
gender gaps or incidence of gender-related issues (Q4.2) 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.
-54 -55
4. For an element (col. 1) that has more than one item or question, add the scores for the items and enter Box 24. GAD checklist for designing and evaluating tourism projects

the sum in the thickly bordered cell for the element.
Response (col. 2)
5. Add the scores in the thickly bordered cell under column 3 to come up with the GAD score for the Score for the Result or
Element and item or guide question
project identification and design stages. Partly item/ element comment
(col. 1) No Yes
(2a)
yes
(2c) (col. 3) (col. 4)
(2b)
6. Under the last column, indicate the key gender issues identified (for proponents) or comments on
the proponents compliance with the requirement (for evaluators).
4.1 Do project objectives explicitly refer to women
and men? Specifically, does the project aim to improve
womens access and opportunity to benefit from tourism
Box 24. GAD checklist for designing and evaluating tourism projects initiatives, as well as mens? (possible scores: 0, 0.5, 1.0)
Response (col. 2)
Score for the Result or 4.2 Does the project have gender equality outputs or
Element and item or guide question
Partly item/ element comment outcomes? (See examples in text.) (possible scores: 0,
(col. 1) No Yes 0.5, 1.0)
(2a)
yes
(2c) (col. 3) (col. 4)
(2b)
1.0 Involvement of women and men 5.0 Matching of strategies with gender issues
(possible scores: 0, 1.0, 2.0) Have prior consultations (possible scores: 0, 1.0, 2.0) Do the strategies and
included women and womens groups to validate the activities match the gender issues and gender equality
data and determine the gender gaps, and the needs and goals identified? That is, will the project reduce gender
status of women and men in the community? gaps or inequalities, or minimize the negative gender
effects of tourism?
2.0 Collection of sex-disaggregated data and

gender-related information 6.0 Gender analysis of the likely impact of the
(possible scores: 0, 1.0, 2.0) Have gender information and project (max score: 2.0; for each item or question, 0.2)
sex-disaggregated data on the community, industry, or
sector (from official statistics, research survey, business
trends, or profiles of current enterprises, microenter- 6.1 Will the project build on womens and mens
prises, or enterprise-related training programs) been knowledge and skills? (possible scores: 0. 0.1, 0.2)
considered in crafting the project concept, particularly
in the analysis of the development/tourism issue or
problem?
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)
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.) 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?
3.1 Are the needs of both women and men (possible scores: 0, 0.1, 0.2)
considered in the situation analysis? (possible scores: 0,
0.25, 0.50)
6.4 Will the project help women and men become more
efficient in their chosen fields in the tourism sector?
3.2 Are there gender-based differences in access to (possible scores: 0, 0.1, 0.2)
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) 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)
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) 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)
3.4 Is there an analysis of gender-based differences in

constraints and opportunities related to womens and
mens participation in tourism projects? (possible scores: 6.7 Has the project included strategies for avoiding or
0, 0.25, 0.50 ) 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
4.0 Gender equality goals, outcomes, and outputs effects of the project in terms of sexual harassment,
(max score: 2.0; for each item or question, 1.0) prostitution, child pornography, and the like?
(possible scores: 0, 0.1, 0.2)
-56 -57
Box 24. GAD checklist for designing and evaluating tourism projects Box 24. GAD checklist for designing and evaluating tourism projects

Response (col. 2) Response (col. 2)
Score for the Result or Score for the Result or
Element and item or guide question Element and item or guide question
Partly item/ element comment Partly item/ element comment
(col. 1) No Yes (col. 1) No Yes
(2a)
yes
(2c) (col. 3) (col. 4) (2a)
yes
(2c) (col. 3) (col. 4)
(2b) (2b)
6.8 Will the proposed projects tourism promotional and 10.3 Will the project support the implementation of
IEC materials and advertisements conform to existing relevant local ordinances that reinforce national gender
gender-sensitive policies and guidelines (e.g., the Media laws in project sites? (possible scores: 0.1, 0.2, 0.4)
and Gender Equality Committee Guidelines, or MGEC)?
10.4 Will the project build on or strengthen the agencys
commitment to empower women? (possible scores: 0.1,
6.9 Will the project, as designed, promote environmen- 0.2, 0.4)
tal sustainability? (possible scores: 0, 0.1, 0.2)
10.5 Does the project have an exit plan that will ensure
6.10 Does the designed project respect the cultural the sustainability of the GAD efforts and benefits?
sensitivities of communities and their woman and man (possible scores: 0.1, 0.2, 0.4)
members? Of female and male tourists?
TOTAL GAD SCORE FOR PROJECT IDENTIFICATION AND DESIGN
(Add the scores for each of the ten elements.)
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?
Interpretation of the GAD Score

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 0 - 3.9 GAD is invisible in the project (proposal is returned).
information that will track the reduction in gender gaps
or changes (improvements) in the lives of women and Proposed project has promising GAD prospects (proposal earns a conditional pass, pending identification of
men? 4.0 7.9 gender issues and strategies and activities to address these, and inclusion of he collection of sex- disaggregated
data in the monitoring and evaluation plans)
9.0 Resources 8.0 14.9 Proposed project is gender-sensitive (proposal passes the GAD test).
(max score: 2.0; for each item or question, 1.0)
15.0 20.0 Proposed project is gender-responsive (proponent is commended).
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)
References
Republic of the Philippines (2000). Magna Carta for Women (Implementing Rules and Regulations (IRR).
9.2 Will the project fund activities that will help achieve
its GAD objectives and targets? (possible scores: 0, 0.5,
1.0) Rule VI, Section 37, pp. 104105.
Rule IV, Section 19, p.65;
Rule IV, Section 19, Article A, p.66.
10.0 Relations with the agencys /LGU GAD efforts Rule IV, Section 14, pp. 5354.
(max score: 2.0; for each item or question, 0.4) Rule V, Section 35, Article B, p. 103
UNED-United Kingdom (2002). Gender & Tourism: Womens Employment and Participation in Tourism. Report
10.1 Is the project in line with the existing agency prepared for the 2002 Earth Summit. Retrieved from www.earthsummit2002.org/toolkits/women/current/
policies and guidelines for gender-responsive tourism?
gendertourismrep.html
(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)
-58 -59
Tourism-related Literature

