Tourism Guidebook For Local Government Units

TOURISM Guidebook
FOR LOCAL GOVERMENT UNITS
Copyright 2014
By Department of Tourism
Department of the Interior and Local Government
Department of Environment and Natural Resources
Development Academy of the Philippines
This knowledge product is produced through the collaboration among the Department
of Tourism (DOT), Department of the Interior and Local Government (DILG) and
Department of Environment and Natural Resources (DENR) with the funding support
provided by the Government of Canada thru the Local Governance Support Program for
Local Economic Development (LGSP-LED) project and the United Nations Development
Programme (UNDP) thru the Biodiversity Partnership Project (BPP) and the Center for
Governance of the Devepopment Academy of the Philippines (DAP).
Please direct your subscription and inquiries to the:
Office of Tourism Planning, Research and Information Management
Department of Tourism
5th Floor, 351 DOT Building, Sen. Gil Puyat Avenue, Makati City
459-5200 loc 506
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.
Getting started...
Do you think your city, municipality, or province has potential for tourism
development that you want to harness?
Is tourism a thriving industry in your locality and you want to take better
advantage of it?
Do you currently observe undesirable impacts of tourism in your area that
you want to manage or control?
Then this Tourism Guidebook is for you.
The development of this Tourism Guidebook would not have been possible without the initiative and
collaboration of the Department of Tourism, Department of the Interior and Local Government, and
Department of Environment and Natural Resources, with vital funding support provided by the
Government of Canada thru the Local Governance Support Program for Local Economic Development
(LGSP-LED) project and the United Nations Development Programme (UNDP) thru the Biodiversity
Partnership Project (BPP).
This project owes its completion to the following members of the Technical Working Group (TWG)
for the Development of Tourism Guidebook for Local Government Units and to the consultants and
project staff from the Development Academy of the Philippines.
Tourism Development Planning

Rolando Caizal- Assistant Secretary
Office of Tourism Planning, Research and Information Management

Milagros Say Officer-in-Charge

Warner M. Andrada- Chief, Planning and Product Development Division

Leni I. Pajarillo- Project Officer, Planning and Product Development Division

Bureau of Local Government Development

Anna Liza F. Bonagua, Career Service Executive Eligible (CSEE) - Director

Dennis D. Villaseor - Assistant Director

Maria Matilde Go - Division Chief, Local Fiscal Resource Development Division

Luzviminda L. Fortaleza - Local Government Operations Officer V

Biodiversity Management Bureau

Theresa Mundita S. Lim - Director

Meriden E. Maranan - OIC-Chief, Nature Recreation and Extension Division

Rochelle Cervantes Ecosytems Management Specialist II

Project Management Team

Magdalena L. Mendoza Senior Vice President for Programs

Imelda C. Caluen Managing Director, Center for Governance

Lilibeth L. Coronado Project Supervising Fellow

Kim Dyan A. Calderon Project Manager

Eugen R. Bunao Deputy Project Manager

Ashley May Alison M. Monsanto Project Staff
Writers

Julie Catherine D. Paran, PhD.

Donna Paz T. Reyes, PhD.

Rodrigo P. Millares, Jr.

Kim Dyan A. Calderon

Lilibeth L. Coronado
Peer Reviewer

Architect Maria Lisa V. Santos
Copy Editor

Jeremaiah M. Opiniano
Graphics and Lay-out Artist

Rodolfo R. Dela Cruz
Donors
Government of Canada through the Local Governance Support Program for Local
Economic Development (LGSP-LED)

Francis E. Gentoral Field Director

Ramon A. Alampay, PhD. Program Manager
Sylvia Bagadion-Engracia - Gender Equality Adviser
Veronica Paula C. Manzon - Specialist, Business Friendly and Competitive LGUs
United Nations Development Programme (UNDP) through the Biodiversity Partnership

Project (BPP)

Jose M. Regunay - Project Manager

Joy Reyes-Eugenio - Project Officer
Acknowledgment
Acknowledgment
Acknowledgment
Provincial Government of Batangas

City Government of Lipa
Municipal Government of San Nicolas
Municipal Government Lobo
Municipal Government of Nasugbu
Municipal Government of Mabini
Provincial Government of Bohol
City Government of Tagbilaran
Municipal Government of Panglao
Municipal Government of Catigbian
Municipal Government of Tubigon
Municipal Government of Pilar
Municipal Government of Maribojoc
Municipal Government of Danao
Municipal Government of Dauis
Provincial Government of Davao del Norte
City Government of the Island Garden City of Samal
Municipal Government of New Corella
Provincial Government of Compostela Valley
Municipal Government of Mabini
Municipal Government of Nabunturan
Provincial Government of Negros Occidental
City Government of Bacolod City
City Government of Bago
City Government of Talisay
City Government of Sagay
City Government of Sipalay
City Government of Silay
City Government of San Carlos
City Government of Victorias
City Government of Kabankalan
Municipal Government of Pulupandan
Municipal Government of Don Salvador Benedicto
Municipal Government of Calatrava
Municipal Government of Murcia
List of Acronyms and Abbreviations

AIP
Annual Investment Plan
ASEAN
Association of Southeast Asian Nations
BLGD
Bureau of Local Government Development
BMB
Biodiversity Management Bureau
BOT Build-Operate-Transfer
BP Business Plan
BPP
Biodiversity Partnership Project
CDP
Comprehensive Development Plan
CDs Cluster Destinations
CENRO
Community Environment and Natural Resources Office
CESO
Career Service Executive Officer
CIDA
Canadian International Cooperation Agency
CLUP
Comprehensive Land Use Plan
CPDO
City Planning and Development Office
DA
Department of Agriculture
DAO
Department Administrative Order
DAP
DAR
Department of Agrarian Reform
DBM
Department of Budget and Management
DDF
Destination Development Framework
DENR
DFA
Department of Foreign Affairs
DILG
Department of Interior and Local Government
DILG
DOF
Department of Finance
DOT Department of Tourism
DOT-ROs
Department of Tourism-Regional Offices
DRRCCA
Disaster Risk Reduction and Climate Change Adaptation
DRRM
Disaster Risk Reduction and Management
DRRMC
Disaster Risk Reduction Management Council
EDP
Economic Development Plan
EIA
Environmental Impact Assessment
ELA
Executive Legislative Agenda
EO Executive Order
ETC European Travel Commission
GAD
Gender and Development
GAM
Goal Achievement Matrix
GIS
Geographic Information System
GREAT Women
Gender Responsive Actions for the Transformation of Women
HLURB
Housing and Land Use Regulatory Board
JICA
Japan International Cooperation Agency
JMC
Joint Memorandum Circular
KSA
Knowledge, Skills and Attitudes
LAC
Limits of Acceptable Change
LCCAP
Local Climate Change Action Plan
LCE
Local Chief Executive
LDC
Local Development Council
LDIP

Local Development Investment Plan
LDRRMP
Local Disaster Risk Reduction and Management Plan
LGC
Local Government Code
LGOO
Local Government Operations Officer
LGSP-LED
Local Governance Support Program for Local Economic Development
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:
TDP
Tourism Development Plan
TEZs
Tourism Enterprise Zones
TIEZA
Tourism Infrastructure and Enterprise Zone Authority
TOWS
Threats, Opportunities, Weaknesses and Strengths
TPC
Tourism Planning Committee
TS Tourism Site
TSMLGU
Tourism Statistics Manual for Local Government Units
TWG Technical Working Group
UNDP
United Nations Development Programme
UNWTO
United Nations World Tourism Organization
USAID
United States Agency for International Development
USP
Unique Selling Point
WTO World Tourism Organization
WTTC
World Travel and Tourism Council
LGU
Local Government Unit
LPC
Local Planning Committee
LPDO
Local Planning and Development Officer
LTO Local Tourism Officer
M&E
Monitoring and Evaluation
MC Memorandum Circular
MCW
Magna Carta of Women
MGB
Mines and Geosciences Bureau
MICE
Meetings, Incentives, Conventions and Exhibitions
MPDO
Municipal Planning and Development Office
MRF
Materials Recovery Facility
NAIA
Ninoy Aquino International Airport
NEDA
National Economic Development Authority
NGA
National Government Agency
NGO Non-Government Organization
NIPAS
National Integrated Protected Area System
NPAAAD
Network of Protected Agricultural and Agri-Industrial Development Areas
NTA National Tourism Act
NTCC
National Tourism Coordination Council
NTDP
National Tourism Development Plan
NTPCMU
National Tourism Program Coordination and Management Unit
OA Objective Analysis
OIC Officer-in-Charge
P/C/MPDC
Provincial/City/Municipal Planning Development Coordinator
P/C/MPDO
Provincial/City/Municipal Planning and Development Office
PA Problem Analysis
PADI
Professional Association of Diving Instructors
PAMB
Protected Area Management Board
PASU
Protected Area Superintendent
PD Presidential Decree
PDP
Philippine Development Plan
PDPFP
Provincial Development and Physical Framework Plan
PENRO
Provincial Environment and Natural Resources Office
PhD
Doctor of Philosophy
PHILGBC
Philippine Green Building Council
PIDWWO
Pamilacan Island Dolphin and Whale Watching Organization
PIUs
Project Implementation Units
PNTDP
Philippine National Tourism Development Plan
PO 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
Tourism comprises the activities of persons travelling to and staying in places outside their usual
environment for not more than one consecutive year for leisure, business and other purposes not
1
related to the exercise of an activity remunerated from within the place visited.
Tourism development and promotion are among the functions of Local Government Units (LGUs) as
mandated by the Local Government Code of 1991 (RA 7160). As local governments shifted to more
participatory forms of development governance, they were also encouraged to enjoin other
stakeholders in local tourism development and promotion.
The National Tourism Act of 2009 (RA 9593) encourages LGUs to ensure they prepare and implement
a tourism development plan, enforce standards and collect statistical data for tourism purposes.
Local tourism development plans should integrate zoning, land use, infrastructure development, the
national system of standards for tourism enterprises, heritage and environmental protection
imperatives in a manner that encourages sustainable tourism development. The plans should also
take into account gender considerations as well as disaster risk reduction and climate change
2
adaptation principles.
Tourism contributes to the overall development of the LGU. Thus, in formulating the Local Tourism
Development Plan, LGUs need to ensure its alignment with other local plans like the Provincial
Development and Physical Framework Plan (PDPFP), Comprehensive Development Plan (CDP) and
Comprehensive Land Use Plan (CLUP). Alignment of the Local Tourism Development Plan and LGU
Business Plan is important to ensure that development of vital tourism-related investments or business
opportunities are considered.
Further, ensuring the linkages of the Local Tourism Development Plan with the PDPFP, CDP, and CLUP
helps mainstream two major development concerns like Disaster Risk Reduction and Climate Change
Adaptation (DRR/CCA), which significantly impact tourism development.
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
Introduction
Introduction
Introduction
Strategic Destination Areas (SDAs) are a group of priority TDAs that are adjacent to each
other and are within their respective clusters. The criteria used to identify the SDAs were: critical
mass of attractions, facilities and services in the area; capacity of environment to sustain tourism
development; capability of direct accessibility from key source markets; diversity of product offer
in a way that can be promoted to different niche markets, thereby facilitating product/branding;
area geographically large enough to allow different forms of tourist development to co-exist, for
example including particular areas for nature tourism only, other areas for more intensive use;
and, capable of being promoted as stand alone destination in the market place.
This Tourism Guidebook has been developed as one of the support mechanisms to enhance the
capability of LGUs to monitor and administer tourism activities, and enforce tourism laws, rules and
regulations in their respective jurisdiction. 5
The Provincial, City and Municipal Tourism Officers can benefit a lot from this Guidebook given
their responsibilities in the local tourism development. Local Tourism Officers play a central role
not only in tourism promotion but also in the preparation, implementation, and updating of local
tourism development plans, as well as enforcement of tourism laws, rules and regulations.6 Being
the coordinator for all these activities, the Tourism Officer should be able to have good grasp of the
fundamental concepts and process of tourism development.
The Provincial, City and Municipal Planning and Development Officers can also use the Guidebook to
properly integrate tourism development into the larger context of the land use and comprehensive
development of their respective LGUs. They should also work closely with the tourism officers to
ensure that planning standards are considered and other development concerns are addressed in
the implementation of tourism programs and projects.
Tourism development in the localities is not the sole function of the LGU as it requires concerted
effort of the whole community and active engagement of different stakeholders. Thus, this
Guidebook may be used by stakeholders (who may also be members of the Tourism Council) so
that they can fully participate in each phase of local tourism development from planning,
implementation, and monitoring and evaluation.
This Tourism Guidebook is divided into two major parts:
The guide in Formulating the Local Tourism Development Plan (TDP) contains
simplified discussions of concepts, methods, step-by-step processes and worksheets, including
examples to aid users in developing elements of the TDP.
Supplemental Readings which can help you understand the different tourism concepts and
tourism planning processes better. The supplemental readings can be used separately,
depending on the needs of your LGU and the specific level of tourism development in the
destination. They may also be used in combination with other readings. The eleven
supplemental readings are as follows:
1) Profiling the Local Tourism Industry helps you prepare an inventory of tourism resources
and assets; assess the tourism situation in your area; list down potential safety, security
risks and natural hazards; and prepare a profile of tourists and visitors in your locality.
2) Linking the Local Tourism Development Plan with the Local Mandated Plans outlines
how the TDP would be placed in the context of your CDP (Comprehensive Development
Plan) and CLUP (Comprehensive Land Use Plan), at the municipal/city level or the PDPFP
Provincial Development and Physical Framework Plan) at the provincial level.
3) Adopting the Local Tourism Development Plan walks you through the steps on
mobilizing support and commitment towards plan institutionalization and provides
tools and tips to facilitate adoption and institutionalization of the TDP.
1
United Nations World Tourism Organization. 2007. Understanding Tourism: Basic Glossary, Retrieved from media.unwto.org/en/content/understanding-tourismbasic-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.
5) Financing the Tourism Development Plan guides you to outsource funds from public
and private sectors to finance the ranked tourism project and show the importance of
writing an effective tourism project proposal.
6) Monitoring and Evaluating the Tourism Development Plan presents a simplified
discussion of monitoring and evaluation (M&E) and recommends simple tools on
doing M&E.
7) Managing the Impacts of Tourism helps you identify and analyze the positive and
negative impacts of tourism and teaches you how to manage the impacts by enhancing
the positive and minimizing the negative impacts.
8) Developing Tourism Products and Marketing the LGU Destination aids you in
understanding how tourism products are developed and promoted to attract visitors.
It will also orient you on tourism marketing and promotions techniques.
9) Institutionalizing Tourism Standards assists you in understanding existing national and
international tourism standards and encourage you to develop your own local standards
based on local situation.
10) Organizing a Local Tourism Office helps you understand the legal framework in
organizing a local tourism office as it also suggests possible roles and functions of a local
Tourism Officer.
11) Relevant Laws, Policies and Tourism-related Literature presents relevant laws, policies
and tourism-related literature. It also presents web links on tourism-related laws and
policies as well as on development planning, the environment, gender and other issues.
Using the Tourism Guidebook
4) Preparing for Tourism Development Plan Implementation helps you in prioritizing and
ranking prioritized tourism projects for implementation. It also provides tools and
examples on capacity development to enhance success of plan implementation.
Formulating the Local

Tourism Development Plan
Tabl e of Contents
Who should be involved in tourism planning?

What are the steps in tourism planning?
Where are you at present?
1
4
5
Site Evaluation
Problem Identification
Problem Analysis
What do you want to achieve?
13
Goals and Objectives
What paths do you take?
21
Strategies
Types of Tourism Strategies
Tourism Circuits
Developing Destination Themes
What tools can be used in strategy formulation?
What actions need to be done?
26
What are programs, projects and activities?

What tools can be used for project identification?
Identifying Programs and Projects within a Circuit
How will you measure progress?

Why is packaging your plan Important?
References
28
29
30-31
Annex A: Work Plan Worksheet
33
Annex B: Site/Attraction Evaluation Worksheet
34
Annex C: Site Prioritization Worksheets
36
Annex D: Site Prioritization Evaluation

Summary Worksheet
43
Annex E: Site Prioritization Ranking Worksheet
44
Annex F: Problem Identification Worksheet
45
Annex G: Tourism Goals, Targets And Success

Indicators Worksheet
46
Annex H: Worksheet 7: Swot Analysis Worksheet
47
Annex I: Scenario-Planning Worksheet
48
Annex J: Tourism Circuit/Cluster Worksheet
49
Annex K: Project Identification Worksheet
50
Annex L: Worksheet For Program, Projects

And Activities Identification Within Circuits
51
Annex M: Monitoring And Evaluation

Strategy Worksheet
52
Annex N: Tourism Plan Implementation

Monitoring Worksheet
53
List of Tables
Table 1: Guide Questions to Tourism Planning
Table 2: Steps in Conducting Site Evaluation
Table 3: Steps in Problem Analysis
Table 4: Steps in Objectives Analysis
Table 5: Steps in Developing Tourism Clusters/Circuits
List of Boxes
Box 1: Local Tourism Council
Box 2: Scenario Building Options
Box 3: Components of a Tourism Cluster/ Circuit
Box 4: Recommended Contents of the Tourismm Development Plan
List of Figures
Figure 1: Problem Analysis: An Example
Figure 2: Link between Goals and Objectives
Figure 3: Tourists Entertained by PIDWWO from 2003-2010
Figure 4: Sample Objectives Analysis
Figure 5: HIPADA Eco-Cultural Circuit, Province of Surigao del Norte
1. Presents a step-by-step guide to formulating a Tourism Development Plan for

local destinations;
2. Showcases examples to aid users in developing elements of the TDP; and
3. Provides templates, tools and tips to simplify and facilitate plan formulation.
Who should be involved in

Tourism Planning?
While the LGUs have primary responsibility for tourism in their jurisdictions, the tourism industry
benefits if planning becomes a multi-sectoral collaboration, involving various stakeholders in the
locality. Ideally, a Tourism Planning Committee (TPC) should be created under the Local Development
Council (LDC), the LGUs mandated planning body, to ensure that the plan is adopted. The local
legislative body or the Sanggunian, should also be represented early on in the planning process to
help secure the 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
the committee. Box 1 defines the important role of the tourism council in the sectors development.
It is suggested that the committee be composed of the
following officials and representatives:
Box 1
Example 1: Executive Order Creating the Local Tourism Planning Committee

Example 2: Work Plan
Example 3: Site/Attraction Evaluation of Chocolate Hills
Example 4: Site Prioritization Scores Per Category
Example 5: Site Prioritization Evaluation Summary
Example 6: Site Prioritization Ranking
Example 7: Problem Identification Matrix
Example 8: Problem Tree Analysis: Destruction of Primary Tourism Resources
Example 9: Link Between Goals and Objectives
Example 10: Scenario Building of the Pamilacan Island Dolphin and Whale Watching Organization
Example 11: Scenario Planning for PIDWWO
Example 12: Tourism Goals, Targets and Success Indicators
Example 13: Sector Goals, Objectives, Targets and Success Indicators
Example 14: Objectives Analysis: Primary Tourism Resource (Coral Reefs) Protected.
Example 15: Translating Problems into Objectives
Example 16: Sebay Central Resort Price-based Strategy
Example 17: Turtle Surf Camp Differentiation Strategy
Example 18: Davao City Hybrid Strategy
Example 19: The Province of Bohol Focus Strategy
Example 20: The Bohol Countryside Tour
Example 21: HIPADA Eco-cultural Circuit, Province of Surigao del Norte
Example 22: SWOT Analysis as a Tool for Strategy Formulation
Example 23: Relationship of Goals and Objectives
Examples 24: Identification of Tourism PPAs
Examples 25: Identifying PPAs Within Circuits
Examples 26: M&E Strategy
Formulating the Local Tourism Development Plan
This Main Section of the Tourism Guidebook:
List of Examples
Local Tourism Councils

In 1995, DILG issued Memorandum Circular (MC)
No. 95-162, encouraging Local Chief Executives (LCEs)
to organize Tourism Councils in their jurisdictions,
composed of government and private sector
representatives to:
formulate programs and recommendations to
develop local tourism facilities and attractions
tapping local resources and funds;
assist in the regulation and supervision of
tourism-oriented establishments thereby ensuring
wholesome and clean tourism activities;
assist in monitoring the implementation of the LGC
on the matter of licensing of tourism establishments
in the locality to ascertain safe and enjoyable stay of
travelers; and
strictly enforce sanitary standards in public restrooms
frequented by public utility vehicles and tourist
transport services, i.e. gasoline stations, restaurants
along main highways and bus stops.
All DILG Regional Directors (RD) are also tasked to
disseminate this MC to LGUs and provide the needed
technical support on the matter if requested.
Local Chief Executive

Tourism Council (private sector representative)
Tourism Officer
Local planning and development coordinator (LPDC)
Sangunnian Chairperson for tourism development
Local agriculturist (if the LGU plans on venturing into
farm tourism)
Peoples Organization working in tourism areas
Womens organization involved in tourism
Non-government organization (NGO) working
in tourism
Barangay Captains of barangays with tourism
attractions
Academe
Department of Tourism Regional Office (DoT-RO)
Local Government Operations Officer (DILG LGOO)
Local Department of Environment and Natural
Resources (DENR)
Philippine National Police (PNP)
Disaster Risk Reduction Management Council
(DRRMC)
Transport sector
Protected Area Superintendent (PASU), when there
is a NIPAS area located within the locality
Other sectoral representatives and LGU offices
deemed important in tourism planning
Example 1: Executive Order Creating the Tourism Planning Committee

Republic of the Philippines
Office of the Governor/Mayor
Province/City/Municipality of _____________
Executive Order No. ____
Creating the Tourism Planning Committee
WHEREAS, local governments are mandated by the Local Government Code of 1991 otherwise known as R.A.
7160 to develop and promote tourism and the general welfare in their respective jurisdictions;
WHEREAS, DILG Memorandum Circular (MC) No. 95-162, encouraged Local Chief Executives (LCEs) to organize
Tourism Councils in their jurisdictions, composed of government and private sector representatives to
formulate programs and recommendations to develop local tourism facilities and attractions tapping local
resources and funds;
NOW, THEREFORE, I (Name of Governor/Mayor), Governor/Mayor of the Province/City/Municipality of__________,
by powers vested in me by law, do hereby order the creation of the Tourism Planning Committee.
I. Functions of the committee
1. Prepare a work plan for the preparation of the tourism plan
2. Formulate the tourism plan
3. Consult with residents and other stakeholders of tourism areas
II. Composition of the Committee. The Committee shall be headed by the
Governor/ Mayor who shall serve as the chairperson.
The members are the following:
Representatives from Government:
Member
Representatives from Tourism Council:

Office
(Name)
Representatives from Civil Society:

Member
Once the Tourism Planning Committee has been created, the next step is to develop a work plan to
determine in detail the specific activities, responsibilities, resource requirements and duration of the
activities. The duration for planning varies depending on the resources and requirements of the LGU. It
may take between three to six months.
A sample work plan is shown below. A pull-out worksheet is found in Annex A.
Example 2: Work Plan

Activities
Persons
Responsible
Expected Output/
Milestones
Office
(Name)
III. Roles of the Committee.
Resource
Requirements
Timeframe/
Duration
1. Conduct tourism
training/workshop
for planning
committee
Training/workshop
LPDC
2. Data gathering
Baseline data
Tourism Officer/
Planning Officer
3. Site/Attraction
Evaluation and
Prioritization
Ranked list of attractions
Site evaluation team
3. Situation Analysis
Problem Analysis
Objectives Analysis
Team leaders of groups
4. Planning Workshop
Draft elements of the plan
Tourism Officer
Venue
Meals
Accommodations
April 23 - 25
5. Finalization of
Goals, objectives
and strategies
Goals, objectives and

strategies
Meals
May 2 - 15
6. Identification of
programs, projects,
and activities (PPAs)
PPAs
Meals
May 16 - 30
7. Prioritization of PPAs
Prioritized PPAs
LPDC
Meals
June 2 - 3
8. Packaging of the tourism

development plan
Packaged tourism
development plan
Tourism Officer with LPDC
Office
(Name)
Member
Preparing the work plan
Venue
Meals
Accommodations
March 3 - 5
March 6 - 31
Transportation
Meals
March 6 - 31
Venue for prioritization
session
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.)
April 1 - 11
June 4 -13
The Chairperson shall have the principal responsibility for directing and overseeing the development
of the tourism plan, according to schedule. The chairperson is responsible for chairing major tourism
planning sessions, and shall designate a representative in sessions that he/she will not be present.
The Committee shall actively participate in all activities identified in the work plan. The team shall
develop realistic goals, appropriate strategies and identify programs, projects and activities that best
contribute to the attainment of the tourism goals and objectives of the locality.
IV. Funding. The budgetary requirements for the conduct of activities and delivery of outputs shall be
sourced from __________________________.
V. Effectivity. This Executive Order shall take effect immediately.
(Signature)
(Name)
Governor/Mayor
There is no universal planning formula and process for tourism planning, and stakeholders need to think
outside the box and respond to the needs and issues of individual destinations. In tourism, creativity and
innovation are key ingredients for success. Experimentation may also help in coming up with new strategies
that actually work. A rich diversity of different approaches to tourism planning and policy may be found
within one country (Davidson and Maitland, 1997). Planning at the local level stresses specific, practical
actions and is more detailed than their national counterparts (Davidson and Maitland, 1997). Moreover,
there are no overarching solutions (Dredge and Jenkins, 2007) that can apply to all destinations.
Destinations apply to a variety of spatial scales a country, region, local, to an individual attraction or site
(Davidson and Maitland, 1997, Dredge and Jenkins, 2007). In this Guidebook, we define the destination
as either a province or a city/municipality. It is highly beneficial to plan, promote and market the whole
province as a destination than for individual municipalities/cities to sell their areas individually. A
destination needs to have a critical mass of tourism development offering a rich variety of diverse
attractions and services to meet the needs of several market segments (Gunn, 1984). Planning for individual
attractions, no matter how well done, falls short if it is not related to the planning of the whole destination.
The final tourism product is the totality of the tourist experience (Ibid), so that it is important to plan the
province as a destination.
The participation of local or host communities that will be affected by tourism development is
important early on in the planning process as it drums up support for the industry and minimizes
resistance for any future project in the area.
The suggested steps to developing your tourism plan are:
Where are you at present?

Analyzing the tourism situation follows from the inventory of tourism resources and assets undertaken
by the Planning Committee. Tourism planning requires an analysis of the present situation to determine
the desired future of tourism in a destination.
Planning must deal with all components of supply and ensure that these work in sync to provide a
pleasing and memorable experience to travelers (Gunn, 1979). Gathering and analyzing past and
present information need to be undertaken for evidence-based tourism planning.
Site Evaluation
Determining areas that have the greatest potential for tourism is critical for tourism planning. Evaluation
is the act of conducting on-site investigation of criteria items using appropriate methodologies such as
direct observation, mapping, oral interviews, questionnaires, focus group discussions, and workshops
(Sugaya, 2013).
The Tourism Planning Committee should go through the process of evaluating and ranking sites to
determine their potential and readiness for tourism. The Committee can also benefit from the expertise
of people who have experience in site evaluation. Whenever possible, the Committee can invite experts
to join on-site evaluation. The output of the process is a ranked list of sites for development.
Follow the step-by-step guide below in conducting the site evaluation. You may find the pull-out
worksheets of the Attraction/Site Evaluation, Site Prioritization Scores Per Category, Site Prioritization
Evaluation Summary and Site Prioritization Ranking in Annexes B, C, D and E respectively.
Table2: Steps in Conducting Site Evaluation
Analyze the situation

Formulate goals and objectives
Develop strategies
Identify and prioritize actions (can be programs, projects and activities)
Develop a monitoring and evaluation strategy
STEP
Table1: Guide Questions to Tourism Planning
What is the tourism situation in your locality at the present time?
Formulate goals and objectives
What do you want to achieve for tourism in your locality in the future?
When do you want to achieve this?
Develop Strategies
What paths do you take? How do you get from the present tourism
situation to the future state you desire?
Identify programs, projects and activities
What will you do to implement your strategies?
Develop a monitoring and evaluation strategy
How do you measure progress?
OUTPUT
Step 1
Step 2
After all the sites are evaluated and given scores, the team proceeds to
accomplish the Site Prioritization Worksheet. Example 4 shows partially
accomplished worksheet. This is done for all categories. A complete set of the
worksheets is found in Annex C. The categories include Uniqueness and Natural
Beauty (Annex C.1), Historical/Cultural Value (Annex C.2), Accessibility (Annex
C.3), Availability of Basic Utilities (Annex C.4), Availability of On-Site Facilities
(Annex C.5), Ownership of Property (Annex C.6), Quality of Sorroundings (Annex
C.7).
Site Prioritization Scores

Per Category
Step 3
The team then proceeds to fill out Site Prioritization Evaluation

Summary Worksheet available in Annex D and creates a ranked list of sites for
enhancement and/or development - which can be accomplished using The Site
Prioritization Ranking Worksheet found in Annex E.
Ranked list of sites
Guide Questions
Analyze the situation
ACTIVITY
As a team, conduct on-site investigation and individually accomplish
the site/attraction evaluation worksheet found in Annex B, for all sites
identified. Example 3 shows a partially accomplished Site/Attraction
Evaluation Worksheet.
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.
Steps
What are the steps in Tourism

Planning?
Site/attraction evaluation sheet
Ownership of Property
Characteristics
Province/City/Municipality
Municipality of Carmen, Province of Bohol

____________________________________________
Local government owned
Site/Attraction
Chocolate Hills
____________________________________________
Privately owned/managed/leased
Site Classification
(Existing/Emerging/Potential)
Existing
____________________________________________
Travel Time (From Tagbilaran

to Chocolate Hills)
Approximately 1 hour
____________________________________________
Characteristics
Least
Most
2
2
2
3
3
Natural/Undisturbed
1
1
1
Recognized tourist attraction by DOT
Unique attraction one of a kind (natural/man-made/cultural)

Beauty how it appeals to all senses? (nice to see, hear, feel, smell, taste)
Criteria 2.
Quality of Surroundings
Least
Most
2
2
2
3
3
Culinary experience
1
1
1
Museum
Built Heritage (50 years or above)

Festivals
Yes
1
1
Landfill/ dumpsite
Mining Site
No
5
5
Informal settlements
Beatiful vista/ view
Presence of support services
(Surroundings refer to areas which are within 5 kilometers radius from the site)
Source: Adapted from Site/Attraction Evaluation Sheet.
Example 4. Site Prioritization Scores Per Category

UNIQUENESS AND NATURAL BEAUTY
Historical/Cultural Value
Characteristics
Criteria 3.
Ancestral domain/land claimants
Characteristics
Uniqueness and Natural Beauty
No
1
5
Under CARP or CARPable
Criteria 7.
Instructions: If the site possesses the given characteristics to the highest degree, this is given
a value of 5, while site possessing least/none of the characteristics is given a value of 1.
Criteria 1.
Yes
5
1
Site/Attraction
Location
Uniqueness
Attraction
Beauty
Natural/
Undisturbed
Recognized by
DOT
Total Score
Chocolate Hills
Carmen
18
Criteria 6.
Example 3: Site/Attraction Evaluation of Chocolate Hills
Site 2
Accessibility
Characteristics
Accessible all year (please specify vehicle type: all kinds of vehicle)
Regular/Commercial transport service available
Characteristics
Least
1
1
Distance from town center
2
2
3
3
Least
1
1
Distance from service center
Most
Site 3
Site 4
Most
2
2
3
3
Site 5
(The maximum acceptable travel time from the service center is two hours; while from the town center is thirty minutes.)
Criteria 4.
Availability of Basic Utilities

Characteristics
Least
Most
2
2
2
3
3
Communications (i.e. internet, telephone)
1
1
1
Drainage/sewerage system
2
2
2
3
3
Clean and quality food service
1
1
1
Other activity facilities (picnic huts, pools, sports facilities, etc.)
Directional and information signage
Clean water supply

Sufficient power supply
Solid waste management system
Criteria 5.
Availability of Onsite Facilities

Characteristics
Clean and safe restrooms for women and men

Good accommodation facilities
Least
Most
Site/
Attraction
Uniqueness/ Historical/
Availability Availability
Ownership
Quality of
Natural
Cultural Accessibility
of Basic
of Onsite
of Property Surroundings
Value
Beauty
Utilities
Facilities
Chocolate
Hills
18
Site 1
Total
Score
Problem Identification
Surfacing critical issues and problems affecting tourism in your destinations is an important activity that
should be given attention in planning. The activity takes off from the inventory of tourism resources
undertaken in Supplemental Reading 1 Profiling the Local Tourism Industry. Alternatively, problem
identification can also be done once you have prioritized a circuit for development.
You may find the pull-out worksheet in Annex F.
You may also refer to Example 7 to guide you in filling out the worksheet.
Site 2
Site 3
Example 7: Problem Identification Matrix
Site 4
Site/ Attraction/
Circuit
Site 5
Pamilacan Island
Component
Activities
Environment
Natural
Social
Economic
Example 6. Site Prioritization Ranking

Site/Attraction
Chocolate Hills
Site 1
Total Points
Ranking
98
Problems/Issues
Activity is limited to dolphin and whale watching.
Solid waste is not managed; Improper waste

disposal
Transportation (to and from site)
There are no regular transport services to the site

which makes travel to the area very expensive;
Transport is incorporated with the dolphin and
whale watching tour.
Other infrastructure
Electricity in the island is present only six hours a

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

the island
Institutional
The community-based organization managing the

dolphin and whale watching tour has dwindling
membership
Example 5: Site Prioritization Evaluation Summary
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
Problem Analysis (PA) is a tool that can be used to break down a problem into small, detailed
parts to understand it better. The PA aids in identifying the causes and effects of problematic
situations and its output can be used in pinpointing goals, objectives, programs, project and
activities. The step-by-step guide to doing PA is found below.
It is difficult to accomplish anything without a plan. A necessary step in planning is to identify goals
and objectives for tourism. Simply put, goals and objectives are statements of what you want to
achieve in the future or your desired results for developing tourism. Identify only a few goals (2-3 may
be sufficient, although you can develop more if you have to), refer to them often and use them to
guide you in succeeding steps so as not to get sidetracked with strategies and programs that do not
contribute to their achievement.
Table 3: Steps in Problem Analysis

Step 1
Step 2
Step 3
The most obvious tourism goals are economic in character. However, your goals must go beyond
increasing tourist arrivals and profit making. Balancing economic, social, and environmental goals are
important in tourism planning. Setting goals to conserve, protect and rehabilitate the natural
environment is especially important since most tourism is highly dependent on the state of the natural
resource of an area.
Define the problem in the way of tourism development. As a guide, you can ask the question: What negative
thing do you see happening? Problems should be expressed and formulated as negative conditions.
Collect data pertaining to the problem.
What proof do you have that the problem exists?
How long has the problem existed?
What is the impact of the problem?
Identify the causes of the problem.
During this stage, identify as many causes as possible until you get to the root cause of the problem. Position
the causes below the problem. As a guide, you can ask the question:
Why does the problem exist?
Step 4
Identify the effects of the problem and position them above the problem.
Step 5
Establish the cause-effect relationship among the problems identified.
Step 6
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.
3Ps Approach to Tourism

Planning should adopt the 3Ps approach - Tourism for People, Planet and Profit
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.
Example 8: Problem Tree Analysis - Destruction of Primary Tourism Resources
Effect
Decreasing tourist
arrivals
Example 9: Link between Goals and Objectives
Algal bloom
Destructive
Fishing
Problem
Destruction of primary tourism

resource (coral reefs)
Careless boating,
snorkeling and diving
Poor fishing
practice
(Muro-ami)
Cause
Pollution from
liquid waste
Pollution from
solid waste
In tourism planning - you have to be clear about the results you want to achieve. Both goals and
objectives are results of implementing strategies and actions. As a guide, the team can ask the
question why are we doing these strategies or actions? Goals tell us what we want to achieve in the
long term (i.e. nine years and above), while objectives tell us what we want to achieve in the short
to medium term (i.e. three to six years). Clarifying tourism goals and objectives helps the Tourism
Planning Commitee focus on a set of interventions that best contribute to their realization.
What do we
want to
achieve in
the long
term?
What do we
want to
achieve in
the short to
medium
term?
Goal:
Increased tourist
arrivals
Objective 1:
Improved access
to tourism
attractions
Objective 2:
Improved quality
of tourism
products
Objective 3:
Improved
tourist facilities
and services
What do you want to achieve?
Problem Analysis
Success Indicators
Success indicators (SI) measure the extent of achievement of desired results. They are needed for both
goals and objectives. They measure performance qualitatively or quantitatively. There is a need to develop
measures that matter those which provide and deepen stakeholders understanding of success and
progress in the implementation of the plan. As a guide, the question that needs to be answered is: what
information will provide stakeholders with a good understanding of the performance in tourism?
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
cost effective to gather, a proxy indicator that can perform the same function can be chosen. In Example 12
for instance, one can opt to use the indicator for E1 instead of E3.
Targets
A target is an explicit and definitive statement of a result (goal or objective) you want to achieve. It answers
the question: what do you want to achieve concretely and when will it be achieved?
Scenario Building
One may choose to construct:
exploratory scenarios with
a few different futures to
highlight the different
relationships between factors
under different logics, or
normative scenarios, often with
only one desired future. This is
sometimes done as a consensus
- building exercise. However, if
consensus becomes difficult, it
may be beneficial to start with
an undesired future since it
is often easier for everyone to
agree upon what they do not
want (Slocum, 2005).
There are two ways of looking at how the future may evolve for tourism
in your areas, namely 1) forecasting; and 2) scenario planning.
Forecasting shows where you are headed if you stay on the current
course. It tries to predict the future by extrapolating from the present
and assuming that existing trends will continue. In tourism however, it
is more beneficial to visualize scenarios of the future. Scenario planning
allows understanding of your environment and what it means through
alternative views of the future. Scenarios identify significant events,
main actors and their motivations, and convey how the world functions.
They are based upon possibilities that are grounded in current
knowledge and experience. These provide the basis for action (Yeoman,
Pearce and Moriarty, n.d.).
It may be challenging to grapple with multiple plausible futures, which
is why it is recommended that only three to five scenarios are done in a
single workshop (Slocum, 2005).
Scenarios are defined as narrative descriptions of potential futures that focus attention on
relationships between events and decision points (Slocum, 2005). Scenario building helps establish the
effects of strategies and interventions (i.e. programs, projects, activities, and policies) and
consequences of current trends.
Tourism goals should not divert but rather contribute to the sustainable development of the locality.
Tourism, although part of the economic sector, must cover the three sectors, namely: economic, social and
environment. Tourism should make a major contribution to improving living conditions of communities
within or near attractions. In identifying goals and objectives, the well-being of host communities need
to be taken into account.
Scenario Building
Box 2
Goals and objectives are logically linked to the issues and concerns affecting tourism in a destination.
Tools that can be used to ensure the linkage are the problem analysis and objectives analysis (see Table 3
and Table 4).
Scenario construction is useful in situations where the past or present is unlikely to be a guide for the
future, specifically when:
the problem is complex and many factors need to be considered

there is a high probability of significant change
the dominant trends may not be favorable and thus must be analyzed
Baseline Data
Baseline data show the situation to be addressed by the tourism development plan prior to the planning
period. For tourist markets, it is advisable to establish historical data for at least three to five years. Historical
data answer the question: Where have you been? The data is useful in planning ahead. Supplemental
Reading 1 - Profiling the Tourism Industry presents a more detailed discussion on baseline data. Baseline data
need to be gathered from the onset they serve as the starting point for scenario building and can also later
be used in evaluation studies, and are useful for measuring the performance of the tourism industry, as a
whole.
the time-horizon is relatively long (Slocum, 2005).
Building scenarios should be well-informed so that realistic futures can be developed. In identifying
trends, it is important to base your assessment on evidence rather than supposition. Ensure that trends
are built on sound foundations (Mindtools, 2014).
13
To aid you in coming up with coherent tourism goals, targets, and success indicators, fill out the
worksheets found in Annex G.
A community-based approach to ecotourism was introduced in Pamilacan Island in 1997 to provide fishers with an
alternative livelihood after whaling and poaching was banned in 1992. The whale and dolphin tour was
initiated in 1998, a year after the Pamilacan Island Dolphin and Whale Watching Organization (PIDWWO) was
formed. It has been considered as best practice in sustainable tourism management (Heah, 2006), and has also been
recognized both locally and internationally. The World Travel & Tourism Council (WTTC) acknowledged Pamilacans
Dolphin Watch as finalist in the 2006 Tourism for Tomorrow Awards at the 6th Global Travel and
Tourism Summit for the Conservation Award Category. Tourism for Tomorrow Awards recognizes and promotes best
practices in tourism development all over the world. In 2001, the number of tourists engaged in whale watching was
260 (Baclayon MPDC, 2001). Tourist arrivals in the island slowly increased from 2003 to 2006, with PIDWWO, being
the sole provider of the dolphin and watch tour. While tourism arrivals in the island have been
increasing, PIDWWO tour sales have decreased in 2007 and 2008, recovering slightly from 2009 and 2010 (Paran,
2013).
Figure 3: Tourists Entertained by PIDWWO from 2003-2010
Example 12 shows targets and success indicators per tourism goal. Example 13 on the other hand
illustrates more examples of goals, objectives, targets and success indicators.
Example 12 : Tourism Goals, Targets and Success Indicators

Tourism Goals
Targets
Success Indicators
Economic
E1
Increased tourist arrivals
50% increase from 2012 baseline

by 2022
Number of tourists (male and

female)
E2
Increased income to host communities
50% increase from 2012 baseline

by 2022
Average income of host

communities
E3
Increased tourist expenditures
E4
Increased tourism employment in host

50% increase from baseline by 2022
barangay
Number of people employed in

tourism (male and female)
Social
S1
Improved well-being of island

host communities
50% increase in access to electricity

Number of households with
of island host community from 2012
access to electricity in the island
baseline by 2022
S2
Increased income of host community
50% from baseline by 2022
Average household income of host

community
Environmental/Ecological
En1
Significant cultural heritage sites

conserved
At least two significant cultural

heritage sites
Number of cultural heritage sites

protected by legislation
En2
Natural condition of biodiversity

maintained/protected
mangrove/seagrass/seaweed cover
No physical damage or alterations

to particular biodiversity from 2012
baseline

to particular biodiversity observed/
recorded
En3
Forest cover increased
Hectarage increased by 10% from

baseline
Number of hectares of forest cover
En4
Coral reefs protected

baseline
Physical damage or alterations to

particular biodiversity observed/
recorded
En5
Natural condition of biodiversity

maintained/protected
mangrove/seagrass/seaweed cover

baseline
Physical damage or alterations to

particular biodiversity observed/
recorded
En6
Increased awareness on biodiversity

conservation by visitors/tourists
At least 20% of tour packages in

the LGU
Number of tour packages

incorporating environmental
education and nature interpretation
Example 11: Scenario - Planning for PIDWWO

Situation
Tourist arrivals in the island has been

increasing but PIDWWO has been
losing out to competitors from Bohol
mainland and Panglao
PIDWWO product has been mainly
whale and dolphin watching
Barangay government has accredited
members of the Pamilacan
community as snorkeling guides
of marine sanctuary
Marketing of PIDWWO is limited to
word of mouth while competitors
have website
Scenario
Intensifying competition
from private sector in
Bohol Mainland
Social media and the
internet is becoming an
increasingly important
marketing medium for
tourism
Goal
Strategies
Increased number of tourists Diversify ecotourism

entertained by PIDWWO by products to be offered by
100% from its 2010 level by
PIDWWO
2016
Invest in marketing through
social media and the
internet
Example 10 : Scenario Building of the Pamilacan Island Dolphin and

Whale Watching Organization
Result
Sector Goals
Targets
Success Indicators
What tools can be used for goal and

objective setting?
Economic
The Objective Analysis (OA) is a handy and versatile tool that can be used for goal and objective
setting. A well examined problem can provide a good starting point to identifying goals and
objectives. Likewise, the analysis can be used as basis for identifying programs, projects and activities
that contribute to the achievement of desired results.
Goal
Increased income of host

community
50% increase from baseline by 2022
Average household income of

host community
Objective
Improved tourism skills of host

community
50% of host community trained in

tourism
Number of trained community

members (male and female)
Increased number of
tourism-related businesses
owned by community
100% increase in the number of

tourism businesses owned by
community members
Number of new tourism business

permits issued by LGU
Both the PA and OA are highly participatory instruments that allow the planning team to scrutinize and
discuss issues and concerns affecting tourism in their localities. Stakeholders collectively probe deeper
into what ails tourism in their areas using a problem tree and objective tree. Well-articulated problem
statements are important starting points to identifying actions that are appropriate to their situations.
The step-by-step guide to objectives analysis is shown below.
Goal
Significant cultural heritage sites

conserved
At least two significant cultural

heritage sites
Number of significant cultural

heritage sites protected by
legislation
Table 4: Steps in Objectives Analysis
Objective
Cultural heritage sites adapted

to modern use
At least three sites adapted to modern Number of cultural heritage sites

use
adapted to modern use
Improved well-being of island host

communities
50% increase in access to electricity

of island host community from 2012
baseline by 2022
Environment
Step-by-Step Guide to Objectives Analysis
Social
Goal
Number of households with access

to electricity in the island
Objective 1
Increased access to sanitary toilet

facilities in host island communities
100% access
Number of households with septic

tanks
Objective 2

community
At least 50% of host community

trained in tourism are employed by
the industry
Number of trained community

members employed due to skills
training (male and female)
Step 1
Taking off from the problem analysis, convert the negative statements/conditions into positive.
Form a structure showing the means-ends relationships in the form of an objectives tree.
Step 2
From the positive conditions, identify goals, objectives, programs, projects, activities and policies.
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.
Example 13: Sector Goals, Objectives, Targets and Success Indicators
Objectives
Primary tourism resource

(coral reefs) protected
What paths do you take?

Strategies
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
advantage for the organization through the configuration of resources within a changing environment,
to meet the needs of markets and to fulfill stakeholders expectations (Johnson and Scholes, 2001: 10 in
Tribe, 2005)
Development of
diving, snorkeling, and
boating protocol
The tourism products to be offered by a destination can be underpinned by a strategy (Dredge and
Jenkins, 2007). A well researched and realistic tourism strategy can be a very effective tool to the advantage of residents, their environment, and the tourism industry in general (Davidson and Maitland,
1997). An effective strategy can result in the attainment of objectives such as increased number of
tourists at a destination or improved well-being of host communities.
Development of
ordinance establishing a
septage management
system
Solid Waste
Management Program
There are a number of steps in the development of strategy. These are (Tribe, 2005):
PPALs
Development of
ordinance banning
destructive and poor
fishing practice
Generation of strategic options;

Evaluation of strategic options; and
Development of
ordinance establishing
a solid waste
management system
Selection of strategy.
Liquid Waste
Management Program
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

Problem Analysis
Components
Negative Statements
Objectives Analysis
Components
Goal
better than the competition;

Positive Statements
Effect
Decrease in tourist arrivals
Problem
Destruction of primary tourism

Objective
resource (coral reefs)
Primary tourism resource (coral reefs)

protected
Causes
Careless boating, snorkeling and Programs, Projects, Activities

diving
and Policies
Development of diving,
snorkeling and boating protocol
Algal bloom
Pollution from liquid waste
Liquid waste management

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

establishing a solid waste
management program
Destructive fishing
banning destructive and poor
fishing practice
Poor fishing practice (muro-ami)
18
Note: Matrix form of the PA and OA example (see Example 8 and Example 14).
cheaper and better product (Tribe, 2005).
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).
The attraction of a destination arises from a mix of resources and services. Without such a mix, a place
will not work as a destination. The mix varies from one place to another, and this variation gives each
destination its individual character its different total tourism product.
(Davidson and Maitland, 1997)
Goal
Example 14: Objectives Analysis - Primary Tourism Resource (coral reefs) Protected
Hybrid Strategy
Price-based Strategy
One can opt to adopt a hybrid strategy by providing value-added and high quality products at low
prices. However, this is hard to achieve since doing so adds to costs resulting to price increase. This
type of strategy can only be feasible if one can achieve economies of scale where the average costs
fall in line with a growth in output (Tribe, 2005).
A price-based strategy tries to find competitive advantage by offering the lowest prices in the industry
(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 Sebay Surf Central Resort tries to gain competitive advantage by offering the lowest prices for a surfing
tour package in La Union. The table below shows the budget prices for a package of one-hour surfing lesson
with instructor, surf board rental, and 3 days/2 nights standard air conditioned room accommodation with
breakfast.
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
improving the image of Davao as a thriving destination for business and investment. Dubbed as The Big Davao
Fun Sale!, the City takes a big tourism leap as it plays host to the first ever four-week long shopping frenzy in
the Philippines with its major malls offering fantastic deals like unique activities, freebies, awards, parties and
discounts as high as 80%. The event marks the start of the festivities to celebrate the inauguration day of the City.
La Union Resorts and Packaged Rates

Number of Persons
No. of Persons
10
San Juan Surf Resort
3740
3474
3520
3370
3065
3119
3724
3421
3508
Sebay Surf Central Resort
3400
2720
3200
2816
2400
2743
3150
2800
3024
Little Surfmaid Resort
3740
3173
3520
3200
2800
3086
3525
3173
3360
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.
Source: e-philippines.com.ph, 2009-2014.
Differentiation Strategy
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).
Consumer perception is important in tourism. As a guide, one can ask: Does the tourism product or
service offer improved quality or value added over the competition? (Tribe, 2010)
Example 17: Turtle Surf Camp Differentiation Strategy

The development of destination themes which feature the unique tourism resources of the locality is a good example of a differentiation strategy. The Turtle Surf Camp in Siargao which offers accommodation, surf lessons and
surfari trips to all individuals, couples or groups shows innovation and creativity making the package stand out.
The all-inclusive vacation package which provides hassle free stay provides value added over other competitors
offering the components separately.
Similarly, province-wide themes showcasing the unique features of the locality and offering them as a packaged
tour product can make a good strategy.
Focus Strategy
The LGU can make use of a focus strategy and customize products and services for a particular
market segment rather than to the whole market. A focus strategy may take the form of cost
focus or differentiation focus (Tribe, 2005).
Types of Tourism Strategies
Example 19: The Province of Bohol Focus Strategy

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
tours in Rajah Sikatuna National Park.
The Cluster Strategy

Cost is one of the factors which affect the choice for a holiday destination. More important than cost,
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).
Clustering increases the economic viability of attractions, and offers the tourist value-for-money
destinations.
Compatible attractions can be clustered by physical feature or by tour. A good example of clustering
attractions by tour is the Bohol Countryside Tour.
a destination with high tourism potential is certain to bring together, within a cohesive geo-spatial framework,
an ample range and variety of complementary tourism assets. The precise range of facilities, services and attractions
within easy access of one another, will depend on the place.
-Doswell, 1997
21
Destination or holiday themes can be powerful in promoting tourist destinations. Themes can be varied
and the possibilities are endless. There are countryside themes (i.e. Countryside Tour of Bohol);
heritage (i.e., Vigan Heritage Tour; Walk This Way Intramuros Tour); cuisine themes (i.e. Binondo Food
Trip); wildlife (i.e., Dolphin and Whale Watching in Pamilacan, Bohol); religious themes (i.e. Ilocandia
Church Tour), aquatic theme (i.e., Calaguas Beach Escapades and Bagasbas Surfing).
Blood Compact Site (Tagbilaran City) Cultural attraction which showcases the spot where the Spaniards and
the Filipinos fostered friendly relations through the ritual of blood compact.
Baclayon Church (Baclayon) Considered as one of the oldest stone church in the Philippines with a museum
that contains religious relics dating back to the early 16th century.
Loay Backyard Industry (Loay) - Local craftsmen are seen forging bolos and other metal crafts; and making
traditional roofing materials out of nipa palm leaves.
Clarin Ancestral House (Loay) - Declared by the National Historical Institute as a heritage site, the well preserved
home contains collections of the Clarin Family.
Table 5: Steps in Developing Tourism Clusters/Circuits

Steps
Step 1
Tarsier (Loboc) Sightings of the smallest monkey in the world along the Loboc River.
Step 2
Chocolate Hills (Carmen) A major attraction in the province, the attraction has 1,268 haycock hills which turn
brown during dry season.
Loboc-Loay River Cruise (Loboc) Lunch is served while cruising the river, with locals providing local music. The
river is flanked with nipa palm plantation with the occasional wild ducks.
Moreover, clustered attractions are more efficiently serviced with infrastructure of water, waste disposal,
police, fire protection, and power (Gunn, 1979).
The linkage between attraction-services is important. Attractions need support by travel services. Park plans,
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
reasonable time and distance reach of travelers. A number of attractions (i.e., protected areas) need to be
planned for day-tour only, with majority of services available in nearby communities where they can be
serviced more efficiently. This results in gain for local businesses. More remote attraction features, however,
may require minimum services within the attraction, such as food service, toilets, and visitor centers (Gunn,
1979).
A popular version of the cluster strategy is the tourism circuit.

Attractions within the circuit should not be separated by long
distances. A visitor should be motivated to visit all the places within the
circuit.
Tourist circuits are used as a strategy to increase the total number of
visits to all the destinations within the circuit as well as provide tourists
with a more rewarding experience and value for money by providing a
mix of attractions and activities in a destination.
Develop principal packages based on distinctive elements of the
destination, and the market which you want to attract (e.g., adult,
family or short-stay market as against long- stay market).
Identify the major sites/attractions in the province/city/municipality. Location of major sites/attractions

determines tourism development. Use the tourism resource/attraction map developed in Supplemental
Reading 1- Profiling the Local Tourism Industry.
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.
Tourism Circuits
Activities
Components of a Tourism
Cluster/Circuit
The cluster/circuit comprises
the following key components:
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
overall importance to the tourists
Step 3
Create possible circuits, based on the location of your sites. In developing circuits, make sure to consider how
sites are related in terms of geography, access and travel time. Identify the entry/exit points.
Step 4
Identify circuit themes.
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
some variations but with major attractions being included in the package. The day tour spans several
municipalities in the province and the package includes entrance fees, land transfers, tour guide, river cruise,
and lunch during the river cruise. Pick-up and drop-off points are pre-arranged but usually are from Tagbilaran
seaport, airport, or major hotels. The following is a sample itinerary:
Box 3
Developing Destination Themes
Example 20: The Bohol Countryside Tour
Identify the following:

Step 5
Enroute facilities such as restaurants, restrooms, etc.

Transport infrastructure and services
Service center which provides accommodations, and other needs of the tourist
Make sure your circuit components are complete.
Step 6
Identify possible activities for every site/attraction.
Step 7
Identify those which can be developed in 0-3 years, 4-6 years, and 7- 9 or more years.
Step 8
Create a summary report of your circuits using the Tourism Circuit/Cluster Worksheet in Annex J.
Example 21 presents an eco-cultural-tourism circuit. The circuit components include the entry/
exit points, attractions, service centers and transport infrastructure and services.
Set of compatible attractions

Enroute facilities such as
restaurants, restrooms, etc.
Transport infrastructure
and services
Service center which
provides accommodations,
and other needs of the
tourist
23
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
Environment
External
Environment
OPPORTUNITIES (O)
- Ecotourists on the rise
worldwide
THREATS (T)
Source: Surigao del Norte Sustainable Tourism Plan, 2006 - 2015
- Neighboring province sells

dolphin watch ecotour at a very
low price.
- Similar island resources with
neighboring province (corals)
STRENGTHS (S)
- Presence of national park with
high biodiversity
- Presence of unique cultural
assets;
- Presence of small islands
surrounded by white sand
beaches, with high marine
biodiversity
- Excellent coral cover
S-O Strategies
Develop new tourism products
with eco-cultural theme
S-T Strategies
WEAKNESSES (W)
- High poverty incidence of
communities in small islands
- Absence of electricity in small
islands
- Very limited fresh water in
small islands
Example 21: HIPADA Eco-Cultural Circuit, Province of Surigao del Norte
W-O Strategies
Development of
community-based ecotourism
packages for small islands
W-T Strategies
Develop eco-cultural tourism

circuits that include small islands
as part of the tour package
25
Sector Goal
Sector Objectives
Strategy
Increased income of host island

communities
Improved tourism skills of host island

community
Develop community-based ecotourism

packages for small islands
Goal
Increased income
of host island
communities
Increased number of tourism-related

businesses owned by host island
community
What actions need to be done?
Objectives
island community
Strategy
Develop community-based
ecotourism packages for
small islands
Increased number of
tourism-related businesses
owned by host island
community
Programs/Projects/Activities
Tourism planning for host
barangay
Product development workshop
Tour guiding seminar
Pilot testing of product
Homestay program
Microcredit program
Planning helps stakeholders focus the use of limited resources on priority actions (programs, projects
and activities) that can best contribute to desired results.
Identifying Programs and Projects

within a Circuit
What are programs, projects and activities?
If the LGU opts to adopt the circuit strategy and have identified and prioritized a circuit, identifying
programs and projects can revolve around development within the cluster. The aim would be to provide
all infrastructure facilities and other requirements necessary to make it ready for tourists.
Programs, projects and activities (PPAs) are means towards the achievement of results (Goals and
Objectives). A project is defined as an undertaking that involves the use of resources (e.g., human
resources, money), addresses a well-defined purpose, undertaken within a specific timeframe, with a
start and an end. A program on the other hand is defined as a package of interrelated projects.
Programs and projects are classified as soft or hard. Developing successful tourism destinations
combines soft (e.g. marketing and promotions) and hard programs (e.g. infrastructure) in a creative
manner. All program and projects however need to be linked with all other components in a smooth
manner, with each development contributing to the overall attractiveness of the destination.
Tourism programs and projects can be simple or complex. A one-off training project to improve the
capacity of the tourism planning team is an example of a simple project. The project becomes more
complicated when one undertakes a capacity building program which includes various components
such as a series of training activities, to setting up the tourism office.
What tools can be used for project

identification?
The Problem and Objectives Analyses are practical tools that can be used in identifying PPAs. With
proper analysis of social, economic, and environmental issues and concerns facing the local
tourism industry, and a little creativity, the Tourism Planning Committee can identify PPAs that can
address them.
The project identification matrix can help you align your programs, projects and activities with the
goals, objectives and strategies of your tourism plan. An example of this is provided in Example 24.
If the LGU has identified several circuits for development, it is more prudent for the LGU to develop them
in stages. Tag circuits can be developed in the short (0-3 years), medium (4-6 years) and long term (7-9
years). The timetable for development can be included as criteria for choosing priorities.
Example 24: Identification of Tourism PPAs
Example 23: Relationship of Goals and Strategies
You may find the pull-out Worksheet for Programs, Projects and Activities Identification within Circuits in
Annex L.
You may also refer to Example 25 to guide you in filling out the worksheets.
Example 25: Identifying PPAs within Circuits

Name of Circuit
Issues and Concerns
Timeframe for
Development
(in Years)
Programs and Projects
Loay Backyard Industry (Loay)
Bohol Countryside
Tour
Local craftsmen are producing

low-quality products (i.e. bolos
and other metal crafts).
Products produced by the
craftsmen are limited and
lacked variety.
Craftsmen are not used to
receiving tourists (seeming
uncouth behavior)
0-3
Product development workshop

Skills training
Training on Basic Tourism and Tourists
Receiving
Notes:
1. See the complete Bohol Countryside Tour in Example 20.
The Project Identification Worksheet for you to accomplish is found in Annex K.
27
How will you measure progress?
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
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.
But it is not enough that the plan is formulated. How would you know if the local TDP was able to achieve
its goals and objectives? It is thus important that a monitoring and evaluation mechanism must be put in
place.
Naming your plan is also an important concern in packaging. A name describes and provides an identity
to your plan document. For example, the Province of Surigao del Norte named its document Surigao
del Norte Sustainable Tourism Plan, demonstrating the principle that guided the planning team in
developing the plan.
Monitoring and Evaluation (M&E) is a management tool that informs all tourism stakeholders about the
efficiency and effectiveness of strategies, programs, projects and activities that have been implemented in
the destination. Evaluation results can be useful in replicating successes and correcting mistakes, and can
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
integral part of the planning phase. The M&E mechanism serves as the perfect ending for your local TDP,
which starts with goals and proceeds up to programs, projects and activities. See Example 26 below as well
as worksheets found in Annex M (Monitoring & Evaluation Strategy Worksheet) and Annex N (Tourism Plan
Implementation Worksheet). Meanwhile, Supplemental Reading 6 - Monitoring and Evaluating the Tourism
Development Plan further explains M&E.
Another important concern is the contents of the tourism plan. More often than not, local government
units put too many information in the document, which can make it thick and confusing. The rule is to
make the document as concise as possible. Below are the recommended contents of the tourism plan:
Recommended Contents of the Tourism Development Plan

Tourism Council Resolution endorsing the Tourism Development Plan
Sanggunian Resolution/Ordinance adopting the Tourism Development Plan
Location Map
Introduction
1. Tourism Profile
a.
b.
c.
d.
Example 26: M&E Strategy

Goals &
Objectives
Success
Indicator
Increased number
of tourism-related
businesses owned
by host
community
Number of
business permits
issued by LGU
with owners from
host community
Targets per
Indicator
Data Source
to Assess
Performance
Collection
Methods
100% increase in
Business Permit Document
number of tourism and Licensing
review
related businesses Office
owned by
community
Frequency
Every three
years
Why is packaging your plan

important?
Box 4
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.
Existing tourism attractions, products and activities

Existing tourism markets
Accommodations
Other tourist facilities and services
i. Tour and travel operation
ii. Restaurants and other food establishments
iii. Shops
iv. Banks
v. Tourist information offices
vi. Personal services (e.g. barber shops)
vii. Health facilities
Responsibility
Local Planning and

Development Office
and Tourism Office
e. Transportation (transportation access into the area and internal

transportation system)
f. Other infrastructure
i. Power and electricity
ii. Telecommunications
iii. Water
iv. Sewage and waste disposal facilities
v. Drainage
g. Natural and socio-economic environment
h. Institutional
2. Goals, Objectives and Targets
a. Strategic issues and challenges affecting local tourism
b. Tourism goals, objectives and targets
i. Economic (i.e. growth scenarios)
ii. Social
iii. Environmental
3.
4.
5.
6.
Strategic Directions/Strategies and Programs, Projects and Activities

Implementation Plan for Priority Programs, Projects and Activities
Priority Capacity Development Needs
Monitoring and Evaluation
29
References
British Tourist Authority. Why Does Value Matter? 2003.

http://www.visitbritain.org/britaintourismindustry/tourismaffairs/value/
Site Attraction Evaluation Sheet.
Davidson, Robert and Robert Maitland. Tourism Destinations. London: Hodder and Stoughton, 1997.
Site Prioritization Scores Per Category.
Doswell, Roger. Tourism: How effective management makes the difference.

Oxford: Butterworth-Heinemann, 1997.
Slocum, Nikki. Participatory Methods Toolkit: A practitioners manual. Edited by Stef Steyaert and
Herve Lisoir. King Baudouin Foundation and the Flemish Institute for Science and Technology
Assessment, 2005.
Dredge, Dianne and John Jenkins. Tourism Planning and Policy. Milton:
John Wiley & Sons Australia, Ltd, 2007.
Sugaya, Bill. THL Tourism Site Assessment Tool. Tibetan and Himalaya Library.
https://collab.itc.virginia.edu/wiki/toolbox/Thl%20Tourism%20Site%20Assessment%20Tool.html. 2013.
Federation of Community Based Tourism Organizations. Tourism Circuits, 2013.

http://www.fectokenya.org/circuits.
Tribe, John. Unit 8: Strategic Directions and Methods. In Strategy for Tourism. Oxford: Goodfellow
Publishers, 2010. http://www.goodfellowpublishers.com/free_files/fileCh8v2.ppt2.ppt.
Goeldner, Charles and J.R. Brent Ritchie. Tourism: Principles, Practices and Philosophies.
New Jersey: John Wiley and Sons, Inc., 2009.
Tribe, John. Strategy for Tourism. In The Management of Tourism, edited by Lesley Pender
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.
References
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

Activities
Expected Output/
Milestones
Persons
Responsible
Resource
Requirements
Timeframe/
Duration
Annexes
pull-out worksheets
33
Formulating the local tourism development plan
Annex B: Site/Attraction Evaluation

Criteria 5.
Availability of Onsite Facilities
Province/City/Municipality
____________________________________________
Site/Attraction
____________________________________________
Site Classification
(Existing/Emerging/Potential)
____________________________________________
Clean and safe restrooms for women and men
Travel Time
to
____________________________________________
Characteristics
Instructions: If the site possesses the given characteristics to the highest degree, this is given a value of 5, while
site possessing least/none of the characteristics is given a value of 1.
Available
2
2
2
3
3
Clean and quality food service
1
1
1
Other activity facilities (picnic huts, pool, sports facilities, etc.)
Directional and information signage
Good accommodation facilities
to
____________________________________________
Least
Criteria 6.
Ownership of Property
Characteristics
Yes
5
1
Local government owned
Criteria 1.
Uniqueness and Natural Beauty

Characteristics
Privately owned/managed/leased
Least
Most
2
2
2
3
3
Natural/Undisturbed
1
1
1

Criteria 2.
Historical/Cultural Value
Characteristics
Least
Most
2
2
2
3
3
Culinary experience
1
1
1
Museum
Built Heritage (50 years or above)

Festivals
Criteria 3.
Under CARP or CARPable
With tenants/residents
Ancestral domain/land claimants
Yes
Criteria 7.
Quality of Surroundings
Characteristics
Landfill/dumpsite 1 and 5
Mining site
No
5
5
Informal settlements
Beautiful vista/view
Presence of support services
(Surroundings refer to areas which are within 5 kilometers radius from the site.)
Source: Adapted from Site/Attraction Evaluation Sheet.
Characteristics
Accessibility
Characteristics
Accessible all year (please specify vehicle type: all kinds of vehicle)
Regular/Commercial transport service available
Characteristics
Least
1
1
Distance from town center
2
2
3
3
Least
1
1
Distance from service center
Most
No
1
5
Least
Most
2
2
2
3
3
Natural/Undisturbed
1
1
1

Nearest
2
2
3
3
(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
2
2
2
3
3
Communications (i.e. internet, telephone)
1
1
1
Drainage/sewerage system
Clean water supply

Sufficient power supply
Solid waste management system
35
Annex C: Site Prioritization

Annex C.2: HISTORICAL/CULTURAL VALUE
Annex C.1: UNIQUENESS AND NATURAL BEAUTY

Site/Attraction
Location
Uniqueness
Attraction
Beauty
Natural/
Undisturbed
With Tourism
Activity
Recognized
by DOT
Total
Site/Attraction
Location
Built Heritage
(50 years and
above)
Festivals
Culinary
Experience
Museum
Total
37
Annex C.3: ACCESSIBILITY

Type of
Attraction
Location
Accessible all
year
Regular/ Commercial Transportation Services

Available
Annex C.4: AVAILABILITY OF BASIC UTILITIES

Distance from
Service Center
Distance from
Town Center
Total Points
Type of
Attraction
Location
Clean Water
Supply
Power
Communications
Solid Waste
Drainage/ Sew(Internet,
Management
erage System
telephone)
System
Total
Points
39
Annex C.6: OWNERSHIP OF PROPERTY
Annex C.5: AVAILABILITY OF ON SITE FACILITIES

Type of
Attraction
Location
Clean and Safe

Restrooms for
Women and Men
Good
Accommodation
Facilities
Clean and
Quality Food
Service
Other
Activity
Facilities
Directional &
Information
Signage
Total
Points
Type of
Attraction
Location
Local
Government
Owned
Privately
Owned/
Managed/
Leased
Under CARP
or CARPable
With Tenants/
Residents
Ancestral
Domain/
Land
Claimants
Total
Points
41
Annex C.7: QUALITY OF SURROUNDINGS

Type of
Attraction
Location
Landfill/
Dumpsite
Mining Site
Informal
Settlements
Annex D: Site Prioritization Evaluation Summary

Beautiful
vista/view
Presence
of Support
Service
Total
Points
Site/
Attraction
Location
Uniqueness/
Natural
Beauty
Historical/
Cultural
Value
Accessibility
Availability
of Basic
Utilities
Availability
Ownership of
Quality of
Total
of Onsite
Property
Surroundings Score
Facilities
43
Annex E: Site Prioritization Ranking

Site/Attraction
Annex F: Problem Identification

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

Tourism Goals
Targets
Annex H: SWOT Analysis

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

Situation
Scenario
Goal/ Objectives
Strategies
Name of the Circuit:

Circuit Theme:
Duration:
Target Market:
Circuit Components/
Tourist Attractions
Possible Activities
Service Center
Enroute Facilities
& Services
Frequency and Type

of Transport Service
49
Annex L: Program, Projects and Activities Identification within Circuits
Annex K: Project Identification

Goal
Objectives
Strategy
Programs/Projects/Activities
Name of Circuit
Issues and Concerns
Timeframe for
Development (in Years)
Programs and Projects
51
Annex M: Monitoring and Evaluation Strategy

Goals &
Objectives
Success
Indicator
Targets per
Indicator
Data Source to
Assess
Performance
Collection
Methods
Annex N: Tourism Plan Implementation

Frequency
Annual/End-of-Term Accomplishment Report

Municipality of ________________
Responsibility
Programs,
Projects,
Activities
Outcome/
Output
Indicators
Target
Accomplishment
Beneficiary
Sector
Coverage
Area
Project
Cost (Php)
Actual
Disbursement
Remarks
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
Prepare an inventory of tourism resources and assets in the locality;

Assess the situation of tourism in the area;
List down potential safety and security risks and natural hazards in the locality; and
Prepare a profile of tourists and visitors in the locality.
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!
Every municipality or city has the potential to become a tourist destination and/or provide services for the
tourism industry within the province or region. Whether your Local Government Unit (LGU) is still starting
to develop local tourism or tourism is already a thriving local industry, it is important to make an inventory
of your tourism resources and assets so that they can be optimized and sustained. The process of making a
profile of the local tourism industry also entails identifying tourism and related problems so that they can be
solved and minimized.
This section requires you to make a profile of tourism resources in your LGU that you can use in preparing
your Tourism Development Plan (TDP). The profile of the local tourism industry includes the following
components (Inskeep, 1999):
Transportation
Tourist attraction and activities
Accommodation
Other tourist facilities and services
Institutional elements
Supplemental reading 1 Profiling the Local Tourism Industry
Supplemental reading 1 Profiling the Local Ttourism Industry
This supplemental reading of the Tourism Guidebook will help LGUs:
Other infrastructure
Accomplish the following forms and templates provided to complete the inventory of your LGUs
tourism resources and assets. You may find the pull-out worksheets for you to fill out at the Annexes.
Examples are provided to serve as guide.
If you are already using the DOT-JICA Tourism Statistics Manual for Local Government Units, you may
already refer to the Inventory Data Sheet produced for your LGU.
Box 1. Basic LGU Information

Name of LGU: _______________________________________________________
Province:_______________________ Region:_________________________
Population:_____________________
Land Area:______________________
Number of barangays:____________
Ethnic groups:___________________
Religions:______________________ ___________________
______________________
___________________
Language/s spoken: ________________________________________________

Major economic activities:___________________________________________
Local Government Officials
Mayor:_______________________________________
Vice Mayor:___________________________________
Sanggunian Bayan/Panlungsod/Panlalawigan Members:
Figure 1. Components of the Local Tourism Industry

International Tourist Market G
estic &
roup
Dom
s
Tourist Attractions
and Activities
Transportation
Other
Infarastructure
R es
Natural and
Socioeconomic
Environment
Accommodation
Other Tourist
Facilities and
Services
____________________________
____________________________
____________________________
____________________________
____________________________
____________________________
____________________________
Tourism Officer:_________________________________________
Institutional
Elements
iden
tie s
acili
ts Use
of Tourist Attraction and F
Planning and Development

Coordinator:____________________________________________________
Source: Inskeep, 1999
-1
____________________________
-2
List down tourism attractions and activities in your locality like in Example 1 below. You may find the pull-out
worksheet for you to fill out in Annex B.
Example 1. Tourism Attractions and Activities

Example 1. Tourist
attractions and activities
Category
Attraction
Nature Tourism
Forests, rivers and lakes (inland waters), coastal
and marine areas, mountains, caves and other
geologic formations, and wildlife (wild flora
and fauna)
Cultural Tourism
(Forts, cathedrals and churches,
gardens, street and town sites,
historical roads and paths, historic remains,
museums, art museums, zoo and botanical
gardens, aquariums, other structures and
buildings, events and festivals, folk music and
dance, local culture)
Sun and Beach Tourism
Beach, water activities, island hopping
Leisure and Entertainment Tourism
(Golf courses, tennis courts, cycling roads and
areas, hiking courses, camping grounds, nature
trails and paths, large scale parks, leisure-land,
theme parks, sports and resort complex, other
sports and recreational facilities)
Location
Activities
Paoay
Sight seeing
Paoay
Church visitation;
sight seeing
Kapurpurawan Beach
Burgos, Ilocos Norte
Trekking
Fort Ilocandia
Laoag City
Casino
Courses offered by Mariano

Marcos State University
Batac Campus
Educational tour
Paoay Lake
St. Augustine Church

in Paoay
St. Williams Cathedral
Profile of Tourism
Resources and Assets
Meetings, Incentives, Conventions and

Exhibitions (MICE) and Events Tourism
(Trainings, study tours, conferences,
for a, meetings)
Health, Wellness and Retirement
(Medical treatment, spa,
aesthetics, retirement villages)
Cruise and Nautical Tourism (Cruise)

Diving and Marine Sports Tourism
(Scuba diving, boating)
Education Tourism
Categories of Tourism Attraction adapted from: DOT 2012, Tourism Development Planning Guidebook for Local Government Units
-3
-4
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.
Example of a Local Tourism Map is provided below.
Example 2. Local Tourism Map
You may find the pull-out worksheet for you to fill out in Annex D. Example is provided below.
Example 3. Accommodation and other facilities*

Nature
Accommodation
Establishment/ Facility
Travellers Pensionne House
Location
General Luna, Siargao
Island
Contact Details
0915-5648185
Restaurants and
Dining Places
Ocean 101 Bar and Restaurant
General Luna, Siargao

Island
0919-8268537
Transportation
Sulpicio Lines
Kaimo Street, Surigao

City
(086) 231-7548
Transportation hubs
Surigao Airport
Surigao City
(086) 826-3898
Shopping centers / markets
Dapa Public Market
Siargao Island
Banks
Land Bank of the Philippines
Surigao City
Health services
Del Carmen District Hospital
Travel agencies/ tour operators Parola Travel and Tours
(086) 231-7192
Siargao Island
P. Reyes Street, Surigao
City
P. Reyes Street, Surigao
City
(086) 926 1564
Souvenir shops
Parola Souvenir Shop
(086) 926 1564
Dive shops
Palaka Dive Center
Siargao Island, Surigao
0918-6262303
Internet shops
Dragonsden Internet Cafe
Navalca, Surigao City
(086) 2316045
Libraries
Surigao Del Norte Provincial

Library
Surigao City
(086) 826-1474
Gasoline stations
Shell Gasoline Station
Borromeo, Surigao City
(086) 826-6224
Places of worship
Pentecostal Missionary Church
San Juan, Surigao City
0918 724 3243
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.
Name of establishment
Type
# of Rooms
Average rate
Occupancy rate
Paradise Place
Resort
18
P1,200 per person
70%
Example 5: Transportation
Type
Daily
Bus
Bachelor Express
Daily
*Source of information: CLUP, LGU
1- 6
Route
Van
Daily
Asian Spirit
Daily
10:00AM to 11:45AM
Airplane
Sulpicio Lines
Every Thursday
5:00PM to 6:00AM
Average fare
Surigao to Butuan
70.00
Surigao to Butuan
110.00 (Ordinary)
125.00 (with Aircondition)
Surigao to Lanuza
465.00 (Ordinary)
Surigao to Cantilan
Surigao to Manila
4,065.00 (one way)
Surigao to Manila
1, 750.00 (one way)
Surigao to Davao
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)
Schedules
Jeepney
Boat
Others
1- 5
Example 4: Accommodation profile
Knowing the players and stakeholders in the industry will help you in working with them and soliciting their
active participation and involvement in the planning and implementation of tourism projects. It will also
facilitate enforcement of rules and regulations and promote standards because you deal with them as a
group rather than as individual companies.
You may find the pull-out worksheets for you to fill out in Annexes D, E, F, G, H, I, J, K, M, N.
Example 6. Accommodation and other facilities

Groups
Hotels, Resorts and Restaurants
Association
Role in Tourism
Name of Organization
and Head
Provide accommodation/billeting/ sleeping

quarters for tourists
Food and Beverage (Association of

restaurants, bars, etc.)
Provide food and drinks for tourists
Transport Groups (Bus, airline and

public transport groups)
Provide transport services to tourists to and

from the destinations
Association of Travel and Tour

agencies
Help promote and market the destinations and

plan/package tours; and serve as initial points
of contact for tourists
Business Organizations
(Industry Associations,
Chambers of Commerce, etc.)
Help provide funds for tourism projects
Tour Guides
Provide tour guiding services to visitors and

get accreditation as local guides
Civil society/ civic action groups
Conduct capacity-building activities for

grassroots organizations and individuals who
want to engage in tourism-related livelihood
Rotary Club
Outdoor clubs
Serve as markets for adventure tours and

venue to promote your tourism products
Mountaineering clubs,
Association of bikers
Environmental NGOs
Help in conservation of tourist destinations

and assist in capacity-building of local groups
Haribon Foundation
Special interest groups
Provide services for special groups of tourist

e.g. scuba divers
PADI
Historical/cultural groups
Provide information on historical sites and

events and promote the destination to
historical and cultural enthusiasts
Peoples Organizations
Provide local guides and services for

their livelihood
SAMAKABA with guide

groups and catering
services
Youth groups
Help promote outdoor activities and may be

tapped as volunteers
YES, Rotaract
Womens organizations/interest
groups
Help in safeguarding against human trafficking Womens association/

and exploitation of women and minors
Gabriela local chapter
Academic institutions
Conduct research and extension activities

on various aspects of tourism and provide
graduates in tourism; and serve as hosts for
educational tours
College or university with

tourism courses and/or
NSTP activities supportive
of tourism
Religious groups
Provide contacts on places and activities of

worship that tourists can attend
Couples for Christ
Media Offices
Provide media mileage for your destination
ABS-CBN, GMA, local media

(print, radio and TV, etc.)
TODA
Address and
Contact Details
Supplemental reading 1 Profiling the Local Ttourism Industry
-7
Institutional Elements
Example 7. Labor Force

Category
Male
Female
Accommodation
97
110
Travel agency
40
75
Transportation
213
137
Others
Example 8. Total revenue contributions to LGU for the past 3 years

Category
Total Revenue contributions (PhP)

Year 1:____
Accommodation
Transportation
Restaurants
Travel companies
Meetings and events centers
Others
-8
Number of Employees
Year 2:______
Year 3:_____
You may find the pull-out worksheet for you to fill in Annex J.
Example 9. Emergency Contacts*

Office/ Agency
Local Police Station
Womens and Childrens Desk
Contact Person
Address
Old Albay, Legazpi
City
Phone Number
(6)52) 820-2030
Patrol 117
Provincial / City / Municipal Disaster
Risk Reduction Management
Council Office
Albay Provincial
Capitol
(052) 480-3772
(052) 742-0149
Government Hospital/ Health Services

Albay Fire Department
Brgy. 57 Coastal
Road, Dap-dap,
Legazpi City
(052) 435-0502
(052) 481-2555 /
(052) 742-0123
Provincial / City / Municipal Hall

Office Protected Area Superintendent (PASU)
Community Environment and Natural Resources Office (CENRO)
Provincial Environment and Natural
Resources Office (PENRO)
Tourism Office/ Tourist Information
Center (if available)
The LGU needs to provide the tourists and visitors with contact information that they can refer to in cases of
emergency. This information should be readily available in tourist accommodations and attraction sites so
that the tourists can easily access them.
The LGU needs to document the capacities of the local government staff in terms of trainings, study tours,
seminars and workshops on tourism and allied fields. These may either be conducted by your LGU, or
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 out Annex K.
Example 10. Tourism Education*

Title of training/
study tours
Number of participants
Date, venue
Training on Ecotourism
Training on Catering
Training on Managing
Homestays
Training on Protected
Area Management
First Aid Training
Basic Training on Disaster

Risk Reduction and Climate Change Adaptation
Lakbay Aral
Albay Provincial
Capitol
(052) 418-0250,
742-0241
Others
Others
*Source of information: LGU, Planning Office
*Source of Information: LGU
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Male
Female
Participant groups
Organized/
conducted by
You may find the pull-out worksheet for you to fill out in Annex L. Example is provided below.
Example 11. Tourism Projects in the past 5 years*

Name of Project
Duration
Implementing
Agency
Partners
Amount
Sources of
Funds
Tourism Awareness
Orientation
January 2012
Island Garden City of

Samal Tourism Office
DOT
Regional Office
P 250,000.00
Regular Funds
What tourism projects have your LGU undertaken in the past 5 years? This will tell you if you have invested
on improving tourism in your area and give you an indication on how to proceed.
Safety and security are two of the main concerns for many tourists. To address these, incidence of crime
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 M.
Example12. Peace and Order and Incidence of Crime*

Nature of incident
Kidnapping of tourists
Drowning of tourists
Petty theft involving local guides
Road accidents involving tourists
Prostitution/ sexual harassment
Use of prohibited drugs
Pedophiles caught
Masseurs got pregnant by tourist
Trafficking of women and children
Incidence of female tourists travelling alone
Others:
*Source of information: LGU, Tourism Office, Planning Office
*Source of information: Local Police Office
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Description
Simply list the hazards identified in your LGU. Provide the location of the areas vulnerable to these hazards.
Then identify if a tourist attraction is located within these areas or around its vicinity. If possible, indicate the
number of population vulnerable to these hazards. Note that the population affected are not only limited to
those employed in the specific tourist attraction.
You may find the pull-out worksheet for you to fill out in Annex N.
Example 13. Hazards matrix*

Hazard
Location
1. Earthquake
2. Landslide
3. Tidal wave
4. Volcanic eruptions
5. Storm surge
6. Tsunami
Tourist Attraction
Location
No. of Population Affected
This section will help you prepare for a Disaster Risk Reduction and Management Plan for tourists. You may
get a multi-hazard map from the Mines and Geosciences Bureau (MGB) from the Department of Environment
and Natural Resources (DENR) and note the possible hazards in your tourism circuit and tourism sites.
Using the multi-hazard map, plot the location of tourist attractions in the locality. This will provide an
illustration of the vulnerability of the tourism areas to natural and hazard. This may also help you in planning for the development of tourism sites in the future.
Please see the following examples below.
Example 14. Sample Multi-hazard Maps*
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
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- 14
You may find the pull-out worksheet for you to fill out in Annex P.
Example 15. Infrastructure: Roads and Bridges *

Roads and Bridges
(Roads to and from tourist
attrations)
Attraction
Areas Covered/Location
Sumaguing Cave in Sagada
Barangay Ambasing
Bumod-ok Falls in Sagada
Barangay Fidelisan
Provincial Road
Status/condition
Concrete two-lane smooth roads

from Barangay Ambasing to town
proper
Some parts of the road to Barangay
Fidelisan are one-lane
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*

Infrastructure
Visitor Information Center
Rest areas with separate

comfort rooms
View Decks
Signages
Communications
Electricity
Water utility
Others
*Source of information: CLUP
- 15
*Source of information: CLUP
- 16
Attraction
Taal Volcano
Taal Volcano
Peoples Park
Status/condition
Picnic Grove, Tagaytay

City
Fully operational;
manned by the staff of
the Tourism Office; provide leaflets or information sheets about the
tourist destination
Picnic Grove,
Tagaytay City
Sepate comfort
rooms for male
and female; the
cleanliness of the
facility is regularly
checked by the
management
Tagaytay City
Needs renovation,
installment of
safety grills, and
maintainance
LGUs that are already into tourism should have basic information of their visitors. You should be able to
identify your tourist market and analyze their needs to be able to provide them with the best experience
possible during their stay in your locality.
LGUs that are ahead in tourism keep an inventory of tourism data and other resources that are useful in
planning for tourism development in your area. However, for LGUs that have yet to start tourism
development, there has to be a way to systematically know their current visitors.
You may use the following guide questions to determine the basic characteristics of tourists who come to
visit your LGU.
Table 1. Guide Questions for Collecting Tourist Information

1. Where do your visitors come from?
2. How far do they travel to reach your attractions?
3. What is their average age?
4. How many males? Females?
5. Do they travel in groups, i.e., couples, families, small groups or friends or colleagues, etc?
6. How would you describe their income group and lifestyle?
Profile of Tourist/Visitors
7. What are their interests?
Example 17. 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.
Q1
Where do you reside?

In this Province
Outside of this Province Name of Province:_____________________________
Foreign Country
Name of the Country:___________________________
Q2
Are you going to stay overnight or one day trip in this province?
One-day visitor
Over-night visitor
Q3
How many night(s): ______
Which attractions and destinations did you visit or going to visit during
your stay in this municipality/ city/ province? Please check the attractions/
destinations listed below.
(List down all the attractions found in your municipality/city/province.)
Example:
Tourist Attractions
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
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.
Shopping Malls/Department Stores

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
survey may be conducted to obtain more information necessary for tourism planning. A sample of this
survey is found in the succeeding page.
Patapat Viaduct
Fort Ilocandia Casino
***List may be regularly updated to include additional attractions
- 17
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What are your activities during your stay in this municipality/ city/ province?
Please check the attractions/ destinations listed below.
Example:
Tourist Attractions
Trekking
Swimming, snorkeling
Scuba Diving
Church visitation
Exposure visit to fruit processing
Sight seeing
Sand boarding
Shopping for souvenirs
Food tasting, dining
Participation in festival activities
***List may be regularly updated to include additional activities
Q5
Q4
less than PhP 1,000 .00

PhP 1,000.00- P 3,999.00
PhP 4,000.00- P 6,999.00
Q8
PhP 7,000.00- P 9,999.00

more than PhP 10,000.00
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 1,000.00- P 3,999.00
PhP 4,000.00- P 6,999.00
PhP 7,000.00- P 9,999.00

If "No"
How much did you spend or will spend in this municipality/ city/ province per person?
PhP 1,000.00- P 3,999.00
PhP 4,000.00- P 6,999.00
Q11
PhP 7,000.00- P 9,999.00

How did you hear about __________ (the municipality/city province or the
specific attraction)?
Family/ friend
Advertisement
Brochure
Tourism Fair
Internet
How many persons are traveling with you?
Please write down your

Age: __________
1-2 persons
3-5 persons
6-10 persons
10-above number of persons
- 19
How much did you spend or will spend for the whole trip? (Approximated
total of expenses including all expenditures of food and accommodation,
transportation, leisure, shopping, etc.)
Are there any person(s) traveling with you?

Alone
Family
Friend(s)
Business Colleague(s)
Others
Please specify:_____________
Q6
Q7
- 20
Others, please specify:____________________
Sex:
Male
Female
Example 18. Summary of Tourists/ Visitors

Attraction
Year
Sex
Number
Male
Female
Place of Residence
Philippines
Resident
Paoay Lake
St. Agustine Church Paoay
Paoay Ancestral Houses
La Paz Sand Dunes
Paoay Golf Course
Paoay Public Market
Food: Ilocos Longganisa
Abel Loom Weavers
Guling-Guling Festival
Paoay Lake
St. Agustine Church Paoay
Non-resident
Foreign
After floating the survey questionnaire, you may collate the results and summarize it using the following
template. You may find the pull-out summary worksheet for you to fill out at the Annex S.
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
References
Calanog, L., Reyes, P. & Eugenio, V. (2011). Making Ecotourism Work. Manila,
Philippines: Japan International Cooperation Agency.
Department of Tourism & Japan International Cooperation Agency (2012). Tourism
Statistics Manual for Local Government Units. Manila, Philippines: Authors.
Department of Tourism (2011). National Tourism Development Plan 2011 2016.
Inskeep, E. (1991). Tourism Planning: An Integrated and Sustainable
Development Approach. New York, USA: Van Nostrand Reinhold.
Supplemental reading 1
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
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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
- 27
Establishment/ Facility
Annex E: Accommodation
Annex D. Accommodation and Other Facilities

Nature
Location
Contact Details
Name of establishment
- 28
Number
of rooms
Average rate
Occupancy rate
Average length
of stay
Annex G. Total Revenue Contributions to LGUs for the past 3 years
Annex F: Transportation
Type
Schedules
Route
Average Fare
Category
Total Revenue contributions (PhP)

Year 1:____
The revenue contributions to LGU per category can be determined for business planning of tourism in the LGU.
- 29
- 30
Year 2:______
Year 3:_____
Annex H. Labor Force
Annex I. Tourism Stakeholders
Category
Number of Employees
Male
- 31
Groups
Female
- 32
Role in Tourism
Name of Organization and Head
Address and
Contact Details
Annex J. Emergency Contacts

Office/ Agency
Annex K. Tourism Education

Contact Person
Address
Phone Number
Title of training/
study tours
Date, venue
Number of participants
Male
- 33
- 34
Female
Phone Number
Participant groups
Organized/
conducted by
Annex L. Tourism Projects in the Past 5 Years

Name of Project
- 35
Duration
Implementing
Agency
Annex M. Peace and Order and Incidence of Crime

Partners
Amount
Sources of
Funds
Nature of incident
- 36
Description
Annex N. Hazards Based on Hazard Maps

Hazard
- 37
Annex O. Multihazard Map

Location
Tourist Attraction
- 38
Annex P. Infrastructure: Roads and Bridges

Roads and Bridges
(Roads to and from tourist attrations)
- 39
Attraction
Annex Q. Infrastructure
Status/condition
Infrastructure
- 40
Attraction
Status/condition
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.
Q1
Q4
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:___________________________
Q2
Tourist Attractions
Are you going to stay overnight or one day trip in this province?
One-day visitor
Over-night visitor
Q3
What activities did you do during your stay in this municipality/ city/ province?
Please check the attractions/ destinations listed below.
How many night(s): ______
Which attractions and destinations did you visit or going to visit during
your stay in this municipality/ city/ province? Please check the attractions/
destinations listed below.
(List down all the attractions found in your municipality/city/province.)
Q5
Tourist Attractions
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,
meals, drinking, shopping, etc.)
PhP 1,000.00- P 3,999.00
PhP 4,000.00- P 6,999.00
Q8
Attraction
If "Yes"
How much did you spend or will spend in this municipality/ city/ province excluding
the cost of package tour?
PhP 7,000.00- P 9,999.00
If "No"
How much did you spend or will spend in this municipality/ city/ province per person?
PhP 7,000.00- P 9,999.00
did you hear about __________ (the municipality/city province or the

Q11 How
specific attraction)?
Please write down your

Age: __________
- 43
Others, please specify:____________________
Sex:
Male
Sex
Number
Female
Place of Residence
Philippines
Resident
Yes
No
Family/ friend
Advertisement
Brochure
Tourism Fair
Internet
Year
Male
Are you traveling by package tour?