Document
Title Abstract/Description Bibliographic Entry
Type
The guidebook is designed for tourism planners

Document in promoting sustainable tourism by utilizing the
Type best and most relevant information possible. It
uses a set of indicators focused on both impact
and sustainability for tourism. The Guidebook is
This supplementary volume for Asia and the most useful to tourism planners and managers at
Pacific is designed to be used in conjunction with the destinations sites. Many managers operate in
the core volume (Guide for Local Authorities on an environment which can be considered as
Developing Sustainable Tourism) they should be data-rich but information-poor. Indicators can help
used in combination to provide comprehensive to select, process, analyse and present data to
guidance for developing tourism at the local level better link with sustainability issues.
in the region. This supplementary Decision-makers are often inundated by large
World Tourism Organization.
volume is structured around two major sections: quantities of data, and often find it difficult to
(2004). Indicators of
Indicators of Sustainable determine which data are important. Indicators
Sustainable Development
Section 1 Tourism in Asia and the Pacific Development for Tourism Guidelines development will occur at several scales, but the
for Tourism Destinations (A
examines quantitative and qualitative tourism Destinations (A Guidebook) primary focus of this Guidebook is at the
World Trade Organization. Guidebook). (p. 507). Madrid:
trends in the region, reviews the major destination level with destinations being defined
(1999). Guide for Local World Tourism Organization.
opportunities and constraints for developing generally in terms of the marketable destination,
Guide for Local Authorities on Authorities on Developing which may range in size from a small nation to a
tourism in the region, identifies some special
Developing Sustainable Tourism Sustainable Tourism region, or to a specific resort or site.
Guidelines considerations that must be made in
(Supplementary Volume on Asia (Supplementary Volume on This Guidebook, produced by the World Tourism
developing tourism in Asia and the Pacific, and
and the Pacific) Asia and the Pacific). (p. 92). Organization, is intended to help the managers
describes efforts that are being directed toward
Madrid: World Tourism of tourism companies and destinations, their
regional cooperation on
Organization partners and other stakeholders to make better
tourism in the region.
decisions regarding tourism. It focuses on the use
Section 2 Case Studies of Tourism of indicators as a central instrument for improved
Development in Asia and the Pacific presents planning and management, bringing managers
several case studies of various types of tourism the information they need, when it is required, and
development in Asia and the Pacific that 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 Making Tourism More Sustainable: a Guide for
local areas in the region and therefore will be of Policy Makers builds on United Nations
value to local authorities in different areas. Environment Programmes and World Tourism
Organizations previous work on different aspects
of sustainability, undertaken over the past ten or so
The Department of Tourism has prepared the years. In addition to earlier work by WTO and UNEP,
National Tourism Development Plan (NTDP) that an extensive research survey was undertaken
seeks to address the key challenges of the sector within WTO Member States, in 2003 and 2004, to
over the next five years. The National Tourism identify specific policies and tools applied in their
Development Plan led by the Department of territories that had effectively contributed to mak-
Tourism is the result of the combined inputs of the ing their tourism sector more sustainable. The
national government agencies, local government conclusions drawn and the policies and tools
units, the private sector including the Chambers of recommended in this Guide are therefore based
Commerce, and concerned non-government on real cases, collected from around the world, United Nations Environment
organizations. The NTDP, as mandated under that have proven to be effective and successful in Programme. , & World Tourism
Republic Act No. 9593, provides a framework Department of Tourism. achieving the aims of sustainable development. Organization, (2005). Making
Making Tourism More
to guide the Department of Tourism (DOT) and Department of Tourism, Policies and Tourism more Sustainable
Sustainable (A Guide for
stakeholders in the private and public sector, at Office of Tourism Planning, Standards The guide defines what sustainability means in (A Guide for Policy Makers).
Policy Makers)
the national, regional, and local levels, to harness Research and Information tourism, what are the effective approaches for (p. 207). Paris: United Nations
National Tourism Development Policies and developing strategies and policies for more and World Tourism
the potential of the tourism sector as an engine for Management. (2012).
Plan 2011-2016 Standards sustainable tourism, and the tools that would make Organization.
sustainable growth. This is in line with the Presi- National Tourism
dents 16-point agenda, the goals and targets of Development Plan 2011-2016. the policies work on the ground. It shows clearly
the Philippine Development Plan 2011-2016 that Manila: Department of that there is no one-fits-all solution to address the
focuses upon inclusive socio-economic growth, Tourism. question of sustainability in tourism
and the designation of the tourism sector by Joint development. It does, however, highlight one key
Chambers of Commerce as one of seven (7) key universal message: to succeed in making tourism
growth sectors in the economy. The NTDP has more sustainable it is crucial to work hand in hand
been built upon the following: with all relevant stakeholders, within and outside
(a) comprehensive diagnosis of the tourism government. The purpose of this document is to
sectors competitive strengths, weaknesses, op- provide governments with guidance and a
portunities and threats; (b) extensive consultations framework for the development of policies for
with more than 1,380 stakeholders throughout more sustainable tourism as well as a toolbox of
the country; (c) the lessons learned from previous instruments that they can use to implement those
tourism strategies and plans. policies.
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Document Document
Title Abstract/Description Bibliographic Entry Title Abstract/Description Bibliographic Entry
Type Type
With this book, the World Tourism Organization The link between protected areas and tourism is
intends to strengthen its efforts to achieve tourism as old as the history of protected areas. Protected
sustainability worldwide. It particularly seeks to areas need tourism, and tourism needs protected
provide technical guidelines and methodological areas. Though the relationship is complex and
instruments to local authorities, public service sometimes adversarial, tourism is always a critical
officials operating at the local level, as well as component to consider in the establishment and
private tourism developers, enabling them to management of protected areas. These guidelines
assume their responsibilities in this field with aim to build an understanding of protected area Eagles, P., McCool, S., &
more effective, up-to-date technical know-how. tourism, and its management. They provide a Haynes, C. (2002). Sustainable
These guidelines are eminently practical and easy theoretical structure, but are also intended to help Tourism in Protected Areas
to apply. The numerous examples of sustainable managers in practical ways. The underlying aim is (Guidelines for Planning and
Sustainable Tourism in Protected
tourism best practices contained in this volume to ensure that tourism contributes to the purposes Management). (p. 183). Gland,
Areas (Guidelines for Planning Guidelines
and the supplementary volumes on sub-Saharan of protected areas and does not undermine them. Switzerland, and Cambridge:
and Management)
Africa, Asia and the Pacific, North Africa and the The main purpose of these guidelines is to assist IUCN, Cardiff University,
Americas should be readily adaptable to the World Tourism Organization. protected area managers and other stakeholders United Nations Environment
particular conditions and level of development of (1998). Guide for Local in the planning and management of protected Programme and World Tourism
Guide for Local Authorities on each country, region and local territory. To assist Authorities on Developing areas, visitor recreation and the tourism industry, Organization.
Guidelines
Developing Sustainable Tourism local authorities in making better decisions on Sustainable Tourism. (p. 194). so that tourism can develop in a sustainable
developing tourism, this guide has been prepared Madrid: World Tourism fashion, while respecting local conditions and
on the planning, development and management Organization. local communities. A key message is the
of tourism at the local level. The guide will also be importance of managing resources and visitors
very useful to regional and national tourism agen- today, so that tomorrows visitors can also
cies who need to understand tourism develop- experience quality sites, and the conservation
ment at the local level in order to provide direction values that these places represent.
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 This compilation, initiated in July 2002, aims at
their areas. An underlying principle of this guide providing a structured, easy to understand
is achieving sustainable development of tourism. description of exemplary practices especially in
The fundamental importance of the sustainable small ecotourism businesses. It has been widely
approach for all types of development including recognized that small businesses represent the
tourism is now universally accepted, if not always core of the ecotourism segment, given that the
practiced as it should be. 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 be small. The compilation contains rich details on
World Tourism Organization (WTO) in a series on methodologies and business approaches World Tourism Organization.
Tourism and Poverty Alleviation. The first one, applied successfully by a wide range of ecotourism (2003). Sustainable
Sustainable Development of
launched on the occasion of the World Summit on small and medium sized companies; they provide a Development of Ecotourism
EcoTourism (A Compilation of
Sustainable Development in August 2002, valuable well of information that can serve for (A Compilation of Good
Good Practices in Small and Good Practices
examined a number of cases where tourism has generating ideas and adapting sustainable Practices in Small and Medium-
Medium-sized
been fundamental in reducing poverty levels in ecotourism practices to the specific local sized Enterprises (SMEs). (p.
Enterprises((SMEs))
various countries. The present book provides World Tourism Organization. conditions elsewhere. The experiences presented 305). Madrid: World Tourism
further evidence of the contribution that tourism (2004). Tourism and Poverty in this book come directly from the field, from the Organization.
Tourism and Poverty Alleviation Theoretical/
can make to achieving one of the most pressing Alleviation Recommendations people who have developed these initiatives and
Recommendations for Action Conceptual
United Nations (UN) Millennium Development for Action. (p. 47). Madrid: who are daily in charge of these business ventures.
Goals: alleviating poverty. Based on a more World Tourism Organization. They reflect well the complexity of small business-
extensive analysis of successful experiences, it es, the great challenges and opportunities they
gives clear and practical recommendations - to face, and the endless creativity that this business
governments, private tourism companies, allows for. The objectives of this publication are also
international and bilateral development agencies in line with the resolutions of the World Summit on
and other stakeholders - on the various ways and Sustainable Development (Johannesburg 2002), its
means they can utilize to use tourism as a poverty specific recommendations on sustainable tourism,
alleviation tool. biodiversity and local communities, and with the
wider aims of poverty reduction through tourism.
This document takes into account the preparatory

process, as well as the discussions held during the
Quebec Declaration on
World Ecotourism Summit on May 2002. It is the
Ecotourism. (2002). Soft
result of a multi stakeholder dialogue, although it is
Quebec Declaration on Policies and law Declaration/
not a negotiated document. Its main purpose is the
EcoTourism Standards Recommendation World
setting of a preliminary agenda and a set of
Ecotourism Summit, Quebec
recommendations for the development of
City, Canada.
ecotourism activities in the context of sustainable
development.
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Document Document
Type Type
This handbook is aimed at a variety of professional This WTO report presents a summary of the
users, both within the tourism industry and for current status of tourism in Small Island
people who welcome and manage visitors to their Developing States (SIDS), while providing evidence
destination or site, including also public tourism, of the key importance it has for the sustainable
cultural and natural authorities. For the many development of many islands and for the
different people in the tourism industry it provides achievement of the UN Millennium Development
recommendations for how they might positively Goals. It also addresses the key issues that need
contribute to the minimization of tourism to be considered by small island nations in order
congestion. For destination and site managers it for the tourism industry to be more sustainable
provides a range of recommendations for World Tourism Organization. in the long term. It provides policy orientations,
Tourism Congestion managers to build a well-informed understanding (2004). Tourism Congestion guidelines and other tools to the National Tourism
Theoretical/
Management at Natural and of their places and their visitors, and provides Management at Natural and Authorities (NTAs), the tourism industry and other
Conceptual
Cultural Sites recommendations for upgrading the operational Cultural Sites. Madrid: World tourism stakeholders in SIDS on how to develop
and physical capacities of their areas to handle Tourism Organization. and manage tourism in a sustainable manner for
high levels of tourism activity to and from sites. The the benefit of their population. A set of WTO
handbook has been written to provide very recommendations, existing guidelines, key
practical recommendations, using illustrations measures, policies and new initiatives are
from the case studies. Some users will be famil- presented in the context of SIDS such as the
(2004). Making Tourism Work
iar with many of the recommendations and will Making Tourism Work for Small Tourism Satellite Account, guiding principles for
for Small Island Developing
already have implemented some of them in their Island Developing States (A Guidelines sustainable tourism development for SIDS,
States (A Guide for
day-to-day activities. Others will find new Guide for Policy Makers) Sustainable Tourism Indicators, certification issues,
Policymakers). (p. 87). Madrid:
information or suggestions that they can apply as the Global Code of Ethics for Tourism and
appropriate to their circumstances. Sustainable Tourism for the Elimination of
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
This publication is a result from the collaboration support its sustainable development by both,
between WTO and PlaNet Finance (an organization governments and international and bilateral
for international solidarity with a mission to reduce development assistance agencies;
poverty worldwide by developing microfinance). 2) examine the various areas that need to be
This report gives an overview of the impact of World Tourism Organization. considered by governments and the private
tourism on poverty reduction. It helps to bring (2005). Tourism, Microfinance sector if they wish tourism to contribute
Tourism, Microfinance and
tourism and microfinance together, identifying and Poverty Alleviation successfully to the overall economic, social and
Poverty Alleviation
opportunities for tourism to reduce poverty in (Recommendations to Small environmental sustainability of their territories;
(Recommendations to Small and Guidelines
developing countries and pinpointing the and Medium-sized Enterprises and 3) assist governments and other stakeholders
Medium-Sized Enterprises and to
potential role and the reality of microfinance in and to Microfinance Institu- in SIDS in their efforts to develop a tourism indus-
Microfinance Insitutions)
solutions for tourism micro projects. The report tions). (p. 62). Madrid: World try that is sustainable in the long term, maximizing
also aims to promote cooperation between Tourism Organization. the social and economic benefits and reducing the
microfinance institutions (MFI) and the tourism negative impacts on the environment of SIDS.
sector as a whole, encouraging these institutions
to adapt their conditions for granting loans to the
specific characteristics of tourism activity.
The Tourism Planning Toolkit (TPT) is a resource to
help local government understand and plan for
This document provides a summary of the tourism. It provides resource for territorial local
analysis on the possible courses of actions Davos Declaration on Climate authorities (TLAs) to respond to the opportunities
following the Second International Conference on Change and Tourism. (2007). and challenges tourism presents. The kit consists of
Davos Declaration on Climate Policies and
Climate Change and Tourism in Davos, Switzerland. Declaration Second a series of toolboxes, each dealing with
Change and Tourism Standards
It also contains a list of the main agreements international conference on different aspects of tourism planning and
established in the Conference. climate change and tourism. management which can be used together or
separately. The four (4) main sections of the kit are: Tourism Recreation Research
Situational Analysis, Strategic Planning, and Education Center. New
This advanced summary is based on an extensive Implementation, and Monitoring. Within these Zealand Tourism Recreation
report commissioned to an international team of sections are the toolboxes that contain checklists, Research and Education
experts by the World Tourism Organization good practices/case studies, methodologies for Center, (2006). Tourism
(UNWTO), the United Nations Environment obtaining data, additional materials, and Planning Toolkit for Local
Tourism Planning Toolkit for Lo-
Programme (UNEP) and the World Meteorological Guidelines frameworks/diagrams showing various process Government (810387 -
cal Government
Organization (WMO), in order to provide back- and relationships in one or more sections 578239). Retrieved from
ground information for the Second International Climate Change and mentioned above. The intended audience for the website: http://www.med.govt.
Conference on Climate Change and Tourism Tourism Responding to Global Tourism Planning Toolkit includes planners, nz/sectors-industries/tour-
Davos Declaration on Climate economic development officers, and environment ism/pdf-docs-library/Tourism