PhP 1,000.00- P 3,999.00
PhP 4,000.00- P 6,999.00
Annex S. Summary of Tourists/ Visitors
PhP 7,000.00- P 9,999.00


PhP 1,000.00- P 3,999.00
PhP 4,000.00- P 6,999.00
Female
- 44
Non-resident
Foreign
Linking the Tourism Development Plan

with the Mandated Local Plans
The local TDP can also provide important information in updating the
CDP, CLUP and PDPFP, especially in developing prospective tourism
potentials that are not yet included or identified in the existing plans.
Likewise, the Tourism Officer must know and understand the vision
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
would then be strengthened by finding the relevance of the proposed
TDP goals with the existing goals of the CLUP and CDP.
and development plan of the province

containing its long term vision,
development goals, objectives/strategies
and corresponding programs, projects
and activities (PPAs) as major inputs to
investment programming, budgeting and
implementation.
CLUP
describes the existing and future land
uses of the LGU.
CDP
is a multi-sectoral development plan
comprising the following sectors: social,
economic, infrastructure, environmental
and institutional sectors.
Situating the TDP within the PDPFP

The TDP has to link with the PDPFP as it is the physical and development plan in the provincial level.
Provinces which have existing tourism plans often develop tourism circuits 1 consisting of municipalities and
cities within their political jurisdictions.
It is an important first step to determine if the province has already developed a tourism circuit. Then, identify
the municipalities/cities included in it. Their role in the circuit must be considered during the formulation of
the TDP.
Situating the TDP within the CDP

The tourism industry is a subsector of the economic sector. It is also a multi-sectoral industry which
should have an interface with the sectoral goals of the CDP. This is necessary to make the TDP relevant
with the desired sectoral aspirations of the LGU.
Box 2
Local Government Units (LGUs) are mandated by Republic Act 7160 or the Local Government Code of 1991
to prepare two sets of plans at the provincial level the Provincial Development and Physical Framework
Plan (PDPFP) is prepared while the CLUP and CDP are prepared at the City/Municipal level. Revisiting them
for the purpose of land use and sectoral analysis is necessary before formulating the Tourism Development
Plan.
Brief Description of Local Plans
Through this, existing situations are re-examined to provide valuable
PDPFP
inputs in the preparation of the Tourism Development Plan.
is the merged physical framework plan
Supplemental reading 2 Linking the Tourism Development Plan with the Mandated Local Plans
Link the TDP with the LGUs mandated local plans.
Box 1
Supplemental reading 2 Linking the Tourism Development Plan with the Mandated Local Plans
-1
This supplemental reading outlines how the Local Tourism Development

Plan (TDP) would be placed in the context of the Comprehensive
Development Plan (CDP) and Comprehensive Land Use Plan (CLUP) of the
Local Government Units (LGUs). Specifically, this will help LGUs:
Brief Description of Sectors

Social Sector embodies the social characteristics of the LGU revealed through indicators, for instance on
health and nutrition, housing, education, social welfare and protection services.
Economic Sector shows data on economic goods and services, such as food, manufactured products;
employment opportunities, etc., as results of the following subsectors: agriculture, commerce and
trade, industry and tourism.
Environment Sector demonstrates the environmental quality of the LGU with respect to its natural
resources and other physical attributes.
Infrastructure Sector determines the capacity, adequacy, efficiency and condition of existing
infrastructure facilities and utilities of the LGU to cater the needs and requirements of providing
services to the local population.
Institutional Sector discloses how the LGU performs in terms of managing its local affairs and
resources. It shows how local governance is run by the current set of elected officials.
The linkage between TDP and the CDP can be established through the inter-relatedness of their goals.
For instance, the tourism goals in the main Guidebook (Formulating the Local Tourism Development Plan) are
related to:
increasing the income and employment of community people (Economic sector);

improving access to tourism skills development and utilities/facilities
(Social sector/Infrastructure sector);
and increasing biodiversity cover and wildlife sightings (Environment sector) are linked to
the CDP sectoral goals as displayed in Example 1.
To situate tourism in local development, refer to the CDP and follow the steps below.
STEP 1: Revisit the social, economic, environment, infrastructure and institutional sectors
in the CDP; and
STEP 2: Choose the sectoral goals which are relevant to tourism development.
Please note that not all the goals stated in the CDP are necessarily significant in tourism.
-2
Goals
1. Expanded healthcare services made accessible to all,

1. Providing health care program for tourists.
especially to the vulnerable and disadvantaged sectors.
2. Enhanced social welfare delivery
2. Promoting socially inclusive welfare services that can be
made available to tourists
3. Preserved cultural legacies
3. Preserving significant cultural heritage sites
4. Improved gender parity and equality
4. Promoting equal employment opportunities for male
and female applicants in tourism establishments
Environment Sector
Economic Sector
1. Competitive agricultural development
Infrastructure Sector
Relevance to the Tourism Development Plan
2. Premier eco-tourism destination

3. Balanced economic development
4. Increased number of employment generating
establishments doing business in the municipality
1. Promoting agri-tourism where prime agricultural lands can

be productively developed for both agriculture and tourism
2. Developing circuits/clusters of tourism attractions/sites
3. Making tourism industry as an engine of growth that
stimulates development of other industries 3
4. Granting tourism investment incentive to attract businesses
1. Ecologically balanced ecosystem that promotes

viable healthy living in harmony with nature
1. Spearheading tourism activities that promote viable healthy

living in harmony with nature
2. Sustainable forest, freshwater, mineral resources and

other natural resources development
2. Initiating tourism development that promotes conservation

of biodiversity and sustainable natural resources
development
3. Effective and efficient implementation of eco waste

management promoting clean environment and
healthy community living
4. Improved protection and safety from disaster risks
and natural hazards
1. Improved safety, mobility and less circuitous access
routes leading to important locations and institutions
2. Enhanced water quality for human consumption and
sufficient water supply for agriculture and production
3. Sustainable, stable and adequate power supply for the
different socio-economic power requirements
4. Maximized role of Information and Communication
and Technology (ICT) in developing a competitive
agri-industrial and eco tourism destination
1. Strengthened human resource development

2. Enhanced fiscal administration
3. Enhanced fiscal autonomy and improved tax
administration system that would raise LGU revenues
4. Transparent and accountable governance
3. Establishing proper disposal of liquid and solid wastes by

tourism establishments
4. Locating tourism development away from hazardous and
risky areas
1. Providing feasible alternate roads and access routes

connecting tourism sites / clusters/circuits
2. Providing safe water supply from available water
concessionaire or natural sources
3. Providing electricity to tourism sites and support
establishments
4. Making information and communication technology
accessible in tourism sites.
1. Creating and institutionalizing the local tourism office

2. Initiating means of generating funds to finance tourism
development
3. Making tax collection from tourism establishments efficient
4. Implementing RA 9184 (Government Procurement
Reform Act of 2002) through the use of Philippine
Government Electronic Procurement System (PHILGEPS)
posting bidding of tourism projects
-4
Situating the Tourism Development

Plan within the CLUP
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
indicates areas that need to be conserved, preserved and those with physical constraints that may impede
any type of tourism development.
These are illustrated in thematic maps found in CLUP which are
useful in giving particular information through a visual display or
illustration. In working with thematic maps, the Tourism Officer
can seek the assistance of the City / Municipal Planning and
Development Coordinator who is already cognizant of the CLUP.
Box 3
Social Sector
Sector
Supplemental reading 2 Linking theTourism Development Plan within the Mandated Local Plans
Example 1.Summary: Relevance of CDP Sectoral Goals to the Tourism Development Plan
Institutional Sector
Supplemental reading 2 Linking the Tourism Development Plan within the Mandated Local Plans
-3
The following is an example of the relevant sectoral goals from the CDP. You may find the pull-out
worksheet for you to fill out in Annex A.
Please take note that a legend of the thematic map provides the
color scheme information which is being used. This is different
from the color code used in the zoning map whose standard
is prescribed by the Housing and Land Use Regulatory Board
(HLURB). A zoning map color code is provided in Annex E and F
for your reference.
Similarly, the zoning ordinance must be considered because it
legally enforces the existing land uses specified in the CLUP. It can
also help establish the parameters of tourismrelated zones so
that they can be properly monitored.
Thematic Map Information

Combined hazard map indicates areas
prone to landslides, flooding and erosion.
Soil map shows areas whose ground
conditions are not good for tourism
infrastructure development.
General land use map exhibits built up
areas, forest areas, etc.
Infrastructure map displays road networks;
electricity lines, etc.
Institutional map points location of
schools, municipal and barangay halls,
cemetery, etc.
Tourism map indicates existing and
potential tourism sites.
The following steps will situate the tourism development plan within the CLUP:
STEP 1: From the existing land use classification of the LGU, pick out those relevant
to the tourism development.
STEP 2: Find the pull-out worksheet for you to fill out in Annex B.
Illustrate the location of attractions and sites in your city/municipality using the Tourism Map. It is also
important to take into account other thematic maps in the CLUP when you are planning for tourism
development. To proceed, follow the steps below:
STEP 1: Overlay the land use map found in the CLUP into the Tourism Map.
The example uses the Tourism Map of Rodriguez, Rizal.
STEP 2: Afterwards, overlay the following thematic maps:
a. Infrastructure Map; b. Multi-hazard map; and c. Other types of map.
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
Coordinator who can provide technical assistance.
Existing Land Use

Classification 4
1. Forestland

Production forest / orchard, protection forest, watershed, NIPAS and Non NIPAS areas fall under this
classification.
Restricted or regulated tourism development within forestland. National policies are administered by
DENR, specifically the Biodiversity Management Bureau, ENRO, etc.
CARPable Zone, SAFD Zone, etc.
2. Agricultural land
3. Built-up areas
4. Mining and
Quarrying
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.
Availability of tourism support services, infrastructure and utilities.
Mineral resources extraction activities and quarrying of sand and gravel.
Incompatible land use with tourism development. RA7942 or the Philippine Mining Act of 1995 serves as
the legal basis.
Tourism attractions/ sites, examples: zoo, parks, resorts, etc.
5. Tourism Zone
Land use dedicated to tourism development and activities. The following serve as legal bases:
Executive Order 111, S. 1999, Establishing the Guidelines for Ecotourism Development in the Philippines
issued on 17 June 1999.
Republic Act 7916 (Philippine Economic Zone Authority Act 1994)
Republic Act 9593 (Tourism Act 2009)
Creeks, rivers, tributaries and other bodies of water found in the LGU.
6. Water
Tourism development, establishment and activities that may contribute pollution and adverse impact to
water bodies should be mitigated. The following serve as legal bases:
Presidential Decrees 600 and 979 (Marine pollution policies by National Pollution Control Commission)
Presidential Decree 1067 (Water Code)
Republic Act 9275 (Clean Water Act of 2004)
Supplemental reading 2 Linking theTourism Development Plan within the Mandated Local Plans
-5
Example 2. Relevance of Existing Land Use Classification to the Tourism

Development Plan
-6
Example 3. Overlaid Tourism Map
Example 4. Characteristics of Tourism Attractions/ Sites based on Thematic Maps,

Land Use, and Zones 5
Thematic Maps
Attraction/Site from
Tourism Map
Avilon Zoo
Noahs Park
Infrastructure Map
Combined
hazard map
Refer to HLURB
Guidelines
for other types
of map
Land Use
Zoning
Classification
-7
The example below describes the characteristics of the tourism attractions/ sites in terms of their location in
the land use, zoning and thematic maps. You may find the pull-out worksheet for you to fill out in Annex G.
-8
It is important for the LGU to map out the road networks connected to the tourist attractions/sites. This will
provide a picture of the accessibility of the attractions/sites to tourists and visitors.
The same Sieve Map should show the internal road networks and its classification leading to the
tourism site/attraction.
An example is provided below. You may find the pull-out worksheet for you to fill out at the Annex H.
Example 4. Road classification to attractions/site

Tourism Map
Location
Road Classification
Avilon Zoo
Brgy San Isidro
Pathway / track
Noahs Park
Brgy San Isidro
Pathway / track
Some information regarding the status of roads and access routes to the tourist attraction/
site may not be found on the Sieve Map. Thus, you should maximize Annexes P and Q in
Supplemental Reading 1 (Profiling the Local Tourism Industry) to gather such information.
The National Tourism Development Plan, 2011-2016 also identifies the cluster destinations and Tourism
Development Areas (TDAs) in the regional, provincial, city and municipal levels.
Goals of CDP 2011 2016 of San Clemente, Tarlac (with modifications)
The Guide on Business Planning for Local Government Units (LGUs) is a useful reference in creating the
business plan of the LGU specifically dedicated for the development of the tourism industry.
CLUP should have a National Park as one of the land use classifications, apart from forestlands. As stipulated in
You may refer to Supplementary Reading 7 - Managing the Impacts of Tourism section of this Guidebook for
Notes
References
Department of Environment and Natural Resources (2006). Community Enterprise
Development and Management Guidebook. Quezon City, Philippines: Author.
________________ (2008). DENR-Administrative Order (DAO) No. 2008: Revised
Implementing Rules and Regulations (IRR) of Republic Act No. 7586 (NIPAS Act of 1992.
Department for Communities and Local Government (2006). Good Practice Guide on
Planning for Tourism. London, United Kingdom: Author.
Doswell, R. (1997). Tourism: How Effective Management Makes the Difference. Oxford, United
Kingdom: Butterworth-Heinemann
Eagles, P., McCool, S. & Haynes, C. (2002). Sustainable Tourism in Protected Areas: Guidelines for
Planning and Management. Gland, Switzerland and Cambridge, United Kingdom: IUCN.
Forbes, J. (2007). A Map Analysis of Potentially Developable Land . Regional Studies, 3(2), 179-195.
Retrieved from http://www.tandfonline.com/doi/pdf/10.1080/09595236900185191
Housing and Land Use Regulatory Board (2006). A Guide to Comprehensive Land Use Plan Preparation
(Volumes 1 and 2). Quezon City, Philippines: Author.
_________ (2001). Planning Strategically. Quezon City, Philippines: Author.
_________ (1996). Model Zoning Ordinance. Volume X. Fourth Revised Edition. Quezon City,
Philippines: Author.
National Economic and Development Authority, Department of Budget and Management and
Department of Finance (2007). Joint Memorandum Circular No. 1. Guidelines on the Harmonization
of Local Planning, Investment Programming, Revenue Administration, Budgeting and Expenditure
Management.
Municipality of Rodriguez, Rizal (2011). Comprehensive Land Use Plan 2012 2022.
Municipality of San Clemente, Tarlac (2011). Comprehensive Land Use Plan 2011 2020.
Municipality of San Clemente, Tarlac (2011). Comprehensive Development Plan 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
____________________ (1981). Presidential Proclamation 2146. Proclaiming Certain Areas and Types of
Projects as Environmentally Critical and within the Scope of the
Environmental Impact Statement System Established under PD No. 1586.
____________________ (1991a). Republic Act 7160. Local Government Code of the
Philippines.
____________________ (1991b). Republic Act 7192. Women in Development and Nation Building Act.
____________________ (1995). Republic Act 7942. Philippine Mining Act.
____________________ (1997). Republic Act 8435. Agriculture and Fisheries
Modernization Act.
____________________ (2001a). Republic Act 9147. Wildlife Resources Conservation and Protection
Act. 2001.
____________________ (2001b). Republic Act 9072. National Caves and Cave Resources
Management and Protection Act.
____________________ (2002). Republic Act 9184. Government Procurement Reform Act.
____________________ (2009). Republic Act 9593. Tourism Act.
Serote, E. (2005). Rationalized Local Planning System of the Philippines. Bureau of Local Government
Development Department of the Interior and Local Government.
United Nations Environment Programme and World Tourism Organization (2005). Making Tourism
More Sustainable: A Guide for Policy Maker. Madrid, Spain: Authors.
World Tourism Organization (2003). Sustainable Development of Ecotourism: A Compilation
of Good Practices in Small and Medium- Sized Enterprises. Madrid, Spain: Author.
Supplemental reading 2 Linking the tourism development plan within the Mandated local plans
- 10
References
- 11
Annexes
pull-out worksheets
Linking the Tourism Development Plan within the mandated Local Plan
Annex A. Relevance of CDP Sectoral Goals to the Tourism Development Plan

Sector
Goals
Annex B .Relevance of Existing Land Use Classification to the Tourism Development Plan
Ex isting Land Use Classification
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:
Basic Steps
1. Determining the inputs

2. Data acquisition
3. Putting the data sources into
a uniform coordinate system
4. Overlaying the maps
Data Inputs
The data used are barangay and municipal Boundary, water systems, infrastructures such as roads, bridges, and
transportation terminals, well-known tourism sites, and areas prone to natural hazards such as floods, landslides,
and faults.
Using GIS techniques, these data were digitized, edited, and transformed from their original formats to a consistent
data format (and placed in a geodatabase). This is essential in showing a discernible spatial distribution or
phenomenon. Furthermore, data processing was applied so that they can be used for further analysis.
- 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)
Department of Environment and Natural Resource (DENR)
Land Management Bureau (LMB)
Mines and Geosciences myrBureau (MGB)
Philippine Institute of Volcanology and Seismology (Philvocs)
Google Earth
Open Street Map (OSM)
Global Administrative Areas (GADM)
ZONING CATEGORY
COLOR CODE
1. Residential
R1
R2
R3
Uniform Coordinate System

2. Commercial
Since the data came from different sources, their coordinate systems (a reference system used to represent
the real world locations of geographic features) were not identical. Thus, the input data need to be
converted into a common coordinate system to ensure that the map layers are referenced to the same
planar surface. This was done using projection and transformation tools in GIS. The final coordinate system
is WGS 1984 UTM Zone 51 North, a projected coordinate system.
C1
C2
Map Overlay and Resulting Output
C3
3. Institutional
The final step in the sieve mapping process is overlaying the different data layers. The output map shows
the location of tourism sites in reference to the road network, river network, transportation terminals,
infrastructures, fault lines, and areas that are prone to hazards such as flooding and landslide.
G1
S1
4. Industrial
I1
I2
I3
5. Infrastructure
6. Open Space
Overlaying the different

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

Annex F
Thematic Maps
COLOR CODES FOR ZONING MAP (GENERAL)

ZONING CATEGORY
Tourism Map
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
4.5 Other Uses
Appropriate
color other than
the above
Source: HLURB, 1996
- 18
- 19
Infrastructure Map
Combined
hazard map
Refer to HLURB
Guidelines
for other types
of map
Land Use
Zoning
Classification
Annex H. Road Classification to Attractions/ Site

Tourism Map
- 20
Location
Road Classification
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.
Why is there a need to adopt the plan?

Formally adopting the Tourism Development Plan (TDP) through a resolution provides the necessary
impetus for implementation. Once the TDP has been approved by the Local Chief Executive(LCE), he/she
can endorse it to the Sanggunian for adoption. There are two ways of gaining support and commitment
of the Sanggunian towards this end, depending on the situation in the LGU, to wit:
The Sanggunnian Chairperson for tourism development, with assistance from the Local Planning
and Development Coordinator, presents the draft plan to the Sanggunian. It is important to include
a representative from the Sanggunian early on in the process to build his/her commitment to
champion tourism in the local legislative council; or
The LCE presents the draft plan to the Sanggunian. The LCE, as the Chairperson of the Local
Development Council (LDC), the mandated planning body, is in a position to rally support of the
members of the legislative body to approve the plan. It is essential to involve non-government
organization members of the LDC in all stages of the tourism development planning to show that
the development of the plan was a result of a collaborative effort of various stakeholders, and as
such, enjoys broad-based support.
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

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

The active participation of the Sanggunian in the formulation of the TDP is envisioned to facilitate its
approval. The Sanggunian can issue a resolution to adopt the plan to jumpstart tourism development
in their respective jurisdictions. A sample resolution is provided in Example 1. The presentation to the
Sanggunian should include proposed legislative measures that are needed for tourism development,
which can be integrated in their respective legislative agenda. This may include updating of the Zoning
Ordinance to protect identified tourism sites and infrastructure requirements of the plan.
3- 1
SB Member
SB Member
SB Member
SB Member
SB Member
SB Member
APPROVED:
Governor/Mayor
-2
Preparing for Tourism Development Plan

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

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.
Supplem ental reading 4 Preparing for Tourism Developm ent Plan Implemen tation
-1
-2
You may find the pull-out worksheet for you to fill out in Annex A.
Example 1. Tourism Project Profiles

Project Name
Brief Description
Ecotourism
Development Project
The proposed project advocates protection of the natural resources, the base
from which the ecotourism industry thrives. It seeks to put in place
mechanisms that are environmentally sustainable, economically viable, and
socially equitable in order to bring about development in the municipality
that would redound to the benefit of local communities.
Wawa Dam Road

Improvement Project
The proposed project is a rehabilitation of the 5 km access to Wawa Dam

which will benefit xxx people / residents.
Others
Estimated Project
Cost (Php)
13.2 M
50 M
Set a hierarchy of prioritization categories and match them with a set of criteria. Serote
(2005) provides a valuable means of doing this, as shown in Table 1, which can be
adopted by LGUs.
Table 1. Criteria for Prioritizing Tourism Projects

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

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

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

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

consideration in the current LDIP
Projects that are questionable in terms of over-all needs, adequate planning
or proper timing
-4
STEP 2
These are the steps in prioritizing tourism projects:
STEP 1
-3
After screening the tourism projects, the shortlisted ones would then be prioritized to
determine those to be given utmost importance during the implementation phase.
Based on the given table for prioritizing tourism projects in Step 1, construct another
table and write down the set of prioritized tourism projects as shown in Example 2.
You may find the pull-out worksheet for you to fill out in Annex B.
Example 2. Prioritized Tourism Project

Timeframe1
Project Name
Estimated Cost
(Php)
1
Yr
1
Yr
2
2
Yr
3
Yr
4
Ecotourism
Development
Project
Wawa Dam Road
Improvement Project
Others
1 Timeframe assumes the maximum tenure of the Local Chief Executive.
Yr
5
Implementing
Office
3
Yr
6
Yr
7
Yr
8
Yr
9
STEP 1
Here are the steps in ranking tourism projects:

Establish a project rating scale. The rating scale provided by Serote (2005) shown
in Table 2 may be used to assess the contribution of a particular prioritized tourism
project to the fulfillment of any TDP goal.
The rating for each tourism project may be represented by letter R with a subscript
corresponding to the project rating to distinguish them from each other.
Assign a corresponding weight on each goal from the TDP. If the weight is in terms
of percentage, the total weight should be equal to 100%. The weight for each
tourism project may be represented by a variable W with a subscript
corresponding to the number assigned to the goal. Examples of weighted TDP
goals are presented in Table 3.
Table 2. Tourism Project Rating Scale

Project
Rating
Representation
Description
R1
Project contributes greatly to the fulfillment of the goal
R2
Project contributes moderately to the fulfillment of the goal
R3
Project contributes slightly to the fulfillment of the goal
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
-3
R7
Project greatly contradicts the goal
Table 3. Weight of TDP Goals

Goal
Representation
Weight
1. Premier ecotourism destination
W1
20%
2. Improved safety, mobility and less circuitous access routes

to tourism sites
W2
20%
3. Improved protection and safety of tourists from disaster risks

and natural hazards
W3
20%
4. Sustainable ecotourism development
W4
20%
5. Enhanced social welfare delivery
W5
10%
6. Maximized role of ICT in the tourism industry
W6
10%
Total
STEP 3
The result would be a tabulation of ranked tourism projects based on their total scores derived
from summing up the products of the assigned weight for each goal multiplied by the rating of
each prioritized tourism project.
The GAM determines which of those prioritized tourism projects contribute substantially to
achieve the goals and objectives ofthe TDP, especially if the investments poured into these
projects would bring favorable socio-economic benefits to the host LGU. The GAM is a familiar
tool among City / Municipal Planning and Development Coordinators because it is used in the
formulation of the Local Development Investment Programming (LDIP). Hence, you can ask them
to assist you in using GAM to rank your prioritized tourism projects.
STEP 2
-5
Ranking Tourism Projects
100%
Construct a GAM table similar to Table 4. In order to compute for the total score
of each project, refer to Table 4 and the sample on Example 3.
You may find the pull-out worksheet for you to fill out in Annex C.
Table 4. Goal Achievement Matrix

Proposed
Project No.
Project Rating x Goal Weight ( R x W)

Goal 1
(a)
2
Goal 2
(a)
Goal 3
(c)
Goal 4
(d)
Goal 5
(e)
Goal 6
(f)
R x W2
R x W3
R x W4
R x W5
R x W6
R x W1
R x W1
R x W2
R x W3
R x W4
R x W5
R x W6
R x W1
R x W2
R x W3
R x W4
R x W5
R x W6
R x W1
R x W2
R x W3
R x W4
R x W5
R x W6
R x W1
R x W2
R x W3
R x W4
R x W5
R x W6
R x W1
R x W2
R x W3
R x W4
R x W5
R x W6
Others
2 Subscript of R depends on the project rating
-6
Total
Score
(a + b + c + d
+ e + f)
Rank
Total
Score
Rank
Goal 1
Goal 2
Goal 3
Goal 4
Goal 5
Goal 6
3 (0.2)
2(0.2)
1(0.2)
0(0.2)
2(0.1)
-1(0.1)
1.30
0 (0.2)
-3(0.2)
2(0.2)
-1(0.2)
1(0.1)
-2(0.1)
-0.50
-2 (0.2)
0(0.2)
3(0.2)
1(0.2)
3(0.1)
2(0.1)
0.90
2 (0.2)
1(0.2)
-2(0.2)
0(0.2)
-1(0.1)
0(0.1)
0.10
1(0.2)
2(0.2)
0(0.2)
-2(0.2)
-3(0.1)
-3(0.1)
-0.40
-1(0.2)
0(0.2)
-3(0.2)
2(0.2)
2(0.1)
1(0.1)
-0.10
Others
The total score is derived from the summation of all the R x W products.
RxW Products
GOAL
GOAL
GOAL
GOAL
GOAL
GOAL
TOTAL
SCORE
To illustrate a Proposed Project No. 1 in Example 3 can be taken out and analyzed.
With reference to Table 2, the total score of Proposed Project No. 1 can be interpreted as follows:
it contributes greatly to the fulfillment of goal 1;
STEP 4
Proposed
Project No.
Example 3. Goal Achievement Matrix (Sample with scores)
Construct a table for the ranked tourism projects using the GAM method in Step 3,
as illustrated in Table 5. The 10 topmost ranked tourism projects or more can then
be submitted to the office of the Local Chief Executive for funding consideration.
You may find the pull-out worksheet for you to fill out in Annex D.
Table 5. Ranked Tourism Projects

Timeframe
Rank
No.
Project Name
Estimated
Cost (Php)
1
Yr
1
Yr
2
2
Yr
3
Yr
4
Yr
5
Yr
6
Yr
7
Yr
8
Yr
9
1
2
3
4
5
6
7
8
9
10
3
Timeframe assumes the maximum tenure of the Local Chief Executive
Action Planning Process

After having ranked the tourism projects, an action plan is needed to implement the TDP. The following
are the steps in action planning:
1.
2.
3.
4.
5.
6.
Identify the activities for implementing the tourism development plan in a

chronological manner.
Define each activity and include the timeframe (start and end) for its implementation.
it contributes moderately to the fulfillment of goal 2;

it contributes slightly to the fulfillment of goal 3;
Identify the means of verifying that the activities are undertaken.
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

it is slightly inconsistent with goal 6.
Provide a mechanism where these activities can be evaluated.
Identify office responsible for each of the activity.
-7
Implementing
Office
-8
The Action Plan Matrix is the product of the action planning process. The matrix contains the identified
activities to implement the plan; definition of each activity; means to assess an activity; resources needed
to undertake such activity; how the activity can be evaluated; and the office/s responsible in doing the
activity.
Example 4. The Action Plan Matrix

Activity
Definition
Means of
Verification
Resources
Needed
Responsible
Office/s
Evaluation
1. Organizing
the different
implementing
teams
Formation of all
implementing
teams and
identification of
members.
(Weeks 1 2)
List of implementing
team and names of
team members
Transportation,
supplies, food,
venue, etc.
Percentage of
implementing
teams organized
Mayors Office /
LGU Administrator,
Tourism Officer,
HR, MPDC
2. Holding an
orientation
meeting
Briefing the
implementing
teams on
the expected
outputs and
deliverables, etc.
(Weeks 3 4)
Attendance sheet,
Minutes of meeting,
etc.
Transportation,
supplies, food,
venue, etc.
Attendance
to meeting,
Contents of the
minutes.
Mayors Office /
LGU Administrator,
Tourism Officer,
HR, MPDC
Others
The Activity Plan

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
The Action Plan Matrix
Week
ACTIVITY
1
Organizing the different implementing teams

Holding an orientation meeting.
Others
-9
- 10
Building Capacities for TDP

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

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

The following are some suggested steps:
1.
2.
3.
4.
5.
6.
7.
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?)
Examine existing capacity vis--vis desired competencies. (Does the LGU have
adequate leadership, management, technical skills, organization arrangement,
motivation, technology and equipment, systems and procedures, regulations,
ordinances, and funds to accomplish the goals of the TDP?)
Identify capacity gaps. (Where are gaps in capacities? Which capacity areas need
to be prioritized?)
Identify priority strategies or actions that need to be taken to improve capacities.
(What should be done to improve or develop capacities?)
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?)
Assign roles and responsibilities to achieve the goal and the capacity objectives.
Monitor the plan and make adjustments as required. (Should goals and objectives
be adjusted given present capacity?)
Source: Adopted and modified from the Manual on the Local Planning Process, Formulating the CDP and ELA in ARMM, DILG-LGSP, 2009.
What are the steps in formulating a

Capacity Development Plan?
What does capacity building involve?

Capacity in the broadest sense is concerned with the following (UNESCO, 2005):
Human Resource Development. It is the process of equipping individuals with the
understanding, skills and providing access to information, knowledge and training that enable
them to perform effectively.
Organization Development. This covers the elaboration of management structures, processes
and procedures, not only within the organizations but also within sectors (public, private and
community).
Institutional and Legal Framework Development. This concerns the making of legal and
regulatory changes to enable organizations, institutions and agencies at all levels, and in all
sectors, to enhance their capacities.
Human resource development for tourism must be given priority in order to offer the quality of services
expected by the tourist markets. Developing the human resources for tourism requires a systematic
approach of projecting personnel needs and determining the training required to provide the qualified
personnel. Personnel in both the public and private sectors require education and training (UN-WTO, 1998).
Developing the human resources for tourism requires a systematic approach

(UN-WTO, 1998):
Surveying and evaluating the present utilization of personnel in tourism and identifying any
existing problems and needs, for example, upgrading the skills of some personnel;
Projecting the future personnel needed based on the number of personnel required in each
category and skill level of employment;
Evaluating the total human resources that will be available in the future. This involves
examination of the number of persons in the area who will be seeking employment in the
future, and the educational qualifications of these persons; and
Determining education and training needs of the personnel required and formulating the
education and training programme needed to provide the qualified personnel.
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
LGUs can use the pull-out worksheet found in Annex G to formulate their own capacity
building assessment matrix.
Example 6. Capacity Building Assessment Matrix

Priority Programs,
Projects and
Activities (PPAs)
1. Development of
Homestay Program
2. Microcredit
Program
3. Lobbying and
Advocacy
Perceived Skills/
Knowledge Gaps
Community
household members
are not used to
receiving visitors
Capacity Building
Intervention Recommended
to Address Gaps**
Conduct of :
Formal Training
On-the-job training (OJT)
Study tour
Staff of tourism
enterprises lack
knowledge and
skills on financial
management
Conduct of:
Formal training
OJT
Mentoring and coaching
The staff of the local

tourism office lack
the skills to influence
policy and access resources from donors
Conduct of :
Formal training
Exchange visit/ Study tour
Priority Capacity
Building
Intervention
Target
Stakeholders
Conduct of training on
homestay development and
management
Basic Food Preparation and
Handling
Basic Hygiene
Table Setting
DOTs Minimum
Standards on Homestay
Participants to
the homestay
program
in the community
Conduct of OJT in business

establishments
Staff of Tourism
Enterprises
Conduct of study tour in

other municipalities and
cities
Staff of the Local

Tourism Office
** Capacity Building Intervention may include formal training/workshop, mentoring and coaching, on-the-job training, study tour, exchange visit, etc.
Capacity Building Intervention Plan
A sample capacity building assessment matrix is provided below. LGUs would also need to
prioritize their capacity building interventions form the list of recommended interventions
taking into consideration budget and other resource requirements.
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
A sample capacity development plan is provided below. This plan can be modified, to
include more information/data depending on the requirements of the user.
LGUs can use the pull-out worksheet found in Annex G to formulate their own capacity
building assessment matrix.
Example 7. Capacity Development Plan
Tourism
Sectoral Goal
Priority
Capacity
Building
Intervention
Target
Office
Target No of
Participants
M
F
15
Example:
Increased income
of tourism
community
enterprises
Training on
Homestay
Development
and Management
Municipal
Tourism Office
15
Example:
Improved access
to financing
On the Job
Training
Tourism
Enterprise
Office
10
Example:
Improved skills of
the local tourism
office staff
Study Tour in
other
municipalities/
cities
Municipal
Tourism Office
10
Desired
Outcome
Resource/
Budget
Requirements
Implementation
Details
(Timeframe, Who
are involved)
Net income
increased by
10%
Honoraria for
tourism experts
Training
materials
P 50,000.00
One week
1 Million
mobilized
from
microcredit
organizations
Transportation
and meal
allowances
P20,000
Two weeks
Enhanced
skills on
advocacy
and
lobbying
Transport
Meals
P10,000
Two days
Adapted and modified from the Manual on Local Planning Process: Formulation of the CDP and ELA in ARMM, 2009, DILG-LGSP.
Participants to the
homestay program
in the community
Staff of tourism
enterprises
Saff of the Municipal

Tourism Office
(2007). Lecture slides from Special Course in Urban and Regional Planning (SCURP), University of the
Philippines School of Urban and Regional Planning.
Department of Interior and Local Government and Local Government Support Program (2009).Manual
on the Local Planning Process: Formulation the CDP and ELA in ARMM. Manila: Authors.
Housing and Land Use Regulatory Board (2001). Planning Strategically. Manila: Author
Local Government Academy, Department of Interior and Local Government (1998). Guide for Local
Authorities on Developing Sustainable Tourism. Manila: Author.
_____________________________________ (2009). CapDev Agenda in a Nutshell A Primer on the
Formulation of a Competency based Capacity Development Agenda. Manila: Author.
Republic of the Philippines (1991).Republic Act 7160: Local Government Code of the Philippines.
__________________ (2001).Republic Act 9147:Wildlife Resources Conservation and Protection Act.
Serote, E. (2005). Rationalized Local Planning System of the Philippines. Manila: Bureau of Local
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.
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
References
- 16
Annexes
pull-out worksheets
Project Name
Annex B. Prioritized Tourism Project
Annex A. Tourism Project Profile

Project No.
Brief Description
Estimated Project
Cost (Php)
Timeframe
Project Name
Estimated Cost
(Php)
1
Yr
1
- 17
- 18
Yr
2
2
Yr
3
Yr
4
Yr
5
Implementing
Office
3
Yr
6
Yr
7
Yr
8
Yr
9
Annex C. Goal Achievement Matrix
- 19
Goal 1
(a)
Goal 2
(b)
Annex D. Ranked Tourism Projects

Proposed Project No.
Goal 3
(c)
Goal 4
(d)
Goal 5
(e)
Goal 6
(f)
Total
Score
(a+b+c+d+e+f)
Timeframe
Rank
Rank
No.
Project Name
Estimated
Cost (Php)
1
Yr
1
- 20
Yr
2
2
Yr
3
Yr
4
Yr
5
3
Yr
6
Yr
7
Yr
8
Implementing Office
Yr
9
Annex E. The Action Plan Matrix

Activity
- 21
Definition
Annex F. The Activity Plan Schedule

Means of
Verification
Resources
Needed
Evaluation
Responsible
Office/s
Week
ACTIVITY
1
- 22
Annex G. Capacity Building Assessment Matrix

Priority Programs,
Projects and
Activities (PPAs)
Perceived Skills/
Knowledge Gaps
Capacity Building
Intervention Recommended
to Address Gaps**
Annex H. Capacity Development Plan

Priority Capacity
Building
Intervention
Target
Stakeholders
Tourism
Sectoral Goal
Priority
Capacity Building
Intervention
Target
Office Staff
Target No of
Participants
- 23
- 24
Desired Outcome
Resource/ Budget
Requirements
Implementation
Details
(Timeframe, Who
are
involved)
Annex I
Project profile
I
II
III
Budgetary Requirements (in millions)
Title of the Project:

Ecotourism Development Project
Project Proponent:
San Clemente Municipal Tourism Office
Program / Projects / Activities

2011
2012
2013 2014 2015 2016
2017
2018
2019
Tourism Infrastructure Support

Development
Promotion of Ecotourism Events
0.1
0.1
0.2
LGU support Institutionalization
0.1
Strengthening Partnership for

Environment Protection and
Management
0.1
Promotion and Marketing of Banner

and Emerging Sites
Competency Building for Tourism

Industry Personnel
2020 TOTAL
10
0.2
0.2
0.05
0.05
0.05
0.05
.1
.1
0.2
0.2
0.1
0.1
0.1
0.075
0.075
0.075
0.075
0.25
0.25
0.1
0.1
0.1
0.1
0.1
1.1
1.65
1.55
1.4
1.4
1.4
1.225
1.225
1.125
1.125
13.2
Brief Description of the Project :

The proposed ecotourism development in San Clemente aims to advocate protection and
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.
IV
Project Goals and Objectives:

Goal: Attainment of socio-economic growth of the municipality through sustainable
ecotourism development
Objectives:
1. To increase investment in ecotourism project by improving infrastructure, security,
communication, community development and local pride;
2. To improve performance in terms of tourist arrivals and receipt and develop a strong
backward linkages with other sectors ; and
3. To increase share of jobs generated
V
VI
VII
Project Location :
Sitio Lippet and Sitio Canding, Barangay Maasin
Target Beneficiaries :
TOTAL
Sitio Lippet and Sitio Canding, Barangay Maasin

Target Beneficiaries: Local communities of San Clemente and Brgy. Maasin
VIII
IX
X
Sources of Funds :
LGU San Clemente

Provincial Government
Official Development Assistance
Proposed Period of Implementation: 2011-2016

Project Status: NEW
Project Components/Activities and Cost
5 With modification from the original version (LDIP 2011 2020 of San Clemente, Tarlac)
- 25
LDIP Period
- 26
Photo credits by George Tapan
Financing the Tourism

Development Plan
Prepare the tourism project milestone matrix;

Present how to source funds from public and private sectors
to finance the ranked tourism projects; and
Know the importance of writing an effective tourism project proposal.
Financing the Tourism Development Plan (TDP) is a means of funding the ranked tourism projects.
This is made possible by determining the total cost of all these projects through formulating the
Tourism Project Milestone Matrix.
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.
Funding Sources
It is assumed that for each ranked tourism project, a Project Profile has already been prepared and
submitted to the office of the Local Chief Executive for funding consideration. In response, the LGU may
employ different strategies to mobilize financial resources to fund those ranked tourism projects. There
are financial options available both from local and external sources.
a.
Supplemental reading 5 Financing the Tourism Development Plan
Table 1. Local Financing Schemes
Table 2: External Financing Schemes

Official Development
Assistance (ODA)
Multilateral loans
(may also be grants)
Bilateral loans
(may also be grants)
Private Financing
Bond Floatation
(Provincial equity funds)
c.
d.
Borrowing
Public (Government
Financial Institutions)
Private (Commercial banks)
Private Business Investment:
Coordination
Taxes
User Fees/Charges
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
internal revenue allotment shares, especially if it is directed to social development and economic development programs and projects.
-1
As Republic Act 7160 puts it, It shall be the basic policy that any
local government unit may create indebtedness and avail of credit
facilities to finance local infrastructure and other socio-economic
development projects in accordance with approved local
development plan and public investment program. (Sec. 296)
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.
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.
Development Fund 1
For LGUs which would want to implement a tourism project even if

it is not included in the Local Development Investment Plan (LDIP),
Annual Investment Plan (AIP) or Executive and Legislative Agenda
(ELA), they may resort to alternative financing schemes. These
financing options are illustrated in Table 2.
Public- Private Partnership (PPP):
Local Funding Source:
Destination
b.
External Funding Source:
-2
Private individuals may donate to the LGU or provide grants

to support the implementation of its tourism projects.
Some of these variants are: Build and Transfer (BT), Build-Own-and-Operate (BOO), Build-lease-transfer (BLT), Build Own Operate Transfer
(BOOT), Design, build, operate, maintain (DBOM), Design, build, finance, operate (DBFO), etc.
The project milestone matrix contains the total costs of all the ranked tourism projects in the TDP
along with some brief features such as location, estimated cost, project milestone and funding
source of each project.
Accomplishing the Tourism Project

Milestone Matrix
Consider the following hypothetical ranked tourism project below:
Ranked tourism projects, especially those which have large estimated costs, can be implemented
in phases to cushion their impact to the financial coffer of LGUs. This is called the project
milestone, which makes it possible to put all those ranked tourism projects in place annually.
Thus, implementing them is made financially viable for LGUs.
Wawa Dam 5-Km Access Road Improvement Project; a P 50 million project

to be funded by LGU and DPWH
Take the following steps:
1
2
3
The Tourism Project

Milestone Matrix
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
Name of
Project
Milestone (P000)
1
Yr 1
Yr 2
Yr 3
25,000
15,000
10,000
25,000
15,000
10,000
Source of Implementing
Funds
office
Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9
Wawa Dam
5 Km
Access Road
Improvement
Project
San Rafael
Rodriguez
50,000
Phase I
Phase II
Phase III
TOTAL
50,000
LGU, DPWH
An existing example of a tourism project is that of the City of Alaminos, in the Province of Pangasinan,
which has embarked on the Hundred Islands Marine Theme Park Project.
The project is designed to establish an ecological theme park within the Hundred Islands National Park
(HINP). Composed of several islands from the hundred islands, it will feature an island connecting
bridges, floating bamboo rafts and cottages, diving and marine sanctuaries, among others.
The project components are: establishment of fish sanctuaries, snorkeling and diving areas; installation of
floating connectors; establishment of boat houses or floating day cottages and bamboo rafts; acquisition
of water based sports facility; promotion of the theme park to residents and tourists; and conduct of
capability building activities to manage the theme park.
A tourism project proposal 3 is a document used to convince a prospective sponsor / grantor that
a tourism project must be implemented to solve a particular problem or to respond to an
opportunity. It contains technical information, financial requirements and the steps how it would
be carried out. The basic outline of a project proposal is presented in Box 1.
There are instances, however, that tourism project proposals need supporting documents such
as a pre-feasibility study or a feasibility study. This would entail the conduct of socio-economic,
financial and technical studies, return of investment (ROI), etc. to support the viability of the
proposed project.
P 25 million
P 15 million
P 10 million
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
-3
Location
Estimated
Cost
(P000)
When an LGU considers tapping external sources to fund the implementation of tourism projects,
it prepares and submits tourism project proposals to prospective funding institutions.
Wawa Dam 5-Km Access Road Improvement Project

Deliverable: 5-Km Improved Access Road
Phase I 2.5 km
Phase II 1.5 km
Phase III 1 km
Rank
No.
Project Proposal
For each deliverable, distinguish if it can be done in phases.

Then, estimate the cost in each phase.
Example 1. Accomplished Tourism Project Milestone Matrix
-4
institutions have different project proposal formats which can be downloaded from their websites.
II
General Information
Project Title
Nature of Project
Proponent
Contact Person
Project Cost
Project Location
Executive Summary
Project Background
Project Description
Objectives and Expected Outputs
Target Beneficiaries
Activities, Strategies and Expected Outputs
Funding Source 4
Investment Requirements
Target Date of Implementation
Monitoring and Evaluation Mechanism
Box 1
Project Proposal Outline
References
City Government of Alaminos, Pangasinan (n.d.).Tourism.Retrieved from
http://www.alaminoscity.gov.ph/thecity/cityproject.aspx?id=1&agenda=Tourism.
Department of Interior and Local Government (2011).Joint Memorandum Circular (JMC) No. 2011- 1:
Amending DIG-DBM Joint Memorandum Circular No. 1, dated September 20, 2005, titled Guidelines on
the appropriation and utilization of the 20% of the annual Internal Revenue Allotment for development
projects, and DILG Memorandum Circular no. 2010-138 dated December 2, 2010, titled Use of the 20%
component of the annual Internal Revenue Allotment shares. Retrieved from http://www.dilg.gov.ph/
PDF_File/issuances/joint_circulars/DILG-Joint_Circulars-2011414-c7a40511f3.pdf
Local Government Support Program in ARMM (2009).A Manual on the Local Planning Process
(Formulating the CDP and ELA in ARMM).Davao City: Author.
National Economic Development Authority and Asian Development Bank (2006). Investment
Programming Planning and Revenue Generation Guidebook. Manila: Authors.
Republic of the Philippines (1990).Republic Act 6957: An Act Authorizing the Financing, Construction,
Operation and Maintenance of Infrastructure Projects by the Private Sector. 1990.
_______________________(1991).Republic Act 7160: Local Government Code of the Philippines.
_______________________(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.
-5
This must separately identify those projects which are for public investment, private investment and PPP.
-6
-7
Financing the Tourism Development Plan
Annex A. Tourism Project Milestone Matrix

Milestone (P000)
Rank
No.
Name of Project
Location
Estimated
Cost (P000)
1
Yr 1
Annexes
pull-out worksheets
-8
Yr 2
2
Yr 3
Yr 4
Yr 5 Yr 6 Yr 7
3
Yr 8 Yr 9
Source of Implementing
Funds
office
Monitoring and Evaluating

the Local Tourism Development Plan
How did we do?

Checking on the progress of plan implementation (monitoring) and taking stock on where things are
(evaluation) need to be done on a regular basis. Doing monitoring and evaluation will give us indications
how future efforts in tourism can be improved. Monitoring and evaluation (or M&E) functions as a
management tool to inform all tourism stakeholders about the efficiency and effectiveness of strategies,
programs, projects and activities that have been implemented in the destination. Evaluation results can
be useful in replicating successes and correcting mistakes, and can also serve as an accountability and
learning tool for local government units.
The focus of monitoring and evaluation differ:

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.
Key elements of an M&E strategy

The following elements need to be identified during the planning process:
Supplemental reading 6 Monitoring and Evaluating The Local Tourism Development Plan
Presents a simplified discussion of monitoring and evaluation (M&E) concepts;

Discusses the importance of undertaking M&E; and
Recommends simple tools to doing M&E.
Box 1
Supplemental reading 6 Monitoring and Evaluating the Local Tourism Development Plan
This supplemental reading of the Tourism Guidebook for Local Government Units:
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
M&E analyzes progress towards actual achievement of results. An example of an M&E Strategy
is found in Example 1 below.
A pull out worksheet is found in Annex A.
Example 1: Tourism M&E Strategy

Goals &
Objectives
Success
Indicator
Targets per
Indicator
Data Source
to Assess
Performance
Collection
Methods
Frequency
Responsibility
Increased
number of
tourism-related
businesses
owned by host
community
Number of
business
permits issued
by LGU with
owners from
host community
100% increase
in number of
tourism-related
businesses
owned by
community
Business Permit
and Licensing
Office
Document
review
Every three
years
Local Planning and

Development Office
and Tourism Officer
MONITORING & EVALUATION
The LCE can include the following in his/her report.