(Davos, Switzerland, 1-October 2007). This advance Challenges. (2007). Advance
Change and Tourism Responding Policies and officers in TLAs. It also includes regional tourism policy/tourismplanningtoolkit.
summary and the full report to be released are Summary Second Interna-
to Global Challenges (Advance Standards organizations (RTOs), private planning firms which pdf
principally aimed at the tourism industry and tional Conference on Climate
Summary) work with TLAs, and anyone else with an
government organizations at the different levels, Change and Tourism, Davos,
who will have the primary responsibility of Switzerland. association with or interest in tourism planning.
developing mitigation and adaptation strategies The Tourism Planning Toolkit aims to enable local
to respond to the challenges that global climate authorities to take a comprehensive, sustainable
change will bring to the tourism sector. The report approach to tourism planning. This might involve
will also constitute an important tool for developing a full tourism strategy for a region, or
international agencies, nongovernmental improving specific aspects of existing tourism
organizations (NGOs) and financial institutions. planning or management.
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Document Document
Type Type
The Global Sustainable Tourism Criteria are an In its second decade, the Community-Based Forest
effort to come to a common understanding of Management (CBFM) Program faces the challenge
sustainable destinations, and are the minimum of alternative sources of income for the forest
undertakings that any tourism management occupants. Thus, an essential component of CBFM
organization which wishes to be sustainable is the initiation of community-based enterprises.
should aspire to reach. To satisfy the definition of The Department of Environment and Natural
sustainable tourism, destinations must take an Resources has produced this DENR Community
interdisciplinary, holistic and integrative approach Enterprise Development and Management
which includes four (4) main objectives: to Guidebook to encourage the commercial
(a) demonstrate sustainable destination production of forest-based and forest-friendly
management; (b) maximize social and economic goods, and provide decent livelihood alternatives
benefits for the host community and minimize to forest communities. The intended users of this
Department of
negative impacts; (c) maximize benefits to guidebook are the DENR Technical Staff, Peoples
Environment and Natural
communities, visitors and cultural heritage and Organizations, LGUs, and other entities that may
Community Enterprise Resources. Department of
minimize impacts; and (d) maximize benefits to the be interested in forest-based and forest-friendly
Development and Management Guidelines Environment and Natural
environment and minimize negative impacts. The goods and consumers, traders, producers, and are
Guidebook Resources, (2006). Community
criteria are designed to be used by all types and interested to partner with Peoples Organizations
enterprise development and
scales of destinations. The criteria and Global Sustainable Tourism to pursue mutual benefits from a Community
management guidebook
indicators were developed based on already Council. (2012, October 12). Enterprise. The guidebook is divided into eight
recognized criteria and approaches including, for Global Sustainable Tourism (8) sections representing phases in the cycle
example, the UNWTO destination level indicators, Criteria for Destinations. applied to a community-based enterprise. It should
Global Sustainable Tourism Policies and
Global Sustainable Tourism Councils (GSTC) Retrieved from http://www. be noted that this document is referred as a
Criteria for Destinations Standards
Criteria for Hotels and Tour Operators, and other gstcouncil.org/ guidebook to differentiate it from a manual of
widely accepted principles and guidelines, sustainable-tourism-gstc- procedures or a compilation of rules and
certification criteria and indicators. They reflect criteria/criteria-for- regulations. It is a practical reference that
certification standards, indicators, criteria, and best destinations.html summarizes DENRs experiences to date, in
practices from different cultural and geo-political supporting Community Enterprises implemented
contexts around the world in tourism and other in forestlands. It is a synthesis of must be and
sectors where applicable. Potential indicators were must do that have been found to spell the
screened for relevance and practicality, as well as difference for success.
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 This report argues that sustained growth is
practice in all forms of tourism. The criteria indicate necessary to achieve the urgent development
what should be done, not how to do it or whether needs of the worlds poor and that there is
the goal has been achieved. This role is fulfilled by substantial scope for growing cleaner without
performance indicators, associated educational growing slower. Green growth is necessary,
materials, and access to tools for implementation efficient, and affordable. It is the only way to
from public, NGO and private sector providers all reconcile the rapid growth required to bring
of which are an indispensable complement to the developing countries to the level of prosperity to
Destination Level Global Sustainable Tourism which they aspire with the needs of the more than
Criteria. one (1) billion people still living in poverty and the
The World Bank. (2012).
imperative of a better managed environment.
Inclusive Green Growth the
Inclusive Green Growth The Indeed, green growth is a vital tool for achieving
Theoretical/ Pathway to Sustainable
Pathway to Sustainable sustainable development. But sustainable
Conceptual Development (10.1596/978-0-
After various efforts in formulating and proposing Development development has three pillars: economic,
8213-9551-6). Washington, DC:
programs, laws, and policies on Cave Management, environmental, and social sustainability. We cannot
The World Bank.
this handbook provides a versatile, handy, and very presume that green growth is inherently inclusive.
useful reference for everyone in need of informa- Green growth policies must be carefully designed
tion about caves. The handbook serves as a ready to maximize benefits for, and minimize costs to,
Department of Environment
reference on basics about caves, their the poor and most vulnerable, and policies and
and Natural Resources-
management, protection, and classification. actions with irreversible negative impacts must be
Protected Areas and Wildlife
The handbook also aims to impart to cavers and avoided. The report is comprised of frameworks
Bureau. Department of
every other individual the value of caves and the and strategies in designing inclusive green growth
The Philippine Cave Handbook Guidelines Environment and Natural
wildlife fauna found therein. Part 1 discusses cave policies, as well discussions on the implications of
Resources, Protected Areas and
conservation and management while Part 2 the latter in terms of human, natural, and physical
Wildlife Bureau. (2009). The
presents the Department Administrative Order capital.
Philippine Cave Handbook.
2007-04 or Guidelines for Cave Classification. Other
Quezon City:
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.
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Document Document
Type Type
The Key Biodiversity Areas (KBA) approach This report presents the consensus of more than
presents an appropriate framework for identifying 300 scientists and decision makers from more than
fine-scale conservation priorities in the Philippines. 100 local and international institutions, on the
These globally significant sites provide the building most biologically important areas in the
blocks for landscape-level conservation planning Philippines. The intent of the report is to present
Conservation International
and for maintaining effective ecological networks the results of the Philippine Biodiversity (2002). P. Ong, L. Afuang & R.
Philippines, Department of
aimed at preventing biodiversity loss. Conservation Priority-Setting Program (PBCPP) in Rosell-Ambal (Eds.), Philippine
Governments, international organizations, NGOs, order to influence the conservation and Biodiversity Conservation
Resources-Protected Areas and
the private sector, and other stakeholders can use development planning throughout the Philippines. Priorities: A Second Iteration
Wildlife Bureau, Haribon
KBA as a tool for expanding the protected area The results contained herein are intended for of the National Biodiversity
Foundation for the
network in the Philippines, and more generally, policy makers within the government and the Strategy and Action Plan.
Conservation of Nature, &
for targeting conservation action on the ground. private sector, as well as for activists, scientists, and Quezon City: Department
Critical Ecosystem Partnership
Through this approach, the aim is to identify, Philippine Biodiversity research institutions. They provide the biological of Environment and Natural
Priority Sites for Conservation in Fund, Department of
Policies and document, and protect networks of sites that are Conservation Priorities: A Second justification and recommendations for geographic Resources-Protected Areas and
the Philippines: Key Biodiversity Environment and Natural Guidelines
Standards critical for the conservation of globally important Iteration of the National Biodi- areas in need of conservation. Preservation of these Wildlife Bureaus,
Areas Resources, Protected Areas and
biodiversity. Here, a site means an area of any size versity Strategy and Action Plan areas is a prerequisite if the wholesale extinction of Conservation International
Wildlife Bureaus. (2012).
that can be delimited, and actually or potentially Philippine biodiversity is to be averted. The infor- Philippines, Biodiversity
Priority Sites for Conservation
managed for conservation. KBAs are identified mation in this document is based on decades of Conservation
in the Philippines: Key
using simple, standard criteria based on the combined field experience, expert opinion, and Program-University of the
Biodiversity Areas. Quezon
conservation planning principles of vulnerability two years of data accumulation, processing, Philippines Center for
City: Department of
and irreplaceability. Vulnerability is measured by analysis, and consensus-building. Chapter 1 Integrated and Development
the confirmed presence of one or more globally provides a background on Philippines biodiversity Studies, and Foundation for the
Resources-Protected Areas and
threatened species, while irreplaceability is and conservation initiatives in the country; Chapter Philippine Environment.
Wildlife Bureaus.
determined through the presence of 2 explains the methodology employed throughout
geographically concentrated species. Inside the the priority-setting process; Chapter 3 presents the
report are maps of the key biodiversity areas in the results and maps. Chapter 4 provides a discussion
Philippines, including tables that provide a more and analysis of the results; and, Chapter 5 discusses
detailed profile of these areas. the recommendations for their implementation.
The Philippines is now included in the list of The book compiles the profiles of the identified
biodiversity endangered countries in the world. ASEAN Heritage Parks from the following ASEAN
Much effort is exerted to formulate management countries: Brunei Darussalam, Cambodia,
strategies that will address this pressing concern, Indonesia, Lao PDR, Malaysia, Myanmar,
and one of these is ecotourism. Nowadays, Philippines, Singapore, Thailand and Vietnam. It
ecotourism is fast becoming a popular buzzword features as well brief profiles of the biodiversity and
for both local and foreign tourists, nature natural resources of each of the member states of
enthusiasts, and other individuals who view nature the ASEAN, and some glimpses about the cultural
and nature-based tourism as educational, history and heritage of some indigenous peoples
ASEAN Centre for Biodiversity.
recreational, and a form of relaxation. With the within the region. Indigenous and local people
(2010). The ASEAN Heritage
Department of Tourisms (DOT) current slogan Its The ASEAN Heritage Parks are inherent to conservation sites as their culture
Policies and Parks a Journey to the Natural
more fun in the Philippines! and the many positive A Journey to the Natural and traditions are basically tied to nature, and their
Standards Wonders of Southeast Asia.
responses to it, the national government expect a Wonders of Southeast Asia indigenous knowledge systems provide lessons in
(pp. 1-310). Los Banos, Laguna:
big lift in the countrys tourism industry. For 2012, conservation management. This book aims to
ASEAN Centre for Biodiversity.
the DOT is optimistic to attract at least 4.2 million encourage greater appreciation for the ASEANs
Calanog, L. A., Reyes, D. P. T., &
tourists. In line with this target, the need to natural heritages, as well as generate greater sup-
Eugenio, V. F. (2012).Making
Making Ecotourism Work A conserve and protect the countrys biodiversity port for their protection and conservation and
Ecotourism Work A Manual on
Manual on Establishing while supporting the livelihood of local encourage more collaborative activities for their
Establishing Community-based
Community-based Ecotourism Guidelines communities, ecotourism is considered as an sustainable development and management. It also
Ecotourism Enterprise (CBEE)
Enterprise (CBEE) in the Philip- alternative approach. More than advocacy, tries to capture the essence of each Parks integrity
in the Philippines. Makati City:
pines ecotourism is now viewed as an enterprise that, and naturalness for one to understand why these
Japan International
if properly developed, will benefit not only local have to be preserved and/or conserved for
Cooperation Agency.
communities, but most importantly, the very local everybodys enjoyment, appreciation, and benefit.
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.
-68 -69
Document
Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Type