Goals and objectives achieved (e.g., capacities of stakeholders developed; benefits
to residents/host community; resources generated from tourism ventures);
Projects, programs, and activities accomplished; and
Expenditures.
Baseline data
How will you know if the interventions identified in the plan are effective unless you know the
situation beforehand? This is where baseline data come into play. Baseline data show the situation to be
addressed by the tourism development plan prior to the planning period. Baseline data serve as the
starting point for evaluation studies, but need to be gathered from the onset. They are useful for
measuring the performance of the tourism industry in your localities. You can determine the effect of the
strategies by comparing the situation before and after plan implementation. The difference between the
baseline and the actual results will show if interventions undertaken have been effective. Supplemental
Reading 1 - Profiling the Local Tourism Industry discusses more about baseline data.
Evaluating Plan Implementation

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

Results
Strategy
Baseline Data
Goal
Increased income of
host island
communities
Develop community based

tour packages for small
islands
Average annual
household income
is Php 40,000 in
2007
Objectives
100% by 2013 (Php

80,000)
Improved tourism
skills of host island
community
50% of male members

of peoples organiztion
and 50% of female
members of peoples
organization trained in
tourism
50% male members;

60% female members
trained in tourism
Increased number
of tourism-related
businesses
owned by island
community
100% increase in the

number of tourism
businesses owned by
community members
200% increase in
new tourism business
permits issued by LGU
The use of established and existing monitoring mechanisms and structures in the LGU can help reduce the
cost of monitoring. It is recommended that the Annual/End-of-Term Accomplishment Report (as shown in
Example 3) be used to report the accomplishments of the LGU in implementing the tourism development
plan. The Annual/End-of-Term Accomplishment worksheet is found in Annex C.
.
It is important for the local government to use M&E results in re-planning. The non-attainment of goals and
objectives requires a re-evaluation of strategies as well as the programs, projects and activities that have
been implemented by stakeholders.
Data source to assess success
In order to have a cost effective M & E Strategy, the use of already available
tourism data is recommended such as:
Business permits issued by the local government
Hotel room inventory and occupancy rates
Attraction visitor counts and admissions
Event related figures
Visitor information from visitor centers
National, regional, provincial studies and data
Other studies by academe, private sector and NGOs
Source: Adapted from Leones and Dunn, 1999
-4
Actual
Accomplishments
50% by 2013
6- 3
Targets
Economic
Box 2
The local chief executive (LCE) has to regularly report back the accomplishments of his/her
administration to the constituents. The results of the Tourism Plan M&E can be integrated in
the State of the Province/City/Municipality Address (SOPA/SOCA/SOMA) of the local
government unit.
Using and Communicating M&E

Results back to Stakeholders
Example 3: Annual / End of Term Accomplishment of an LGU

Annual/End-of-Term Accomplishment Report
Province/City/Municipality of ________________
Strategy
Develop
commnity-based
tour packages
for small islands
Programs,
Projects,
Activities
Success
Indicators
(Outcome/Output)
Target
Community-Based
Ecotourism Project
Number of
Community-based
tour/s operating in
the host barangay
One
community-based
tour operating
by 2012
Activities
Community
organizing
Number of
community
members
At least thirty
community
members belong
to the
organization
Three skills
training program
Community-based
organization
formed with 60
members
Skills Training
Program
Number of skills
training conducted
One product
developed
Three skills
program
conducted
Product
Development
Number of
products developed
One community
based tour
One product
developed
Community-based
tour developed
Product pilot
testing
Accomplishment
Host-community
Whale and
Dolphin Watching
tour itinerary
developed
Tour pilot -tested
Tour pilot tested
One
community-based
ecotourism
organization/s
registered with
the SEC
One
community-based
ecotourism
organization
registered
Beneficiary
Sector
Tour was pilot

tested
Coverage
Area
Whole
barangay
Project
Cost
(Php)
7 Million
Actual
Disbursement
6 Million
Remarks
Community
organizing took a
longer time which
resulted in delay
of registration
in SEC; however
membership of the
organization
exceeded target.
SEC registration
is set to be
completed by June
2013
-5
The Annual/ End-of-Term Accomplishment Report can be adapted to suit the requirements
of tourism plan monitoring.
-6
References
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:
Local Governance Support Program in ARMM.
Monitoring and Evaluating the Local Tourism Development Plan
-7
Annex A: Monitoring and Evaluation Strategy

Results Goals &
Objectives
Annexes
pull-out worksheets
-8
Success
Indicator
Targets per
Indicator
Data Source
to Assess
Performance
Collection
Methods
Frequency
Responsibility
Annex C: Annual/ End Term Accomplishment
Annex B: Targets vs. Accomplishments Reporting

Goals
-9
Results
Strategy
Baseline Data
Targets
Actual
Accomplishments
Strategy
- 10
Programs,
Projects,
Activities
Success
Indicators
(Outcome/Output)
Target
Accomplishment
Beneficiary
Sector
Coverage
Area
Project
Cost
(Php)
Actual
Disbursement
Remarks
Managing the Impacts of Tourism
Identify and analyze the positive and negative impacts of tourism

in the area; and
Manage these impacts by enhancing the positive impacts and minimizing
the negative impacts.
Sustainable Tourism
Tourism has to be sustainable, following the principles of the Philippine Agenda 21
(Calanog, Reyes and Eugenio, 2011):
Economically viable. Thus, tourism provides self-sustaining and long-term livelihood for
people, it is pro-poor, and provides jobs;
Environmentally sound. Here, tourism enriches natural resource base, reduces negative
impacts, promotes the value of biodiversity as well as non-living resources e.g. air water and land;
Culturally appropriate. Tourism in this respect promotes native culture,

local knowledge and indigenous knowledge systems, and respects local traditions; and
Socially just, humane and gender equitable. Tourism upholds the rights and dignity of
Supplemental reading 7 Managing the Impacts of Tourism
people, including women, children and persons with disabilities.
Identifying and Managing

the Impacts of Tourism
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
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
principles of sustainable development. The following discussions of this supplemental reading
will assist you in assessing these impacts and suggesting possible measures to manage them
so that tourism becomes sustainable and can be enjoyed by future generations.
A.
Ecological/Bio-physical Impacts
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.
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)
b)
c)
d)

Figure 1. Sustainable Tourism Principles
-1
-2
Assess and describe the ecological/bio-physical impact of tourism in your destination.
Are these impacts positive or negative? Please check.
Describe the existing management measures to mitigate negative impacts and enhance
positive impacts.
Identify possible policies, programs, projects, and activities that may address the impacts.
Category
Description of existing
and potential impact
Management measure
Programs,
Projects,
Activities,
Policies (PPAP)
(Pls. check)
Ecosystems e.g.
forests, rivers,
coral reefs
Wildlife species
Increased forest cover
Forest protection; reforestation
Destruction of coral reefs
Enforce regulations on tourists to avoid

stepping on corals and on boatmen
not to anchor on the coral reefs;
establish a marine protected area.
Diminishing bats in caves
Do not put lights in the caves
Blocking of natural view due

to construction of buildings
Enact building ordinances to avoid

construction of physical infrastructure
that will block the view
Agriculture and
fisheries
Aesthetic
Rocks/caves
Landslides in tourism area

due to mining; gathering of
stalactites and stalagmites in
caves
Cleanliness and
solid waste
Increased litter
Noise level
Increased noise in public

places
Crowding
Increased crowding in public

places
Enforce protected area

environmental regulations
Reforestation project
Example 1. Checklist of Ecological/ Bio-physical Impacts of Tourism
Compute carrying capacity

and limit visitors or increase
carrying capacity
Some of the management measures below may help you solve your problems:
Compliance to Environmental Laws

How do you rate your LGUs compliance to existing environmental laws in relation to
tourism? Please rate with 5 being the highest and 1 the lowest:
Example 2. LGUs Compliance to Environment Laws Checklist

Law/Ordinance
Comments
National Integrated Protected Areas Systems Act of

1992 (Republic Act 7586)
There is mutilation, defacing and destruction of objects of

natural beauty; damaging and leaving trails in damaged
condition; dumping wastes; and altering, removing
destroying or defacing boundary marks or signs.
Philippine Clean Water Act of 2004 (Republic Act 9275)
The river destination is very dirty, leading to the closure of

the river cruise.
Philippine Clean Air Act of 1999 (Republic Act 8749)
Air pollution due to tricycles in town center disturbs tourists.
Ecological Solid Waste Management Act of 2000

(Republic Act 9003)
Litter is everywhere in the beach and on roads.
Toxic Substances and Hazardous and Nuclear Wastes

Control Act of 1990 (Republic Act 6969)
There is a high level of mercury content in the river, making

swimming hazardous.
Environmental Impact Assessment (DENR-Department

Administrative Order(DAO #25)
The mitigating measures in the Environmental Impact

Assessment (EIA) of some companies are not being followed;
the multi-partite monitoring team is not active.
.Philippine Mining Act of 1995 (Republic Act 7942)
Mining is occurring in the protected areas polluting the river

and limiting swimming activities.
Revised Forestry Code of the Philippines (Presidential

Decree 705)
Kaingin is rampant.
Water quality
Increased water pollution

from sewerage
Improve sewerage system and septic

tanks
Wildlife Resources Conservation and Protection Act

(Republic Act 9147)
There is unregulated gathering of wildlife resources.
Air quality
Increased air pollution from

tricycles
Anti-smoke belching
campaign; improve four- stroke engine
implementation
National Environmental Awareness and Education Act

of 2008 (Republic Act 9512)
There is limited knowledge of the community concerning

ecology.
Moratorium on Logging (Executive Order #23)
There is rampant illegal logging in the protected areas and

tourist destinations.
National Greening Program (Executive Order #26)
Some reforested areas have low survival rates.
Climate Change Act of 2009 (Republic Act 9729)
The tourist areas are constantly flooded.
Convention on Biological Diversity
Habitat conservation is poor certain areas; diminishing

number of wildlife populations particularly of wildlife species
(e.g. Philippine eagle, Philippine tarsier, tamaraw).
Others:
DENR- DAO2013 19 Guidelines on Ecotourism

Planning and Management in Protected Areas
LGU Ordinances
Others
Legend: + Positive -Negative
-3
Rating
-4
Managing Environmental Impacts

Regulating tourism development through the issuance of permits. An Environmental
Impact Assessment (EIA) may be required before final approval of project. DENR DAO# 25
determines the coverage of projects that requires EIA. Environmentally critical projects
including mining need EIA. Projects inside protected areas, including tourism projects may
require EIA. Likewise, anti-pollution control devices have to be installed before permits are
issued. Smoke belching vehicles should be denied permit to operate. For restaurants,
sanitation services should be satisfactory. New building sites can be chosen to avoid
cutting of centennial trees or virgin forests.
Are there proposed projects related to tourism that have to be studied now, before a
permit is granted? What are they? What needs to be done?
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
If the implementation of the laws is wanting, your LGU can improve law enforcement, enhance monitoring
techniques and create programs and projects to promote conservation of natural resources and waste
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
____
crowded tourism sites
____
overbooked hotels
____
crowded areas for visitors - (e.g. swimming pools, trails)
____
trampled trails
____
steep slopes are over-utilized for human habitation in hotels and resorts
____
increased garbage and litter
____
lack of transportation
The following measures may be considered in arriving at solutions:

Diversify products and activities
Manage the flow of visitors in attractions
Increase the number of facilities
Distribute evenly the viewing sites
Increase the numbers of accommodations, beds, restaurants
Limit the number of hours for visitation at protected areas
Are there existing projects related to tourism that need a closer environmental
monitoring? What are they and what needs to be done?
Encourage off-season use
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
Increase durability of heavily-used resources
Provide adequate information and interpretation

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
been developed to compute for carrying capacity.
Considering Carrying Capacity and Limits

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
has surpassed its comfortable and enjoyable limits. Sometimes, visitors would complain
about these problems. Do you have such tourism sites and activities that are overcrowded
or where deterioration of the environment has been felt due to tourism?
-5
Have you observed the following indicators in any of your tourism sites?
Please check if yes:
While carrying capacity is oftentimes used to manage impacts, it can also contribute to planning spatial
development in tourism, and is one of the mechanisms for establishing standards for sustainable tourism
(Jovicic, 2008).
-6
Biodiversity is an important resource for tourism. More tourists come if the coral reefs for
snorkeling and diving are pristine. Trekking and sightseeing are more enjoyable with a good
forest cover. Food is good if the fishing grounds provide for fresh and abundant catch.
Swimming is enjoyable if the quality of the water is Class A or good for recreational purposes.
Thus biodiversity conservation is an essential part of tourism management.
A science-based approach can be useful in planning on the use of biological and

wildlife resources in tourism. The following steps can be undertaken:
1. Identify the habitats and wildlife species to be featured. For instance, birds especially migratory birds
are abundant in mangrove areas or bats are found in the mouths of caves;
2. Develop tourism activities that are based on the natural habitats;
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.
The DENR-DAO 2013-19 Annex B prescribes a procedure for full ecotourism planning and management
to include the following steps: site assessment, ecotourism planning, implementation of the ecotourism
management plan, and monitoring and evaluation. You may consult the website for the full text of this
planning tool (URL is http://server2.denr.gov.ph/uploads/rmdd/dao-2013-19.pdf ).
Generally, biodiversity conservation can be done through:
Managing the Tourism Impacts on Biodiversity
a) Protection and restoration of habitats;
Please check if the following situations are observed in your tourism attractions. Also note the principles
and recommendations for biodiversity conservation that can be included in your TDP.
Example 3. Situations Observed in LGU Tourism Attractions Checklist

INCIDENTS/SITUATION
PRINCIPLES AND RECOMMENDATIONS FOR

BIODIVERSITY CONSERVATION
Recognize the limit of activities within the Protected Area Management Plan.
Reduce the use of the entire area.
Limit the number of visitors in the entire area.
Are visitors allowed and found all over the

protected area?
Limit ecotourism activities within the tourism zone. Although more people
can be accommodated in the multiple use zones and buffer areas, activities
must respect the natural and cultural assets of the place. Keep the strict
protection zone of national parks and sanctuaries free from tourists.
Encourage the use of other sites.
Charge higher visitor fees.
Do visitors and locals collect wildlife?
Are visitors in protected areas and natural

sites allowed to enter anytime of the day?
Are visitors allowed to touch the wildlife

in their natural habitats? Are the wildlife
migrating to nearby untouched areas?
b) Minimization of interactions of wildlife with humans through distance and time; and
/X
Avoid gathering of wildlife in protected areas and elsewhere. Check DENR AO

No. 2004-15 for list of threatened terrestial wild faura and DENR AO No. 2007-01
as ammended by DENR No. 2007-24 for list of threatened Philippine Plants.
Observe the provisions of RA 9147 (Wildlife Resources and Conservation Act) to
conserve and protect wildlife species and their habitats to promote
ecological balance and enhance biological diversity.
Do not disrupt the natural pattern and life cycle of animals. For example, limit
the visitations at daytime to avoid disruption of sleep of nocturnal animals.
Night safaris or cave visits should limit the use of light.
Encourage putting limits of distance to observe the animals so as not
to disrupt their daily activities. An example of this is whale watching in
Pamilacan, Bohol and Donsol, Sorsogon.
c) Utilization of biological resources properly.

Do tourists step on the corals causing
their destruction?
Do not harm the habitats of wildlife. Tourists should not step on coral reefs.
Maintain trails so as not to trample on forest vegetation.
Protect caves and their wildlife e.g. bats.
Carrying capacity should be considered to avoid overcrowding.
Are the caves and wildlife destroyed due

to the activities of visitors?
Respect the nocturnal habits of bats, visitation hours must be limited to

daytime and artificial lighting restricted.
Visitors should not be allowed to gather stalactites and stalagmites and touch
the walls of caves.
The number of caves open for tourism should likewise be chosen and limited to
ensure there are undisturbed habitats for bats and other wildlife.
Is there an absence of a biodiversity

monitoring team and system?
HABITAT
-7
-8
Conduct regular monitoring of wildlife populations to monitor impacts on

biodiversity. A Participatory Biodiversity Monitoring System can involve more
stakeholders including the local community, DENR, local NGO/PO.
Green designs, as stipulated in BERDE (a green building rating system developed by the
Philippine Green Building Council or PHILGBC), is used to measure, verify, and monitor the
environmental performance of buildings that exceeds existing mandatory regulations and
standards. Green design will help enhance the use of natural elements in architecture, thus
maximizing the use of natural light, wind ventilation, local materials and minimizing the use
of electricity and water. Such principles and standards can be implemented in the construction
of hotels, resorts, information centers, etc. (URL: www.berdeonline.org/).
Green architecture principles can also be done in making trails in national parks and other
tourist attractions.
The component-strategies for the Formulation of the Ecotourism

Management Plan (DENR DAO No. 2013 19):
1.
2.
3.
4.
5.
Zoning for visitor use;

Visitor site planning and design;
Sustainable infrastructure design;
Visitor management; and
Revenue generation.
Another reference is DENR AO 2009-09 re: Standard Design and Specification

of Signs, Buiding Facilities, and other Infrastructure that maybe installed and/or
constructed within protected areas.
Can you implement a local ordinance on green architecture? What steps can be done to do this?
Sustainable infrastructure design: Utilizing

green architecture for tourism buildings
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
Example 4. Environmental Education Activities

PARTNERS
DepEd
Conduct exhibits, seminars/talks
CHED Universities/colleges
Undertake National Service Training Program (NSTP) projects

Conduct trainings and related activities
Conduct research
Grant of graduate school scholarships for tourism employees
Research Institutions
Conduct research to enhance knowledge on biological diversity and to

monitor pollution
National Government Agencies

DENR
Celebrate Earth Day and other Environmental Events
DOT
Promote and market tourist destinations
DA
Showcase model farms
Groups dealing with communities:

Peoples Organizations/cooperatives
NGOs/civic action groups
The Media:
Environmental Education
Radio
TV
a)
b)
c)
d)
Print -newspapers, magazines)

National newspapers (pls. identify)
Community newspapers (pls. identify)
adoption of whole-school approach in environmental education (in schools);
Brochures
capacity-building for marginalized communities and other

stakeholders (in communities);
Social media and internet

Facebook
Twitter
Webpage
education of the general public (through media); and

Explanations to visitors when they are visiting parks.
- 10
POSSIBLE ENVIRONMENTAL EDUCATION ACTIVITIES
Schools:
Others
Environmental awareness is key in having communities and stakeholders value ecological

integrity. To increase their awareness and concern for environment, as well as enhance their
skills, the following can be done:
-9
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.
Enhanced Environmental Monitoring

Participatory biodiversity monitoring system to monitor commercially important species and
indigenous or rare species can be used. Such a system can have multi-partite composition to
include DENR-PAWB, PO, NGO, the academe, among others. The local community and
forest rangers can monitor the movement or use of commercially important and
endangered species. The academic research institutions can verify and classify them and
conduct further research.
Biodiversity Monitoring Sheet for monthly reports by community groups

and forest rangers:
Example 5. Biodiversity Monitoring Sheet by Community and Forest Rangers
PLACE AND DATE
OBSERVED
Ex. November 10, 2013;
6:25 pm
LOCAL/ COMMON NAME
Paniki, Bats
SCIENTIFIC NAME
Desmodus rotundus
(common vampire bat)
OBSERVATIONS
Local community (Juan de la
Cruz, Elpidio Santos) caught
bats for pulutan
B.
Social Impacts of Tourism
Tourism also has social impacts. Due to the interaction of the community with other people from various
cultures, their values, habits and attitudes may be affected. Your job is to enhance positive impacts and
minimize negative social impacts brought about by this interactions.
What are the possible social impacts of tourism in your locality? What are your safeguards against negative
social impacts?
Identify the positive / negative impacts of tourism in your destination using the table below:
Example 6. Checklist of Social Impacts, Management Measures and PPAPs
Category
Development and
better maintenance of
public facilities
More and cleaner public

toilets
Increased profile
of region
More publicity for the LGU
Increased local pride

More recreational
opportunities
Rise in delinquent
behavior
Disruption of traffic
Mixing of different
cultures in community
_____________________________________________________________________________________
Excessive demand for

public services (e.g.,
health, police, fire
services) by tourism
industry leading to less
access to locals
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
Overcrowding in
public places
_____________________________________________________________________________________
_____________________________________________________________________________________
Increase in prostitution
and human trafficking
_____________________________________________________________________________________
Increase in sexual
harassment and abuse
_____________________________________________________________________________________
_____________________________________________________________________________________
Change in social and

moral values
_____________________________________________________________________________________
Others:
- 11
- 12
(Pls. check)
Change in local
character and culture
The use of text messaging can also be employed to encourage local citizens in monitoring (e.g. texting
or using video regarding traffic violators such as smoke belchers in the Bantay Usok campaign). Is there
a campaign that you want to launch to enhance awareness and monitoring of local citizens? If yes,
describe the campaign and the initial steps to bring this about:
Management Measure
Programs, Projects,
Activities, Policies
(PPAPs)
Example 7. Checklist of Practices to Manage Social Impacts of Tourism

CATEGORY
PRACTICE
YES
Preservation of historical sites churches, monuments

Heritage conservation
Building museums, exhibits on local culture

Accurate heritage interpretation of historical and cultural data
Utmost care taken to safeguard marginalized sectors of society against
negative impacts of tourism
Women and children must be safeguarded against sexual abuse and
violence (e.g., policy that female masseurs cannot enter private rooms in
hotels; children working in tourist establishments need parental consent.)
Protecting the rights of women,

children, indigenous peoples, persons
with disabilities
Please refer to laws that address gender issues that tourism

establishments should comply with, e.g. Anti-Sexual Harassment Act.
Proper physical infrastructure for persons with disabilities, e.g. ramps,
must be constructed in tourism sites
Free Prior and Informed Consent sought prior to use of
indigenous peoples and cultural sites for tourism
Manufacturing from the local agricultural produce, local clothing and
accessories
Promoting local culture foods,

dances, songs, crafts.
NO
Does your LGU utilize some of the following management practices in dealing
with social impacts of tourism? Please fill up the following checklist:
C.
Economic Impacts
Tourism is good for the economy because the money that visitors spend when they come to the
destination helps stimulate the local economy. Tourism promotes employment opportunities and local
businesses. Thus, you have to ensure that your LGU and community will benefit most from such economic
changes.
Fill up the table below to help you identify the economic effects of tourism in your locality.
Example 8. Checklist of Economic Impacts, Management Measures and PPAPs

Category
Increased in tourism
jobs
Increased in business
opportunities
New Infrastructure,
e.g., better shopping,
dining, and /or
recreational
opportunities in the
region because of
tourism
Rise in property values
Increased employment
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
Respecting local norms and

traditions religious festivals,
dress codes
Engaging in continued research on

local culture
Increased funding for

public services (e.g.
health, police, fire
services)
Scanty clothing in churches and other places of worship not allowed

e.g. dress code
Permission granted prior to entering local villages
Respect for the elderly observed
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

and property values
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
(Pls. check)
Increased shopping
opportunities
Culinary tours featuring local delicacies, and mandating every culinary

establishment to promote local food
Management measure
Programs, Projects,
Activities, Policies
(PPAPs)
1
2
3
4
5
Mandate a certain percentage of the work force in hotels, resorts, and other
establishments to come from the local population.
For example, 80 percent of the work force should come from the LGU
Negotiate the percentage during the public consultations
Have a good gender balance in the work force, employing also females
Where capable, get management positions and not just blue collar jobs
Consult with the Tourism Infrastructure and Enterprise Zone Authority (TIEZA)
on such rules
Encourage community-based ecotourism enterprises these include local

guides groups, travel agencies and souvenir shops
Engage in capacity-building for the industry sector. These activities include:

Trainings and skills development;
Micro-credit and enhanced financing of tourism projects; and/or
Multi-stakeholder collaboration in the tourism industry.
Optimizing Local
Socio-Economic Benefits
Developing your program

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
plans will help ensure that such measures are institutionalized and help make tourism sustainable. Also
make sure that the recommendations are implemented, monitored and further improved through the
years. Whatever the results of the proposed projects and legislations should be inputted in the TDP.
Developing a Disaster Risk

Reduction and Management (DRRM)
program for tourism
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
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
minimize the impacts of these disasters.
Understanding DRRM
Develop products to diversify tourism offerings in your LGU
Proper collection and use of fees for tourism, e.g. visitor receipts in attractions,
environmental fees. The income gained should contribute to local GDP, LGU
income or local economy
Figure 2. Disaster Management Cycle

Source: Office of Civil Defense
- 15
- 16
Hazard is a phenomenon, event, occurrence or human activity that may cause injury, loss of
lives and damage to property and the environment. This includes natural calamities such as
typhoons, floods, droughts, earthquake, tsunami and human-induced hazards such as fire,
wars, epidemics and terrorism;
Exposure is about the degree to which people and properties are likely to experience hazards.
To reduce exposure, there might be a need to evacuate or relocate tourists;
Disaster Risk is the exposure of vulnerable communities to a hazard, as well as the probability
of harmful consequences resulting from hazards; and,
Capacity or the capability of coping and recovering from the damaging effects of a disaster
(e.g. wise use of resources, robust infrastructure, strong and good governance).
Risk is covered by the following formula:
Risk =
Hazard x Vulnerability
Capacity
DRRM Act of 2010 (Republic Act 10121) defines Disaster Risk Reduction as a systematic effort to analyse
and manage the causes of disasters by reducing vulnerabilities and enhancing capacities in order to
lessen the adverse impacts of hazards and probability of disaster. The following definitions will help us
understand the principles of DRRM:
Typhoon Yolanda, stongest typhoon to hit the Philippines in 2013 had reminded us
to keep our DRRM programs in check. To prepare for a DRRM Program, these elements
should be present:
1.
2.
3.
4.
Example 9. Checklist of DRRM Program Elements

STEPS/ACTIVITIES
RECOMMENDATIONS
1. Prevention/mitigation
Make a checklist of natural and humanmade hazards in your area
Obtain a multi-hazard map from MGB-DENR or from the Office of the Civil
Defense in your region. Plot tourist destinations in the map
Have you assessed the buildings and other

physical infrastructure of tourism
investments along hazardous areas, eg.
fault lines, flood prone areas, landslide
areas?
Once the hazards and risks are identified, you might need to relocate tourism
establishments and tourists in disaster-prone areas. Retrofit historical sites such
as old churches or demolish old buildings that may collapse in the event of an
earthquake. Also inspect electrical wiring to prevent outbreaks of fire. After a
disaster, conduct damage needs assessment of tourism infrastructure
Is there a green protective wall in your LGU,

if your LGU is located in a coastal area and
has a history of tsunamis or storm surge, ?
For beaches, a green wall of mangrove forests can break the impact of the
water during storm surges. Where appropriate, you can construct a flood
retaining wall to protect tourism establishments and communities
2. Preparedness
Do you have calamity funds that the
tourism industry can access?
Calamity funds are needed for easy access during relief and rehabilitation
operations
Are there DRRM programs for tourism

attractions?
The tourism industry should prepare for natural disasters. After assessing the
hazards, further assess the vulnerabilities and capacity of the industry. Organize
DRRM teams in tourist attractions. Ensure that community drills e.g. Earthquake
drills are conducted in hotels, resorts and other establishments. In addition,
DRRM Plans must be formulated for tourist attractions and service providers
Are there early warning systems in tourism

attractions?
Early warning systems must be established in destination sites. For example,

bells or sirens can ring during floods. It takes several days before assistance can
arrive from national agencies so attractions and establishments should have
stockpile food and relief goods
Do you have a list of contacts of foreign

embassies?
For foreign visitors, make a list of contacts of foreign embassies especially

those who frequent your destination so that they can be alerted in case of
emergencies of their nationals
Do you have an evacuation and relocation

plan for visitors who may be affected by
calamities?
Should a disaster strike, evacuate visitors to higher grounds and relocation

sites. Be sure that such relocation sites are safe for the visitors e.g. not easily
flooded
Do you have a provision for visitors in your

DRRM response and relief plan?
Also conduct search and rescue operations of some visitors who are dead or
missing. Provide first aid to injured visitors. Distribute relief goods when
supplies are cut. In addressing psychological trauma, provide counselling
services. Report to embassies death and injuries of foreign visitors
Do you have provisions for energy in cases

of disasters?
Solar powered supplies and appliances can be installed for power outage
Do you have access to psychologists who

can deliver first-aid counselling in cases of
trauma?
Provide professional services by psychologists based in schools and in DSWD

to reduce trauma
FINANCIAL
AID
Response; and
Rehabilitation.
Did you deliver relief goods to tourists and

tourism establishments?
Relief goods should contain food, water and other basic needs
Did you relocate tourists to evacuation

areas or safe places?
Safe places should be used in relocation until further help will arrives
Did you assist in providing transportation

and communications to tourists?
Signals for cell phones will have to be accessed to contact relatives and friends.
Transportation may need to be provided to safe areas
4. Rehabilitation
Did you evaluate the needs of the tourism
industry for rehabilitation?
For rehabilitation, buildings, ecosystems may need to be repaired
Have you provided alternative livelihood

for affected tourism workers?
Boats may need to be repaired or new ones purchased. Farmers may need new
stock of seeds
Did you provide financial aid to affected

tourism-related businesses?
The financial aid can come in the form of donations, grants or soft loans
Others:
- 17
YES
3. Response
Prevention / Mitigation;
Preparedness;
Have you done the following to prepare your tourism sites for disasters? Please check if yes.
-18
PHASE
Prevention and Mitigation
Preparedness
Relief
Rehabilitation
ACTIVITY
TIME FRAME
- 19
Do you have a DRRM Program covering the tourism industry? Use the following template
in creating one.
-20
References
Calanog, L., Reyes, P. &Eugenio, V. (2011). Making Ecotourism Work. Manila, Philippines:
Japan International Cooperation Agency.
Department of Environment and Natural Resources (2003).
Department Administrative Order # 302003 (DENR-DAO 03-30):
Implementing Rules and Regulations of Presidential Decree 1586, Establishing the Philippine
Environmental Impact Assessment System.
____________ (2013).Department Administrative Order (DAO) 2013-19 Guidelines on Ecotourism
Planning and Management in Protected Areas.
Retrieved from http://server2.denr.gov.ph/uploads/rmdd/dao-2013-19.pdf
McCool, S. (1996). Limits of Acceptable Change: A Framework for Managing National Protected Areas:
Experiences from The United States. Paper presented at Workshop on Impact Management in Marine
Parks, sponsored by Maritime Institute of Malaysia, August 13-14, Kuala Lumpur, Malaysia.
Jovicic, D. & Dragin, A (2008). The Assessment of Carrying Capacity A Crucial Tool for Managing
Tourism Effects in Tourist Destinations. TURIZAM, 12: 4-11.
Republic of the Philippines (n.d.). Philippine Agenda 21
Developing Tourism Products and

Marketing the LGU Destination
Tourism Product Development

What are tourism products?
A tourism product is an object that attracts tourists. There are various levels of a tourism product: core product,
main (tangible) product and augmented product.
The core product is the unique experience of the tourist while visiting your destination. As a customer, the visitor
should experience enjoyment, and a level of comfort and safety. The level of satisfaction is also dependent on
meeting the purpose of the trip and his/her needs, based on age, budget, socio-economic status and attributes.
The figure below will help you understand the levels of tourism product:
Figure1. Tourism Product
Core Product
(Experience)
Main Product (Tourist activity)

Augmented Product
(Souvenir)
Supplemental reading 8 Developing Tourism Products & Marketing the LGU Destination
Understand how tourism products are developed, and promoted to attract

tourists and visitors; and
Get oriented with tourism marketing and promotion techniques.
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.
Attractions gain by clustering. Clustered attractions have better promotional impact thereby providing more
revenues for businesses (Gunn, 1979). For tourists, especially those on day tours who have time constraints,
clustered attractions become more attractive. In todays mass tourism, the minor and isolated attractions
require too much time and effort by the visitor to reach and is seldom worth it (Gunn, 1979). Attraction
themes are best carried out when attractions are grouped together, physically or by tour (garden tours,
historic tours, architectural tours, and cruises). National parks are examples of attraction clusters, offering
many complementary nature attractions such as beautiful scenery, hiking trails, wildlife conservation parks,
challenging topographic features, and outdoor recreation sites (Gunn, 1979).
Thus, accommodation, transportation, dining and entertainment, attractions and tours normally constitute a
tourism product (with an object that serves as a magnet for tourists: e.g. Taal Volcano). All these elements are
meant to give the tourist a worthy experience.
According to the Philippine National Tourism Development Plan 2011- 2016, the Philippines can capitalize
on its diverse tourism assets and markets by positioning and marketing a portfolio of nine (9) core products:
9
Core products
1) Nature-based;
2) Cultural tourism products able to deliver higher growth,
higher length of stay and expenditure, and wider-spread benefits
that will appeal to long haul markets in Europe, Middle East and
North America, and selected markets such as Australia and niche
segments in the regional markets (China, South Korea, Japan,
Hongkong, Taiwan and Singapore);
3) Sun and beach;
4) Meetings, Incentives, Conventions and Exhibitions (MICE);
5) Leisure, entertainment and shopping;
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);
7) Nautical and cruise;
8) Health/wellness/retirement; and
9) Education tourism products capable of delivering strong future

growth with long average length of stay and expenditure
appealing to European, Middle East and North American markets,
and selected markets such as Australia, and the South Korean and
China markets for educational tourism.
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
builds onto this, adding the possibilities of other tourist attractions in the form of various scenic, historic, leisure,
amusement, entertainment, shopping, recreational sites and installations. An ideal destination represents a
cluster of all these components (Doswell, 1997).
a. Destination
b. Circuit
c. Attraction
d. Tour
Each of these product levels will be assessed and developed, based on what is most needed by your LGU.
-1
-2
Understanding and developing your product can be done

through various tools:
a. Use of the value chain analysis.
A value chain describes the full range of activities which are required to bring a product or service
from conception, through the different phases of production, delivery to consumers, and final
disposal after use (Kaplinsky and Morris, 2002).
Figure 2. Value Chain
Travel agent
Transport
Company
Hotel
Restaurant
Site Operator
Cultural Group
These activities can be coordinated by a tour operator, and thus a tour becomes a product by itself.
What are the gaps in your value chain?
How can they be improved?
Table 1. Product Development and Improvement

Product category
Products
New/improved options
Attractions
Natural
Protected areas, wildlife

sanctuaries, flagship species,
islands, beaches, volcanoes, caves
Heritage
Museums, monuments, ruins
Activities
e.g. zip line
Cultural activities
Songs, dances
Convention centers
e.g. Philippine international

Convention Center
Eco-adventure tour ,
mountaineering/ trekking
-3
Assessing Tourism Products
Product category
New/improved options
Fiestas
Town fiestas
Songs and dances
Ati-atihan dance, native dances

and songs of the region
Religious and cultural events
e.g. Penafrancia festival, Higantes

Festival
Transportation
Land
Bus, FX, Jeepneys, tricycles
Air
Airplanes
Water
Boats
Accommodation
Hotels, hostels, resorts,
Food and beverages
Native delicacies
Merchandise
Souvenir items
Product development improves the profitability of tourism businesses by increasing the number of products
and services available for tourists as well as the number of visits, length of stay and spending by individual
visitors .
b. The 5As Framework

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).
Figure 3. 5As Framework
Arrival
Pre-arrival
marketing
Air/sea/land
transport
Air/sea ports
-4
Products
Access
Accommodation
Attractions
Activities
Roads
Hotels
Natural
Rest
Terminals
Lodging
Human-made
Recreation
Related
infrastructure
Restaurants
Education
Figure 4. Tourism Product Life Cycle

Life cycle of the Tourism product
Stagnation
De
cli
La
un
ch
ne
ery
cov
Dis
Mediterranean Tourism Life Cycle Model

Source: Barcelona Field Studies Center
STAGE 1: DISCOVERY
During the early discovery stage of the cycle a small number of unobtrusive visitors arrive seeking
unspoiled destinations. These early explorer tourists generally speak the language and identify
with the local culture. The social impact in this stage is generally small and resident attitudes are fairly
positive towards tourism.
STAGE 2: LAUNCH
This is the stage when the number of incoming tourists increases. The host community responds to the
increasing numbers of tourist by providing facilities. Businesses remain family based and the
visitor-resident relationship is still harmonious. Later in this stage, visitor numbers increase and the
community becomes a tourist resort. Outside interests become involved developing businesses and
tourist facilities.
STAGE 3: STAGNATION
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
and patronize your product.
Number of Tourists
c. Use of Tourism Product Life Cycle
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
this stage is said to have reached maturity.
LGUs can act as catalysts in the tourism industry. Tourism

product development can be undertaken in different levels,
namely,
a) Destination planning
b) Circuit planning
c) Attraction planning
d) Tour planning and packaging
Tourism planning is primarily economic development planning that is directed towards tourism-related
objectives. However, tourism planning differs when undertaken by the public sector and the private sector.
In the public sector, most planning is done by different levels of government. Public sector tourism planning
includes consideration of economic and social factors, land use policies and zoning controls, environmental
concerns, infrastructure development, employment concerns, and the provision of public services. On the
other hand, private sector tourism planning is usually focused on investment objectives involving various
aspects of product development, building and design, financial feasibility, marketing, management and
operations (University of Hawaii, 2013).
Attraction planning involves plans for specific sites, e.g. protected areas. Planning for events such as fiestas is
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.
The tour packaging process involves:

1. Research and design, identifying and selecting attractions to be visited;
2. Building your itinerary, considering modes of transportation, travel time,
delivery of services, visitation time;
3. Negotiating and booking;
4. Proper costing and pricing based on marketing segments
(e.g. schools, budget tours);
5. Handling clients and suppliers; and,
6. Evaluating tours.
LGUs can improve delivery of tours by:

1. Developing the tourism loop expanding possible attractions and
improving the quality, capacitating the barangays and establishments to deliver
new and improved attractions;
2. Improving access through improved farm-to-market roads; and.
3. Improving public facilities such as toilets, transportation hubs, parks.
STAGE 4: DECLINE
The stage which represents the current state of mature tourist destinations. Falling profits lead to
foreign-owned businesses withdrawing and the community is left to pick up the pieces.
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
Developing New Products
-6
1
2
3
4
5
Festivals should be based on heritage e.g.

historical facts, unique cultural features.
Souvenir products should not destroy the

biodiversity and geological features of the
place (e.g. no coral reefs should be gathered).
Decent and sensitive portrayal of women

and children should be promoted.
Historical buildings should be preserved and

restoration of building must be authentic.
-7
Some Ethical Considerations in Product

Development and Marketing
Food served must be sourced locally using

local cuisine.
-8
Marketing Tourism Products and

Promoting the LGU as a
Tourism Destination
The purpose of marketing and promoting tourism (or any other product) is primarily to increase the number of
visitors and income of tourism enterprises. In the past, this leaves most marketing activities and promotion efforts
to individual entrepreneurs.
Given the growing recognition of the larger role that tourism plays in local economy nowadays, the responsibility
of marketing and promoting tourism in a destination requires careful planning and concerted actions of various
tourism stakeholders.
It is best to start marketing and promotion activities once the tourism attractions,
services and transport access have been developed. LGUs are encouraged to undergo
tourism planning process prior to any promotion work. Even LGUs with thriving tourism
industry should constantly revisit their tourism plan and marketing and promotions
strategies to ensure the quality of tourism.
The LGU, tourism businesses and non-government organizations, and communities need to work together in
promoting their municipality, city or province in order to maximize the benefits of increasing tourism receipts
and manage the impacts of visitor influx into the locality. All of them should promote their local destinations, e.g.
brochures of local sites should be found in shopping centers and malls.
Marketing the LGU as a tourism destination entails knowing what tourism assets, products and services
are available in the locality, the prices at which they are sold, the current promotion tools and the place or
distribution channels through which potential visitors can avail them. It is equally important to consider how
the existing products and services are packaged in a distinct way to depict a unique brand for the LGU. These
four Ps: product, price, promotion, and place become part of the 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.
The LGUs tourism efforts differ from those of individual tourism enterprises. While entrepreneurs aim at
promoting their own attraction, product or service to specific market segments, the LGU should take into
consideration the whole of the local tourism industry. It has the responsibility of ensuring that everyone benefits
from tourism. This requires a unified marketing strategy for all tourism stakeholders within the destination.
Given the cluster approach in tourism development that the National Tourism Development Plan espouses, LGUs
are encouraged to coordinate the development of tourism circuits that connect different attractions in two or
more cities or municipalities. The provincial government can take the lead in marketing and promoting various
tourist attractions in different LGUs connected through a circuit. It is important to emphasize that LGUs should
aim at complementation, rather than competition when it comes to the development of tourism attractions and
products.
Table 2. Levels of Tourism Marketing and Promotions Coordination

within a Destination
Destination
Coordination
Example
Country
Top Destinations and Regions
Region 2: Batanes-Cagayan CoastBabuyan Islands Cluster
Region
Tourism Cluster Destinations

(groups of provinces and or cities)
within the region
Catanduanes-Camarines Sur
-Camarines Norte Tourism Link
Province
Municipalities and cities within the

province
Bohol Country-side Tour;

Ilocos Norte Paoay Kumakaway
Campaign
City/ Municipality
Attractions and establishments

within the city/ municipality
Heritage City of Vigan
Role of LGUs in Tourism Marketing

and Promotion
Strengths, Weaknesses, Opportunities

and Threats (SWOT) Analysis in
Tourism Marketing
The SWOT analysis has been introduced and discussed in the portion of this Guidebook on Formulating the Local
Tourism Development Plan as a tool for tourism strategy formulation. Market analysis may also be undertaken
using the SWOT. This tool can also help the LGU formulate its marketing strategies. In conducting the SWOT
analysis, team approach and brainstorming are encouraged during which the participants are suggested to write
all their ideas down prior to examining them one by one (Briggs, 2001).
Table 3. Aspects of Tourism destination to be considered in the SWOT

Analysis
Strengths
Location
Is it accessible, convenient,
obvious and easy to find?
Staff/ Tourism
Human Resource
Are they professional and

Staff/ Tourism
friendly, or do they have some
Human Resource
special skills such as language
proficiency which make your
destination superior compared to
your competitor?
Do you offer quality services
Services
or comfort or perhaps an
exceptionally broad range of
services?
Do they need more training or

perhaps you have staff
shortages?
Do you have a high profile, strong Reputation and

established market, or use
Image
innovative marketing methods?
Could the municipality/ city/

provinces image or reputation
be better?
Service
Marketing
- 10
Location
Is the destination inaccessible or

difficult to reach?
Could the services be more

efficient or better in some way?
Introduction
Internal
Problems
Opportunities
Is the LGU reactive instead of

proactive in management?
Threats
Trends or Fashion
Increased interest in certain

activities, like marathons, or
nature trips
Competition
New development introduced

by a competitor
Change in
Population
Increase in the population of a

group (i.e. senior citizens, with
higher disposable income)
Economic
conditions
Recession, high inflation or

unemployment (domestic or
abroad)
Development
Technological changes (i.e.

growing internet service
subscriptions)
Promotional
Opportunities
Presence of activities such as

trade and tourism fairs and
exhibitions conducted by
national tourism organizations
Adapted with slight modification from Briggs, 2001
-9
Weaknesses
Looking at the aspects listed and explained above and considering the local conditions, the local tourism officer
and planner as well as the stakeholders invited to participate in the analysis may use the worksheet in Annex H
found in the main Guidebook Formulating the Local Tourism Development Plan to indicate the 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.
The Marketing Strategy

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

Target markets
Types of
Timing of
Promotional techniques
Promotional
efforts
Introduction
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

Selling Point
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,
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.
Table 4. Phases of Travel Experience
Phases
Type of image
Accumulation of mental
images about vacation
experiences
Organic
Modification of those images

by further information
Induced
Source of information
NONCOMMERCIAL
General media, such as news reports,
magazines, books, movies
Education such as school courses
Opinions of family and friends
COMMERCIAL
Promotional materials such as travel
brochures, travel agents and travel
guidebooks, advertisements
Decision to take a vacation trip

Travel to the destination
Participation at the destination
Return home
Modification of images based
on the vacation experience
Actual Experience
Derived from Gunn (1988) as described in Echtner & Ritchie (2003).
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First hand experiences that modify ones

initial image of the destination
What comes to your mind when you think about ( Name of LGU ) ?
Answers to this question may be consolidated to provide the local tourism officers some pictures and
characteristics of their LGU from outsiders point-of-view. Local tourism planners and officers should also
be aware and constantly updated of the LGUs social, economic, political and ecological conditions as all
these necessarily affect the image it is projecting to the world. Partnerships and constant communication
with stakeholders in the academe, private sector and community will help the local government assess local
conditions.
Destination Brand
A brand is considered the most effective and powerful way to promote a tourism attraction (Di Marino, n.d.)
as well as a whole destination. It differentiates the LGU from competitors and answers the critical need for
destinations to create a unique identity (Calanog, Reyes & Eugenio, 2012). It is the essence of a product that
makes it different from all other products in the eyes of its potential customers its competitive identity (School
of Travel Industry Management, n.d.).
A destination brand may be a symbol, name, term or design, or combination of these elements that are
associated with the place (World Tourism Organization and European Travel Commission, 2009). It should not be
a vague statement that locals have dreamed up to improve community self-image (Acharya, 2010). Destination
branding alone cannot change a 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
Commission, 2009).
Introduction
Characteristics of a good brand

Attractive
Exciti ng
Memorable
Simple
Unique
Examples of destination
branding are the following:
Banaue Stairway to the Sky

Vigan Old World City
To get an idea of peoples image (how others perceive) of the LGU, here is a simple exercise that can be
undertaken. This simple question below may be asked from visitors or non-residents:
Unique Selling Point (USP)

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.
The Target Market

LGUs that are already into tourism should have the basic idea of who their visitors are. Those LGUs that are already
ahead in tourism keep and maintain an inventory of tourism data and other resources that will be useful in
determining the appropriate marketing strategy. However, for LGUs who are yet to start taking tourism seriously,
there has to be a way to systematically know their current visitors. It is easier to attract more of the same type
of people than to attract completely new markets. This is because they already enjoy what you have to offer and
presumably understand their needs (Acharya, 2010).
To get these data and information from the visitors you may conduct interview and survey. Please see the
enhanced sample questionnaire based on the Tourism Statistics Manual for Local Government Units developed by
the Department of Tourism and JICA (Calanog, Reyes & Eugenio, 2010) in supplemental reading 1 Profiling the Local
Tourism Industry.
Market Segmentation
There is a large number of tourists and it will be quite ambitious and unrealistic to target all of them to visit your
LGU. A major consideration here are the current offeringsattractions and facilities available in the locality.
This requires the local tourism officer and stakeholders to decide on specific market segments to target for the
marketing of the LGU as a tourist destination.
Market segmentation entails dividing a market into distinct groups of buyers who have distinct needs,
characteristics, or behavior and who might require separate products (Armstrong & Kotler, 2005). The following
presents the common market segmentation methods used in tourism marketing:
Methods
Characteristics
Geographic
Segmentation
Nations
States
Regions
Provinces
Cities
Municipalities
Demographic
Segmentation
Age
Gender
Income
Occupation
Psychographic
Segmentation
Social class
Lifestyle
Personality
Behavior
Segmentation
Knowledge
Attitude
Use of and
response to the
tourism product
Adapted with modifications from Kotler, Bowen and Makens (2006)
Given the set of data that the LGU collects at present using the DOT and JICA Tourism Statistics Manual for Local
Government Units, the LGU can start a combination of geographic and demographic segmentation methods.
Segmentation usually involves combining the above method so you can develop a complete profile for
different market segments (Kotler, Bowen & Makens, 2006). To know more about other segmentation
methods used in tourism marketing today, please refer to the Handbook on Tourism Market Segmentation by
the World Tourism Organization and European Travel Commission. The handbook presents various
segmentation methodologies the LGU may use depending on the available data at hand. The handbook also
proposes ways on how to generate the data needed to further subdivide the market. In conducting data
gathering for market segmentation, it is suggested that the LGU coordinate with local tourism stakeholders in
the private sector and non-government organizations. Results of service or product satisfaction surveys that
tourism establishments periodically conduct among its customers may be used to analyze not only the
lifestyles of visitors to the area but also their attitudes towards and motivations for visiting the destination.
Palawan The Last Frontier

Davao
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Land of Plenty
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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:
Printed materials
Advertising
Audio-visual materials
Exhibition attendance
Public relations
Internet and social media
You can also include as marketing channels and place of promotions various embassies, international groups and
business establishments. Collaterals and other products for your destination can be disseminated through them.
Depending on the target market, the LGU needs to create a promotional message that capture what the
destination has to offer to tourist. It should also contain the destinations brand. For the chosen promotional tools
to stand out, they should be evaluated based on the following AIDA principles (World Tourism Organization,
1993):
A I DA
Grab
Attention
Appeal to readers/
audiences
Interest
Arouse the desire

to visit the
Destination
Urge the reader

to take
Action
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Promotional Tools
- 16
The LGU may seek assistance from the Tourism Promotions Board (TBP) for promotion strategies and
techniques to be undertaken to encourage more visitors, especially foreign tourists, to come and visit the
local attractions within the destination.
Type
Examples
Printed materials
Leaflets
Brochures
Audio-visual materials
Video-clips
Films
Public relations
Lobbying for greater access to the destination from concerned

government agencies
Positive media coverage such as press releases
Linking with the press and maintaining media contacts
Advertising
Paid tourism campaign using mass media e.g. TV, radio,

newspapers and magazines, posters and advertising spaces
Exhibition attendance
National/ regional tourism fairs
Internet and social media
Websites
Social networking sites
- Facebook -Twitter, etc
Travel Blogs
- 17
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.
Institutionalizing Standards
for Tourism
Understand the existing local, national and international tourism standards;

Adopt these standards, when possible, in the LGU; and
Develop their own local standards based on the local situation.
Accreditation Principles and Practices

Accreditation and standardization will help ensure that your LGU is a quality tourism destination. You can adopt
the following national and international standards in your LGU. You may also pattern your standards from the
practices of other LGUs. Certain sectors in the industry have also initiated their own standards and accreditation
process.
National Standards
The Department of Tourism (DOT), through its Office of Tourism Standards and Regulations, prescribes and
regulates standards for the operation of the tourism industry. Primary tourism enterprises shall be
periodically required to obtain accreditation from DOT as to the quality of their facilities and standard of
services. Accreditation shall be voluntary for secondary tourism enterprises. Republic Act 9593 or the Tourism
Act of 2009 defines primary tourism enterprises as: travel and tour services; land, sea and air transport services
exclusively for tourist use; accommodation establishments; convention and exhibition organizers; tourism
estate management services; and such other enterprises as may be identified by the Tourism Secretary, after
due consultation with concerned sectors. Secondary tourism enterprises refer to all other tourism enterprises
not covered by the ones earlier mentioned.
Supplemental reading 9 Institutionalizing Standards for Tourism
The DOT also has the power and the duty to issue tourism advisories pertaining to tourism enterprises that
were found to have violated the terms of their accreditation. The statement that the advisory shall only be
lifted upon continued compliance of the enterprise with the terms of accreditation. To give value to
accreditation, only accredited enterprises can be beneficiaries of promotional, training and other programs
of the DOT and its attached agencies and corporations.
d
e
t
i
d
e
r
c
The standards set by the Department of Tourism vary by category (these standards can be accessed through
http://www.tourism.gov.ph/sitepages/TourismStandards.aspx).
Category
Accreditation
Agri-tourism-farm site
Rules and regulations to govern the accreditation of agri-tourism / farm site
Ambulatory clinics
Rules and regulations to govern the accreditation of ambulatory clinics
Amended rules and regulations to govern the

accreditation of mountain guides
Amended rules and regulations to govern the

accreditation of mountain guides
Amending the tourism-related establishments code of

1989
Amending the tourism- related establishment

code of 1989 and adding a new provision thereof
Calesa
Rules and regulations governing the

accreditation of calesas providing transport
services to tourists
Cave guides
Rules and regulations to govern the accreditation of cave guides
Foreign exchange dealers
Rules and regulations to govern the accreditation of foreign exchange dealers
Gallery
Rules and regulations to govern the accreditation of gallery
Hotels, tourist inns, motels, apartelles, resorts, pension

houses and other accommodation establishments
Rules and regulations to govern accreditation of

hotels, tourist inns, motels, apartelle units,
resorts, pension houses and other
accommodation establishment
Mountain guides
Rules and regulations to govern the accreditation of mountain guides
Revised rules and regulations to govern the accreditation of spa establishments
Revised rules and regulations to govern the

accreditation of spa establishments
Spa
Rules and regulations to govern the accreditation of spa
Tertiary hospitals for medical tourism
Rules and regulations to govern the accreditation of tertiary hospitals for medical tourism
Tourism-related establishments
Rules and regulations to govern the accreditation of tourism-related establishments
Travel and tours services
Rules and regulations to govern the accreditation of travel and tour services
The standards of the DOT can be adopted by the LGU through an LGU ordinance. The following template can
guide you in drafting your LGUs ordinance.
Ac
-1
What are the standards set by the Department of Tourism?
-2
Ordinance No.______:
Ordinance prescribing standards for tourism development in the Municipality/City of ___________
Whereas section 17 of the Local Government Code mandates the local government to promote
tourism in their respective jurisdiction
Whereas the local government has identified tourism as one of the engine for economic development
Whereas the DOT has prescribed minimum standards for the development of tourism
Wherefore the local government will create local standards to govern the development of tourism in
the LGU.
Now therefore, this body in session assembled;
RESOLVE, to adopt as it hereby adopts
EFFECTIVITY. This ordinance shall take effect in 201__.
Enacted on __________ ___, 201___.
Republic of the Philippines

Office of the Governor/Mayor
Province/City/Municipality of _____________
----I HEREBY CERTIFY to the correctness of the foregoing ordinance which was duly adopted by the SanggunianPanlalawigan/Panlunsod /Bayan during its regular session on __________.
SIGNED:
ATTESTED:
APPROVED:
__________________
Secretary to the SP/SB
__________________
Presiding Officer
__________________
Governor/Mayor
2 ASEAN Tourism Standards

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
tourism market.
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
Sector to realize the ASEAN Economic Community is the establishment of the ASEAN Tourism Standards
(ASEAN, 2007).
The six (6) ASEAN Tourism Standards and their basic definitions are described below:
6
ASEAN Tourism Standards
Example 1: LGU Ordinance Prescribing Tourism Standards
1. Green Hotel. This is a hotel which is environmentally-friendly and adopts

energy conservation measures.
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
people in food stalls, local restaurants or other similar outlets.
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.
4. Home Stay. This alternative tourism facility is where tourists can stay with the
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
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
ecological diversity that involves activities, environmental and cultural
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.
* 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.
* 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.
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1
2
3
4
5
6
Awareness raising of stakeholders and training. Disseminate information and

initiate capability building activities for tourism stakeholders.
Application. Accomplish application forms with attached documents,

then evaluate qualifications.
Audit. Do on-site audit: interview, audit without prior notice, observation and
checklists.
Audit report. Advice all concerned about deficiencies, if any.
Correct all deficiencies.
Monitoring. Check the standard maintenance at least every two years, such as
checking the use of logo, and the certificate itself.
Guidelines for Certification of ASEAN Tourism Standards
3 Tourist Attraction Standard in China

China has five (5) Tourist Attraction Rating Categories (TARCs): A (1A, the lowest level), AA (2A), AAA (3A),
AAAA (4A) and AAAAA (5A, the highest level). The bases of these categories are the importance of the site,
transportation, tours, safety, cleanliness and sanitation. The China National Tourism Administration
administers these ratings based on the code Categories and Rating Standard of Tourist Attractions. Your LGU
may adopt such a rating in your area to raise the interest of potential tourists to visit the attraction
4 Industry Standards
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 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
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The Protected Area Management Board (PAMB) sets standard fees for guides, entrance fees, rentals and
parking fees for protected areas. As part of the PAMB, your LGU contributes to the formulation of these
standards and must likewise comply with these. In addition, DENR DAO 2009-09 provides for the standard
design and specification of signs, buildings, facilities and other infrastructure that may be installed and/
or constructed within protected areas. LGUs can either adopt these guidelines or provide a more detailed
guidelines.
Gender Considerations in Tourism
The Magna Carta for Women (Republic Act 9710) upholds womens rights and freedoms. Some practices
promoting gender sensitivity can guide you in formulating your own standards in the form of an ordinance.
The standards can be inputted in developing your local tourism code. Republic Act 9262 or an Act Defining
Violence Against Women and Their Children prohibits sexual abuse, psychological violence, treating women
and children as sex objects, human trafficking, etc. also applies to the tourism industry.
Supplementary Reading 11 - Relevant Laws, Policies and Tourism-related Literature, of the Tourism Guidebook
contains a Gender and Development (GAD) Checklist for the tourism sector.
Considerations
Yes
No
7 Rules and Regulations Set by Attractions
Do your facilities have a breastfeeding and diaper-changing areas?