Document
It was identified that the lack of statistical data and Type
maps in planning documents is a common
difficulty encountered by government officials in
the tourism sector. Cities and municipalities This series of guides aims to compile good
prepare the comprehensive land use plans and practices that support biodiversity conservation
development plans for their jurisdictions; however, and poverty reduction in a number of different
most of them do not have tourism related data, or development sectors. It is hoped that these guides
target visitor profiles as part of their planning provide practical direction for governments,
documents. As a response, this guidebook was development agencies, businesses, and
created to: 1) improve the tourism planning non-governmental organizations working to
situations in cities, municipalities, and even ensure that biodiversity conservation and
provinces, by introducing a tourism statistics data Department of Tourism. , & poverty reduction activities go hand in hand. To
gathering system that was developed to be Japan International this end, the guide aims to: 1) outline the status
initiated in the regions, and eventually nationwide Cooperation Agency, and trends of global tourism in terms of its effects
Tourism Development Planning
in the future; and 2) to improve the graphic Department of Tourism, on biodiversity and development; 2) introduce
Guidebook for Local Govern- Guidelines Convention on Biological
communication skills of tourism officers in small- (2012). Tourism development public decision-makers to the available toolbox of
ment Units Diversity. , & , (2010). Tourism
scale-tourism offices that possess limited planning guidebook for local Tourism for Nature and techniques, technologies and procedures that
resources. How the data are used and presented government units. Manila: for Nature and Development A
Development A Good Practice Good Practices optimize the social and environmental
are the central themes of this guidebook. The Department of Tourism. Good Practice Guide. Montreal:
Guide contributions of tourism and minimize negative
guidebook is fashioned to reflect the three basic Secretariat of the Convention
impacts; 3) introduce good practices on the
elements of tourism development planning. They on Biological Diversity.
interface between tourism, development and
are (1) tourist attractions, (2) facilities and biodiversity; 4) assist Parties to the Convention on
(3) market/visitors. It is also divided into Biological Diversity in establishing tourism
five (5) parts: Part I is the introductory portion. development policies, strategies, plans and
Part II is on the current state, or situation. How to projects that consider poverty reduction and
organize tourism related data and information is biodiversity; 5) provide suggestions for organizing
included in this part. Part III covers the evaluation tourism training and workshop sessions; 6) provide
of mainly facilities, tourist sites and TDAs. Part IV is a checklist of good-practices to assess the degree
on target setting. Part V covers the tourism to which the recommendations of the guide have
development-planning digest. been adopted in a specific destination, region, or
country; and 7) provide sources and references
where readers can find more detailed information.
This manual provides basic information and
appropriate forms to guide the gathering and
reporting of tourism statistics at the regional, Eco-city planning is putting the emphasis on the
provincial, city and municipal levels. Through a environmental aspects of planning while
simplified and uniform system for collection and sustainable planning treats equally the economic,
compilation of tourism supply and demand data, social and environmental aspects. Eco-city
the LGUs would be able to embark on greater task planning and management are based on the
to prepare development plans, marketing principle of a cyclical urban metabolism,
strategies and investment programs to harness Department of Tourism. , & minimizing the use of land, energy and materials,
the tourism potentials of their localities. The LGUs Japan International and impairment of the natural environment,
Tourism Statistics Manual for adoption and utilization of this manual will Cooperation Agency, (2012). ultimately leading to zero carbon settlements. The
Guidelines
Local Government Units institutionalize and standardize collection of Tourism Statistics Manual for rest of this book is divided into three parts,
tourism statistics at the local level. It is prepared Local Government Units. covering (a) macro-level policies issues,
mainly for tourism officers at LGUs to establish a Manila: Department of Tourism. (b) practice and implementation experiences, and
uniform-tourism-statistics-survey system in the (c) micro-level sustainable design and (2011). T. Wong & B. Yuen (Eds.),
Republic of the Philippines. To support the Eco-city Planning Policies, Theoretical/ management measures. The intent is to provide Eco-city Planning Policies,
activities of LGUs, some of the activities of DOT Practice and Design Conceptual both big picture as well as issue-specific discussion Practice and Design (pp. 1-319).
officials at the regional and central levels are on eco-city planning, development and Singapore: Springer.
included. This manual has two major parts: management. Each chapter is written by
fundamental demand and supply data collection, specialist authors. This book volume has also
processing and analysis; and visitor surveys which mentioned international green evaluation
consists of interview survey and questionnaire systems for individual buildings, mostly
survey. commercial. More recently, recycling friendliness
has been added to be another assessment
criterion, using the cradle to cradle approach.
The digest for Tourism Development Planning is an
This book gives a number of glimpses about the
exercise designed to incorporate the initial
multiplicity of eco-planning assets. It constitutes a
capacity development on tourism statistics of local
welcome addition to the literature about eco-city
government units (LGUs), while advancing into the
planning and opens important perspectives for
complex area of tourism development planning,
further research.
as well as being a valuable source of information
Department of Tourism. , &
for future planning purposes. During the process
Japan International
of preparing this Digest recognition has been of
Tourism Development Cooperation Agency,
Guidelines the relationship and value of tourism statistics to a
Planning Digest Department of Tourism, (2012).
Tourism Development Plan, ultimately placing
Tourism Planning Digest.
further emphasis on the importance of tourism
Manila: Department 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.
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Document Document
Type Type
This book has, at its heart, a concern with taking The main objective of this publication is to
stock, 20 years on from the influential Brundtland disseminate good practices relative to the
Report (WCED, 1987), of the concept of sustainable planning, development, marketing, management
development and its implications for the conduct and monitoring of ecotourism activities by
of public policy. There is little doubt about the providing specific examples of projects,
prominence of the term sustainable development enterprises and other initiatives in various
(2001). Sustainable
in contemporary debates about environmental Sustainable Development of countries of the world. For the purposes of the
Development of Ecotourism (A
and resources policy specifically and development Ecotourism (A Compilation of Good Practices International Year of Ecotourism, the WTO has
Compilation of Good
policy more generally. Indeed, if anything the term Good Practices) decided to use the concept of ecotourism for all
Practices). (p. 261). Madrid:
itself has suffered from overuse alternatively as forms of tourism in which the main motivation
(2007). G. Atkinson, S. Dietz & E. World Tourism Organization.
a panacea for all modern ills or as a meaningless of tourists is the observation and appreciation of
Neumayer (Eds.), Handbook of
Handbook of Sustainable Theoretical/ catch-all theme to which all policy challenges nature, which contributes to its conservation, and
Sustainable Development (pp.
Development Conceptual (no matter of what complexion) are somehow which minimizes negative impacts on the
1-505). Massachussets: Edward
inextricably linked. Nor is there consensus about natural and socio-cultural environment where it
Elgar Publishing, Inc.
what sustainable development is, which has led takes place.
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 This guide was produced to assist local
ultimately undeserved and, in reflecting within decision-makers and planners in implementing a
these pages on what sustainable development is, sustainable approach to the tourism development
how it can be achieved and how it can be in their communities. Local level refers to any
measured, it is the aim of this volume to provide homogenous places capable of tourism
ample demonstration of this. development such as cities, towns, villages, major
tourist attraction sites, and rural areas, below the
national and regional levels of planning and (1993). G. McIntyre,
development. Often referred to as the A. Hetherington, E. Inskeep,
Department of Interior and
A document detailing the planning structure and Sustainable Tourism community level of planning, this is an important and WTO, Sustainable Tourism
Local Government, Bureau of
systems for local governments. It tackles both the Development: Guide for Guidelines level of tourism planning and development Development: Guide for Local
Existing Plans Local Government and
Rationalized Local Planning Comprehensive Land Use and Comprehensive De- Local Planners because community decision-makers and Planners (pp.1-166). Madrid,
and Development. (2005).
System velopment Planning Processes. Tools for planners, ideally in consultation with their Spain: World Tourism
Framework Rationalized local planning
Implementation and Monitoring and Evaluation constituents, can greatly influence the success of Organization
system Department of Interior
are also included in this volume. sustainable tourism. This Guide acquaints local
and Local Government.
decision-makers and planners with the concepts,
principles and techniques of planning for
integrated and sustainable tourism development
This program is designed to develop and sustain a in their areas. Community involvement in the
tourism workforce capable of supplying accurate planning and development process is also
information and providing services of emphasized.
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. This booklet serves as a guide for local government
Trainings and problem-solving sessions will also be units (LGUs) in assessing local attractions that have
conducted to assist LGUs build their a potential for tourism development. It is intended (1993). G. McIntyre,
respective tourism profiles, strategies, initiatives to aid local chief executives in: a) recognizing the A. Hetherington, E. Inskeep,
Local Government, Local
and investment programs. The specific objectives functions that make up the domestic tourism and WTO, Sustainable Tourism
Governance Support Program
of this Module are: 1) To promote tourism Tourism Development for LGUs Guidelines industry; b) acquainting them with the range of Development: Guide for Local
for Local Economic
Module 6.0 Sustainable Tourism awareness among LGU tourism stakeholders and activities involved in the sector; c) identifying areas Planners (pp.1-166). Madrid,
Module Development. (2012). Module
Development (Draft) equip them with knowledge relating to tourism within their jurisdiction with tourism potential; and Spain: World Tourism
6.0 Sustainable Tourism
planning, promotions, standards and regulation, d) understanding the competitive advantages of Organization
Development (Draft).
etc.; 2) Demonstrate LED planning knowledge and the LGU within the framework of the tourism value
skills using the following tools and methods on chain.
Local Government.
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.
-72 -73
News Releases: DOT and DENR Bare Ecotourism Strategy and Action Plan
Related web links

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
Republic Act 9593. Tourism Act of 2009
http://www.tourism.gov.ph/Downloadable%20Files/RA%209593.pdf Solid Waste Management
http://www.emb.gov.ph/laws/solid%20waste%20management/ra9003.pdf
The Local Government Code of 1991
http://ppp.gov.ph/wp-content/uploads/2010/11/The-Local-Government-of-the-Philippines.pdf Other Environment-related Laws
ASEAN Tourism Standards http://www.pcsd.ph/Related%20Laws/republic_acts/ra9147.htm
http://www.aseantourism.travel/media/files/20130111081324_asean_tourism_standards_book.pdf http://www.pcsd.ph/Related%20Laws/republic_acts/ra9072.htm
http://www.lawphil.net/statutes/presdecs/pd1977/pd_1219_1977.html
Heritage Law http://www.gov.ph/downloads/1998/02feb/19980225-RA-8550-FVR.pdf
http://www.ncca.gov.ph/downloads/RA%2010066%20Heritage%20Law.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
Memorandum Circular re Guide to Comprehensive Development Plan (CDP) Preparation for Local Government http://www.lawphil.net/statutes/presdecs/pd1976/pd_1067_1976.html
Unit http://www.emb.gov.ph/eeid/2010/factsheet/RA%209275.pdf
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
-74 -75