Are there segregated comfort rooms for males and females in tourism
attractions and facilities?
9 Considerations for Persons with Disabilities

Facilities should be constructed for persons with disabilities in tourism facilities such as hotels, resorts and
restaurants to improve access.
Considerations
Yes
No
Are there wheelchair ramps in hotels, restaurants and other tourism

infrastructure?
Are there transportation facilities for PWDs?
Are there toilets designed for PWDs?
Are there parking lots near sidewalks?
Are hotel employees trained to give advice on accessibility for PWDs?
Others:
Source: Adapted from Disabled World Travel, http://www.disabled-world.com/travel/
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?
Considerations
Are there provisions for sale of sanitary pads and other needs?
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

to tourism?
Is free prior and informed consent sought before developing tours or

facilities in their ancestral land?
Others:
Is the culture of the IPs depicted authentically or accurately in your

tourism products?
Others:
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Yes
No
Special considerations should be made to make travel comfortable for senior citizens and the elderly due
to their physical fragility. Republic Act No. 7432, as amended by Republic Act No. 9257, otherwise known as
the Expanded Senior Citizens Act of 2003 identifies privileges of senior citizens that are also applied to the
tourism industry.
Considerations
Yes
No
Do you have special seats for senior citizens and the elderly in public
transportation facilities or other public areas?
Do you have express lanes for senior citizens and the elderly in queuing
for public services, e.g. transportation, banks?
Do the tourism services apply the necessary discounts for senior citizens
and the elderly?
Do you have health facilities nearby to cater to the health needs of senior
citizens?
Others:
LGUs Control in Tourism Development
11
Considerations for Senior Citizens and the Elderly
References
ASEAN Tourism Standards (n.d.). ASEAN Tourism standards. Retrieved from http://www.visitmyphilippines.com/
index.php?title=ASEANTourismStandards&func=all&pid=874&tbl=1
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
er=&filter=&filterID=&tomonth=&dateval=true
Department of Tourism Standards (n.d.). Retrieved from http://www.tourism.gov.ph/sitepages/TourismStandards.aspx
Disabled World Travel http://www.disabled-world.com/travel/
Republic of the Philippines (n.d.).National Structural Code of the Philippines.
______________________ (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.
______________________ (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
of Vigan, Ilocos Sur).
______________________ (2009a). Republic Act 9593: Tourism Act of 2009.
While accreditation is the function of the DOT, your LGU is responsible for implementing the ordinance on
tourism standards under the leadership of your mayor.
______________________(2009b). Republic Act 9710: Magna Carta for Women.
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.
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Organizing a Local Tourism Office
10
Understand the legal framework in organizing a local tourism office;

Determine the need to organize a local tourism office; and
Understand the roles and functions of a local tourism office and a local
tourism officer.
The LGU must establish within its over-all structure an institutional framework that will support tourism
development. Operationally, this will include the establishment of tourism office and the corresponding staff
complement within the LGU organizational structure that shall be primarily responsible for the development and
implementation of TDPs (Alvia and Libosada, 2009).
Is tourism a significant industry in the municipality, city or province?

If the answer is YES, the LGU is mandated to appoint a permanent tourism officer position, by virtue
of the policy and legal framework provided in RA 7160 (Local Government Code of 1991) and RA 9593
(Tourism Act of 2009)
A province, city or municipality must meet the following criteria as espoused by

the Department of Tourism, if the area considers tourism as a significant industry:
1. The area is identified as a priority cluster in the Tourism Development Areas
(TDAs), as stated in the National Tourism Development Plan (NTDP) 20112016;
2. The area is business-friendly (Seal of Good Financial Management); and
3. The area has a minimum of 100 tourist arrivals per month.
Supplemental reading 10 Organizing a Local Tourism Office
Policy and Legal Framework in

Organizing a Local Tourism Office
Meanwhile, Republic Act 9593 (the Tourism Act of 2009) stipulates the mandatory appointment of a permanent
position for a tourism officer. In coordination with the 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
tourists and tourism enterprises.
The Tourism Act further states that DOT must ensure that local TDPs and projects are properly coordinated,
integrated, prioritized and implemented accordingly with those of the National Government. The DOT delegates
certain powers, functions and services to the regional offices, in consultation with LGUs in implementing tourism
policies, plans, programs and projects.
Organization of a Local Tourism Office

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

The tourism office may maintain existing offices not mentioned in subsection (a) and (b) hereof
(mandatory and optional position); create such other offices as maybe necessary to carry out the
purposes of the municipal government; consolidate the functions of any office with those of another
in the interest of efficiency and economy (RA 7160).
The tourism officer has the responsibility to determine the duties and powers of officials and employees
of the tourism office subject to the relevant provisions of the Code (RA 7160).
The tourism office is also empowered to determine the positions, salaries, wages, allowances and other
emoluments and benefits of the officials and employees paid wholly or mainly from municipal/city/
provincial funds and provide for expenditures necessary for the proper conduct of programs, projects,
services, and activities related to tourism of the municipal/city/provincial government (RA 7160).
The organization of a local tourism office can be realized through the passage of an ordinance on the
re-organization of the structure and staffing pattern of a municipality, city or province (see Annex 3).
Republic Act 7160 or the Local Government Code (LGC) of 1991 provides the legal basis for the organization of a
local tourism office. The LGC suggests that any local government unit can create and staff any office as it deems fit
and necessary. An LGU may opt to organize one based on its service requirements and financial capability.
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
staffing pattern taking into consideration its service requirements and financial capability, subject to
the minimum standards and guidelines by the Civil Service Commission.
Likewise, the Provincial Tourism Office (PTO) can be under the Office of the Provincial Governor but
administratively supervised by the Office of the Provincial Administrator as in the cases of Davao del Norte and
Compostela Valley. The PTO of Northern Samar is directly under the Office of the Governor manned by three
permanent personnel headed by the Provincial Tourism Officer, and four Job Order staff (Berkman Consulting,
2011).
Source: RA 7160 or Local Government Code (LGC) of 1991,
Provincial Tourism Staff of Davao del Norte and Compostela Valley, November 2013 and January 2014.
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Every province, city or municipality in which tourism is a significant industry shall have a
permanent position for a tourism officer. He or she shall be responsible for preparing,
implementing and updating local tourism development plans, and enforcing tourism laws, rules
and regulations.
Source: RA9593 or the Tourism Act of 2009, Chapter II-A, Section 6-N Structure of the Department
Table 12 presents the roles and functions grouped according to the functions as suggested by the World Tourism Organization (WTO), discussed in the earlier part of this supplemental reading.
Table 1. Perceived Roles and Functions of a Local Tourism Officer

Functions/
categories
Provincial
Tourism Officer
City/Municipal
Tourism Officer
Coordinates and aligns tourism

projects of the LGU
Implements national initiatives under
the DOT
Roles and Functions of a Local Tourism

Officer
Designates tourism zones

Regulates standards
Provides assistance to LGUs
Planning and Development
Performs consultative and

recommendatory functions to
the LCEs
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
Marketing Services
Develops and markets competitive

products and destinations
Helps municipalities and cities
promote tourism in their areas
Prepares tourism brochures
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 .
2
-3
-4
Functions/
categories
Provincial
Tourism Officer
Conducts inventory of tourism spots

Statistics and Research
Gathers data on tourism

(including sex-disaggregated data)
City/Municipal
Tourism Officer
Conducts data gathering
activities on the tourism
industry
Monitors tourism arrivals
Computes for carrying
capacity of accommodation
establishments
Encourages tourism establishments to

engage in Public-Private Partnerships
(PPPs)
Conducts tourism awareness through
orientation in various LGUs, including
barangays
Education and Training
Organizes special groups that will

help in tourism (e.g. cave society, travel
and tours operations, accommodation
and security)
Builds the capacities of tourism
stakeholders through human resource
development (e.g. tour guides)
Assists tourism enterprises in the
accreditation process
Manages the parks

Implements tourism-related
policies with the help of the
City/Municipal Planning and
Development Coordinator
(CMPDC)
Performs all front-line services
in tourism
ORDINANCE NO. 327, SERIES 2011

AN ORDINANCE CREATING THE POSITION OF SUPERVISING TOURISM OPERATIONS OFFICER
AND PROVIDING FUNDS THEREOF.
The Sangguniang Panlungsod of the City of Surigao hereby ORDAINS:

SECTION 1. CREATION . There is hereby created the position of Supervising Tourism Operations Officer with Salary Grade 22 in the Office of the City Mayor.
SECTION 2. FUNCTIONS. The Supervising Tourism Operations Officer who shall be responsible for
the development and promotion of tourism of the city shall:
a) Prepare tourism related portfolio showcasing tourist spots and destinations;
b) Produce and circulate tourist information;
c) Publish or cause to be published tourism press releases in various media outlets;
d) Prepare travel tours and arrange itineraries for tourists and visitors seeking tourism assistance and
services; and
e) Perform such other related functions as may be authorized by the City Mayor.
SECTION 3. EFFECTIVITY. This ordinance shall take effect in 2012.
Example 1: Sample Ordinance on the Creation of a Local Tourism Officer

Position
Table 2 : Plantilla (Staffing Pattern) of the Davao del Norte Provincial

Tourism Office
Position
Supervising
Tourism
Operations
Officer
Salary
Grade
22
Enacted on November 03, 2011.

----I HEREBY CERTIFY to the correctness of the foregoing ordinance.
NENITA G. LOAYON
Sanggunian Secretary
ATTESTED:
DANILO C. MENOR
City Vice Mayor
Presiding Officer
-5
APPROVED:
Senior
Tourism
Operations
Officer
ERNESTO T. MATUGAS
City Mayor
-6
18
Job Description
- Supervises the staff in the

performance of their tasks and
functions
- Formulates policies, plans, program
and projects for the development of
the tourism industry
- Advises the Governor on the
promulgation of resolutions relative to
policies, plans, programs, and projects
designed to promote and develop the
tourism industry
- Coordinates with national
government agencies,
non-government organizations and
local government units in the
promotion of tourism
- Facilitates the protection,
maintenance and preservation of
historical and natural assets which are
tourist attractions with the
appropriate government agencies or
with the private sector and maintains
a statistical data bank on the tourism
industry
- Upholds and assists the indigenous
people of their traditional arts, customs and traditions
- Represents the Governor in
conferences and meetings concerning
tourism and travel
- Designs programs to encourage
private-sector investment as their
participation in tourism projects
- Undertakes research studies and
surveys for the continuing analysis of
the tourism industry
- Monitors and evaluates programs
and projects of tourism industry in the
province
- Coordinates and assists in the
implementation of tourism-oriented
projects, plans of national and local
government, those of private activities
so as to make possible the accelerated
and balanced growth and
development of tourism in the
province
- Develops and conceptualizes new
products which lead to enhancement
of tourist sites and facilities
- Initiates and coordinates with all
sectors, both government and private
the development of the provincial
plans and policies
- Plans promotional campaigns
through advertising and publicity and
coordinates promotional efforts with
the private sector through sales
campaigns and information
dissemination
- Attends meetings/ conventions on
tourism
- Submits annual performance targets
and semestral performance evaluation
reports
- Performs other related tasks assigned
by the supervisor
Educational
Requirements
Relevant
Experience
Training
Eligibility
Bachelors
degree relevant
to the job
3 years of
relevant
experience
16 hours
of relevant
training
Career
Service
(Professional
2nd level
eligibility)
Bachelors
degree relevant
to the job
2 years
relevant
experience
8 hours of
relevant
training
Career
Service
9Professional
2nd level
Eligibility)
Tourism
Operations
Officer II
Tourism
Operations
Officer I
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Salary
Grade
15
11
Job Description
- Assists in the packaging, marketing

and promotions of tourism products
-Organizes special events for the
promotion of local destinations
- Coordinates with the Public
Information Office (PIO) in the conduct
of pictorials of tourist spots and events
for tourism promotion material
purposes and for souvenirs
- Monitors and evaluates plans,
programs and projects of the province
to ensure their effective
implementation
- Formulates operating standards for
tourism oriented establishments
including hotels and resorts,
restaurants, inns, motels and other
related facilities and services and
ensure a harmonious, positive and
constructive development of the
tourism industry
- Conducts educational campaigns
aimed to make Davaoeos aware and
able to appreciate their cultural
heritage including those of indigenous
peoples and Muslim constituents of
the province
- Coordinates with artists and cultural
groups and provide assistance in terms
of promoting their work for greater
understanding of the public
- Provides continuous education/
training for the growth of the staff
- Submits annual performance targets
and semestral performance evaluation
reports
- Performs other related tasks assigned
by the supervisor
- Maintains updated data bank on both
local/regional/national and foreign
tourism-related information for public
awareness and guidance
- Researches, gathers, reviews and
lays-out data and write-ups for
production and guidance
- Conducts tours/ exposure trips to
airport, port, bus terminals, luncheon
and dinner receptions for visitors of
the Province assigned by the Division
Head
- Assists in the preparation for the
conduct of Special ad Major Events of
province
- Attends/ conducts seminars,
conferences, trainings and
conventions for personal development
as requested by the Division Head
Educational
Requirements
Bachelors
degree relevant
to the job
Bachelors
degree relevant
to the job
Relevant
Experience
1 year of
relevant
experience
None required
Training
4 hours of
relevant
trainings
None
required
Eligibility
Career
Service
(Professional
2nd level
Eligibility)
Position
Career
Service
(Professional
2nd level
Eligibility)
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Position
Tourism
Operations
Assistant
Administrative
Aide IV
(Clerk II)
Salary
Grade
Job Description
- Assists in the implementation of

tourism oriented programs and
projects of the province
- Keeps, maintains and updates
records on the tourism profile of
the province
- Receives and records incoming
and outgoing communications
- Takes charge in the preparation
and approval of disbursements
- Assists in the orientation and
organization activities on the
community level
- Submits annual performance
targets and semestral performance
evaluation reports
- Performs other related tasks
assigned by the supervisor
- Sorts, indexes, files and binds
communications, records and
other documents
- Routes communications and
other documents received
- Compiles statistics of basic data
related to the work of particular
office
- Performs other related tasks
assigned by the supervisor
Educational
Requirements
Completion of
two years
studies in
college
Completion of
two years
studies in
college
Relevant
Experience
Training
Eligibility
None required
None
required
Career
Service (Sub
Professional
1st level
Eligibility)
None
required
Career
Service (Sub
professional
1st level
Eligibility)
None required
SANGGUNIANG PANLUNGSOD
5th City Council
EXCERPT FROM THE MINUTES OF THE 59TH REGULAR SESSION OF THE SANGGUNIANG
PANLUNGSOD OF THE ISLAND GARDEN CITY OF SAMAL, DAVAO DEL NORTE HELD ON
AUGUST 16, 2011 AT THE SP SESSION HALL.
PRESENT:
Hon. Al David T. Uy City Vice Mayor, Presiding Officer
Hon. Richard A. Guindolman SP Member
Hon. Napoleon P.G. Villarica SP Member
Hon. Jaime A. Pichon SP Member
Hon. Gaspar R. Valera SP Member
Hon. Glenn C. Colmenares SP Member
Hon. Teresita B. Antalan SP Member
Hon. Guillermo E. Olden SP Member
Hon. Isidro P. Requina, Sr. SP Member
Hon. Nieljun C. Esdrelon SP Member
Hon. Metodio D. Gonato SP Member
Hon. Godofredo M. Mara SP Member
Hon. Samuel C. Rosario SP Member
Hon. Joel L. Olivares Liga Representative
Annex 3 Ordinance of the Re-organization of the Organizational

Structure and Staffing Pattern of the City Government of the Island
Garden City of Samal
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
unit where assigned. It may also be co-existent with the incumbent or with the period for which an agency or
office was created.
F. CASUAL APPOINTMENT - issued to a person to do only essential and necessary services where there are not
enough regular staff to meet the demands of the service.
G. CONTRACTUAL APPOINTMENT - issued to a person to undertake a specific work orjob for a limited period
not to exceed one year.
H. REAPPOINTMENT - is the re-issuance of an appointment during reorganization, devolution, salary
standardization, re-rationalization or similar events. Reappointment presupposes no gap in the service.
I. TRANSFER - is the movement of employee from one position to another which is of equivalent rank, level or
salary without break in the service involving the issuance of an appointment.
J. DEMOTION - is the movement of an employee from one position to another with reduction in duties,
responsibilities, status or rank which may or may not involve reduction in salary and is not disciplinary in nature.
K. REMOVAL - shall connote separation from the service as a result of reorganization.
L. APPOINTING AUTHORITY - the person or body authorized by law to make appointments in the Philippine
Civil Service.
M. PERFORMANCE - an employees accomplishments in terms of the requirements of the job and evaluated
through a systematic method of appraisal.
City Ordinance No. 2011-181
N. UPGRADING/RECLASSIFICATION - refers to the change in position title with the corresponding increase in
salary grade.
AN ORDINANCE ADOPTING THE REVISED ORGANIZATIONAL STRUCTURE AND

STAFFING PATTERN OF THE CITY GOVERNMENT OF THE ISLAND GARDEN CITY
OF SAMAL AMENDING FOR THE PURPOSE CITY ORDINANCE NO. 99-13 SERIES
OF 1999
O. PLACEMENT COMMITTEE - a committee to assist the appointing authority in the judicious selection and
placement of personnel in order that the best qualified and most deserving persons shall be appointed in any
reorganization, composed of the following:
- Two (2) members appointed by the head of department or agency
- A representative of the Appointing Authority
- One (1) member duly elected by employees holding positions in the first level of the career service
- One (1) member duly elected by employees holding positions in the second level of the career service
- A representative of an employee association duly registered in accordance with Executive Order No. 180 and
its implementing rules.
- The members shall elect their Chairman.
- A representative of the Civil Service Commission may be requested by the agency to render assistance to the
Committee.
Be it ORDAINED, by the Sangguniang Panlungsod of the Island Garden City of Samal in session assembled,
that:
Section 1. TITLE. This Ordinance shall be known as The Revised Organizational Structure and Staffing Pattern
of 2011 of the City Government of the Island Garden City of Samal.
Section 2. DEFINITION OF TERMS 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.
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D. TEMPORARY APPOINTMENT - an appointment issued to a person who possesses all the qualifications for
the position to be filled, except the appropriate civil service
eligibility. The appointment will be for a period of not more than twelve months.
- 10
A. Organizational Structure of the City Government of the Island Garden City of Samal.

B. Organizational Structures and Positions Chart of all Offices under the Executive and

Legislative Departments, to wit:

B.1. Office of the City Mayor

B.2. Office of the Sangguniang Panlungsod

B.3. Office of the City Administrator

B.4. Office of the City Treasurer

B.5. Office of the City Assessor

B.6. Office of the City Accountant

B.7. City Budget Office

B.8. City Planning and Development Office

B.9. Office of the City Engineer

B.10. City Health Office

B.11. Office of the City Civil Registrar

B.12. City Legal Office

B.13. Office of the City Veterinarian

B.14. City Social Welfare and Development Office

B.15. City General Services Office

B.16. City Agriculturist Office

B.17. City Human Resource Management Office

B.18. City Environment and Natural Resources Office

B.19. City Investment and Tourism Office
Section 3. The revised Organizational Structure and Staffing Pattern of the City Government of the Island
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
Executive thru Executive Order No.15, s. 2010 who was tasked to make the necessary revisions in accordance
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
as Local Government Code of 1991 and its Implementing Rules and Regulations and Republic Act No. 8471, s.
1998 creating the Island Garden City of Samal, are hereby APPROVED which shall form as integral parts of this
ordinance, to wit:

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
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Section 4. Special Provision

a. The position of Security Guard under the Office of the City Mayor shall be automatically abolished when the
present occupant is no longer qualified to the position.
b. The positions of Carpenter, Electrician, Park Attendant and Administrative Aide III shall be automatically
abolished when the present occupants will retire, resign or terminated from the service.
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
structure and staffing pattern.
Section 6. Mandatory Review. The Sangguniang Panlungsod shall undertake a mandatory review of this
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.
Section 7. REPEALING CLAUSE. That City Ordinance No. 99-13 series of 1999 is hereby repealed.
Section 8. This ordinance shall take effect upon confirmation by the Sangguniang Panlalawigan and after posting in at least three (3) conspicuous places in the city.

ENACTED AND APPROVED this 16th day of August 2011.
CERTIFIED CORRECT:
ATTESTED:
APPROVED:
ERNESTO A. GULBEN
SP Secretary
AL DAVID T. UY
City Vice Mayor
ANIANO P. ANTALAN
City Mayor
References
Alvia, Eric and Libosada Jr, Carlos (2009). Tourism Development for LGUs. GTZ-PSP SMEDSEP. Makati, Philippines.
Berkman Consulting (2011). Tourism Master Development Plan for Samar Island Final Report. Commissioned by
the Department of Tourism, 2011.
Bohol Provincial Government (2010). Bohol Human Resources Management and Development (HRMD) Plan 2011
2015. Bohol Provincial Government.
Davao del Norte Provincial Government. Provincial Tourism Office Documents.
Department of Tourism (2010). National Tourism Development Plan 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

& Tourism-related Literature
11
A compilation as well as weblinks of relevant laws, policies and literature on

tourism and related issues.
Relevant laws and policies

INVESTMENT-RELATED LAWS AND POLICIES
Implementing Rules and Regulations (IRR) of RA 6957 An Act Authorizing the Financing, Construction,
Operation and Maintenance of Infrastructure Projects by the Private Sector.
Republic Act 7160 The Local Government Code (LGC) of 1991 - Local budgets shall operationalize
approved local development plan (Sec. 305).
Republic Act 7652. Investors Lease Act - Lease agreements of Filipino landowners with foreign investors are now
up to 75 years; 50 years renewable for another 25 years.
Republic Act 7718 Expanded Built-Operate-Transfer (BOT) law.
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
Presidential Proclamation.
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
performance that contributes to economic development.
Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature
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
the crime of prostituting women and their children.
Republic Act 9710 or the Magna Carta for Women.
Environment-related laws and policies

BIODIVERSITY
Presidential Decree 984 Pollution Control Law (1976).
Presidential Decree 1219 The Coral Resources Conservation and Protection Decree (1977).
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
to the limitation and other conditions prescribed.
Republic Act 7586- National Integrated Protected Areas System (1992).
Republic Act 8550 Fisheries Code (1998).
Republic Act 9072 National Caves and Cave Resources Management and Protection Act (2001).
RA 9147 -- Wildlife Resources Conservation and Protection Act (2001).
Water Quality and Water Pollution

Presidential Decrees 600 and 979.
Presidential Decree 1067 Water Code (old).

-Governs the ownership, appropriation, utilization, exploitation, development,

conservation and protection of water resources

- Identifies rights and obligations of water users and the administrative agencies that

enforce laws on water use and availment
WOMEN AND GENDER- RELATED LAWS

Republic Act 7192 Women in Development and Nation Building Act - Government departments,
including its agencies and instrumentalities shall:

- Include an assessment of the extent to which their programs and/or projects integrate women in

development process and of the impact of such programs or projects on women

- Ensure the active participation of women and womens organizations in the development

programs and/or projects including the planning, design, implementation, management,

monitoring and evaluation..

- Collect sex-disaggregated data and include such data in its program/project paper, proposal or strategy.
Marine pollution policies by National Pollution Control Commission.

Enforcement by Philippine Coast Guard.
Republic Act 9275 Clean Water Act of 2004.
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
Republic Act 9208, or the Anti-Trafficking in Persons Act of 2003.
-2
RA 8749- June 23, 1999 An Act Providing For A Comprehensive Air Pollution Control Policy And For
Other Purposes also called Clean Air Act.

- A comprehensive policy and program for air quality management in the country, revised the air

quality management sections of PD 984

- Most innovative feature- promotes the conduct of air shed-specific air quality management while

respecting national-set emission reduction targets and following control strategies, incentives and

collective actions provided in the National Framework Plan

- DENR Department Administrative Order No. 2000-81- Implementing Rules And Regulations (IRR)

for RA 8749 Clean Air Act
Solid Waste
RA 9003 Ecological Solid Waste Management Act of 2001.

- adopts the program of national integrated solid waste management which covers generation,

segregation, collection, re-use, recycling, composting, transport and disposal of waste

- formulates a national solid waste management framework which emphasized waste reduction

goals, waste minimization techniques, and public participation in plan preparation

- institutes measures to promote a more acceptable system which corresponds to the vision of

sustainable development. Generally, it aims to merge environmental protection with economic

pursuits, recognizing the re-orientation of the 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.
Others
Republic Act 9572 National Environmental Awareness and Education Act of 2008.
Air Quality
Tourism Related Policies of National

Government Agencies (NGAs)
Department of Agriculture (DA)

Section 6 of RA 8437 states that a Network of Protected Areas for Agricultural and Agro-Industrial
Development (NPAAAD) shall be established and identify the Strategic Agriculture and Fisheries
Development Zones (SAFDZ) within it to safeguard efficiency in utilizing land for agriculture and agro
industrial development.
Department of Agrarian Reform (DAR)

Executive Order 129-A, s. of 1987, mandates the Department of Agrarian Reform (DAR) to approve or
disapprove the conversion, restructuring or readjustment of agricultural lands into non-agricultural uses.
Department of Interior and Local Government (DILG)

Department Administrative Order No. 2009 07 issued on May 27 2009 spelled out the rules and regulations
governing the issuance of permit over reclamation projects and special patents over reclaimed lands.
This amended Section 4.1 and Sections 5 of DAO 2007 20.
Memorandum Circular No. 54 Prescribing the Guidelines Governing Section 20 of RA 7160 otherwise known
as the Local Government Code Of 1991 authorizing Cities and Municipalities to reclassify Agricultural Lands
into Non-Agricultural Uses.
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
Executive summary
Purpose: The Philippine National Tourism Plan (NTDP) aims to provide a strategic framework and an action plan
to guide the Department of Tourism (DOT) and other stakeholders in the development of the tourism sector for
the period 2011 to 2016.
Method of Preparation: The plan has been developed using a process involving:
Preparation of a tourism sector situation analysis involving document review, consultations with industry
stakeholders in the public and private sector, and conduct of site observations in the field.
Identification of the main challenges facing the evolution of Philippine tourism, and its causes and effects;
and doing a competitive analysis of internal strengths and weaknesses, and external opportunities and threats.
Conduct of consultations with stakeholders on the results of the situation analysis and to identify and agree on
the overall destination development framework, the broad goal and vision for tourism development by 2016, and
the strategic directions and actions in the four (4) clustered regional tourism planning workshops held in the
cities of Davao, Cebu and Manila and in Clark, Pampanga.
Delineation of the tasks and functions and specification of outputs that must be delivered to achieve the
strategic outcomes and overall goal and vision.
Initial evaluation of the economic, environmental, and social impacts of implementing the NTDP.
This plan is inclusive in orientation, i.e. it includes women, youth, and indigenous peoples as well as local host
communities. The plan is also pro-poor in approach, i.e. it addresses poverty reduction by including poor
provinces in the tourism value chain.
Situation Analysis: The Philippines has a rich and diverse set of tourism resources as represented by its extensive
natural and cultural heritage sites and landscapes that are globally unique. Notable of these are the Historic City of
Vigan, the Rice Terraces of the Philippine Cordilleras, the Baroque Churches of the Philippines, the Puerto-Princesa
Subterranean River national Park, and the Tubbataha Reefs National Park which have been recognised by UNESCO
as World Heritage sites.
The Philippines has 10 designated International airports, as well as 34 principal airports used for domestic
scheduled flights. The international airports are served by 36 international airlines including five (5) of Philippine
origin (also domestic carriers) operating an average of 806 scheduled flights per week with 197,000 seats per week
from 42 foreign ports, and 3,000 flights with 348,000 seats per week on domestic routes in 2010. In addition, there
are 25 sea ports operated by the Philippine Ports Authority providing passenger and RORO facilities served by 45
RO-RO and inter-island shipping companies servicing a total of 184 routes; and 31,242.38 km of mainly asphalt
and concrete paved national highway system served with 6,000 inter-island buses.
Philippine National Tourism

Development Plan (NTDP) 2011 - 2016
In 2010, the Philippines attracted 3.52 million international tourists staying an average of 8.21 nights and spending
an average of US$ 83.59 per day; and estimated 27.91million domestic travellers in 2010 staying an average of 4
nights and spending an average of PhP 553.09 per day. The main source of international tourists is South Korea,
the USA, and Japan followed by China and other countries with leisure-based and visiting friends and relatives
being the main reasons for visiting. In the domestic market, the main sources are urban centres such as Metro
Manila, Cebu, Davao, and the secondary cities with visiting friends and relatives and leisure travel as the main
reasons for travelling. DOT surveys indicate that in 2010, the top tourist destinations were Metro Manila,
Cebu-Mactan, Boracay Island, Camarines Sur, Baguio City, Davao City, Zambales (including Subic), Bohol, Camiguin
Island, Negros Occidental, Cagayan Valley, Ilocos Norte, and Puerto Princesa. Overall, it is estimated by DOT and
National Statistical Coordination Board (NSCB) that in 2010 domestic and international tourism contributed 5.76%
to GDP and directly employed 3.69 million persons or 10.25 % of total employment in the country.
Between 1995 and 2010, the annual average growth of international arrivals was 4.7% notwithstanding good
recovery in arrivals between 2009 and 2010 while between 2005 and 2010 the average annual rate of growth
in the domestic market was 3.3%. These growth rates are quite low relative to the competing countries such as
Thailand, Indonesia, Malaysia and Viet Nam where long-term international arrivals have grown at +8% per annum
and domestic tourism at +5% per annum. In terms of its position in ASEAN, the Philippines tourism performance
by volume is ranked below all ASEAN countries except for Myanmar, Lao PDR and Cambodia. The main causes and
effects of the historic poor international and domestic tourism growth performance are summarized in Figure 1.
Figure 1. Diagnosis of Philippine Tourism
The country has an estimated 96,052 hotel and resort rooms with another 16,654 rooms either in the final
planning stage or already under construction that will bring total rooms capacity to 112,706 by 2014 sufficient to
handle an extra 4 million domestic and international guests. Around 314 inbound, domestic and outbound travel
operators and 1,474 tourist transportation operators are accredited with the DOT. Many more are yet accredited.
Philippine tourism is regulated at the national level by the DOT as provided for by Republic Act 9593 or the
Tourism Act of 2009. The DOT is responsible for tourism policy and planning, international and domestic
marketing, facilitating investment, the accreditation of tourism enterprises, maintaining data on tourism and its
economic impacts, and supporting through capacity building the tourism activities of the LGUs. Its activities are
financed through annual appropriations, contributions from the Philippine Travel Tax, and profits from the
operations of Duty Free Outlets. At the local level, the LGUs under the Local Government Code of 1991 are
responsible for licensing the operation of tourist enterprises on payment of a business tax, inclusion of tourism
in their Comprehensive Land Use Plans (CLUPs) and zoning ordinances, regulating health, fire, and other safety
hazards, providing security in partnership with the Philippine National Police (PNP), and undertaking promotions
activities designed to attract tourists to their area.
-5
Notwithstanding the challenges facing the industry, the SWOT analysis indicates that there are significant
opportunities for large and sustained market growth given that the key constraints and weaknesses are effectively
addressed. If so, then market research indicates that between 2010 and 2016, the Philippines could increase its
current number of international arrivals from 3.52 million to around 6.7 million, and domestic tourism from 28.9
million travelers to around 35million. If achieved, these levels of international and domestic tourism could sustain
direct gross value added of PhP 890,000 million or around 6.8% of GDP, and direct employment of around
6.5 million persons by 2016. Moreover, with careful targeting, a significant number of the additional 2.8 million
-6
Goal and Vision and Strategic Directions for Tourism to 2016: Figure 2 gives a snapshot of the stakeholder-based
goal and targets, overall vision, and based on addressing the challenges, the strategic directions and actions that
the Philippines should take to achieve these.
Figure 2 Stakeholders Goal and Vision for Tourism Development in the Philippines
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.
The stakeholders identified 21 strategic cluster destinations (SCD) covering 77 existing and emerging tourist
development areas (TDAs) and their tourism transportation, infrastructure and development needs and
deficiencies that could be effectively addressed through coordinated investment between 2011 and 2016, and
help to deliver the targets of the goal and vision for the industry. The 21 clusters provide an inclusive destination
framework designed to ensure that all Filipinos are able to participate in and enjoy the benefits of the tourist
industry. Within the overall destination framework, there are nine (9) SCDs that also have international airports
and thus serve as the main international gateways to the other SCDs. Ensuring that this function effectively is thus
a priority in the NTDP action plan as ensuring that all SCDs maintain a good tourism growth momentum even
while the necessary market connectivity infrastructure and services are developed in the nine (9) gateway SCDs.
Action Plan: The action plan for implementing the strategic programs under each strategic direction of the NTDP
is attached. Depending upon the nature of the activity and the agencies concerned, the action plan will be
implemented by a series of initiatives both at the national and cluster level in the 16 regions.
-7
-8
The following NTDP actions will be coordinated and undertaken at the national level:
1. Improving Market Access & Connectivity:

Renegotiating Air Service Agreements with key growth markets to include all international airports

as points that can be served by international carriers of other countries.

Reducing foreign carrier operations costs in the Philippines by removing ad hoc charges such as CIQS

overtime costs, and eliminating the common carriers and tax on gross Philippine billings that reduce the

competiveness of the Philippines as a destination through higher airfares.

Simplifying border formalities and procedures for key growth markets such as China.

Improving sea and road transportation services focusing on safety, reliability, frequency of service

and ability to book a seat on-line.
2. Developing and marketing competitive destinations and products:

Designating TEZs

Designing and implementing the mandatory tourism enterprise accreditation system.

Facilitating business investment and simplifying business set-up at the national level.

Undertaking international and national level domestic marketing
3. Strengthening institutional governance and human resource capacities:

Strengthening tourism institutional, policy formulation, and governance structures at the national level

and providing the policy framework, resources and guidance for implementation in the clusters at the

regional level.

Strengthening DOT support for LGUs at the national level and providing the policy framework, resources

and guidance for achieving this in the clusters at the regional or cluster level.

Providing the policy framework for skills capability building at the national level and the resources and

support mechanisms to implement this in the clusters at the regional level.

Providing the policy framework and resources for improving labor relations and support mechanisms to

implement this in the clusters at the regional level.

Providing the policy framework and resources for professional tourism training and education at the

national level, and support mechanisms to implement this in the clusters at the regional level.

Providing the policy framework and resources for Human Resource (HR) recognition, networking, and

development.

Improving governance for tourism development at the national level, and providing the policy

framework, resources and guidance for this in the clusters at the regional level.

Establishing a Tourism Crisis Management Unit in the DOT, and providing the policy and support

mechanisms to coordinate activities in the clusters at the regional level.
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.
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.
Encouraging private sector investment on tourism product within and outside TEZs.
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.
Improving governance for tourism development at the LGU level.
Supporting the Tourism Crisis Management Unit in the DOT at the regional and LGU level.
Implementing the policy framework for HR recognition, networking, and development.
The following actions will be undertaken at the level of the clusters within the regions:
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
Implementation: The overall supervision of the implementation of the NTDP will be coordinated through the
National Tourism Coordinating Council (NTCC). To support the NTCC and provide coordination at the
management level, a National Tourism Program Coordination and Management Unit (NTPCMU) will be
established within the DOT. On the hand, to facilitate the execution of the NTDP programs in the strategic
cluster destinations at the regional level, Regional Tourism Project Coordination Committees (RTPCC) will be
formed. A Regional Tourism Project Coordination Management Unit (RTPCMU) will be established within the
DOT Regional Offices to support the RTPCCs and to provide coordination at the management level and
implement the institutional strengthening and capacity building components of the NTDP. The overall
organization structure for implementation is shown below.
- 11
Timing
2016
2015
2014
2013
Description of Activities
2012
Strategy and
Action Plan
Elements
2010
- 10
Cost Estimates: The overall indicative cost of the NTDP between 2011 and 2016 is estimated at PhP 123,073
billion of which PhP 20,270 billion comprises public sector investment and PhP 102,803 billion comprises
private sector investment. An initial assessment of the economic performance of the NTDP investment against
the additional tourism expenditure generated indicates a fairly robust performance with EIRR of 23.9%, and
NPV surplus of PhP 28,986.2 billion over a project life cycle of 20 years.
Cost
Estimate
(PhP 000)
Lead
Responsible
and Strategic
Partners
Success
Indicators
1 Improving Access & Connectivity

1.1 Rapidly expand capacity of secondary international airports
1.1.1
Upgrading
Secondary
International Airports
Clark, Mactan, and Davao

Iloilo, Puerto Prinsesa and Laoag & Zamboanga
1.1.2
Increasing
International Tourists
at NAIA
Complete renovation of Terminal 1 Arrival and

Departure areas
Complete renovation of Terminal 2
Rationalize aviation operations at NAIA
Improve Airport management and operations
3,902,990
x
x
x
x
x
x
x
x
x
x
x
3,864,990
- DOTC/CAAP/
Airport Authorities
- Private sector
stakeholders
Renovation and
expansions
works and other
requirements
completed and
operating
38,000
- DOTC/CAAP/NAIA
- Private tourism
companies where
appropriate, e.g.
airport operations
and maintenance
Renovation
works and other
requirements
completed and
operating
Activities:
Improve city side aspects (e.g. terminal capacity,
poor access, lack of parking, and inadequate support
services)
Improve air side constraints and limitations (e.g.
runway, taxiway, air navigation system, fire and rescue
service)
Improve airport management and operations
limitations
1.2 Expand connectivity between Philippines and its key growth markets
40,000
11.2.1
Renegotiating Air
Service Agreements
with Key Growth
Markets
Forge an agreement of complete Scheduling of

ASA negotiations with main tourism growth market
countries
Consult with carriers and industry stakeholders to
prepare Philippine positions
Undertake negotiations
Implement results
30,000
x
x
- DFA
- DOT/CAB, Airports,
Airlines and Other
Major Private Sector
Stakeholders
RAir Service
Agreements
renegotiated
with main growth
markets
1.2.2
Reducing Air
International Air
Operations Cost in the
Philippines
Conduct a comprehensive study of existing handling

charges
Forge an agreement with key agencies on cost
reduction approach
Amend necessary laws and regulations
Implement
5,000
Carrier taxes
and surcharges
removed
x
x
- DOTC/CAAP/NAIA
- Private tourism
companies where
appropriate, e.g.
airport operations
and maintenance
1.2.3
Simplifying border
formalities /
procedures for key
growth markets
Work with DFA and BI to provide visa free/visa on

arrival privileges for key growth markets
Introduce long-term stay visa categories for medical
and enjoy the sun retiree markets
Implement revised visa program
5,000
- DOJ/BI
- DFA
Visa restrictions
relaxed for key
growth markets
of China and
India
15,653
- CAAP, CAB, DOTC,

DOT, NEDA, DBM,
PPA, MARINA, DPWH
- LGUs, Tourism
Councils, Regional
Development
Councils, CSOs
Access
infrastructure
completed /
operating
Reduced safety
and security
incidences
15,000
- DOT, DOTC (MARINA

and LTFRB), Office of
the President and the
Congress
- Sea and Road
Transportation
Operators and Private
Sector Stakeholders
Access
infrastructure
completed /
operating
Reduced safety
and security
incidences
x
x
1.3 Implement a strategic access infrastructure program between secondary

international airports and strategic destinations
1.3.1
Design and
implementation of
strategic access
infrastructure
subprogram
Improve, rehabilitate and expand airports that

connect to tourism clusters. (Improve, rehabilitate,
and expand 23 domestic airports)
Improve, rehabilitate and expand seaport facilities
that connect tourism clusters. (Improve, rehabilitate,
and expand 21 seaports)
Improve, rehabilitate, and upgrade 28 strategic
connecting roads with total distance of approximately
850kms
1.3.2
Improving sea and
road transportation
services
Enlist support of existing sea and road

transportation operators for improved tourism
transportation services
Designate developmental sea and road Open Service
Routes
Undertake transportation regulatory reforms
30,653
2.1 Implement a sustainable tourism destination infrastructure program
9,659,572
2.1.1
Designing and
implementing
services infrastructure
in tourist
development
Provide water and water treatment (6 locations),

power (4 locations), and solid waste management in
(27 locations)
Design and construct tourism information centers
and support infrastructure (26 tourism development
areas)
Design and construct transport terminals and services
in (26 tourism development areas)
1,548,086
2.1.2
Designing and
implementing
tourism site access
and visitor
infrastructure
improvements
Prepare site evaluations for the 99 priority sites

located in the strategic cluster destinations with
International airports
Design access and site visitor infrastructure
improvements at the sites and package for funding
Arrange funding with multi lateral / bi-lateral funding
institution
Implement construction of site access and visitor
infrastructure projects
Improve, rehabilitate and upgrade an approximate
450 kilometers of roads in destination centers and to
152 sites into all weather conditions
Maintain and operates
8,111,486
2.2 Develop diversified tourism products that engage local communities
14,245,573
2.2.1
Developing Major
Mixed-use Tourism
complexes in the
vicinity of the
13,895,640
2.2.2
Linking local
communities to
the tourism value
chain created by the
major mix use tourism
complexes upgraded
tourist sites in their
vicinity
Identify sites and forge an agreement on their development with major landowners.
Provide TEZ designation, zoning, permits and
approvals, and incentives to support site development.
Provide infrastructure support to sites.
Undertake construction of projects.
Support the marketing of the completed projects in
International and domestic tourism activities.
Undertake consultations with affected communities

and private sector operators
Design and provide funding of program
Implement program on progressive basis
Monitor and evaluate
x
x
x
x
x
x
x
x
x
x
x
x
349,933
x
x
x
x
x
x
x
x
x
x
2.3 Implement a PPP-based mandatory tourism enterprise accreditation system

and facilitate tourism investment and lower cost of business
87,410
2.3.1
Design and
implementation of a
PPP-based mandatory
tourism enterprise
accreditation system
67,410
Complete framework paper and TOR for enterprise

accreditation and certification system
Establish task force to supervise design /
implementation of the system (Implementation to
2016)
Contract out consulting firm to design, pilot, set-up
and provide training on the system
Roll-out implementation of the system
Conduct study to identify annual private sector

investment requirements in hotels and resorts,
Undertake investment promotion drive
Provide investment incentive support
Coordinate with DTI program to simplify business
set-up / business tax and licensing procedures at LGUs
20,000
x
x
x
x
x
x
x
x
x
x
x
x
Operators and drivers

associations
- DOT (TIEZA), Major

Land Owners, site
managers (DENR,
LGUs, etc.), Provincial
Government
- Investors and
Financial Institutions,
LGUs, DENR, DTI, SEC,
and BIR, Bilateral and
multi-lateral financial
institutions, DTI
(OTOP), DA, etc. Tourism Councils, CSOs,
DPWH, DA, DAR

Land Owners, site
managers (DENR,
Government
- Investors and
and BIR, Bilateral and
multi-lateral financial
institutions, DTI
(OTOP), DA, etc. Tourism Councils, CSOs,
DPWH, DA, DAR
Land Owners, site
managers (DENR,
Government
- Investors and
and BIR, DTI (OTOP),
DA, etc. Tourism
Councils,
Program
designed and
financing
structure
arranged and
being
implemented
8 Sites identified/
designed
Investment and
operators secured
Construction in
progress
Key projects
operational
91 Sites
identified /
designed
Private sector
partners +
financing secured
Physical and
software
elements
substantially
implemented
- DOT Accreditation
and its sections,
Regional Offices
- Private sector
at National and
Regional/Provincial
levels constituted as
Task Forces to work
together with the
DOT in the design,
RDC, LGU
Framework
paper presented,
discussed and
agreed
Task Force
Established and
meeting actively
Procurement
of contractor
completed
System is rolled
out in all regions
- LGU, DTI,
Annual list of
projects by value
identified
Annual
investment
conference held
Number and
value of TIEZA/
BOI endorsed
projects
Document
processing time
reduced to 10
working days.
- 13
Timing
2016
2015
2014
2013
Strategy and
Action Plan
Elements
2012
Success
Indicators
2010
Lead
Responsible
and Strategic
Partners
2016
2015
2014
2013
2012
Cost
Estimate
(PhP 000)
2 Developing and marketing competitive tourist destinations and products
2.3.2
Facilitating business
investment and
simplifying business
set-up and licensing
procedures and cost
- 12
Timing
2010
Strategy and
Action Plan
Elements
Cost
Estimate
(PhP 000)
Lead
Responsible
and Strategic
Partners
Success
Indicators
2 Developing and marketing competitive tourist destinations and products

2.4 Safeguarding natural & cultural heritage and vulnerable groups
2.4.1
Safeguarding natural
& cultural heritage
2.4.2
Safeguarding
vulnerable groups
Develop uniquely Filipino destinations and products

Conduct conservation workshops
Advocate the sustainable use of heritage sites
Increase the number of heritage sites for international
recognition
Provide a professional interface between sustainable
heritage and tourism
x
x
x
Advocate change in the highest level of governance

to generate support
Raise awareness developing mechanism at community level
Create tourism industry partnerships
Link and partner with NGOs such as ECPAT, and with
UN agencies especially UNWTO.
561,165
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
- DOT, DENR, DPWH,

NCCA, LGU, ICOMOS,
ESCUELA TALLER
(INTRAMUROS),
- NCCA, ICOMOS,
UNESCO Philippines
for World Heritage an
MAB, IUCN, RAMSAR,
Private Sector
Training
completion
reports
Visitor
management
plans in place
91 community
participation
programs
completed
Number of new
sites listed
550,000
- NGOs suchs ECPAT,

and with UN agencies
especially UNWTO
Reduced
incidence of
trafficking,
exploitation and
STDs
31,920
32,340
37,800
- OT (TPB)
- Branding agency/
company Tourism
private stakeholders
Brand established
Pilot product
clubs set up and
operating
MIS established
563,938
- DOT (TPB)
- Branding agency/
company Tourism
private stakeholders,
Airlines, Hotels, etc.
Regional offices
with local
marketing
representatives
at country level
in place
3,784,662
- Branding agency/
company Tourism
private stakeholders,
Airlines, Hotels, etc.
orientated to
key, strategic and
opportunity/
niche markets
and products
with substantial
funding, and
good market
penetration
2.5 PPP-based marketing strategy and action plan
4,450,660
2.5.1
Strategic Marketing
Subprogram
Create a country tourism brand

Create tourism product development clubs
Design and implement a marketing intelligence
information system
x
x
x
x
x
x
2.5.2
International and
Domestic Marketing
Network Subprogram
Define and readjust international and domestic marketing networks according to market priorities
Develop business and management plans for marketing offices
Develop marketing office network capabilities.
Design Domestic Tourism Campaign
Develop and implement domestic tourism awareness
campaigns
x
x
x
x
x
Design product commercialization plan (direct

marketing, product lounges, road shows, partnership)
Design promotion program involving travel trade
shows, workshops, and familiarization trips
Design communication plan through country image
brand, publications, trade/consumer advertising, & PR
Design online marketing program for domestic and
international tourism
Implement (upon completion of every design work)
up to 2016)
2.5.3
Operational
Marketing
Subprogram
11,165
3 Improving tourism institutional, governance, and human resource capacities

3.1 Institutionalize roles and responsibilities of DOT and LGUs
418,320
3.1.1
Strengthening
tourism governance
structures
123,900
- DOT, LGUs,
- Civil Society, NGOs,
Policy body
established
Tourist Councils
(TCs) charter
amended and
DOT
reorganization
completed
151,620
-- DOT, TIEZA, TPB,

LGUs
- Tourism Private
Sector,
Partnerships
in place with
stronger financial
support. Private
sector strongly
engaged in
infrastructure &
marketing
12,600
- DOT, LGUs (Provincial), CIDA, AUSAaid,

etc.
- Tourism
stakeholders
DOT Provincial
Officers in place
Capacity building
programs
on-going
Stronger TCs in
place
Establish a National Tourism Policy advisory body to

advise the Secretary of Tourism
Review and adjust the constitutions of regional,
provincial, and local tourism councils to make them
more effective.
Strengthen the structure of the DOT for effective
destination management organization.
3.1.2
Strengthening
tourism policy
formulation
approaches
Lobby and link with public government stakeholders

Create a financial framework to facilitate the planning
& development of tourism infrastructure and
marketing activities.
Encourage Public-Private Partnerships (PPPs) in
tourism infrastructure and marketing development
3.1.3
Strengthening DOT
support for Local
Government Units
(LGUs)
Expand DOT capacity to support local tourism

development at the provincial level.
Build capacity of provincial LGUs for tourism planning
and development, destination marketing, and tourism
enterprise accreditation and regulation.
Strengthen multi-stakeholder mechanisms and
institutions for partnerships in local tourism
development
x
x
x
x
x
x
x
2016
2015
2014
2013
2012
Cost
Estimate
(PhP 000)
Lead
Responsible
and Strategic
Partners
Success
Indicators
3 Improving tourism institutional, governance, and human resource capacities

3.2 Develop a competent well motivated and productive tourism workforce
31,833
3.2.1
Skills capability
building
6,175
- DOT, TESDA, DOLE

- Tourism Private
Sector
Workshops
convened
TESDA Skills
centers
established /
operating
Certification and
audit system
in place and
functional
795
- DOT, TESDA, DOLE

- Tourism Private
Sector
Reduced labor
incidences, and
increased
17,163
- DOT, TESDA, DOLE,

CHED, DEPED
- Tourism Private
Sector
Enhanced
employability
of entry-level
trainees
7,700
- DOT, AHRM, PMAP

- Tourism Private
Sector
Annual Tourism
HTD Conference
organized
3.2.2
Improving labor
relations
3.2.3
Professional Tourism
Training and
Education
3.2.4
HR Recognition,
Networking, and
Development
Conduct capability building workshops to identify

and finalize worker competencies certification process,
accreditation of assessment centers and assessors
Establish TESDA Skills assessment centers and
disseminate new skills assessment system
Undertake compliance audit
Establish recognition for national certification for
entry level positions
Legislate extension of contractual employees from 6

months to 3 years
Conduct information drive on correct
implementation of service charge distribution
Undertake benchmarking on acceptable ratio on
tenured and non tenured employees
Re-engineer tourism and hospitality education

Develop and implement graduate programs in
tourism and hospitality management
Introduce tourism in basic education
Create industry-academe linkages
Privatize all TESDA training centers
x
x
x
x
x
x
x
x
x
Form Association of Human Resources Managers in

the tourism hospitality industry
Support the hosting of the Mabuhay Awards
program and event
Organize a national tourism and hospitality human
resource conference
x
x
x
x
x
x
3.3 Improve governance in the area of safety, security, and in dealing with tourists
646,000
3.3.1
Subprogram for
Transparency and
Host Community
Involvement
Create an Audit Committee in DOT that will oversee

and inspect all tourism-related activities, programs
Conduct training and education on tourism,
hospitality and entrepreneurship skills for host
communities
280,000
- Tourism Private
Sector, League of
Mayors, International
Grant
Established
Host training
programs
ongoing
3.3.2
Sub program for
Improving
Governance for
Tourism Development
Adopt Mabuhay! Tuloy Po Kayo Program for CIQS at

Expand DOT TOP-COP Program
Conduct Tourism Front-Liners Awareness and Values
Training Program
216,000
- DOT, BID, BOC, DILG,

PNP,
- PCCI Tourism
Congress (and
member trade
associations) LGU
Leagues
Mabuhay Tuloy
Po Kayo, and
front-liners
training ongoing.
TOPCOP program
being expanded
3.3.3
Establishing a Tourism
Crisis Management
Unit
Conduct workshops with key stakeholders to

establish TOR the crisis management unit
Prepare organizational structure and staffing
requirements of the crisis management unit
Establish unit, recruit staff, and implement
- DOT, NDCC, PNP,

DILG,
Crisis
management unit
established in
the DOT
150,000
x
x
Timing
2010
- 14
Strategy and
Action Plan
Elements
- 15
Formulation of the
Philippine National Tourism
Development Plan 2011-2016
Although previous tourism plans attempted to focus destination development and marketing on a few selected
priority tourism destinations, these efforts have generally been unsuccessful and slow to develop, while leaving
many stakeholders largely excluded. As a result, the destination and product development and marketing process
and related investments done in the past has generally been organic rather than planned. This is amply illustrated
by the ad hoc, unplanned, poorly managed, and underfunded approach that has characterized the evolution of
Philippine tourist destinations.
Given the above situation, the purposes of this paper are to: to set out a logical framework to guide the DOT
and LGUs in the planning, development and regulation of tourism; help other national government agencies to
converge their investments in infrastructure, human resource development and capacity building; and assist the
private sector in determining the location of viable tourism investments.
Destination Development Principles

A key discussion point in the regional stakeholder consultations was the need to have a logical framework for
destination development that would provide the stage on which the NTDP strategic directions and the related
programs and projects could be implemented to achieve the 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.
This approach recognizes that not all destinations in the Philippines can be international destinations. The reality
is that the more flexible domestic market will drive most tourism investments and generate most of the economic
benefits including poverty reduction. While it is true that much of the economic benefits of tourism will accrue
to those destinations that are able to attract both international and domestic markets, the primary rationale for
having a broader and more inclusive destination approach is that domestic market development even at a modest scale outside the main destinations requires less investment, can have significant income, employment, and
poverty reduction effects, and have lower environmental and social mitigation costs.
Introduction
Proposed Destination & Product Development Framework

The stakeholders deemed that in order to address the abovementioned issues it will be necessary to strengthen
stakeholder support and commitment at the regional and LGU levels. This calls for developing and marketing
an inclusive market-thematic cluster tourist destination and product development framework. This framework
should cover the main existing and emerging tourist development areas of the country that offer a wide range of
day visitor sites and activities including some that are must experience in natureall stakeholders should feel
that they are included in some way in the NTDP. However, as noted by the stakeholders, the rate of development
of the existing and emerging destinations depend upon the extent of interest of the local stakeholders but what
was needed is an inclusive planning framework. The DOT is tasked to develop the said framework in close collaboration with LGUs and other stakeholders.
During the regional consultations with the stakeholders from the 16 Regions and the ARMM, and guided by the
approach adopted in the Sustainable Tourism Management Plan for the Central Philippines sponsored by JBIC, the
stakeholders identified existing and emerging tourist development areas that comprised main tourism centers
and clusters of tourist sites and activity areas based on the principle illustrated in the above diagram.
A total of 77 existing and emerging tourist development areas (TDAs) were identified. The stakeholders also identified the main transportation and destination infrastructure, product development and marketing, and institutional 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
international and domestic tourism volumes quickly. The stakeholders deemed that while many areas of the
Philippines may not attract international tourist either due to the lack of necessary attractions or access, facility
and safety and security limitations, this should not prevent these destinations from pursuing domestic markets,
especially those living in the vicinity of the destination such as in the case of Bukidnon where the Mindanao
domestic market is the mainstay of tourism development. The stakeholders thus opted for a parallel
destination development strategy based on identifying destinations that should focus mainly on: (a) domestic
market development in which the ratio of domestic market to the total market ratio is 95%; and (b) a mix of
domestic and international market development in which the maximum ratio of international market to total
market is 60%.
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Destination & Product Development
- 17
The primary and secondary international airports are unable to handle rapid growth in international
tourism unless their capacity is quickly improved;
The air, sea and road access infrastructure and transportation connectivity between the main and
secondary international airports and the TDAs need to be improved;
The destination center services such as water, power, sanitation and solid waste management must be
increased in many destinations if they are to cope with rapid increases in tourism activities without
adverse environmental impacts;
Many destination centers must be decongested, their overall environment made more orderly, and
tourism support infrastructure such as information, sanitary rest areas, signage, lighting and
landscaping provided and improved; and
The road and water access to 278 identified natural and cultural tourist sites, and site visitor
infrastructure must be improved to increase their carrying capacity to provide a better, safer and
more secure site experience.
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
Greater Tourism Area
Laoag International Airport
to service:
NP1 - Batanes-Cagayan Coast -Babuyan Islands Cluster,
NP2 - Laoag-Vigan Cluster,
NP3 - Sierra Madre Cluster, and
NP4 - Cordillera Cluster
Southern Philippines
Daraga International Airport, Albay to service:
Cagayan de Oro Laguindingan International Airport to service:
CP1 - Bicol Cluster,

CP7 Eastern Visayas Cluster,
CP2 - Marinduque Romblon
Puerto Princesa International Airport to
service:
SP2 - Agusan River Basin & Coastal

Cluster
SP3 - Cagayan de Oro-Camiguin IslandTangub Coast and Bukidnon Highlands
Cluster
Clark and Subic International

Airports to service:
CP3 - Mindoro - Calamian Cluster, and

CP4 - Palawan Cluster
Davao International Airport

to service:
NP3 - Sierra Madre Cluster,

NP4 - Cordillera Cluster,
NP5 - Lingayen Gulf Cluster, and
NP6 - Central Luzon Cluster
Iloilo and Kalibo International Airports to

service:
SP5 - Davao Gulf and Coast Cluster,

SP6 Cotabato - Saranggani Cluster.
(Note: Saranggani could also host international charter flights).
Manila International Airport

to service:
All other destination clusters
NP7 - Metro Manila and the CALABARZON Cluster,
CP1 - Bicol Cluster,
CP2 - Marinduque Romblon
CP3 - Mindoro - Calamian Cluster,
CP4 - Palawan Cluster, and
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Central Philippines
CP5 - Western Visayas Cluster,

CP6 - Western portions of the Central Visayas
Cluster
Cebu-Mactan and Panglao International
Airports to service:
CP6 - Central Visayas Cluster,
CP7 Eastern Visayas Cluster,
SP1 - Surigao Dinagat Islands Cluster, and
SP4 - Zamboanga Peninsula Cluster
Moreover, the stakeholders also identified the following: a) the additional investments needed in private sector
product developments such as resorts, hotels, convention and entertainment centers, wellness and medical
tourism, retirement and sports tourism facilities, and theme attractions among others; b) the need to improve
tourism planning, tourism human resource, and tourist facility and service standards; and the need to improve
the level of marketing and promotion of the destinations.
Zamboanga International Airport to

service:
SP4 - Zamboanga Peninsula Cluster,
SP7 - Sulu Archipelago-Maguindanao Lanao del Sur (ARMM) Cluster.
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Figure 1. Map of Strategic Cluster Destinations
In the CDs with international airports, priority should be given to:

Improving their capacity to handle increased international tourists;

Improving infrastructure and transportation connections between them and other CDs without
international airports;
Planning the expansion of services infrastructure in their TDAs and improving access and facilities at key
tourist sites to enable them to get a good share of tourism growth going forward;
Designating TEZs in the vicinity of the international airports and developing mixed- use leisure,
entertainment convention and exhibition, resort, shopping and health and wellness products;
Developing a program to link the poorer sector in the Cluster to the tourism value chain;
Improving institutional arrangements for tourism planning, investment, governance, regulation
and marketing.
In the remaining CDs priority should be given to:

Improving connectivity infrastructure between them and the International CDs;

Planning the expansion of services infrastructure in their TDAs and improving access and facilities at key
tourist sites to enable them to get a good share of tourism growth going forward;
Participating in domestic and international marketing campaigns designed to attract domestic and
international markets interested in their existing product offering;
Developing a program to link the poorer sector in the Cluster to the tourism value chain connected with
the TDAs and their tourist sites; and
Improving institutional arrangements for tourism planning, investment, governance, regulation
and marketing.
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
this paper.
Prioritizing Tourism Interventions in the CDs

For purposes of determining the priorities for planning market and product development, public sector
investment, and private sector investment, the CDs and related TDAs located in the Northern, Central and
Southern Philippines were evaluated according to the following criteria: (a) the extent of existing tourism
activities; (b) potential for domestic and international market growth to 2016; (c) connectivity to international
airports; (d) private sector interest; (e) potential for direct international access; (f ) environmental carrying capacity;
(g) security and safety; and (h) level of poverty. The extent to which these CDs and their TDAs could cater to the
key, strategic and opportunity/niche product-market groups identified in the market research (see Attachment 1)
was mapped in terms of:

Key products capable of delivering higher growth potential, higher lengths of stay and expenditure, and
wider spread benefits comprising: (a) nature-based tourism, (b) sun and beach tourism, and (c) cultural
tourism products targeting long haul markets in Europe, Middle East and North America, and selected
markets such as Australia and niche segments in the regional markets.
Strategic products capable of attracting large regional markets with moderate length of stay and
expenditure comprising: (a) meetings, conventions, incentive and events, (b) leisure and entertainment
and shopping complexes, (c) health and wellness, and (d) cruise tourism products targeting the regional
markets especially China, South Korea, Japan, India, Taiwan, Malaysia, and Australia.
Opportunity/niche products capable of delivering strong future growth with long average length of
stay and expenditure comprising: (a) nautical, (b) educational, and (c) retirement products targeting
Europe, Middle East and North America, and selected markets such as Australia and segments in the
regional markets.
The capacity of the CDs and their TDAs to provide these key, strategic and opportunity/niche products is evaluated
and set out in Attachment 2 of this Paper. The major implications for each area of the Philippines are discussed
below.
Northern Philippines
The top three (3) CDs in the Northern Philippines were those containing TDAs with international gateways, i.e.:
NP-6 Central Luzon based on Clark as the international gateway; NP-7 Metro Manila and CALABARZON with NAIA
as the international gateway; and NP-2 Laoag-Vigan based on Laoag as the international gateway.
These CDs support the full range of key, strategic and opportunity/niche products and are already capable of
attracting significant volumes of domestic and international markets. The remaining 4 CDs, i.e. NP1BatanesBabuyan 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 productmarket focus of the remaining TDAs tends to be towards nature and culture based tourism where domestic tourism is the most important market but where with strategic air and road improvements, an increasing number of
international tourists could visit.
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As with the Northern Philippines, the top three CDs were those containing TDAs with international gateways,
i.e. CP-6 Central Visayas based on MIA in Cebu, CP-5 Western Visayas based on Kalibo as the charter international
airport, and Iloilo as the scheduled service international airport, and CP-4 Palawan based on Puerto-Princesa as
the international airport. The TDAs in these CDs support a broad range of key, strategic and opportunity/niche
products and are already capable of attracting significant volumes of domestic and international markets. The
remaining 4 CDs, i.e. CP-1 Bicol, CP-2 Marinduque-Romblon, CP-3 Mindoro-Calamian, and CP-7 Eastern Visayas
Cluster have the capacity to support either key products and markets such as the Bicol and Mindoro-Calamian
cluster, or opportunity/niche products and markets driven mainly by the domestic market. In terms of TDAs, the
top five ranked TDAs in the Central Philippines are:

CP-6E Tagbilaran-Panglao Island;

CP-6B Metro Cebu-Mactan-Olango- Islands
CP-4B Puerto Princesa;
CP-1B Albay-Sorosogon-Masbate
CP-5C Boracay Island-Northern Antique-Kalibo
Again, these TDAs have the capacity to support the full range of key, strategic and opportunity/niche products
and are already attracting or capable of attracting significant volumes of domestic and international markets. The
product-market focus of the remaining TDAs tends to be towards nature and culture based tourism as well as sun
and beach and nautical tourism where domestic tourism is the most important market and where with strategic
air and road improvements, an increasing number of international tourists could visit. It should be noted however,
that the Boracay Island component of the Boracay Island-Northern Antique-Kalibo TDA is already considered to be
operating beyond its sustainable environmental carrying capacity and that there is a need to promote other TDAs
to de-concentrate tourism development in the Western Visayan Cluster. The most viable candidate for this is the
closely 6th ranked Metro Iloilo-Guimaras TDA.
Southern Philippines
In the Southern Philippines, the top three ranked CDs included three with international airports either operating
or soon to be operated, i.e. SP-5 Davao Gulf and Coast, and SP-3 Cagayan de Oro City-Tangub Coast, and the SP-4
Zamboanga Peninsula cluster. The TDAs in these CDs support a broad range of key, strategic and opportunity/
niche products and are already capable of attracting significant volumes of domestic and international markets.
The TDAs in the remaining 4 CDs, i.e. SP-6 Cotabato Saranggani, SP-7 ARMM, SP-2 Agusan River Basin, and SP-1
Surigao Dinagat Islands support mainly key and strategic products tailored to Mindanao domestic tourism
markets. In terms of TDAs, the top five ranked TDAs in the Southern Philippines comprise:

SP-3B: Cagayan de Oro City/ Misamis Oriental Coast

SP-5A: Davao City - Samal Island - Davao Del Norte
SP-6D: Gen Santos Saranggani
SP-4B: Zamboanga City-Sta. Cruz-Isabela; and
SP-3E: Bukidnon
Central Philippines
Of these, the top three (3) TDAs that have the capacity to support a wide range of key, strategic and opportunity/
niche products although none of them is currently attracting any significant international markets due to security
concerns in the case of Zamboanga and the limited or lack of direct international air connections in Davao and at
Cagayan de Oro. The remaining TDAs offer mainly key nature and culture-based tourism products to the domestic
market coming mainly from within the Southern Philippines itself.
Implications For Setting Development Priorities

Given the analysis of tourism development potential of the TDAs and the CDs within which these are clustered,
and the identification of their transportation and destination infrastructure, and product development needs, it is
clear that priority should be given to:

By Q4 of 2011: designation of large LGU or private sector TEZs in the following locations:
- least one TEZ from the following TDAs: Laoag-Pagudpud, Nasugbu-Looc-Ternate-Cavite Coast,
or the Zambales Coast,
- the whole of CP-7E: Panglao Island as a TEZ in partnership with the LGUs, and
- a major area (+400 has.) in the vicinity of Laguindingan International Airport that is to be
completed in 2012.
By Q4 2012: designation of large LGU or private sector TEZs in the following locations:
- at least one from the following TDAs in the Northern Philippines: Laoag-Pagudpud,
Nasugbu-Loc_Ternate-Cavite Coast, the Zambales Coast, or the La Union Coast,
- at least one from the following TDAs in the Central Philippines: Metro Cebu-MactanOlango- Islands Puerto Princesa; Albay-Sorosogon-Masbate, Boracay Island-Northern
Antique-Kalibo, or Iloilo-Guimaras,
- at least one from the following TDAs in the Southern Philippines: Davao City - Samal Island Davao Del Norte, Gen Santos Saranggani, Zamboanga City-Sta Cruz-Isabela, and Bukidnon.
By Q4 2013: designation of large LGU or private sector TEZs in the following locations:
- at least one from the following TDAs in the Northern Philippines: Laoag-Pagudpud,
Nasugbu-Loc-Ternate-Cavite Coast, or the Zambales Coast, La Union, or
Benguet-Baguio-Ifugao-Mt. Province,
- at least one from the following TDAs in the Central Philippines: Metro Cebu-MactanOlango- Islands Puerto Princesa; Albay-Sorosogon-Masbate, Boracay Island-Northern
Antique-Kalibo, Iloilo-Guimaras, or Bacolod-Silay,
- at least one from the following TDAs in the Southern Philippines: Davao City - Samal Island Davao Del Norte, Gen Santos Saranggani, Zamboanga City-Sta Cruz-Isabela, Bukidnon,
or Dapitan.
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-23
Moving quickly to develop the capacity of the 9 international CDs in the Northern, Southern, and
Central Philippines to handle increased international and domestic tourism based on offering a broad
range key, strategic and opportunity/niche products to international and domestic markets.
This will entail:
Improving the capacity of the international airports to handle increase international tourism arrivals by
upgrading these airports through renovation and proceeding with the plans to expand existing
terminal capacity or completion new airport developments already in the pipeline such as
Laguindingan in Cagayan de Oro and Panglao Island in Bohol;
Prioritizing the improvement of destination and site access and visitor infrastructure in the 9
international CDs.
Promoting private sector investment in larger-scale key, strategic and opportunity/niche tourism
products such as integrated resorts and leisure, entertainment and MICE facilities;
Working with local government units and private sector partners to designate multiple
municipality-wide Tourism Enterprise zones in the vicinity of the secondary international TDAs targeting
investment in key, strategic and opportunity/niche products and supporting infrastructure. The roll out
of TEZs should follow the following program:
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.
Strategic Cluster Destination Profile
Name of Cluster
NP-1 Batanes - Cagayan Coast - Babuyan Islands Cluster
Location & Composition
The Cluster comprises two emerging Tourism Development Areas: NP-1A Batanes Islands
(mainly Itbayat, Batan, Ivuhos, and Sabtang), NP-1B Babuyan Islands (mainly Camiguin,
Calayan, Dalupiri and Fuga), NP-1C Cagayan Coast
Main Tourism
Resources / Assets
The islands offer rich island marine life, small beaches, island scenery, indigenous cultures
and archaeological sites, e.g. Ivatan ethnic culture and historic sites of batanes (Basco
Lighthouse and island scenery), etc..
Access
Basco in Batan Island is accessible by air from Manila via SEAIR, Laoag via Sky Pasada and
Batanes Air, Tuguegarao, Cagayan via Sky Pasada and Batanes Airlines, and by sea from Ilocos
Norte and Cagayan. The Babuyan Islands (Fuga, Clayan, and Babuyan Islands) are accessible
from Claveria by sea banca and by regular ferry from Sta. Ana in Cagayan.
Tourist Accommodation Facilities
8 establishments with 79 hotel rooms (15 economy and 27 Standard rooms accredited with
DOT). Many small-scale accommodation inns, guesthouses and home-stays are present.
Tourism Metrics
Estimated 8,562 arrivals in tourist accommodation in 2008 of which 951 were international
and 7,611 were domestic tourists. Only a small fraction of total arrivals occurred in the
Babuyan Group of islands. 2000-2008 CAGR was -2.25%
Development Potential
Internal Strengths
Internal Weaknesses
Rich marine environment

Unique Ethnic culture and history
Still rustic, friendly and undeveloped
Relaxed lifestyle
Inadequate access, power, water, and solid waste handling infrastructure

Lack of accommodation capacity
Limits of land and water carrying capacity
Poor safety compliance
Limited season due to poor weather
Weak tourism governance
External Opportunities
External Threats
Developing niche marine resort and wildlife encounter markets

Improving air and sea access infrastructure and services
Capitalizing on unique assets of the Cluster.
Uncontrolled development leading to pollution and loss of natural and cultural heritage vale
Typhoons, earthquakes and tsunamis
Market Product Development Opportunities

Niche island resort, ecotourism, marine experiences such as humpback whale and dolphin encounters, scuba diving, nautical tourism
and adventure-based activities
Key Products:
Nature Based, Sun and Beach, Cultural Tourism
Strategic Products/Markets:
Leisure & Shopping, Health & Wellness, Cruise Tourism
Opportunity/Niche:
--
Attachment 1
Upgrade Basco Airport elevation and length and provision of all-weather passenger seaport
Jetty improvements at all main Islands and at Claveria on the Cagayan Coast
Increase air and sea transportation services
Improve telecommunications on Islands
Improve water and power availability and solid waste management
Tourist Site & Attraction

Development
Tourist information centers

Improve site access, information and visitor facilities especially sanitary rest rooms and solid waste
management, and sustained operations and maintenance of these.
Restore historic stone houses in Sabtang and adaptive reuse for home stay to maintain asset
Tourist Accommodation Needs
Niche (20 to 50 rooms) beach resort, and ecolodge facilities on main islands
-24
Low Growth Scenario 2016
High Growth Scenario 2016
Foreign: 951
Domestic: 7,611
Foreign: 951
Domestic: 7,611
Foreign: 1,274
Domestic: 10,199
Total: 8,562
Total: 8,562
Total: 11,473
NP-2 Laoag-Vigan Cluster
The Cluster comprises two existing Tourism Development Areas: NP-2A Laoag-Pagudpud and
NP-2B Vigan along the Ilocos Norte and Sur South China Sea Coast in Northern Luzon
Main Tourism
Resources / Assets
The main tourism assets include the coastal beaches, marine environment, history especially
UNESCO listed Vigan and Paoya Church, and Ilocos culture, festivals and food.
Access
International Air Charters to Laoag from Macau, Taiwan and China, from Manila by air to
Laoag, and by national road from Metro Manila via Central Luzon and La Union, and
Tuguegarao in Cagayan.
3 establishments with 522 hotel rooms (267 deluxe and 132 AAA) accredited with DOT. Many
small-scale inns, guesthouses and home-stays are present but not accredited.
Tourism Metrics
232,381 arrivals in tourist accommodation in 2008 of which 22,513 were international and
209,868 were domestic tourists. Vigan: 2,073 international and 47,105 domestic arrivals.
2000-2008 CAGR was 4.09%
Internal Strengths
Internal Weaknesses
Rich historic heritage and unique Ilocos culture

Extensive beach/coastal wetlands
Proximity to extensive mountain ecotourism hinterland sites
Established destination access, infrastructure and accommodations with capacity to expand
Inadequate site access and visitor infrastructure and safety

compliance
Inadequate air access to Vigan and lack of international sea cruise
terminal facility
Insufficient accommodation capacity to allow growth
External Threats
Increasing international and domestic tourism

Improving international and domestic air, and international sea
access
Leverage off its international air access, historic, entertainment,
and marine and hinterland environment
Uncontrolled development leading to pollution and loss of

natural and cultural heritage values

Developing large integrated resort destinations at Laoag, Pagudpud and in Vigan Area; leisure, entertainment and MICE facilities
in Laoag; and niche resort and ecotourism facilities with day trips based on nature and culture sightseeing, marine, and adventurebased activities.
Key Products:
MICE, Leisure & Shopping, Health & Wellness, Cruise Tourism
Opportunity/Niche:
Nautical Tourism, Retirement Tourism
Key Development Deficiencies and Needs

Access & Connectivity
Upgrade Mindoro Airport-Vigan

Upgrade Curimao Seaport to handle international cruise passengers
Improve last mile access roads
Improve solid waste management, visitor information, parking center, rest areas, restoration of sites
and structures, and sustainable operations and maintenance of sites.
Develop large integrated beach resort properties (250 to 1,500) rooms
Niche beach and wetland and hinterland forest ecolodge facilities
Develop major leisure, entertainment
Forecasts Arrivals 2010 2016

Baseline (2010)
Name of Cluster

Development

-25
Baseline (2010)
Foreign: 19,670
Domestic: 253,843
Foreign: 22,152
Domestic: 321,192
Foreign: 58,734
Domestic: 449,698
Total: 273,513
Total: 343,344
Total: 508,432
Name of Cluster
NP-3 Sierra Madre Cluster
The Cluster comprises three Tourism Development Areas: NP-3A Tuguegarao-Tabuk, NP-3B Ilagan & Isabela Coastal Areas, and NP-3C Quirino TDA located on the Pacific Coast of Northern
and Central Luzon
Main Tourism
Resources / Assets
The main tourism assets include the Pacific coastal beaches and marine environment, the
mountain forest and rich biodiversity, as well as its history and culture of local peoples.
Access
International Air Charters to Laoag then by national highway to Cagayan portion of Sierra
Madre; International air transportation to Clark then by national highway to all portions of
the Cluster, and international transportation to NAIA and by national road.
451 hotel rooms accredited with DOT located mainly in urban centers operating at +60%
room occupancy. Many small-scale inns, guesthouses and home-stays are present but not
accredited.
Tourism Metrics
47,105 domestic arrivals. Average length of stay is 1 night with up to 3 persons per room.
2000-2008 CAGR was 18.45%.
Internal Strengths
Internal Weaknesses
Largely untapped rich natural mountain forest biodiversity and

wildlife
Extensive Pacific beach/coastal and island marine environment
Reasonable road access to key points
Inadequate airport access

Inadequate site access and visitor infrastructure and safety compliance
Insufficient accommodation capacity to allow growth
Security concerns
External Threats
Expanding international and domestic tourism markets

Improving international and domestic air and road access
Leveraging off the unique and unspoiled mountain forest and
Pacific coast assets
Uncontrolled development leading to pollution and loss of natural and cultural heritage value
Out of control security situation

Developing niche, small to medium scale marine resorts at key points such as Baler; developing mountain forest and marine ecolodges, and developing day trip marine wildlife, adventure, and sightseeing activities.
Key Products:
Nature Based, Cultural Tourism
MICE Tourism
Opportunity/Niche:
--


Development
Upgrade Tuguegarao and Cauayan airports

Upgrade road connections to Cluster from central Luzon
Undertake road improvements to key areas of the Cluster
Improve last mile access roads to key mountain forest and marine tourist sites
and structures, and sustainable operations and maintenance of sites.
-26
Foreign: 28,789
Domestic: 580,141
Foreign: 36,427
Domestic: 777,444
Foreign: 51,001
Domestic: 1,027,755
Total: 608,930
Total: 813,871
Total: 1,078,756
NP-4 Cordillera Cluster
The Cluster comprises three Tourism Development Areas: NP-4A Central Cordillera, NP-4B
Benguet-Baguio-Ifugao-Mountain Province, and NP-4C Nueva Vizcaya located in the central
mountain region of Northern Luzon.
Main Tourism
Resources / Assets
The main tourism assets of the Cluster comprise its mountain forest environment, scenery
and cool climate; its ethnic tribal groups and their unique mountain culture including the
UNESCO listed Rice Terraces, the highland resort city of Baguio.
Access
International Air from Laoag, Clark, and NAIA, and by national highway from international
airports.
2,606 hotel rooms accredited with DOT located mainly in urban centers operating at +60%
room occupancy. Many small-scale inns, guesthouses and home-stays are present but not
accredited.
Tourism Metrics
874,989 were domestic arrivals. Average room occupancies are of the order of +60%. 20002008 CAGR was -1.91%
Internal Strengths
Internal Weaknesses
Largely untapped rich natural and cultural heritage

Presence of major city mountain resort center at Baguio
Reasonable good road access to perimeter of Cluster
Unreliable all weather internal road access

Poor tourist site access and visitor infrastructure and safety
compliance
Insufficient accommodation capacity
Overdevelopment/congestion in main mountain centers e.g.
Baguio City
External Threats

Improving international and domestic market road access
Leverage off improving access and connectivity to expand
market to other centers outside Baguio City
Uncontrolled development leading to overdevelopment,

congestion, pollution and loss of natural and cultural
heritage values
Typhoons and earthquakes

Developing niche, small to medium scale mountain resorts, hotels, and ecolodges; expanding existing and developing new mountain
resort centers and developing meeting and convention facilities in the main mountain centers where capacity permits; and providing
new mountain trekking, sport, and nature and culture sightseeing activities.
Key Products:
--
Opportunity/Niche:
--


Name of Cluster

Development
Niche and medium sized beach resort properties (50 to 150) rooms
Niche mountain forest ecolodge facilities
Baseline (2010)
Upgrade road connections between the main centers within the Cluster and to the main road
gateways from outside the cluster
Upgrade telecommunications facilities
Improve last mile access roads to key tourist sites
and structures, and sustainable operations and maintenance at key tourism sites and activity areas.
Small to medium scale mountain resorts and hotels
Niche hotels and ecolodges
-27
Baseline (2010)
Foreign: 108,901
Domestic: 1,160,180
Foreign: 137,795
Domestic: 1,231,554
Foreign: 192,925
Domestic: 1,554,752
Total: 1,269,081
Total: 1,369,349
Total: 1,747,677
Name of Cluster
NP-5 Lingayen Gulf Cluster
The Cluster comprises four Tourism Development Areas: NP-5A La Union Coast, NP-5B
Lingayen Coast and Islands, NP-5C Western Pangasinan Loop, and NP-5D Eastern Pangasinan
Tourism Circuit located in the northeastern part of Central Luzon.
Main Tourism
Resources / Assets
The main tourism assets of the Cluster comprise its coastal and island landscape, its protected
mountain hinterland and ecotourism resources, as well as leisure, entertainment, sport and
meetings facilities.
Access
By road from NAIA, Clarke and Laoag international airports and charter flights and domestic
air services to San Fernando Airport.
729 hotel rooms accredited with DOT located mainly in urban centers operating at +60%
room occupancy. Many smaller scale hotels, resorts, inns, and guesthouses are not accredited.
Tourism Metrics
103,984 were domestic arrivals. 2000-2008 CAGR was -1.81%
Internal Strengths
Internal Weaknesses
Contains the iconic 100 islands

Proximity to Clark and Subic and Baguio
Presence of existing resort and hotel developments
Good road access to and within Cluster
Poor tourist site access and visitor infrastructure

Insufficient accommodation capacity to allow for
sustained growth
External Threats

Repositioning the Cluster as a beach and island resort, leisure,
entertainment sport and ecotourism center
Leverage off the capacity of main cities, coastal and mountain
hinterland ecotourism resources
Uncontrolled development leading to overdevelopment,

congestion, pollution and loss of natural and cultural
heritage values

Developing beach and island resort, leisure, entertainment sport and ecotourism facilities as well as multi-purpose convention
facilities directed at the regional international and domestic tourist markets supported by broad range of nature and culture
sightseeing activities.
Key Products:
--
Opportunity/Niche:
--


Development
Upgrade airport at San Fernando to handle regional international charter air services and complete
the new airport at Alaminos in Pangasinan.
Improve last mile access road and/or jetty access to key coastal, island and mountain landscapes
and protected areas
and structures, and sustainable operations and maintenance at key tourism sites and activity areas.
Name of Cluster
NP-6 Central Luzon Cluster
The Cluster comprises seven Tourism Development Areas: NP-6A Subic-Clark-Tarlac Corridor,
NP-6B Nueva Ecija, NP-6C Pampanga, NP-6D Bulacan, NP-6E Zambales, NP-6F Bataan Coast and
Hinterland, and NP-6G Aurora.
Main Tourism
Resources / Assets
Coastal beaches and coves, protected forested mountain landscapes and ecotourism
resources, rich cultural heritagehistoric sites and buildings, customs, tradition, cuisine and
festivals of its peoples, and its leisure, entertainment, sport and meetings facilities.
Access
Direct international air services to Clarke and Subic and by road (mostly expressway) from
Metro Manila, as well as from Northern Luzon.
room occupancy. Many smaller scale hotels, resorts, inns, and guesthouses are not accredited.
Tourism Metrics
368,525 were domestic arrivals. 2000 to 2008 CAGR was 10.65%. The Subic-Clark-Tarlac Corridor accounted for around 60% of total arrivals.
Internal Strengths
Internal Weaknesses
Largely untapped rich natural and cultural heritage

Presence of major city mountain resort center at Baguio
Reasonable good road access to perimeter of Cluster
Substandard access and visitor infrastructure at most tourist sites

Insufficient accommodation capacity to allow for
sustained growth
Weak public sector coordination and tourism governance
External Threats

Positioning the Cluster as a major mixed use tourism destination
attracting niche to mass international and domestic markets
Consolidate Clark as the premier international tourism gateway
to the Philippines
Uncoordinated and uncontrolled development leading to

overdevelopment, congestion, pollution and loss of natural
and cultural heritage value
Volcanic eruptions --Mt. Pinatubo, earthquakes and
Typhoons

Developing beach and island resort, leisure, entertainment sport and ecotourism facilities as well as major multi-purpose convention
and exhibition facilities directed at the regional international and domestic tourist markets supported by broad range of nature and
culture sightseeing activities.
Key Products:
Opportunity/Niche:
Nautical Tourism, Education, Retirement Tourism


Development
Expand small to medium scale resorts and hotels

Develop a diverse range of ecotourism-based accommodations
Develop mixed-use city-based leisure, entertainment, wellness-spa, shopping and multi-purpose
convention centers.
-28
Baseline (2010)
Foreign: 20,627
Domestic: 183,826
Foreign: 20,627
Domestic: 183,826
Foreign: 31,834
Domestic: 246,344
Total: 204.453
Total: 204,453
Total: 278,178
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
to the North.
Improve last mile access road access and at-site visitor infrastructure and operations and
maintenance to key natural and cultural heritage tourist sites coastal, island and mountain
landscapes and protected areas.
Develop small, medium and large beach resorts .
Develop major leisure, entertainment, sport, and convention and events facilities in Clark and Subic
and Tarlac.
Develop extensive day tour sightseeing, theme attraction, adventure, and sport products.
-29
Baseline (2010)
Foreign: 145,767
Domestic: 446,338
Foreign: 195,342
Domestic: 598,136
Foreign: 435, 258

Domestic: 790,715
Total: 592,105
Total: 793,478
Total: 1,225,973
Name of Cluster
NP-7 Metro Manila and CALABARZON Cluster
The Cluster comprises five Tourism Development Areas: NP-7A Metro Manila and Environs,
NP-7B Nasugbu-Looc-Ternate-Cavite Coast, NP-7C Laguna de bay, NP-7D Batangas Peninsula,
NP-7E Quezon Coast and Islands.
Main Tourism
Resources / Assets
Coastal beaches, coves, lakes, protected volcanic mountain landscapes, National Capitol, rich
cultural heritagehistoric sites and buildings, customs, tradition, cuisine and festivals, major
leisure, entertainment, sport and meetings facilities.
Access
Direct international and domestic air services through NAIA and by road (mostly expressway)
from Metro Manila to most parts of the Cluster.
room occupancy.
Tourism Metrics
4,789,797 arrivals in tourist accommodation in 2008 of which 1,250,313 were international

and 3,539,484 were domestic arrivals. 2000 to 2008 CAGR was 4.76%. Metro Manila and
Laguna accounted for 69% of total arrivals.
Internal Strengths
Internal Weaknesses
NAIA international/domestic gateway

Well developed road access to and within the cluster
Diversity of tourism attractions including major sites such as
Intramuros and city leisure and entertainment and MICE centers
Runway and terminal congestion at NAIA

Poor access and visitor infrastructure at most tourist sites
External Threats
Rationalizing NAIA operations to make room for more

international tourism arrivals
Positioning the Cluster as a global leisure, entertainment,
convention and exhibition, and resort destination attracting
mass markets with broad range of day trip activities
Uncoordinated and uncontrolled development leading to

overdevelopment, congestion, pollution and loss of natural
and cultural heritage value
Volcanic eruptionsTaal, earthquakes, and typhoons

Developing major city leisure, entertainment, medical and wellness, and convention and exhibition facilities, developing small,
medium and large scale satellite resort destinations in the provinces outside Metro Manila, and developing a broad range of nature
and culture heritage sightseeing activities.
Key Products:
Opportunity/Niche:
Nautical Tourism, Education Tourism


Development
Rationalize NAIA to handle increased international arrivals

Complete national road improvements linking Metro Manila with key resort and tourism activity
areas in the surrounding provinces
Improve last mile site access road access and site visitor infrastructure
Undertake major restoration of Intramuros and seek UNESCO listing for it and consider adaptive
reuse for public sector buildings to generate revenue for O&M.
Develop small, medium and large beach resorts in provinces outside Metro Manila
Develop major leisure, entertainment, sport, and convention and events facilities in Manila Bay
Area, and Batangas
Improve and expand existing day tour activities for sightseeing circuits, theme attractions,
adventure, sport, and other products.
Name of Cluster
CP-1 Bicol Cluster
The Cluster comprises two Tourism Development Areas: CP-1A Camarines & Catanduanes, and
CP-1B Albay-Sorsorgon-Masbate located in the Southern Luzon area.
Main Tourism
Resources / Assets
Coastal beaches, coves, islands, marine biodiversity, protected volcanic mountain landscapes,
rich cultural heritagehistoric sites, customs, tradition, cuisine and festivals.
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
connections to Masbate, Samar and Leyte from Cebu.
room occupancy.
Tourism Metrics
1,307,782 arrivals in tourist accommodation in 2008 of which 249,237 were international and
1,058,545 were domestic arrivals. 2000 to 2008 CAGR was 15.77%. Camarines Sur and Naga
accounted for 55% of total arrivals.
Internal Strengths
Internal Weaknesses
Position between Metro Manila and Cebugood road and rail

access to the cluster from Metro Manila
Diversity of tourism attractions
Strong public sector interest in developing tourism
Weak internal road and RORO connectivity

Poor access and visitor infrastructure at most tourist sites
External Threats

Positioning the Cluster as a city, beach and island resort, marine
and forest-based ecotourism and adventure destination offering
a broad range of day trip activities
Uncoordinated and uncontrolled developmentoverdevelopment, congestion, pollution and loss of natural and cultural heritage value
Volcanic eruptionsMt. Mayon, earthquakes, typhoons
and tsunamis

Developing city leisure, entertainment, shopping, medical and wellness, and multi-purpose convention facilities, developing niche
and medium scale beach and island resort destinations, developing marine and forest adventure ecotourism products,
and supporting these with a broad range of nature and culture heritage sightseeing and adventure activities.
Key Products:
Health & Wellness Tourism
Opportunity/Niche:
Nautical Tourism

Upgrade existing domestic airports to improve air operations and reduce congestion and support
daily rail services from Metro Manila
Upgrade national road links including RORO access between the main tourist development areas
in the cluster.

Development
Improve last mile tourist site access road access and site visitor infrastructure including restoration
of historic sites and structures with sustained operations and maintenance.
Develop small and medium scale beach and island resorts in areas outside the main provincial capitols and expand network of community-based marine, coastal, and forest-based ecotourism sites
Develop mixed use leisure, entertainment, shopping, sport, and multi-purpose convention and
events facilities in main urban centers of the cluster.
Improve and expand existing range of day activity products.
-30
Baseline (2010)
Baseline (2010)
Foreign: 1,669,578
Domestic: 3,575,659
Foreign: 2,237,394
Domestic: 4,146,668
Foreign: 2,957,759
Domestic: 5,518,320
Foreign: 324,243
Domestic: 1,159,471
Foreign: 434,517
Domestic: 1,344,631
Foreign: 968,184
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
-31
Name of Cluster
CP-2 Marinduque-Romblon Cluster
The Cluster comprises two Tourism Development Areas: CP-2A Marinduque Island, and CP-2B
Romblon Islands.
Main Tourism
Resources / Assets
Coastal beaches, coves, islands, marine biodiversity, protected marine and forest landscapes
as well as a rich cultural heritagehistoric sites, customs, tradition, cuisine and festivals.
Access
International air access via NAIA with domestic connections to Marinduque Airport and Tugdan Airports; and by RORO from Lucena City (Marinduque) and Batangas (Romblon).
83 hotel and resort rooms accredited with DOT located mainly in urban centers operating at
+50% room occupancy. Over 57 establishments with 341 rooms not registered.
Tourism Metrics
15,650 arrivals in tourist accommodation in 2008 of which 789 were international and 14,861
were domestic arrivals. 2000 to 2008 CAGR was 6.21%.
Internal Strengths
Internal Weaknesses
Pristine and unspoiled nature of Romblon Islands

High marine and forest biodiversity
Extensive cultural historic heritage
Strong public sector interest in developing tourism
Poor air and sea accessibility

Poor access and visitor infrastructure at tourist sites
External Threats

Positioning Marinduque and Romblon as island beach
and marine and forest ecotourism destinations
Uncoordinated and uncontrolled development

Impact of mining and logging activities in Romblon and especially Marinduque
Earthquakes, typhoons and tsunamis

Developing niche and small scale beach and island resort destinations, developing marine and forest adventure ecotourism products,
and supporting these with a broad range of nature and culture heritage sightseeing and adventure activities.
Key Products:
Health & Wellness, Cruise Tourism
Opportunity/Niche:
Nautical Tourism

Upgrade existing domestic airports to improve air operations from NAIA and Clark International
Airports.
Upgrade RORO access and provide fast ferry services from Lucena City, as well as Batangas and
Manila.

Development
Improve last mile tourist site road and sea access as well as site visitor infrastructure including restoration of historic sites and structures with sustained operations and maintenance.
Niche and small scale beach and island resorts

Network of community-based marine, coastal, and forest-based ecotourism sites
Develop appropriately sized mixed use leisure, entertainment, shopping, sport, and multi-purpose
convention and events facilities in main urban centers of the cluster
Name of Cluster
CP-3 Mindoro-Calamian Cluster
The Cluster comprises three Tourism Development Areas: CP-3A Puerto Galera, CP-3B
Southwest Mindoro Coast and Hinterland, and CP-3C Busuanga-Coron-Culion Islands.
Main Tourism
Resources / Assets
Coastal beaches, coves, islands, internationally protected marine reserves, WWII wrecks,
marine karst, and forest landscapes; indigenous cultures; other cultural heritage including
historic sites, customs, tradition, cuisine and festivals.
Access
International air access via NAIA with domestic connections to Busuanga, and San Jose
Airports; and ferry services between Batangas to Puerto Galera and San Jose, and to Coron.
1,677 hotel and resort rooms accredited with DOT located mainly in urban centers operating
at +50% room occupancy. Many smaller establishments not accredited.
Tourism Metrics
470,641 arrivals in tourist accommodation in 2008 of which 168,980 are estimated to be

international and 301,661 were domestic arrivals. 2000 to 2008 CAGR was 13.08%.
Internal Strengths
Internal Weaknesses
Well-developed small-scale resort base at Puerto Galera

Pristine and unspoiled nature of the Busuanga-Coron-Culion
Islands
Indigenous cultural heritage
Poor air and sea accessibility

Poor access and visitor infrastructure at tourist sites
Limited capacity of key sites
Poor reputation of some sites
External Threats

Positioning the Cluster as a an eco-resort destination based on its
island beach and marine and forest ecotourism assets

Impact of extractive industries (mining and logging)
Security concerns on Mindoro
Typhoons, earthquakes and tsunamis (Mindoro)

Developing niche and small scale beach and island eco-resort and wellness-spa destinations, developing marine and forest adventure
ecotourism products, developing diving and nautical tourism facilities, and supporting these with a broad range of nature and culture
heritage sightseeing and adventure activities.
Key Products:
Opportunity/Niche:
Nautical Tourism

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.
Upgrade road access between Puerto Galera and San Jose, and Ferry/RORO connections to
Busuanga-Coron-Culion Islands.