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TOURISM Guidebook

FOR LOCAL GOVERMENT UNITS

Please direct your subscription and inquiries to the:

Project Management Team

Department of the Interior and Local Government Donors

United Nations Development Programme (UNDP) through the Biodiversity Partnership

List of Acronyms and Abbreviations

Photos by George Tapan

Using the Tourism Guidebook

Who should be involved in tourism planning? 1 Annex A: Work Plan Worksheet 33

Formulating the Local Tourism Development Plan

I. Functions of the committee Tourism Officer/

8. Packaging of the tourism Packaged tourism

Formulating the Local Tourism Development Plan

Develop a monitoring and evaluation strategy How do you measure progress?

Formulating the Local Tourism Development Plan

Travel Time (From Tagbilaran Approximately 1 hour

Criteria 4. Availability of Basic Utilities

Criteria 5. Availability of Onsite Facilities

Formulating the Local Tourism Development Plan

Site 1 You may find the pull-out worksheet in Annex F.

Site 3 Example 7: Problem Identification Matrix

There are no regular transport services to the site

Electricity in the island is present only six hours a

Accommodations Basic accommodation facilities

There are no restaurants/food establishments in

Site/Attraction Total Points Ranking The community-based organization managing the

Formulating the Local Tourism Development Plan

Identify the causes of the problem.

Step 5 Establish the cause-effect relationship among the problems identified.

Example 9: Link between Goals and Objectives

resource (coral reefs)

Pollution from Pollution from

Formulating the Local Tourism Development Plan

Baseline Data the time-horizon is relatively long (Slocum, 2005).

Formulating the Local Tourism Development Plan

50% increase in access to electricity

Natural condition of biodiversity No physical damage or alterations No physical damage or alterations

Hectarage increased by 10% from

No physical damage or alterations Physical damage or alterations to

Marketing of PIDWWO is limited to

Formulating the Local Tourism Development Plan

Increased income of host Average household income of

Increased access to sanitary toilet Number of households with septic

Source: Adapted from Pabalan, Paran and Caluen, 2004.

Formulating the Local Tourism Development Plan

cheaper than the competition;

Careless boating, snorkeling and Programs, Projects, Activities Development of diving,

Liquid waste management (Davidson and Maitland, 1997)

Solid waste management program

Poor fishing practice (muro-ami)

Formulating the Local Tourism Development Plan

La Union Resorts and Packaged Rates

Formulating the Local Tourism Development Plan

Identify the following:

Tourism Circuits Components of a Tourism

Formulating the Local Tourism Development Plan

Example 22: SWOT Analysis as a Tool for Strategy Formulation

Internal STRENGTHS (S) WEAKNESSES (W)

OPPORTUNITIES (O) S-O Strategies W-O Strategies

- Ecotourists on the rise Develop new tourism products Development of

THREATS (T) S-T Strategies W-T Strategies

- Neighboring province sells Develop eco-cultural tourism