Development
Improve last mile tourist site road and sea access as well as site visitor infrastructure including
restoration of sites and structures with sustained operations and maintenance.
Niche and small-scale beach and island eco-resorts.

Develop appropriately sized mixed use leisure, entertainment, shopping, and multi-purpose
convention facilities in San Jose
-32
Baseline (2010)
Foreign: 60,344
Domestic: 31,799
Foreign: 60,344
Domestic: 42,614
Foreign: 106,903
Domestic: 56,334
Total: 92,143
Total: 102,958
Total: 163,237
-33
Baseline (2010)
Foreign: 91,897
Domestic: 217,093
Foreign: 154,120
Domestic: 384,593
Foreign: 212,563
Domestic: 502,149
Total: 308,990
Total: 538,713
Total: 714,712
Name of Cluster
CP-4 Palawan Cluster
The Cluster comprises three Tourism Development Areas: CP-4A San Vicente-El Nido-Taytay,
CP-4B Puerto Princesa, and CP-4C Southern Palawan.
Main Tourism
Resources / Assets
Coastal beaches, coves, islands, internationally protected marine reserves (UNESCO listed
Tubbatha Reef ), karst geological featuresincluding UNESCO listed St Pauls Underground
River, and highland forest landscapes; and cultural heritage (indigenous cultures), historic
sites, customs, tradition, cuisine and festivals.
Access
Domestic air access from NAIA to Puerto Princesa, Taytay and Elnido, by road from Puerto
Princesa, and by sea from Manila.
Tourism Metrics

Internal Strengths
Internal Weaknesses
Existing airport at Puerto Princesa

Well-developed small-scale resort base at Puerto Princesa and
El Nido-Taytay,
Presence of two UNESCO sites
Indigenous cultural heritage
Strong public and private sector interest in tourism
Poor international air connectivity

Poor road and sea connections between the TDAs of the cluster
and compliance with safety standards
Inadequate water, sewerage, power, and solid waste
management
Poor access and visitor infrastructure at tourist sites and limited
site carrying capacities
Weak public sector coordination
External Threats

Upgrade Puerto Princesa to international airport status and
complete San Vicente Airport
Positioning the Cluster as a global eco-resort destination based
on activities linked to its island beach and marine and forest
ecotourism assets

Impact of extractive industries (mining and logging)
Security concerns in Southern Palawan
Typhoons

Developing niche and small scale beach and island eco-resort and wellness-spa destinations, developing marine and forest adventure
ecotourism products, developing diving and nautical tourism facilities, and supporting these with a broad range of nature and culture
heritage sightseeing and adventure activities.
Key Products:
Opportunity/Niche:
Nautical Tourism

Upgrade Puerto Princesa Airport to handle international traffic, complete the development of
San Vicente Airport, and upgrade Taytay and El Nido Airports
Upgrade Puerto Princesa Seaport to handle Cruise Ship Calls
Improve telecommunications facilities throughout Cluster
Upgrade road connections between Puerto Princesa and other areas.

Development
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.
Develop appropriately sized mixed use leisure, entertainment, shopping, and multi-purpose
convention facilities in Puerto Princesa.
-34
Foreign: 69,831
Domestic: 335,599
Foreign: 93,580
Domestic: 449,735
Foreign: 161,523
Domestic: 594,534
Total: 405,430
Total: 543,315
Total: 756,057
Name of Cluster
CP-5 Western Visayas Cluster
The Cluster comprises three Tourism Development Areas: CP-5A Bacolod-Silay, CP-5B
Iloilo-Guimaras, and CP-5C Boracay-Northern Antique
Main Tourism
Resources / Assets
Coastal and island beaches, coves, marine reserves; karst and forest landscapes; and cultural
heritage (indigenous cultures), Iloilo City and Silay historic sites (UNESCO Site at Miagao),
customs, tradition, cuisine and festivals.
Access
Domestic air from Manila, Cebu and Davao to Iloilo and Bacolod Airports as well as RORO and
Passenger ferry connectivity between Manila and Cebu.
Tourism Metrics
1,269, 247 arrivals in tourist accommodations in 2008 of which 198,084 were international
and 1,071,163 were domestic arrivals. 2000 to 2008 CAGR was 10.62%.
Internal Strengths
Internal Weaknesses
Range of urban and rural cultural and natural tourism attractions/

sites with capacity for expansion
Modern international standard domestic airports capable
of charter operations
Well-developed small-medium scale hotel and resort base
Strong public and private sector interest and organization
in tourism
Inadequate solid waste management

Poor tourist site access and visitor support infrastructure and
compliance with safety standards
Poor quality of existing RORO and ferry terminal facilities linking
the key areas in the cluster
Inadequate road connectivity between TDAs in cluster
Weak public sector coordination and governance
External Threats

Spreading tourism development to Guimaras Island and Silay
Providing international passenger facilities in Iloilo Airport
Developing and linking ecotourism resources in Guimaras Island
to resort development

Security concerns
Weak governance

Niche, small and medium-scale beach and island resort and wellness-spa developments; marine and forest adventure ecotourism
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.
Key Products:
MICE, Leisure & Shopping, Health & Wellness Tourism
Opportunity/Niche:

Undertake renovation of Iloilo Airport, improve RORO port facilities.

Improve telecommunications system.
Complete road connectivity projects in Iloilo, Guimaras and Bacolod-Silay.

Development
Niche, small and medium scale beach resorts on Guimaras Island

Thematic leisure, entertainment, medical tourism, shopping and multi-purpose convention centers
in Iloilo and Bacolod with associate city hotels.

Baseline (2010)
-35
Baseline (2010)
Foreign: 70,719
Domestic: 670,341
Foreign: 82,012
Domestic: 800,422
Foreign: 125,283
Domestic: 1,187,550
Total: 741,060
Total: 882,434
Total: 1,312,833
Name of Cluster
CP-5C Boracay-Northern Antique
CP-5C Boracay Island-Northern Antique-Kalibo area in Northern Panay, central Philippines.
Main Tourism
Resources / Assets
Coastal and island beaches, coves, marine reserves; upland karst and forest landscapes; and
cultural heritage (indigenous cultures), historic sites, customs, tradition, cuisine and festivals.
Access
Charter international and domestic air access to Kalibo, domestic air access to Caticlan, and
RORO access from Batangas to Caticlan via Mindoro, and ferry access from Manila, and road
access from Iloilo.
Tourism Metrics

Internal Strengths
Internal Weaknesses
Existing international charter operations at Kalibo

Well-developed small-medium scale resort base at Boracay
Strong public and private sector interest in tourism in area
Inadequate water, sewerage, power, and solid waste

management
Poor access and visitor infrastructure at tourist sites Boracay
island - limited site carrying capacities and poor compliance with
safety standards
External Threats
Spreading tourism development to Northern Antique (Pandan)

and Aklan (Nabas)
Upgrading Kalibo airport and completion of Caticlan Airport
expansion
Leveraging off its existing resort base and ecotourism resources
of Nabas and Northern Antique

Security concerns
Typhoons
Poor governance

Niche, small and medium-scale beach and island resort and wellness-spa developments; destinations; marine and forest adventure
ecotourism products; diving and nautical tourism; and providing a wide range of heritage sightseeing and adventure activities.
Key Products:
MICE, Health & Wellness, Cruise Tourism
Opportunity/Niche:

Complete planned airport upgrading at Kalibo and Caticlan, and reopen Jose Airport
Provide Jetty Port at Barangay Pook, a passenger terminal at Cagban Jetty Port, a RORO link to
Masbate, and at Caticlan Seaport, a cruise ship terminal
Upgrade road connections between Caticlan and Kalibo and Pandan in Antiques.

Development
Larger scale resorts in Nabas area with niche and small-scale beach resorts in Pandan.
Develop network of community-based marine, coastal, and forest-based ecotourism sites in
Northern Antique and Aklan.
Name of Cluster
CP-6 Central Visayas Cluster
The Cluster comprises five Tourism Development Areas: CP-6A Northern Cebu-BantayanMalapascua, CP-6B Metro Cebu-Mactan-Oango Islands, CP-6C Southern Cebu, CP-6D Negros
Oriental-Dumaguete-Siquijor, and CP-6E Tagbilaran-Panglao Island.
Main Tourism
Resources / Assets
Coastal and island beaches, coves, marine reserves; forest landscapes; and cultural heritage
(indigenous cultures), historic sites, customs, tradition, cuisine, and festivals.
Access
Direct international access to Cebu-Mactan, and domestic access by air and sea from Manila,
Iloilo, and Mindanao.
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%.
Internal Strengths
Internal Weaknesses
International airport at Mactan and good air connectivity to main

domestic markets
Well-established tourism industry with full range of
accommodations at Cebu-Mactan
Strong public and private sector interest and organization in
tourism
Capacity for expansion outside Cebu and Mactan
Poor road access conditions between Cebu and other main

development areas
Inadequate solid waste management outside Cebu City while
potable water services need to be improved
Poor access and visitor support infrastructure and compliance
with safety standards at tourist sites
External Threats

Improving and expanding international passenger terminal
facilities at Mactan-Cebu
Leveraging off its city and rural natural and cultural heritage to
spread tourism development to other areas outside
Cebu-Mactan

Safety and security

Niche, small and medium-scale beach and island resort and wellness-spa centers; marine; leisure, entertainment, medical tourism,
and convention and exhibition facility; expanding range of culture and nature based sightseeing activities.
Key Products:
Opportunity/Niche:

Upgrade and expand Mactan-Cebu International Airport.

Develop cruise ship terminal and marina in Cebu
Undertake road connectivity improvements from Cebu to other TDAs
Provide improved solid waste management and more reliable power supply

Development
Niche, small, medium and large scale beach resort and hotel developments
Thematic leisure, entertainment, medical tourism, shopping and convention and exhibition center
in Cebu.
-36
Baseline (2010)
Foreign: 307,085
Domestic: 546,441
Foreign: 411,523
Domestic: 732,283
Foreign: 544,020
Domestic: 968,054
Total: 853,526
Total: 1,143,806
Total: 1,512,074
-37
Baseline (2010)
Foreign: 874,614
Domestic: 1,492,358
Foreign: 1,014,284
Domestic: 1,730,678
Foreign: 2,023,035
Domestic: 2,303,158
Total: 2,366,972
Total: 2,744,962
Total: 4,326,193
Name of Cluster
CP-7 Eastern Visayas Cluster
The Cluster comprises six Tourism Development Areas: CP-7A Northeastern Leyte Basey
Marabut Area, CP-7B Northwestern Leyte Biliran Area, CP-7C Southern Leyte, CP-7D Western
Samar, CP-7E Eastern Samar Area, CP-7F Northern Samar Area
Main Tourism
Resources / Assets
Coastal and island beaches, coves, marine reserves; forest landscapes; colonial and modern
historic sites, customs, traditions, cuisine and festivals.
Access
Air access from Manila and Cebu-Mactan, and RORO access between Luzon. Bohol and Cebu.
+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
115,120 were domestic arrivals. 2000 to 2008 CAGR was -0.24%.
Internal Strengths
Internal Weaknesses
Proximity of Mactan-Cebu International airport

Relatively undeveloped and pristine state of tourism resources
Large carrying capacity for tourism development
tourism
Limited air, sea, and road connectivity to main markets, and

between main TDAs in the Cluster
External Threats

Improving air, sea and road connectivity to key markets and gateways
Leveraging off the capacity of its main cities, untapped marine
and forest resources, and WWII history and cultural assets.


Niche, small and medium-scale beach and island resort and wellness-spa centers; marine; leisure, entertainment, spa, and convention
facilities; marine and forest community-based ecotourism developments; and nature and culture based sightseeing activities.
Key Products:
Opportunity/Niche:
Nautical Tourism

Upgrade and expand air, sea and road connections to main international gateways and
domestic markets.
Undertake road connectivity improvements between the Clusters TDAs
Provide improved solid waste management

Development
restoration of sites and structures with sustained operations and maintenance
Niche, small and medium scale beach resort and city hotel developments
Thematic leisure, entertainment, wellness-spa shopping and multi-purpose convention facilities
Community-based ecotourism development linked to beach and city resorts and hotels.
-38
Foreign: 10,861
Domestic: 109,610
Foreign: 14,555
Domestic: 146,888
Foreign: 19,241
Domestic: 169,161
Total: 120,471
Total: 161,443
Total: 188,402
Name of Cluster
SP-1 Surigao-Dinagat Islands Cluster
The Cluster comprises two TDAs: SP-1A Surigao-Dinagat Islands, and SP-1B Surigao City-Lake
Mainit
Main Tourism
Resources / Assets
Island and coastal beaches, coves, lakes (Mainit), wetlands (Del Carmen Wetland), marine
karst, and marine environment; and cultural landscape based on customs, traditions, cuisine
and festivals.
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
by road.
Tourism Metrics
110,876 were domestic arrivals. 2000 to 2008 CAGR was 7.66%.
Internal Strengths
Internal Weaknesses

tourism
Insufficient air, sea, and road connectivity to main markets,

and between main TDAs in the Cluster
Inadequate water and power on islands, lack of solid waste
management
weak public sector coordination and governance
External Threats
Increasing international and domestic tour Improving air, sea and

road connectivity to key markets and gateways
(Cebu, Davao, Manila and Clark)
Leveraging off its Island marine, wetland, lake and city resources

Flooding, earthquakes and tsunamis
Safety and security concerns

Niche, small and medium-scale island resort and wellness-spa centers supporting marine based soft and hard adventure sports such
as kayaking, diving, snorkeling, surfing, para-surfing, sail-boarding, etc.; city-based leisure, entertainment, shopping, wellness spa,
and convention facilities; community-based island and lake ecotourism developments; and nature and culture based sightseeing
activities.
Key Products:
--
Opportunity/Niche:
Nautical Tourism


Development

Baseline (2010)
Upgrade and expand air, sea and road connections.

Improve road and sea connectivity between Surigao City and Dinagat and Siargao Islands and road
connectivity on the Islands
Improve telecommunications on Islands
Improve water supply, power, sewerage treatment and solid waste management
restoration of sites and structures with sustained operations and maintenance and compliance
with safety standards
Niche, small and medium scale beach and lake resort/city hotel developments
Community-based ecotourism linked to beach/city resorts and hotels.
-39
Baseline (2010)
Foreign: 17,415
Domestic: 175,528
Foreign: 20,196
Domestic: 209,590
Foreign: 23,338
Domestic: 235,224
Total: 192,943
Total: 229,786
Total: 258,562
Name of Cluster
SP-2 Agusan River Basin Cluster
The Cluster comprises four TDAs: SP-2A Butuan City-Cabadbaran, SP-2B Agusan Marsh, SP-2C
Agusan-Sur-Hinatuan, and SP-2D Agusan Sur-Bislig
Main Tourism
Resources / Assets
Coastal beaches and wetlands such as the Agusan River Delta and Agusan Marsh and Wildlife
Sanctuary); Pacific marine environment; Balangay archaeological site; and cultural landscape
based on customs, traditions, cuisine and festivals, e.g. Balangay Festival.
Access
Air access from Manila and Cebu-Mactan to Butuan City and road from other parts of Mindanao to various parts of the Cluster.
Tourism Metrics
Internal Strengths
Internal Weaknesses

tourism
Insufficient air, sea, and road connectivity to main markets,

and between main TDAs in the Cluster
Poor tourist site access and visitor support infrastructure
External Threats

Improving air, sea and road connectivity to key markets and
gateways
Leverage off the Pacific coast marine and hinterland resources
as well as of Butuan City access and utility infrastructure, and
unique archaeological and wetland resources.

Flooding and earthquakes

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
developments; and nature and culture based sightseeing activities.
Key Products:
--
Opportunity/Niche:
--

Upgrade Butuan Airport, and improve sea connections to Butuan City, Tandang and Bislig.

Development
Improve last mile tourist site road access as well as site visitor infrastructure including restoration of
sites and structures with sustained operations and maintenance
Comply with safety standards.
Niche, small and medium scale beach and lake resort/city hotel developments
in Butuan City
Marine centers in Tandabg and Bislig including pocket cruise passenger terminals, marinas, and
related cultural pavilions, shopping, entertainment and restaurants
Community-based ecotourism developments linked to beach/city resorts and hotels.
Name of Cluster
SP-3 Cagayan de Oro Coast, Island and Hinterland Cluster
The Cluster comprises five TDAs: SP-3A Camiguin Island, SP-3B Cagayan de Oro City-Misamis
Oriental Coast, SP-3C Iligan City-Lanao Del Norte, SP-3D Misamis Occidental Coast and Hinterland, and SP-3E Bukidnon Highlands
Main Tourism
Resources / Assets
Coastal and island beaches and wetlands, city, and mountain forest and highland tourism
resources, with extensive cultural landscape including indigenous groups and range of customs, traditions, cuisine and festivals.
Access
Air access from Manila, Cebu-Mactan and Davao to Cagayan de Oro City, and to Camiguin
Airport from Cebu on a seasonal basis, sea ferry from Manila and Cebu, RORO link between
Bohol and Camiguin and Cagayan de Oro, and road from other parts of Mindanao to various
parts of the Cluster.
Tourism Metrics
1,041,362 arrivals in tourist accommodations in 2008 of which 46,665 were international and
Internal Strengths
Internal Weaknesses
Presence of well developed cities

tourism
Insufficient air, sea and road access infrastructure and service

connectivity to Tangub City and Camuigin Island
Inadequate public bus transportation suited to tourist
requirements
External Threats

gateways
Leverage off the coastal and island marine, city, and mountain
hinterland environments.

Flooding, volcanic eruption, earthquakes and tsunamis

Niche, small and medium-scale city, beach, and community-based ecotourism and adventure products targeting international and
domestic holiday markets; city-based leisure business and marine products targeting leisure, meetings, and nautical markets.
Key Products:
Opportunity/Niche:


Development
-40
Baseline (2010)
Foreign: 11,313
Domestic: 269,905
Foreign: 13,120
Domestic: 322,281
Foreign: 15,161
Domestic: 361,699
Total: 281,218
Total: 335,401
Total: 376,860
Complete Laguindigan International Airport and its operation by private sector, upgrade Camuigin
and Labo Airports, improve ferry links to Camuigin Island from new airport and reopen Silanga
Wharf RORO service.
Improve highway connections between TDAs
Improve last mile tourist site road access as well as site visitor infrastructure including restoration
of sites and structures with sustained operations and maintenance with improve compliance with
safety standards
Niche, small and medium scale beach resort/city hotel and ecolodge developments
Thematic leisure, entertainment, marine, wellness-spa shopping and multi-purpose convention
facilities in main cities
-41
Baseline (2010)
Foreign: 49,090
Domestic: 1,459,806
Foreign: 56,929
Domestic: 1,743,085
Foreign: 65,785
Domestic: 2,070,763
Total: 1,508,896
Total: 1,800,014
Total: 2,136,548
Name of Cluster
SP-4 Zamboanga Peninsula Cluster
The Cluster comprises three TDAs: SP-4A Zamboanga Sibugay, SP-4B Zamboanga City-Sta.
Cruz-Isabela, and SP-4C Pagadian City-Zamboanga del Sur
Main Tourism
Resources / Assets
Coastal and island beaches, wetlands and marine, city, and mountain forest tourism
resources; and extensive cultural landscape including indigenous groups, historic sites, and
range of customs, traditions, cuisine and festivals.
Access
International charter air access and domestic air access from Manila, Cebu and Davao to
Zamboanga, Manila and Cebu to Pagadian Airport, sea ferry access from Manila-Cebu, and
road connection to other parts of Mindanao.
Tourism Metrics
Internal Strengths
Internal Weaknesses

suited to beach, ecotourism, city
Presence of a medium scale resort facility (Dakak)
tourism
Insufficient air, sea and road access infrastructure and

transportation service connectivity
Poor road and sea connectivity infrastructure between TDAs
External Threats

gateways
Leverage off the undeveloped and pristine state of tourism
resources and Zamboanga hospitality.

Volcanic eruption, earthquakes, flooding

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
sightseeing products targeting domestic markets from Mindanao.
Key Products:
MICE, Leisure & Shopping, Health & Wellness Tourism
Opportunity/Niche:
Nautical Tourism


Development
Upgrade terminal facilities at Zamboanga International Airport, improve communications facilities

at Pagadian Airport and upgrade passenger terminal at Zamboanga Sea Port
Improve highway connections between Zamboanga and other TDAs as well as tourist friendly
public transportation services
-42
Foreign: 65,174
Domestic: 433,579
Foreign: 65,174
Domestic: 502,819
Foreign: 75,582
Domestic: 532,979
Total: 498,753
Total: 567,993
Total: 608,561
SP-4D & SP-4E Dipolog-Dapitan Cluster
SP-4D Dapitan/Zamboanga del Norte, and SP-4E Dipolog/Zamboanga del Norte
Main Tourism
Resources / Assets
Coastal and island beaches and wetlands, city, and mountain forest tourism resources, with
extensive cultural landscape including indigenous groups, historic sites, and range of customs, traditions, cuisine and festivals.
Access
Air access from Manila and Cebu to Dipolog Airport, RORO access from Dumaguete to Dapitan, and road connection to other parts of Mindanao.
Tourism Metrics
Internal Strengths
Internal Weaknesses

suited to beach and ecotourism
Presence of a medium scale resort facility (Dakak)
tourism
Insufficient air, sea and road access infrastructure and

External Threats

gateways
resources.

Volcanic eruption, earthquakes, flooding

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.
Key Products:
--
Opportunity/Niche:
Nautical Tourism


Development
Upgrade Dipolog Airport and improve Pulauan Port

Improve highway connections between Dipolog and Dapitan and key tourist areas and
Improve last mile tourist site road access as well as site visitor infrastructure including restoration
of sites and structures with sustained operations and maintenance
Improve compliance with safety standards
Niche, small and medium scale beach resort/city hotel and ecolodge developments
Marine tourist centers in Dipolog and Dapitan City
Niche, small and medium scale beach resort and ecolodge developments
City hotel in association with multi-purpose convention and leisure and entertainment center.
Name of TDA
sites and structures with sustained operations and maintenance
Baseline (2010)
Destination Profile
-43
Baseline (2010)
Foreign: 3,245
Domestic: 94,422
Foreign: 3,245
Domestic: 112,745
Foreign: 3,763
Domestic: 126,535
Total: 97,667
Total: 115,990
Total: 130,298
Name of Cluster
SP-5 Davao Gulf and Coast Cluster
The Cluster comprises three TDAs: SP-5A Davao City-Samal Island-Davao del Norte, SP-5B
Davao del Sur, and SP-5C Compostella Valley-Davao Oriental
Main Tourism
Resources / Assets
Coastal gulf and island beaches, wetlands, marine, city, and mountain forest tourism
resources (Iconic Mt. Apo highest mountain in Philippines) with extensive cultural landscape
including indigenous groups, historic sites, range of customs, traditions, cuisine & festivals.
Access
International air access from Singapore and Manado and domestic air access from Manila,
Cebu, Iloilo, Cagayan de Oro and Zamboanga to Davao International Airport, sea ferry access
from Manila-Cebu, and road connection to other centers in Mindanao and Cagayan de Oro.
Tourism Metrics
Internal Strengths
Internal Weaknesses
International airport and seaport

suited to beach, ecotourism, city tourism
Existing well organized tourism establishments and operations in
city and Samal Island
Strong public and private sector interest and organization
in tourism
Inadequate international air and sea access infrastructure and

External Threats

Improving international regional air connectivity
resources in the cluster focusing on Mt. Apo, Samal Island, and
Davao, Tagum and Digos

Volcanic eruption, earthquakes, tsunamis and flooding

Mt. Apoecotourism, Samal Islandresort and ecotourism, Davao CityMarine, leisure, entertainment and conventions, Tagum
Cityleisure, entertainment and multi-purpose events center, Digos Citymulti-purpose sports center, and pocket themed
attractions and resorts in other areas with nature and culture based-sightseeing products.
Key Products:
Opportunity/Niche:


Development
Upgrade and expand terminal facilities at Davao International Airport and improve airport facilities
at Mati
Improve highway connections between Davao City and other TDAs including RORO connections to
Samal Island, seaport passenger facilities at MACO and Lupon Seaports, as well as tourist friendly
Improve telecommunications and other utility infrastructure
-44
Foreign: 66,032
Domestic: 842,256
Foreign: 76,577
Domestic: 1,006,020
Foreign: 88,489
Domestic: 1,129,065
Total: 908,558
Total: 1,082,597
Total: 1,217,554
The Cluster comprises five TDAs: SP-6A Cotabato-Mt Apo, SP-6B Cotabato-Lake Sebu, SP-6C
Sultan Kudarat, SP-6D General Santos-Sarangani, and SP-6E Cotabato City
Main Tourism
Resources / Assets
Coastal gulf and island beaches, wetlands, marine, city, and mountain forest tourism resources (Iconic Mt. Apo highest mountain in Philippines) with extensive cultural landscape
including indigenous groups, historic sites, range of customs, traditions, cuisine & festivals.
Access
International air access via Davao, and domestic air access from Manila. Sea ferry access from
Manila-Cebu-Davao, and road connection from other centers in Mindanao.
Tourism Metrics
Internal Strengths
Internal Weaknesses

suited to beach, ecotourism, adventure, and city tourism
development
Poor air access infrastructure and transportation service

connectivity
Poor road connectivity infrastructure between TDAs
Weak telecommunications coverage
Insufficient accommodations
External Threats
Increasing domestic tourism

Improving air connectivity to domestic markets
resources in the cluster focusing on Mt. Apo, Sarangani Bay, Lake
Sebu, and cities.

Volcanic eruption, earthquakes, tsunamis and flooding
Extractive activities (mining and logging)

Mt. Apoecotourism, Saranganibeach resort and ecotourism, Lake Sebucultural ecotourism, citiesleisure, entertainment and
multi-purpose events centers, with pocket themed attractions and resorts in other areas with nature and culture based-sightseeing
products where security permits. Target markets are domestic mainly from Mindanao.
Key Products:
MICE, Leisure & Shopping Tourism
Opportunity/Niche:
Nautical Tourism

Complete Mlang Airport at Mlang in North Cotabato and President Quirino Airport in Sultan
Kudarat, passenger terminal at Port of General Santos, and provide passenger terminal at Port of
Glan in Sarangani
Improve telecommunications, water, electricity, solid waste management infrastructure in main
tourist centers.
Improve last mile road access as well as visitor infrastructure including restoration of sites and
structures with sustained operations and maintenance at key tourist sites
Improve compliance with safety standards.
Niche, small and medium scale thematic beach/dive/adventure/ecotourism establishments. City
hotels in association with multi-purpose convention and leisure and entertainment centers.

SP-6 Cotabato-Saranggani Cluster
Niche, small and medium scale thematic beach/dive/adventure/ecotourism/marine

establishments. City hotels in association with thematic multi-purpose convention, wellness-spa,
leisure, entertainment and shopping
Name of Cluster

Development
sites and structures with sustained O&M
Baseline (2010)
-45
Baseline (2010)
Foreign: 8,421
Domestic: 643,460
Foreign: 9,766
Domestic: 768,540
Foreign: 11,285
Domestic: 862,539
Total: 652,061
Total: 778,306
Total: 873,824
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-Maguindanao
Main Tourism
Resources / Assets
Coastal and island beaches, wetlands, and lakes (lake Lanao); marine coral biodiversity;
mountain forests; and extensive cultural landscape including indigenous groups, historic
sites, range of customs, traditions, cuisine & festivals.
Access
Air access via Zamboanga from Davao, Manila and Cebu. Sea ferry access from Zamboanga,
and road connection between mainland TDA and other centers in Mindanao.

Tourism Metrics
186,490 were domestic arrivals.
Internal Strengths
Internal Weaknesses
Undeveloped and pristine state of tourism resources suited to

beach, ecotourism, adventure, and city tourism development
Large carrying capacity for tourism development on mainland
Poor air and access infrastructure and transportation service

connectivity
Weak telecommunications coverage
Insufficient accommodations
Poor tourist site access and visitor support infrastructure
weak public sector coordination and governance
External Threats
Increasing domestic tourism from ARMM and selected

international markets from region
Improving air connectivity to domestic and international markets
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.
Key Products:
--
Opportunity/Niche:
Nautical Tourism


Development
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
Improve compliance with safety standards.
Niche island resorts following Maldives style of development supported by themed

marine-shopping-leisure center at Bongao.
-46
Baseline (2010)
Foreign: 23,513
Domestic: 186,490
Foreign: 23,513
Domestic: 186,490
Foreign: 27,268
Domestic: 216,271
Total: 210,003
Total: 210,003
Total: 243,539
-47
GAD checklist for the tourism sector

This checklist brings together the guidelines prepared by the Local Governance Support Program for Local
Economic Development (LGSP-LED) and that crafted by the Department of Tourism (DOT) with support from the
Gender Responsive Economic Actions for the Transformation of Women (GREAT Women) Project. LGSP-LED and the
GREAT Women Project are projects of the Philippine Program of the Department of Foreign Affairs, Trade and
Development (DFATD, formerly the Canadian International Development Agency, or CIDA) of the Government of
Canada. Harmonization of the guidelines was facilitated by the Advancing Philippine Competitiveness (COMPETE)
Project of the United States Agency for International Development (USAID).
The tourism sector is composed of the public and non-public sector. The former includes national
government agencies, mainly the Department of Tourism (DOT) and its various offices and agencies, and local
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
gender and development (GAD) checklist applies to tourism-related programs and projects of key tourism stakeholders.
The GAD checklist for the tourism sector seeks to bring gender-related aspects of tourism to the attention
of policymakers and program or project developers, especially the issues of 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
of Women, or MCW), DOT, through the Inter-agency Committee on Gender and Development that was created
under Administrative Order No. 94-07, continuously implements various GAD programs, activities, and projects
addressing gender issues and concerns in the tourism industry.
The tourism industry offers vast income-generating opportunities, from employment to operation of enterprises.
It is labor-intensive, providing a wide range of job openings that the poor with vocational skills training can access.
Tourism also creates economic prospects for small entrepreneurs, as there are many support services that can be
established with minimal start-up costs.
The Magna Carta of Women (MCW) instructs DOT, like other government agencies, to pursue the adoption of
gender mainstreaming as a strategy to promote and fulfill womens human rights and eliminate gender
discrimination in their systems, structures, policies, programs and processes (MCW Implementing Rules and
Regulations, Rule VI, Section 37, pp. 104-105). It also stresses the importance of the non-discriminatory and
non-derogatory portrayal of women in media and film, including commercials and promotional
materials used for tourism, among a number of purposes (MCW Implementing Rules and Regulations, Rule IV,
Section 37, pp. 65; and Section 19). The MCW promotes womens rights to representation and participation,
including undertaking temporary special measures to accelerate the participation and equitable
representation in the decision-making and policy-making processes, and instructs appointing authorities to
ensure the representation of women or womens groups in policymaking and decision-making bodies
(MCW, IRR, Rule IV, Section 14, pp. 5354.). Further, it provides that girl children shall be protected from all forms
of abuse and exploitation (MCW IRR, Rule V, Section 35, Article B, page 103).
The United Nations Environment and Development UK Committee report on Gender and Tourism
(Report prepared for the 2002 Earth Summit) shows that, worldwide, tourism is a particularly important sector for
women, who make up 46 percent of the tourism labor force. This statistic masks several gender issues related to
workers in the sector:

Gender-role stereotyping. In formal sector employment in tourism-related industries, the quality

and type of work available to women is heavily influenced by sex stereotyping and sex
segregation. Women are usually employed as waitresses, chambermaids, cleaners, travel agency
sales persons, flight attendants, and front desk personnel. Meanwhile, men are employed as barmen,
gardeners, construction workers, drivers, pilots, etc. Gender stereotyping arises partly because
traditional gender roles and gender identity help create notions of women and men as being suitable
for certain, gender-appropriate occupations.
Gender inequalities in occupational distribution. Gender bias in occupations and positions in the
tourism industry occurs because of not just horizontal segregation but, as important, vertical
gender segregation of labor that places women and men in different occupations. The typical
gender pyramid is prevalent in the sector, with women dominating lower levels and
occupations offering few career development opportunities and men dominating key managerial
positions.
Limited access to capital of woman micro entrepreneurs for tourism-related enterprises.

While tourism opens up prospects for the establishment of tourism-linked businesses (such as the
production of handicrafts and souvenir items), womens lack of access to adequate credit may limit
women from taking advantage of such opportunities. Establishment of credit windows that do not
require land-based collateral can benefit women.
Negative impact of tourism. Although tourism creates economic opportunities and brings in foreign
exchange, it also causes adverse social and environmental problems, including:
-48
Gender issues and strategies
- Some environmental effects. A boom in tourism can result in a water crisis that can place
severe burden on women, as they are responsible for household care (Haladi, 2005).
The diversion of water for use in resorts and golf courses can heighten water scarcity
in the local communities. Moreover, prices of essential commodities escalated during peak
tourist season, creating difficulties to poor households, particularly the women who had to
manage the household budget. It is essential therefore, for projects to include measures to
ensure that poor households are able to benefit from tourism initiatives.
Issues related to management of the sector
- Womens influence in the development of tourism policymaking and programming is

limited, as they are not well represented in decision-making and policymaking bodies, and
may lack the capacities for planning and budgeting.
- Analysis of relevant gender issues and tracking of gender-related results of tourism are
hampered by the lack of sex-disaggregated data and information on the negative impact of
tourism in tourism statistics.
- Sexual harassment in the workplace can take various forms. One is when sexual favor is
made as a condition for hiring or employment, re-employment, or continued employment of
said individuals or for granting said individuals favorable compensation, terms, conditions,
promotions, or privileges.
- Lack of awareness of gender issues in tourism among tourism sector employees leads to the
inappropriate portrayal of women and children in tourism commercials and advertisements.
The last cluster of issues pertains to gender mainstreaming will require actions from tourism agencies. These
actions can include naming woman members to tourism bodies, building the capacity of agency personnel
for planning and budgeting establishing a gender-aware tourism database, and instituting measures to combat
sexual harassment in the workplace.
Training of tourism agency staff and workers in tourism industry establishments, especially involving hotel and
homestay operations, can include sessions on relevant laws protecting women and children, as well as their accompanying implementing rules and regulations, among others: RA 9208, or the Anti- Trafficking in Persons Act
of 2003; RA 7877, or the Anti-Sexual Harassment Act of 1995; RA 9262, or the Anti Violence against Women and
their Children Act of 2004, which includes the crime of prostituting women and their children; RA 8353, or the
Anti Rape Law of 1997, which classifies rape as a crime against person, hence, not a private crime; and RA 8505, or
the Rape Victim Assistance and Protection Act of 1998. These sessions must include discussions of possible actions
that may be taken by the hotel staff, homestay operators, and the community in general to prevent trafficking,
sexual harassment, and other forms of abuse and exploitation. The Womens Desks of the local police force
can also be strengthened and its capacity built to recognize signs of violence and human trafficking. Links with
NGOs working to address these concerns can also be forged.
Training of women working in hotels and relevant tourism-related services (e.g., tour guides) must include
sessions on their rights and the laws that protect them. Local tourism bodies must prohibit advertising and
marketing strategies that use stereotypical images of women or portray women as sexual objects.
- 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)
-49
Recognition of the above issues can help planners design interventions that can ensure tourism projects
benefit women and men equally. The Philippine Development Plan (PDP) 20112016 seeks to encourage LGUs to
develop tourism related-products and services using the community-based and ecotourism approaches as
implemented by innovative and entrepreneurial local governments in Bohol, Palawan, and Bicol, and have
contributed to poverty reduction, protection of the environment, and gender equality in local areas. With
respect to wage and self-employment, the PDP notes: In providing opportunities for formal or
self-employment or access to credit, government shall take particular cognizance of the special needs of
women, whose potentially large social contributions to social and economic development are stunted by their
domestic and other social circumstances (page 30).
Gender equality outcomes or results should be linked with the changes in the gender issues that have been
identified. Examples of gender equality results are:

Increased employment of women, particularly in management and non-traditional occupations; within

tourism government agencies, increased number of women in third-level CESO (Career Executive
Service Officer) positions;
More positive, realistic portrayals of women and children in advertising and marketing campaigns
and collaterals;
Safer workplaces for woman workers, or reduced incidence of sexual harassment;
Reduced incidence or elimination of human trafficking and prostitution;
Increased woman-owned or operated tourism-related enterprises;
Improved productivity and incomes of woman-owned or operated enterprises;
Greater access of women to higher credit levels and technical support;
Higher level of stakeholder awareness/consciousness of gender issues in tourism;
Improved representation of women and men as stakeholders of tourism development;
More active promotion of gender equality, respect for human rights, and economic empowerment of
women in tourism through more gender-sensitive tourism-related establishments; and
Increased knowledge and skills of tourism sector employees and applied GAD tools in policymaking,
planning, and budgeting.
-50
Gender equality and women's

empowerment results
Gender analysis questions

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

What is the agegender composition of the tourism-sector workforce? What do the women/men do in
tourism-related enterprises? Alternatively, how are woman/man workers represented in the different
parts of the tourism value chain? Do these patterns suggest gender-role stereotyping or gender-based
biases in occupations?
What are the gender-related problems encountered by female/male tourism workers and tour operators
(e.g., sexual harassment or advances, demand of tourists for sexual services or sex-related entertainment,
prostitution)?
Access to and control of tourism services and benefits

What resources (training, capital, information, market linkage, etc.) do woman/man workers or owners
of tourism-related enterprises need to improve their efficiency, productivity, and/or effectiveness?
If there are differences between women and men, why?
Constraints and opportunities

What competencies or skills need to be developed among relevant staff of tourism agencies and
establishments for them to be able to identify gender issues and address these?
What are the current (pre-project) opportunities present for micro-entrepreneurs supplying
tourism- related products and services?
What gender-based factors hinder or constrain women/men from participating in tourism-related

initiatives or enterprises? From accessing resources, including training opportunities, that can
improve their productivity, efficiency, or effectiveness as tourism-sector workers or entrepreneurs?
After the project design has been completed, it is necessary to subject the design to a gender analysis. There are
ten questions listed in box 24 below, summarizing the possible gender impact of the designed project, as follows:
Gender division of labor and gender needs
-51
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?
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
communities, and develop leadership capability and ability to manage the natural and cultural
resources?
Does the project design ensure that information on tourism opportunities will be readily available to
women and men?
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?
Constraints and opportunities

Will the project, as designed, enhance the implementation of the GAD Plan of the tourism sector?
Is the project design socially or culturally acceptable, and will it make the project and its resources
accessible to women?
Will womens participation in the project affect the attitudes of women and men toward women?
Will the project consult womens groups, women-in-business organizations, and woman labor union
leaders? Or, has the project consulted woman and man beneficiaries?
Does the project offer facilities or services that will maintain womens involvement at different stages of
the project?
Will the project improve womens representation in qualifying for third-level positions?
-52
Access to and control of tourism services and benefits
-53
Possible GAD monitoring indicators

Listed below are examples of monitoring indicators for tourism initiatives that have been developed for the Local
Governance Support Program for Local Economic Development (LGSP-LED). A separate list for capacity
development is also presented, since capacity development activities are usually part of various initiatives.
The choice of GAD indicators, however, should be guided by the programs or projects GAD outcomes or
outputs.
Entrepreneurial leadership development

Percentage change in the number of women in management positions in tourism-related businesses

and organizations
Presence/absence of gender equality core messages in leadership courses
Entrepreneurial systems improvement

Number of legislation and policies passed that consider the differential impact of the issuance on
women and men, or address the social problems that may escalate with increased tourism
Presence/absence of gender-aware organizations in policy consultations
Number of partnerships built that enhance outreach and improve access of poor women and men to
tourism resources and benefits and/or help prevent or reduce social problems that may be aggravated
by increased tourism
Presence/absence of sex-disaggregated data and gender-related information in knowledge

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

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

1. Put a check in the appropriate column (2a to 2c) under Response to signify the degree to which a
project has complied with the GAD element: under col. 2a if nothing has been done; under col. 2b if an
element, item, or question has been partly answered; and under col. 2c if an element, item, or question
has been fully complied with.
2. A partial and a full yes may be distinguished as follows.
a. For Element 1.0, a partly yes response to Question 1.0 (or Q1.0) means there have been much
fewer women than men in consultations to validate or determine the needs, gaps, and status
of women and men in the community. A full yes means women constitute at least 40 percent
of the people consulted.
b. For Element 2.0, partly yes means some gender-related information and sex-disaggregated
data from research surveys, business trends, and profiles of current enterprises and
microenterprises or enterprise-related training programs are reflected in the project concept
paper, but these may not be relevant in identifying gender issues or problems related to the
planned tourism project. A full yes means gender information and sex-disaggregated
data have been used in the analysis of tourism issues that the proposed project must address.
c. For Element 3.0, a partly yes response to each of the questions means a superficial or partial
analysis has been done by focusing on only one aspect of the set of concerns (e.g., gender
roles, needs, and perspectives; access to and control of resources; constraints and
opportunities to participation; and negative effects of tourism). A full yes response to
Q3.1 signifies that the needs of both men and women have been considered in developing
the situation analysis. To Q3.2 and Q3.4, a full yes implies that a gender analysis of the
differences in access and control (Q3.2) and constraints and opportunities between women
and men and their participation in the tourism project (Q3.4) is reflected in the document.
To Q3.3, a full yes indicates that the negative effects of tourism have been fully discussed in
the analysis of the development problem.
d. For Element 4.0, partly yes means women are identified in the project objectives but only in
connection with traditional roles or economic activities (Q4.1), or the project has token gender
equality outputs or outcomes (Q4.2). A full yes means the projects outputs or outcomes
include the expansion of opportunities for women and men (Q4.1) or significant reduction in
gender gaps or incidence of gender-related issues (Q4.2)
-54
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
gender issue and there are activities seeking to address these issues.
f. For Element 6.0, a partly yes response to any of the items and questions is associated with
superficial or partial effort to address the likely impact of the project, particularly in terms of
ensuring womens and mens equal access to resources provided by the project; improving
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
minimizing negative effects on the status and welfare of women and girls; adhering to the
Media and Gender Equality Committee Guidelines; promoting environmental sustainability;
and respecting the cultural sensitivities of communities and their woman and man members.
In contrast, a full yes involves a coherent, if not a comprehensive, response to the items or
questions.
g. For Element 7.0, partly yes means the project monitoring plan includes sex-disaggregated
indicators but no qualitative indicator of empowerment or status change. A full yes means
the inclusion of both quantitative and qualitative indicators to measure the reduction in
gender gaps or improvement in the empowerment and status of women and girls and men
and boys.
h. For Element 8.0, partly yes means the project requires the collection of sex-disaggregated
reduction in gender gaps or improvement in the lives of women girls, and men and boys. A full
yes means all sex-disaggregated data and qualitative information will be collected to help
track the reduction in gender gaps or minimization of the incidence of gender issues.
i. For Element 9.0, a partly yes response to Q9.1 means there is a token budget for gender
training programs that aim to build competencies in promoting GAD in the project; and to Q9.2
means there is a budget for GADrelated activities but this is too little to ensure the project will
address relevant gender issues or help achieve its GAD objectives and targets.
j. For Element 10.0, a full yes response to Q10.1 means the project is in line with the agencys
policies and guidelines for gender-responsive tourism; and to Q10.2 means there will be
convergence/ collaboration with other agencies/stakeholders in the implementation of
a gender-sensitive tourism project, particularly through formal, signed agreements,
e.g., MOAs. A partly yes response to Q10.3 implies that there are GAD initiatives but no local
regulations to strengthen the GAD rule; to Q10.4 indicates that there is a mention of the
agencys GAD plan but there is also a need to ensure that the project requires developing or
reinforcing the commitment to empower women; and to Q10.5 signifies that the project
has a sustainability plan for its GAD efforts but makes no mention of how this may be
institutionalized within the implementing agency or its partner.
-55
3. After ascertaining whether a GAD requirement has been done or not, enter the appropriate score for
an element or item under column 3.
a. To ascertain the score for a GAD element, a three-point rating scale is provided: 0 when
the proponent has not accomplished any of the activities or questions listed under an element
or requirement; a score that is less than the stated maximum when compliance is only partial;
and 2 (for the element or requirement), or the maximum score for an item or question,
when the proponent has done all the required activities.
b. The scores for partly yes differ by element. For instance, for Elements 1.0, 2.0, 5.0, 7.0, and 8.0,
the score for partly yes is 1. For other elements that have two or more items or questions
(such as Element 3.0), the rating for a partial yes is the sum of the scores of the items or
questions that fall short of the maximum 2.
c. For Element 3.0, which has four items (3.1, 3.2, 3.3, and 3.4), the maximum score for each item
is 0.50 while that for partly yes is 0.25. Hence, if a project scores a full 0.50 in one question
but 0 in the other, or if a project scores partly yes (or 0.25) in each of the two items, the total
rating for Element 3.0 will be partly yes with a score of 0.50. If a project scores partly yes in
one item but no in the other, then the total rating for the element will be 0.25.
4. For an element (col. 1) that has more than one item or question, add the scores for the items and enter
the sum in the thickly bordered cell for the element.
5. Add the scores in the thickly bordered cell under column 3 to come up with the GAD score for the
project identification and design stages.
6. Under the last column, indicate the key gender issues identified (for proponents) or comments on
the proponents compliance with the requirement (for evaluators).
Box 24. GAD checklist for designing and evaluating tourism projects
Element and item or guide question

(col. 1)
1.0 Involvement of women and men

(possible scores: 0, 1.0, 2.0) Have prior consultations
included women and womens groups to validate the
data and determine the gender gaps, and the needs and
status of women and men in the community?
2.0 Collection of sex-disaggregated data and

gender-related information
(possible scores: 0, 1.0, 2.0) Have gender information and
sex-disaggregated data on the community, industry, or
sector (from official statistics, research survey, business
trends, or profiles of current enterprises, microenterprises, or enterprise-related training programs) been
considered in crafting the project concept, particularly
in the analysis of the development/tourism issue or
problem?
3.0 Conduct of gender analysis and identification of

gender issues (max score: 2.0; for each item or question,
0.5) (See text for articulation of the gender analysis
questions.)
3.1 Are the needs of both women and men

considered in the situation analysis? (possible scores: 0,
0.25, 0.50)
Response (col. 2)
No
(2a)
Partly
yes
(2b)
Yes
(2c)
Score for the

item/ element
(col. 3)
Result or
comment
(col. 4)

(col. 1)
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
initiatives, as well as mens? (possible scores: 0, 0.5, 1.0)
4.2 Does the project have gender equality outputs or

outcomes? (See examples in text.) (possible scores: 0,
0.5, 1.0)
5.0 Matching of strategies with gender issues

(possible scores: 0, 1.0, 2.0) Do the strategies and
activities match the gender issues and gender equality
goals identified? That is, will the project reduce gender
gaps or inequalities, or minimize the negative gender
effects of tourism?
6.0 Gender analysis of the likely impact of the

project (max score: 2.0; for each item or question, 0.2)
6.1 Will the project build on womens and mens

knowledge and skills? (possible scores: 0. 0.1, 0.2)
6.2 Will the project enable women and men to take on

non-traditional, non-gender-stereotypical roles and
jobs? (possible scores: 0, 0.1, 0.2)
6.3 Will women and men have equal access to

training, gender-related tourism information (e.g., needs
of tourists), and other resources (including additional
income-earning opportunities) provided by the project?
(possible scores: 0, 0.1, 0.2)
6.4 Will the project help women and men become more
efficient in their chosen fields in the tourism sector?
3.2 Are there gender-based differences in access to

and control of resources (skills, capital, information, etc.)
between women and men, and is the analysis of these
differences reflected in the project document? (possible
scores: 0, 0.25, 0.50)
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:
0, 0.25, 0.50 )
6.7 Has the project included strategies for avoiding or

minimizing negative impact on the status and welfare
of women and girls? Specifically, has the project design
provided measures to avoid or reduce the negative
effects of the project in terms of sexual harassment,
prostitution, child pornography, and the like?
4.0 Gender equality goals, outcomes, and outputs

(max score: 2.0; for each item or question, 1.0)
-56
-57
Response (col. 2)
No
(2a)
Partly
yes
(2b)
Yes
(2c)
Score for the

item/ element
(col. 3)
Result or
comment
(col. 4)

(col. 1)
6.8 Will the proposed projects tourism promotional and

IEC materials and advertisements conform to existing
gender-sensitive policies and guidelines (e.g., the Media
and Gender Equality Committee Guidelines, or MGEC)?
6.9 Will the project, as designed, promote environmental sustainability? (possible scores: 0, 0.1, 0.2)
6.10 Does the designed project respect the cultural

sensitivities of communities and their woman and man
members? Of female and male tourists?
7.0 Monitoring targets and indicators

(possible scores: 0, 1.0, 2.0) Does the project have an M&E
system that includes gender equality/gender-responsive
targets and indicators for welfare, access,
consciencitization, participation, and control?
8.0 Sex-disaggregated database requirement

(possible scores:0, 1.0, 2.0) Does the M&E system include
the collection of sex- disaggregated data and qualitative
information that will track the reduction in gender gaps
or changes (improvements) in the lives of women and
men?
9.0 Resources
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)
Response (col. 2)
No
(2a)
Partly
yes
(2b)
Yes
(2c)
Score for the

item/ element
(col. 3)
Result or
comment
(col. 4)

(col. 1)
Response (col. 2)
No
(2a)
Partly
yes
(2b)
Yes
(2c)
Score for the

item/ element
(col. 3)
Result or
comment
(col. 4)
10.3 Will the project support the implementation of

relevant local ordinances that reinforce national gender
laws in project sites? (possible scores: 0.1, 0.2, 0.4)
10.4 Will the project build on or strengthen the agencys

commitment to empower women? (possible scores: 0.1,
0.2, 0.4)
10.5 Does the project have an exit plan that will ensure
the sustainability of the GAD efforts and benefits?
(possible scores: 0.1, 0.2, 0.4)
TOTAL GAD SCORE FOR PROJECT IDENTIFICATION AND DESIGN

(Add the scores for each of the ten elements.)
Interpretation of the GAD Score

0 - 3.9
4.0 7.9
GAD is invisible in the project (proposal is returned).

Proposed project has promising GAD prospects (proposal earns a conditional pass, pending identification of
gender issues and strategies and activities to address these, and inclusion of he collection of sex- disaggregated
data in the monitoring and evaluation plans)
8.0 14.9
Proposed project is gender-sensitive (proposal passes the GAD test).
15.0 20.0
Proposed project is gender-responsive (proponent is commended).
References
Republic of the Philippines (2000). Magna Carta for Women (Implementing Rules and Regulations (IRR).
9.2 Will the project fund activities that will help achieve
its GAD objectives and targets? (possible scores: 0, 0.5,
1.0)
10.0 Relations with the agencys /LGU GAD efforts

Rule VI, Section 37, pp. 104105.

Rule IV, Section 19, p.65;
Rule IV, Section 19, Article A, p.66.
Rule IV, Section 14, pp. 5354.
Rule V, Section 35, Article B, p. 103
UNED-United Kingdom (2002). Gender & Tourism: Womens Employment and Participation in Tourism. Report
prepared for the 2002 Earth Summit. Retrieved from www.earthsummit2002.org/toolkits/women/current/
gendertourismrep.html
10.1 Is the project in line with the existing agency

policies and guidelines for gender-responsive tourism?
(possible scores: 0.1, 0.2, 0.4)
10.2 Will there be collaboration with other agencies/

entities in the implementation of a gender-sensitive
tourism project? (possible scores: 0.1, 0.2, 0.4)
-58
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Title
Abstract/Description
Bibliographic Entry
This supplementary volume for Asia and the

Pacific is designed to be used in conjunction with
the core volume (Guide for Local Authorities on
Developing Sustainable Tourism) they should be
used in combination to provide comprehensive
guidance for developing tourism at the local level
in the region. This supplementary
volume is structured around two major sections:
Guide for Local Authorities on

Developing Sustainable Tourism
(Supplementary Volume on Asia
and the Pacific)
Guidelines
Section 1 Tourism in Asia and the Pacific

examines quantitative and qualitative tourism
trends in the region, reviews the major
opportunities and constraints for developing
tourism in the region, identifies some special
considerations that must be made in
developing tourism in Asia and the Pacific, and
describes efforts that are being directed toward
regional cooperation on
tourism in the region.
World Trade Organization.

(1999). Guide for Local
Authorities on Developing
Sustainable Tourism
(Supplementary Volume on
Asia and the Pacific). (p. 92).
Madrid: World Tourism
Organization
Section 2 Case Studies of Tourism

Development in Asia and the Pacific presents
several case studies of various types of tourism
development in Asia and the Pacific that
illustrate the planned and sustainable
approach to development. The case studies
reflect principles that have application to other
local areas in the region and therefore will be of
value to local authorities in different areas.
National Tourism Development

Plan 2011-2016
-60
Document
Type
Policies and
Standards
The Department of Tourism has prepared the

National Tourism Development Plan (NTDP) that
seeks to address the key challenges of the sector
over the next five years. The National Tourism
Development Plan led by the Department of
Tourism is the result of the combined inputs of the
national government agencies, local government
units, the private sector including the Chambers of
Commerce, and concerned non-government
organizations. The NTDP, as mandated under
Republic Act No. 9593, provides a framework
to guide the Department of Tourism (DOT) and
stakeholders in the private and public sector, at
the national, regional, and local levels, to harness
the potential of the tourism sector as an engine for
sustainable growth. This is in line with the Presidents 16-point agenda, the goals and targets of
the Philippine Development Plan 2011-2016 that
focuses upon inclusive socio-economic growth,
and the designation of the tourism sector by Joint
Chambers of Commerce as one of seven (7) key
growth sectors in the economy. The NTDP has
been built upon the following:
(a) comprehensive diagnosis of the tourism
sectors competitive strengths, weaknesses, opportunities and threats; (b) extensive consultations
with more than 1,380 stakeholders throughout
the country; (c) the lessons learned from previous
tourism strategies and plans.
Tourism-related Literature
Department of Tourism.
Department of Tourism,
Office of Tourism Planning,
Research and Information
Management. (2012).
National Tourism
Development Plan 2011-2016.
Manila: Department of
Tourism.
Title
Indicators of Sustainable
Development for Tourism
Destinations (A Guidebook)
Making Tourism More

Sustainable (A Guide for
Policy Makers)
-61
Document
Type
Bibliographic Entry
Guidelines
The guidebook is designed for tourism planners

in promoting sustainable tourism by utilizing the
best and most relevant information possible. It
uses a set of indicators focused on both impact
and sustainability for tourism. The Guidebook is
most useful to tourism planners and managers at
the destinations sites. Many managers operate in
an environment which can be considered as
data-rich but information-poor. Indicators can help
to select, process, analyse and present data to
better link with sustainability issues.
Decision-makers are often inundated by large
quantities of data, and often find it difficult to
determine which data are important. Indicators
development will occur at several scales, but the
primary focus of this Guidebook is at the
destination level with destinations being defined
generally in terms of the marketable destination,
which may range in size from a small nation to a
region, or to a specific resort or site.
This Guidebook, produced by the World Tourism
Organization, is intended to help the managers
of tourism companies and destinations, their
partners and other stakeholders to make better
decisions regarding tourism. It focuses on the use
of indicators as a central instrument for improved
planning and management, bringing managers
the information they need, when it is required, and
in a form which will empower better decisions.
World Tourism Organization.

(2004). Indicators of
Sustainable Development
for Tourism Destinations (A
Guidebook). (p. 507). Madrid:
Policies and
Standards
Making Tourism More Sustainable: a Guide for

Policy Makers builds on United Nations
Environment Programmes and World Tourism
Organizations previous work on different aspects
of sustainability, undertaken over the past ten or so
years. In addition to earlier work by WTO and UNEP,
an extensive research survey was undertaken
within WTO Member States, in 2003 and 2004, to
identify specific policies and tools applied in their
territories that had effectively contributed to making their tourism sector more sustainable. The
conclusions drawn and the policies and tools
recommended in this Guide are therefore based
on real cases, collected from around the world,
that have proven to be effective and successful in
achieving the aims of sustainable development.
The guide defines what sustainability means in
tourism, what are the effective approaches for
developing strategies and policies for more
sustainable tourism, and the tools that would make
the policies work on the ground. It shows clearly
that there is no one-fits-all solution to address the
question of sustainability in tourism
development. It does, however, highlight one key
universal message: to succeed in making tourism
more sustainable it is crucial to work hand in hand
with all relevant stakeholders, within and outside
government. The purpose of this document is to
provide governments with guidance and a
framework for the development of policies for
more sustainable tourism as well as a toolbox of
instruments that they can use to implement those
policies.
United Nations Environment

Programme. , & World Tourism
Organization, (2005). Making
Tourism more Sustainable
(A Guide for Policy Makers).
(p. 207). Paris: United Nations
and World Tourism
Organization.
Guide for Local Authorities on

Developing Sustainable Tourism
Tourism and Poverty Alleviation

Recommendations for Action
Document
Type
Guidelines
With this book, the World Tourism Organization

intends to strengthen its efforts to achieve tourism
sustainability worldwide. It particularly seeks to
provide technical guidelines and methodological
instruments to local authorities, public service
officials operating at the local level, as well as
private tourism developers, enabling them to
assume their responsibilities in this field with
more effective, up-to-date technical know-how.
These guidelines are eminently practical and easy
to apply. The numerous examples of sustainable
tourism best practices contained in this volume
and the supplementary volumes on sub-Saharan
Africa, Asia and the Pacific, North Africa and the
Americas should be readily adaptable to the
particular conditions and level of development of
each country, region and local territory. To assist
local authorities in making better decisions on
developing tourism, this guide has been prepared
on the planning, development and management
of tourism at the local level. The guide will also be
very useful to regional and national tourism agencies who need to understand tourism development at the local level in order to provide direction
and assistance to local authorities. This is an
interactive guide that involves its users. It includes
checklists, diagrams and questions for discussion
by local authorities about developing tourism in
their areas. An underlying principle of this guide
is achieving sustainable development of tourism.
The fundamental importance of the sustainable
approach for all types of development including
tourism is now universally accepted, if not always
practiced as it should be.
Theoretical/
Conceptual
This is the second publication launched by the

World Tourism Organization (WTO) in a series on
Tourism and Poverty Alleviation. The first one,
launched on the occasion of the World Summit on
Sustainable Development in August 2002,
examined a number of cases where tourism has
been fundamental in reducing poverty levels in
various countries. The present book provides
further evidence of the contribution that tourism
can make to achieving one of the most pressing
United Nations (UN) Millennium Development
Goals: alleviating poverty. Based on a more
extensive analysis of successful experiences, it
gives clear and practical recommendations - to
governments, private tourism companies,
international and bilateral development agencies
and other stakeholders - on the various ways and
means they can utilize to use tourism as a poverty
alleviation tool.
Bibliographic Entry

(1998). Guide for Local
Authorities on Developing
Sustainable Tourism. (p. 194).
Madrid: World Tourism
Organization.

(2004). Tourism and Poverty
Alleviation Recommendations
for Action. (p. 47). Madrid:
Title
Title
Sustainable Tourism in Protected

Areas (Guidelines for Planning
and Management)
Sustainable Development of
EcoTourism (A Compilation of
Good Practices in Small and
Medium-sized
Enterprises((SMEs))
Quebec Declaration on
EcoTourism
-62
-63
Document
Type
Bibliographic Entry
Guidelines
The link between protected areas and tourism is

as old as the history of protected areas. Protected
areas need tourism, and tourism needs protected
areas. Though the relationship is complex and
sometimes adversarial, tourism is always a critical
component to consider in the establishment and
management of protected areas. These guidelines
aim to build an understanding of protected area
tourism, and its management. They provide a
theoretical structure, but are also intended to help
managers in practical ways. The underlying aim is
to ensure that tourism contributes to the purposes
of protected areas and does not undermine them.
The main purpose of these guidelines is to assist
protected area managers and other stakeholders
in the planning and management of protected
areas, visitor recreation and the tourism industry,
so that tourism can develop in a sustainable
fashion, while respecting local conditions and
local communities. A key message is the
importance of managing resources and visitors
today, so that tomorrows visitors can also
experience quality sites, and the conservation
values that these places represent.
Eagles, P., McCool, S., &

Haynes, C. (2002). Sustainable
Tourism in Protected Areas
(Guidelines for Planning and
Management). (p. 183). Gland,
Switzerland, and Cambridge:
IUCN, Cardiff University,
United Nations Environment
Programme and World Tourism
Organization.
Good Practices
This compilation, initiated in July 2002, aims at

providing a structured, easy to understand
description of exemplary practices especially in
small ecotourism businesses. It has been widely
recognized that small businesses represent the
core of the ecotourism segment, given that the
majority of private ecotourism operations provide
specialized services for small tourist groups or
individual tourists, while the related facilities they
use (accommodation, transportation) also tend to
be small. The compilation contains rich details on
methodologies and business approaches
applied successfully by a wide range of ecotourism
small and medium sized companies; they provide a
valuable well of information that can serve for
generating ideas and adapting sustainable
ecotourism practices to the specific local
conditions elsewhere. The experiences presented
in this book come directly from the field, from the
people who have developed these initiatives and
who are daily in charge of these business ventures.
They reflect well the complexity of small businesses, the great challenges and opportunities they
face, and the endless creativity that this business
allows for. The objectives of this publication are also
in line with the resolutions of the World Summit on
Sustainable Development (Johannesburg 2002), its
specific recommendations on sustainable tourism,
biodiversity and local communities, and with the
wider aims of poverty reduction through tourism.

(2003). Sustainable
Development of Ecotourism
(A Compilation of Good
Practices in Small and Mediumsized Enterprises (SMEs). (p.
305). Madrid: World Tourism
Organization.
Policies and
Standards
This document takes into account the preparatory

process, as well as the discussions held during the
World Ecotourism Summit on May 2002. It is the
result of a multi stakeholder dialogue, although it is
not a negotiated document. Its main purpose is the
setting of a preliminary agenda and a set of
recommendations for the development of
ecotourism activities in the context of sustainable
development.
Quebec Declaration on
Ecotourism. (2002). Soft
law Declaration/
Recommendation World
Ecotourism Summit, Quebec
City, Canada.
Tourism Congestion
Management at Natural and
Cultural Sites
Tourism, Microfinance and

Poverty Alleviation
(Recommendations to Small and
Medium-Sized Enterprises and to
Microfinance Insitutions)
Davos Declaration on Climate

Change and Tourism

Change and Tourism Responding
to Global Challenges (Advance
Summary)
-64
Document
Type
Theoretical/
Conceptual
This handbook is aimed at a variety of professional

users, both within the tourism industry and for
people who welcome and manage visitors to their
destination or site, including also public tourism,
cultural and natural authorities. For the many
different people in the tourism industry it provides
recommendations for how they might positively
contribute to the minimization of tourism
congestion. For destination and site managers it
provides a range of recommendations for
managers to build a well-informed understanding
of their places and their visitors, and provides
recommendations for upgrading the operational
and physical capacities of their areas to handle
high levels of tourism activity to and from sites. The
handbook has been written to provide very
practical recommendations, using illustrations
from the case studies. Some users will be familiar with many of the recommendations and will
already have implemented some of them in their
day-to-day activities. Others will find new
information or suggestions that they can apply as
appropriate to their circumstances.

(2004). Tourism Congestion
Management at Natural and
Cultural Sites. Madrid: World
Tourism Organization.
This publication is a result from the collaboration

between WTO and PlaNet Finance (an organization
for international solidarity with a mission to reduce
poverty worldwide by developing microfinance).
This report gives an overview of the impact of
tourism on poverty reduction. It helps to bring
tourism and microfinance together, identifying
opportunities for tourism to reduce poverty in
developing countries and pinpointing the
potential role and the reality of microfinance in
solutions for tourism micro projects. The report
also aims to promote cooperation between
microfinance institutions (MFI) and the tourism
sector as a whole, encouraging these institutions
to adapt their conditions for granting loans to the
specific characteristics of tourism activity.

(2005). Tourism, Microfinance
and Poverty Alleviation
(Recommendations to Small
and Medium-sized Enterprises
and to Microfinance Institutions). (p. 62). Madrid: World
Tourism Organization.
Guidelines
Policies and
Standards
Policies and
Standards
This document provides a summary of the

analysis on the possible courses of actions
following the Second International Conference on
Climate Change and Tourism in Davos, Switzerland.
It also contains a list of the main agreements
established in the Conference.
This advanced summary is based on an extensive

report commissioned to an international team of
experts by the World Tourism Organization
(UNWTO), the United Nations Environment
Programme (UNEP) and the World Meteorological
Organization (WMO), in order to provide background information for the Second International
Conference on Climate Change and Tourism
(Davos, Switzerland, 1-October 2007). This advance
summary and the full report to be released are
principally aimed at the tourism industry and
government organizations at the different levels,
who will have the primary responsibility of
developing mitigation and adaptation strategies
to respond to the challenges that global climate
change will bring to the tourism sector. The report
will also constitute an important tool for
international agencies, nongovernmental
organizations (NGOs) and financial institutions.
Bibliographic Entry

Change and Tourism. (2007).
Declaration Second
international conference on
climate change and tourism.
Title
Title
Making Tourism Work for Small

Island Developing States (A
Guide for Policy Makers)
Tourism Planning Toolkit for Local Government

Climate Change and
Tourism Responding to Global
Challenges. (2007). Advance
Summary Second International Conference on Climate
Change and Tourism, Davos,
Switzerland.
-65
Document
Type
Guidelines
This WTO report presents a summary of the

current status of tourism in Small Island
Developing States (SIDS), while providing evidence
of the key importance it has for the sustainable
development of many islands and for the
achievement of the UN Millennium Development
Goals. It also addresses the key issues that need
to be considered by small island nations in order
for the tourism industry to be more sustainable
in the long term. It provides policy orientations,
guidelines and other tools to the National Tourism
Authorities (NTAs), the tourism industry and other
tourism stakeholders in SIDS on how to develop
and manage tourism in a sustainable manner for
the benefit of their population. A set of WTO
recommendations, existing guidelines, key
measures, policies and new initiatives are
presented in the context of SIDS such as the
Tourism Satellite Account, guiding principles for
sustainable tourism development for SIDS,
Sustainable Tourism Indicators, certification issues,
the Global Code of Ethics for Tourism and
Sustainable Tourism for the Elimination of
Poverty (ST-EP Programme). With these guidelines
and tools, the WTO intends to: 1) demonstrate the
importance of tourism in SIDS and the need to
support its sustainable development by both,
governments and international and bilateral
development assistance agencies;
2) examine the various areas that need to be
considered by governments and the private
sector if they wish tourism to contribute
successfully to the overall economic, social and
environmental sustainability of their territories;
and 3) assist governments and other stakeholders
in SIDS in their efforts to develop a tourism industry that is sustainable in the long term, maximizing
the social and economic benefits and reducing the
negative impacts on the environment of SIDS.

(2004). Making Tourism Work
for Small Island Developing
States (A Guide for
Policymakers). (p. 87). Madrid:
Guidelines
The Tourism Planning Toolkit (TPT) is a resource to

help local government understand and plan for
tourism. It provides resource for territorial local
authorities (TLAs) to respond to the opportunities
and challenges tourism presents. The kit consists of
a series of toolboxes, each dealing with
different aspects of tourism planning and
management which can be used together or
separately. The four (4) main sections of the kit are:
Situational Analysis, Strategic Planning,
Implementation, and Monitoring. Within these
sections are the toolboxes that contain checklists,
good practices/case studies, methodologies for
obtaining data, additional materials, and
frameworks/diagrams showing various process
and relationships in one or more sections
mentioned above. The intended audience for the
Tourism Planning Toolkit includes planners,
economic development officers, and environment
officers in TLAs. It also includes regional tourism
organizations (RTOs), private planning firms which
work with TLAs, and anyone else with an
association with or interest in tourism planning.
The Tourism Planning Toolkit aims to enable local
authorities to take a comprehensive, sustainable
approach to tourism planning. This might involve
developing a full tourism strategy for a region, or
improving specific aspects of existing tourism
planning or management.
Tourism Recreation Research

and Education Center. New
Zealand Tourism Recreation
Research and Education
Center, (2006). Tourism
Planning Toolkit for Local
Government (810387 578239). Retrieved from
website: http://www.med.govt.
nz/sectors-industries/tourism/pdf-docs-library/Tourism
policy/tourismplanningtoolkit.
pdf
Bibliographic Entry
Global Sustainable Tourism

Criteria for Destinations
The Philippine Cave Handbook
-66
Document
Type
Policies and
Standards
The Global Sustainable Tourism Criteria are an

effort to come to a common understanding of
sustainable destinations, and are the minimum
undertakings that any tourism management
organization which wishes to be sustainable
should aspire to reach. To satisfy the definition of
sustainable tourism, destinations must take an
interdisciplinary, holistic and integrative approach
which includes four (4) main objectives: to
(a) demonstrate sustainable destination
management; (b) maximize social and economic
benefits for the host community and minimize
negative impacts; (c) maximize benefits to
communities, visitors and cultural heritage and
minimize impacts; and (d) maximize benefits to the
environment and minimize negative impacts. The
criteria are designed to be used by all types and
scales of destinations. The criteria and
indicators were developed based on already
recognized criteria and approaches including, for
example, the UNWTO destination level indicators,
Global Sustainable Tourism Councils (GSTC)
Criteria for Hotels and Tour Operators, and other
widely accepted principles and guidelines,
certification criteria and indicators. They reflect
certification standards, indicators, criteria, and best
practices from different cultural and geo-political
contexts around the world in tourism and other
sectors where applicable. Potential indicators were
screened for relevance and practicality, as well as
their applicability to a broad range of destination
types. The Global Sustainable Tourism Criteria for
Destinations were conceived as the beginning of a
process to make sustainability the standard
practice in all forms of tourism. The criteria indicate
what should be done, not how to do it or whether
the goal has been achieved. This role is fulfilled by
performance indicators, associated educational
materials, and access to tools for implementation
from public, NGO and private sector providers all
of which are an indispensable complement to the
Destination Level Global Sustainable Tourism
Criteria.
Guidelines
After various efforts in formulating and proposing

programs, laws, and policies on Cave Management,
this handbook provides a versatile, handy, and very
useful reference for everyone in need of information about caves. The handbook serves as a ready
reference on basics about caves, their
management, protection, and classification.
The handbook also aims to impart to cavers and
every other individual the value of caves and the
wildlife fauna found therein. Part 1 discusses cave
conservation and management while Part 2
presents the Department Administrative Order
2007-04 or Guidelines for Cave Classification. Other
important considerations in classifying caves are
provided in Part 3. Also included are annexes on
other pertinent information about caves that are
deemed necessary for cavers as well as the general
public.
Bibliographic Entry

Council. (2012, October 12).
Criteria for Destinations.
Retrieved from http://www.
gstcouncil.org/
sustainable-tourism-gstccriteria/criteria-fordestinations.html
Title
Department of Environment
and Natural ResourcesProtected Areas and Wildlife
Bureau. Department of
Environment and Natural
Resources, Protected Areas and
Wildlife Bureau. (2009). The
Philippine Cave Handbook.
Quezon City:
-67
Title
Community Enterprise
Development and Management
Guidebook
Inclusive Green Growth The

Pathway to Sustainable
Development
Document
Type
Bibliographic Entry
Guidelines
In its second decade, the Community-Based Forest

Management (CBFM) Program faces the challenge
of alternative sources of income for the forest
occupants. Thus, an essential component of CBFM
is the initiation of community-based enterprises.
The Department of Environment and Natural
Resources has produced this DENR Community
Enterprise Development and Management
Guidebook to encourage the commercial
production of forest-based and forest-friendly
goods, and provide decent livelihood alternatives
to forest communities. The intended users of this
guidebook are the DENR Technical Staff, Peoples
Organizations, LGUs, and other entities that may
be interested in forest-based and forest-friendly
goods and consumers, traders, producers, and are
interested to partner with Peoples Organizations
to pursue mutual benefits from a Community
Enterprise. The guidebook is divided into eight
(8) sections representing phases in the cycle
applied to a community-based enterprise. It should
be noted that this document is referred as a
guidebook to differentiate it from a manual of
procedures or a compilation of rules and
regulations. It is a practical reference that
summarizes DENRs experiences to date, in
supporting Community Enterprises implemented
in forestlands. It is a synthesis of must be and
must do that have been found to spell the
difference for success.
Department of
Resources. Department of
Resources, (2006). Community
enterprise development and
management guidebook
Theoretical/
Conceptual
This report argues that sustained growth is

necessary to achieve the urgent development
needs of the worlds poor and that there is
substantial scope for growing cleaner without
growing slower. Green growth is necessary,
efficient, and affordable. It is the only way to
reconcile the rapid growth required to bring
developing countries to the level of prosperity to
which they aspire with the needs of the more than
one (1) billion people still living in poverty and the
imperative of a better managed environment.
Indeed, green growth is a vital tool for achieving
sustainable development. But sustainable
development has three pillars: economic,
environmental, and social sustainability. We cannot
presume that green growth is inherently inclusive.
Green growth policies must be carefully designed
to maximize benefits for, and minimize costs to,
the poor and most vulnerable, and policies and
actions with irreversible negative impacts must be
avoided. The report is comprised of frameworks
and strategies in designing inclusive green growth
policies, as well discussions on the implications of
the latter in terms of human, natural, and physical
capital.
The World Bank. (2012).

Inclusive Green Growth the
Pathway to Sustainable
Development (10.1596/978-08213-9551-6). Washington, DC:
The World Bank.
Priority Sites for Conservation in

the Philippines: Key Biodiversity
Areas
Making Ecotourism Work A

Manual on Establishing
Community-based Ecotourism
Enterprise (CBEE) in the Philippines
Document
Type
Policies and
Standards
The Key Biodiversity Areas (KBA) approach

presents an appropriate framework for identifying
fine-scale conservation priorities in the Philippines.
These globally significant sites provide the building
blocks for landscape-level conservation planning
and for maintaining effective ecological networks
aimed at preventing biodiversity loss.
Governments, international organizations, NGOs,
the private sector, and other stakeholders can use
KBA as a tool for expanding the protected area
network in the Philippines, and more generally,
for targeting conservation action on the ground.
Through this approach, the aim is to identify,
document, and protect networks of sites that are
critical for the conservation of globally important
biodiversity. Here, a site means an area of any size
that can be delimited, and actually or potentially
managed for conservation. KBAs are identified
using simple, standard criteria based on the
conservation planning principles of vulnerability
and irreplaceability. Vulnerability is measured by
the confirmed presence of one or more globally
threatened species, while irreplaceability is
determined through the presence of
geographically concentrated species. Inside the
report are maps of the key biodiversity areas in the
Philippines, including tables that provide a more
detailed profile of these areas.
Guidelines
The Philippines is now included in the list of

biodiversity endangered countries in the world.
Much effort is exerted to formulate management
strategies that will address this pressing concern,
and one of these is ecotourism. Nowadays,
ecotourism is fast becoming a popular buzzword
for both local and foreign tourists, nature
enthusiasts, and other individuals who view nature
and nature-based tourism as educational,
recreational, and a form of relaxation. With the
Department of Tourisms (DOT) current slogan Its
more fun in the Philippines! and the many positive
responses to it, the national government expect a
big lift in the countrys tourism industry. For 2012,
the DOT is optimistic to attract at least 4.2 million
tourists. In line with this target, the need to
conserve and protect the countrys biodiversity
while supporting the livelihood of local
communities, ecotourism is considered as an
alternative approach. More than advocacy,
ecotourism is now viewed as an enterprise that,
if properly developed, will benefit not only local
communities, but most importantly, the very local
resources that local people heavily depend on. This
manual, therefore, hopes to contribute in
attaining this cause. Specifically, it aims to:
1) provide a guideline on how to make
ecotourism work at the community level;
2) cultivate local talents, skills, and indigenous
knowledge, and translate them into productive
community-based ecotourism enterprise; and
3) integrate and mainstream ecotourism, including
its processes and technologies, into their specific
needs without compromising local culture. The
manual tackles the planning and development,
strategies, setting-up, and operations and
management of CBEEs.
Bibliographic Entry
Conservation International
Philippines, Department of
Resources-Protected Areas and
Wildlife Bureau, Haribon
Foundation for the
Conservation of Nature, &
Critical Ecosystem Partnership
Fund, Department of
Resources, Protected Areas and
Wildlife Bureaus. (2012).
Priority Sites for Conservation
in the Philippines: Key
Biodiversity Areas. Quezon
City: Department of
Wildlife Bureaus.
Calanog, L. A., Reyes, D. P. T., &

Eugenio, V. F. (2012).Making
Ecotourism Work A Manual on
Establishing Community-based
Ecotourism Enterprise (CBEE)
in the Philippines. Makati City:
Japan International
Cooperation Agency.
-68
Title
-69
Title
Philippine Biodiversity
Conservation Priorities: A Second
Iteration of the National Biodiversity Strategy and Action Plan
The ASEAN Heritage Parks

A Journey to the Natural
Wonders of Southeast Asia
Document
Type
Bibliographic Entry
Guidelines
This report presents the consensus of more than

300 scientists and decision makers from more than
100 local and international institutions, on the
most biologically important areas in the
Philippines. The intent of the report is to present
the results of the Philippine Biodiversity
Conservation Priority-Setting Program (PBCPP) in
order to influence the conservation and
development planning throughout the Philippines.
The results contained herein are intended for
policy makers within the government and the
private sector, as well as for activists, scientists, and
research institutions. They provide the biological
justification and recommendations for geographic
areas in need of conservation. Preservation of these
areas is a prerequisite if the wholesale extinction of
Philippine biodiversity is to be averted. The information in this document is based on decades of
combined field experience, expert opinion, and
two years of data accumulation, processing,
analysis, and consensus-building. Chapter 1
provides a background on Philippines biodiversity
and conservation initiatives in the country; Chapter
2 explains the methodology employed throughout
the priority-setting process; Chapter 3 presents the
results and maps. Chapter 4 provides a discussion
and analysis of the results; and, Chapter 5 discusses
the recommendations for their implementation.
(2002). P. Ong, L. Afuang & R.

Rosell-Ambal (Eds.), Philippine
Biodiversity Conservation
Priorities: A Second Iteration
of the National Biodiversity
Strategy and Action Plan.
Quezon City: Department
of Environment and Natural
Wildlife Bureaus,
Conservation International
Philippines, Biodiversity
Conservation
Program-University of the
Philippines Center for
Integrated and Development
Studies, and Foundation for the
Philippine Environment.
Policies and
Standards
The book compiles the profiles of the identified

ASEAN Heritage Parks from the following ASEAN
countries: Brunei Darussalam, Cambodia,
Indonesia, Lao PDR, Malaysia, Myanmar,
Philippines, Singapore, Thailand and Vietnam. It
features as well brief profiles of the biodiversity and
natural resources of each of the member states of
the ASEAN, and some glimpses about the cultural
history and heritage of some indigenous peoples
within the region. Indigenous and local people
are inherent to conservation sites as their culture
and traditions are basically tied to nature, and their
indigenous knowledge systems provide lessons in
conservation management. This book aims to
encourage greater appreciation for the ASEANs
natural heritages, as well as generate greater support for their protection and conservation and
encourage more collaborative activities for their
sustainable development and management. It also
tries to capture the essence of each Parks integrity
and naturalness for one to understand why these
have to be preserved and/or conserved for
everybodys enjoyment, appreciation, and benefit.
ASEAN Centre for Biodiversity.

(2010). The ASEAN Heritage
Parks a Journey to the Natural
Wonders of Southeast Asia.
(pp. 1-310). Los Banos, Laguna:
ASEAN Centre for Biodiversity.
Tourism Development Planning

Guidebook for Local Government Units
Tourism Statistics Manual for

Local Government Units
Tourism Development
Planning Digest
-70
Document
Type
Guidelines
It was identified that the lack of statistical data and

maps in planning documents is a common
difficulty encountered by government officials in
the tourism sector. Cities and municipalities
prepare the comprehensive land use plans and
development plans for their jurisdictions; however,
most of them do not have tourism related data, or
target visitor profiles as part of their planning
documents. As a response, this guidebook was
created to: 1) improve the tourism planning
situations in cities, municipalities, and even
provinces, by introducing a tourism statistics data
gathering system that was developed to be
initiated in the regions, and eventually nationwide
in the future; and 2) to improve the graphic
communication skills of tourism officers in smallscale-tourism offices that possess limited
resources. How the data are used and presented
are the central themes of this guidebook. The
guidebook is fashioned to reflect the three basic
elements of tourism development planning. They
are (1) tourist attractions, (2) facilities and
(3) market/visitors. It is also divided into
five (5) parts: Part I is the introductory portion.
Part II is on the current state, or situation. How to
organize tourism related data and information is
included in this part. Part III covers the evaluation
of mainly facilities, tourist sites and TDAs. Part IV is
on target setting. Part V covers the tourism
development-planning digest.
Guidelines
Guidelines
This manual provides basic information and

appropriate forms to guide the gathering and
reporting of tourism statistics at the regional,
provincial, city and municipal levels. Through a
simplified and uniform system for collection and
compilation of tourism supply and demand data,
the LGUs would be able to embark on greater task
to prepare development plans, marketing
strategies and investment programs to harness
the tourism potentials of their localities. The LGUs
adoption and utilization of this manual will
institutionalize and standardize collection of
tourism statistics at the local level. It is prepared
mainly for tourism officers at LGUs to establish a
uniform-tourism-statistics-survey system in the
Republic of the Philippines. To support the
activities of LGUs, some of the activities of DOT
officials at the regional and central levels are
included. This manual has two major parts:
fundamental demand and supply data collection,
processing and analysis; and visitor surveys which
consists of interview survey and questionnaire
survey.
The digest for Tourism Development Planning is an
exercise designed to incorporate the initial
capacity development on tourism statistics of local
government units (LGUs), while advancing into the
complex area of tourism development planning,
as well as being a valuable source of information
for future planning purposes. During the process
of preparing this Digest recognition has been of
the relationship and value of tourism statistics to a
Tourism Development Plan, ultimately placing
further emphasis on the importance of tourism
statistics. The selected digests contained herein are
for Capiz, Puerto Princesa City and San Jose de
Buena Vista. All tourist statistics data that are
utilized, reflected or referred to within are the
accumulated results of Japan International
Cooperation Agency (JICA) training.
Bibliographic Entry
Department of Tourism. , &

Japan International
Cooperation Agency,
Department of Tourism,
(2012). Tourism development
planning guidebook for local
government units. Manila:
Department of Tourism.

Japan International
Cooperation Agency, (2012).
Tourism Statistics Manual for
Local Government Units.
Manila: Department of Tourism.
Title

Japan International
Cooperation Agency,
Department of Tourism, (2012).
Tourism Planning Digest.
Manila: Department of Tourism.
-71
Title
Tourism for Nature and

Development A Good Practice
Guide
Eco-city Planning Policies,

Practice and Design
Document
Type
Bibliographic Entry
Good Practices
This series of guides aims to compile good

practices that support biodiversity conservation
and poverty reduction in a number of different
development sectors. It is hoped that these guides
provide practical direction for governments,
development agencies, businesses, and
non-governmental organizations working to
ensure that biodiversity conservation and
poverty reduction activities go hand in hand. To
this end, the guide aims to: 1) outline the status
and trends of global tourism in terms of its effects
on biodiversity and development; 2) introduce
public decision-makers to the available toolbox of
techniques, technologies and procedures that
optimize the social and environmental
contributions of tourism and minimize negative
impacts; 3) introduce good practices on the
interface between tourism, development and
biodiversity; 4) assist Parties to the Convention on
Biological Diversity in establishing tourism
development policies, strategies, plans and
projects that consider poverty reduction and
biodiversity; 5) provide suggestions for organizing
tourism training and workshop sessions; 6) provide
a checklist of good-practices to assess the degree
to which the recommendations of the guide have
been adopted in a specific destination, region, or
country; and 7) provide sources and references
where readers can find more detailed information.
Convention on Biological
Diversity. , & , (2010). Tourism
for Nature and Development A
Good Practice Guide. Montreal:
Secretariat of the Convention
on Biological Diversity.
Theoretical/
Conceptual
Eco-city planning is putting the emphasis on the

environmental aspects of planning while
sustainable planning treats equally the economic,
social and environmental aspects. Eco-city
planning and management are based on the
principle of a cyclical urban metabolism,
minimizing the use of land, energy and materials,
and impairment of the natural environment,
ultimately leading to zero carbon settlements. The
rest of this book is divided into three parts,
covering (a) macro-level policies issues,
(b) practice and implementation experiences, and
(c) micro-level sustainable design and
management measures. The intent is to provide
both big picture as well as issue-specific discussion
on eco-city planning, development and
management. Each chapter is written by
specialist authors. This book volume has also
mentioned international green evaluation
systems for individual buildings, mostly
commercial. More recently, recycling friendliness
has been added to be another assessment
criterion, using the cradle to cradle approach.
This book gives a number of glimpses about the
multiplicity of eco-planning assets. It constitutes a
welcome addition to the literature about eco-city
planning and opens important perspectives for
further research.
(2011). T. Wong & B. Yuen (Eds.),

Eco-city Planning Policies,
Practice and Design (pp. 1-319).
Singapore: Springer.
Handbook of Sustainable
Development
Rationalized Local Planning

System
Module 6.0 Sustainable Tourism

Development (Draft)
-72
Document
Type
Theoretical/
Conceptual
This book has, at its heart, a concern with taking

stock, 20 years on from the influential Brundtland
Report (WCED, 1987), of the concept of sustainable
development and its implications for the conduct
of public policy. There is little doubt about the
prominence of the term sustainable development
in contemporary debates about environmental
and resources policy specifically and development
policy more generally. Indeed, if anything the term
itself has suffered from overuse alternatively as
a panacea for all modern ills or as a meaningless
catch-all theme to which all policy challenges
(no matter of what complexion) are somehow
inextricably linked. Nor is there consensus about
what sustainable development is, which has led
to another source of criticism. All this has led some
critics to dismiss the concept altogether as one
further example of the triumph of rhetoric over
substance. Such criticisms are understandable but
ultimately undeserved and, in reflecting within
these pages on what sustainable development is,
how it can be achieved and how it can be
measured, it is the aim of this volume to provide
ample demonstration of this.
(2007). G. Atkinson, S. Dietz & E.

Neumayer (Eds.), Handbook of
Sustainable Development (pp.
1-505). Massachussets: Edward
Elgar Publishing, Inc.
Existing Plans
and
Framework
A document detailing the planning structure and

systems for local governments. It tackles both the
Comprehensive Land Use and Comprehensive Development Planning Processes. Tools for
Implementation and Monitoring and Evaluation
are also included in this volume.
Department of Interior and

Local Government, Bureau of
Local Government and
Development. (2005).
Rationalized local planning
system Department of Interior
and Local Government.
Module
This program is designed to develop and sustain a

tourism workforce capable of supplying accurate
information and providing services of
globally-competitive standards to visitors traveling
around the country. A combination of lecture
discussion, group dynamics exercises, immersion
tour, workshops, and case studies will be used.
Trainings and problem-solving sessions will also be
conducted to assist LGUs build their
respective tourism profiles, strategies, initiatives
and investment programs. The specific objectives
of this Module are: 1) To promote tourism
awareness among LGU tourism stakeholders and
equip them with knowledge relating to tourism
planning, promotions, standards and regulation,
etc.; 2) Demonstrate LED planning knowledge and
skills using the following tools and methods on
tourism development: a. Tourism profiling,
b. Value chain analysis, c. Tourism action plan
agenda preparation; 3) Outline the elements of LED
action plan, investment program and
pre-feasibility studies for a tourism project by developing local industry potentials for tourism enterprises; and 4) Explain gender equality and
climate change adaptation concepts and principles
as applied in tourism development.
Bibliographic Entry

Local Government, Local
Governance Support Program
for Local Economic
Development. (2012). Module
6.0 Sustainable Tourism
Development (Draft).
Local Government.
Title
-73
Title
Sustainable Development of
Ecotourism (A Compilation of
Good Practices)
Sustainable Tourism
Development: Guide for
Local Planners
Tourism Development for LGUs
Document
Type
Bibliographic Entry
Good Practices
The main objective of this publication is to

disseminate good practices relative to the
planning, development, marketing, management
and monitoring of ecotourism activities by
providing specific examples of projects,
enterprises and other initiatives in various
countries of the world. For the purposes of the
International Year of Ecotourism, the WTO has
decided to use the concept of ecotourism for all
forms of tourism in which the main motivation
of tourists is the observation and appreciation of
nature, which contributes to its conservation, and
which minimizes negative impacts on the
natural and socio-cultural environment where it
takes place.

(2001). Sustainable
Development of Ecotourism (A
Compilation of Good
Practices). (p. 261). Madrid:
Guidelines
This guide was produced to assist local

decision-makers and planners in implementing a
sustainable approach to the tourism development
in their communities. Local level refers to any
homogenous places capable of tourism
development such as cities, towns, villages, major
tourist attraction sites, and rural areas, below the
national and regional levels of planning and
development. Often referred to as the
community level of planning, this is an important
level of tourism planning and development
because community decision-makers and
planners, ideally in consultation with their
constituents, can greatly influence the success of
sustainable tourism. This Guide acquaints local
decision-makers and planners with the concepts,
principles and techniques of planning for
integrated and sustainable tourism development
in their areas. Community involvement in the
planning and development process is also
emphasized.
(1993). G. McIntyre,
A. Hetherington, E. Inskeep,
and WTO, Sustainable Tourism
Development: Guide for Local
Planners (pp.1-166). Madrid,
Spain: World Tourism
Organization
Guidelines
This booklet serves as a guide for local government

units (LGUs) in assessing local attractions that have
a potential for tourism development. It is intended
to aid local chief executives in: a) recognizing the
functions that make up the domestic tourism
industry; b) acquainting them with the range of
activities involved in the sector; c) identifying areas
within their jurisdiction with tourism potential; and
d) understanding the competitive advantages of
the LGU within the framework of the tourism value
chain.
(1993). G. McIntyre,
A. Hetherington, E. Inskeep,
and WTO, Sustainable Tourism
Development: Guide for Local
Planners (pp.1-166). Madrid,
Spain: World Tourism
Organization
Republic Act 9593. Tourism Act of 2009

http://www.tourism.gov.ph/Downloadable%20Files/RA%209593.pdf
The Local Government Code of 1991
http://ppp.gov.ph/wp-content/uploads/2010/11/The-Local-Government-of-the-Philippines.pdf
ASEAN Tourism Standards
http://www.aseantourism.travel/media/files/20130111081324_asean_tourism_standards_book.pdf
Heritage Law
http://www.ncca.gov.ph/downloads/RA%2010066%20Heritage%20Law.pdf
Memorandum Circular re Guide to Comprehensive Development Plan (CDP) Preparation for Local Government
Unit
http://www.dilg.gov.ph/PDF_File/reports/DILG-Reports-2011712-1939d5d3d3.pdf
The National Tourism Development Plan: Strengthening the Philippines Strategic Process
http://asiapacific.unwto.org/sites/all/files/pdf/philippines_5.pdf
Rationalizing the Local Planning System
http://www.dilg.gov.ph/PDF_File/reports/DILG-Reports-2011712-ea7ba5859e.pdf
Planning Strategically: Guidelines for the Application of the Strategic Planning Process in the Preparation of the
Comprehensive Land Use Plan (CLUP) and to Important Urban Area issues and Problems - 2001
http://hlurb.gov.ph/wp-content/uploads/services/lgu/Vol4.pdf
Public Private Partnership
http://ppp.gov.ph/?page_id=5779
http://ppp.gov.ph/wp-content/uploads/2011/01/Republic-Act-7718.pdf
Omnibus Investment Code
http://invest.cfo.gov.ph/pdf/part2/omnibus-investment-code-of-1987.pdf
http://www.lawphil.net/executive/execord/eo1987/eo_226_1987.html
Republic Act 6957 An Act Authorizing the Financing, Construction, Operation and Maintenance of Infrastructure
Projects by the Project Sector, and for Other Purposes
http://www.gppb.gov.ph/laws/laws/RA_6957.pdf
Related web links
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 Environment 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
News Releases: DOT and DENR Bare Ecotourism Strategy and Action Plan
http://www.tourism.gov.ph/Pages/DOTandDENRbaresecotourismstrategyandactionplan.aspx
Republic Act 8749. Clean Air Act
http://www.emb.gov.ph/mmairshed/Policies/ra8749-clean%20air%20act.pdf
Solid Waste Management
http://www.emb.gov.ph/laws/solid%20waste%20management/ra9003.pdf
Other Environment-related Laws
http://www.pcsd.ph/Related%20Laws/republic_acts/ra9147.htm
http://www.pcsd.ph/Related%20Laws/republic_acts/ra9072.htm
http://www.lawphil.net/statutes/presdecs/pd1977/pd_1219_1977.html
http://www.gov.ph/downloads/1998/02feb/19980225-RA-8550-FVR.pdf
http://www.denr.gov.ph/policy/basicpol/envcode/pd984.pdf
http://www.coastguard.gov.ph/index.php/related-laws/189-presidential-decree-no-600
http://www.lawphil.net/statutes/presdecs/pd1976/pd_1067_1976.html
http://www.emb.gov.ph/eeid/2010/factsheet/RA%209275.pdf

Tourism Guidebook For Local Government Units

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TOURISM Guidebook

FOR LOCAL GOVERMENT UNITS

Then this Tourism Guidebook is for you.

Department of the Interior and Local Government

Department of Environment and Natural Resources

Development Academy of the Philippines

Francis E. Gentoral Field Director

United Nations Development Programme (UNDP) through the Biodiversity Partnership

Jose M. Regunay - Project Manager

Provincial Government of Batangas

List of Acronyms and Abbreviations

List of Acronyms and Abbreviations

List of Acronyms and Abbreviations

List of Acronyms and Abbreviations

Photos by George Tapan

Using the Tourism Guidebook

Using the Tourism Guidebook

Using the Tourism Guidebook

Formulating the Local

Who should be involved in tourism planning?

What do you want to achieve?

Goals and Objectives

What paths do you take?

What actions need to be done?

What are programs, projects and activities?

How will you measure progress?

Annex A: Work Plan Worksheet

Annex B: Site/Attraction Evaluation Worksheet

Annex C: Site Prioritization Worksheets

Annex D: Site Prioritization Evaluation

Annex E: Site Prioritization Ranking Worksheet

Annex F: Problem Identification Worksheet

Annex G: Tourism Goals, Targets And Success

Annex H: Worksheet 7: Swot Analysis Worksheet

Annex I: Scenario-Planning Worksheet

Annex J: Tourism Circuit/Cluster Worksheet

Annex K: Project Identification Worksheet

Annex L: Worksheet For Program, Projects

Annex M: Monitoring And Evaluation

Annex N: Tourism Plan Implementation

1. Presents a step-by-step guide to formulating a Tourism Development Plan for

Who should be involved in

Example 1: Executive Order Creating the Local Tourism Planning Committee

Formulating the Local Tourism Development Plan

This Main Section of the Tourism Guidebook:

Local Tourism Councils

Local Chief Executive

Example 1: Executive Order Creating the Tourism Planning Committee

Representatives from Tourism Council:

Representatives from Civil Society:

Example 2: Work Plan

III. Roles of the Committee.

Ranked list of attractions

Site evaluation team

Team leaders of groups

Draft elements of the plan

Goals, objectives and

Team leaders of groups

Team leaders of groups

8. Packaging of the tourism

Tourism Officer with LPDC

Preparing the work plan

Formulating the Local Tourism Development Plan