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TOURISM Guidebook FOR LOCAL GOVERMENT UNITS (Revised Edition)

Revised © 2017

By Department of Department of the Interior and Local Government Department of Environment and Natural Resources Development Academy of the

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:

Offi ce of Tourism Development Planning, Research and Information Management Department of Tourism 5th Floor, 351 DOT Building, Sen. Gil Puyat Avenue, 459-5200 loc 506 [email protected] www.tourism.gov.ph

ISBN 978-971-91303-9-0

This Guidebook is owned jointly by the DOT, DILG, DENR and DAP, with each party having royalty free non-exclusive and irrevocable license to use, publish, copy, reproduce or distribute the work for government or public purposes. Getting started...

Do you think your city, municipality, or province has potential for tourism development that you want to harness?

Is tourism a thriving industry in your locality and you want to take better advantage of it?

Do you currently observe undesirable impacts of tourism in your area that you want to manage or control?

Then this Tourism Guidebook is for you. Acknowledgment

The development of this Tourism Guidebook would not have been possible without the initiative and collaboration of the Department of Tourism, Department of the Interior and Local Government, and Department of Environment and Natural Resources, with vital funding support provided by the Government of Canada thru the Local Governance Support Program for Local Economic Development (LGSP-LED) project and the United Nations Development Programme (UNDP) thru the Biodiversity Partnership Project (BPP).

This project owes its completion to the following members of the Technical Working Group (TWG) for the Development of Tourism Guidebook for Local Government Units and to the consultants and project staff from the Development Academy of the Philippines.

Department of Tourism

• Administration and Special Concerns Rolando Cañizal - Undersecretary

• Offi ce of Tourism Development Planning, Research and Information Management Milagros Y. Say – Director Warner M. Andrada- Chief, Tourism Development Planning Division Leni I. Pajarillo- Project Offi cer, Tourism Development Planning Division

Department of the Interior and Local Government

• Bureau of Local Government Development Anna Liza F. Bonagua, Career Service Executive Eligible (CSEE) - Director Dennis D. Villaseñor - Assistant Director Maria Matilde Go - Division Chief, Local Fiscal Resource Development Division Luzviminda L. Fortaleza - Local Government Operations Offi cer V

Department of Environment and Natural Resources

• Biodiversity Management Bureau Theresa Mundita S. Lim - Director Meriden E. Maranan - OIC-Chief, Nature Recreation and Extension Division Rochelle Cervantes – Ecosytems Management Specialist II

i Acknowledgement Development Academy of the Philippines

• Project Management Team Magdalena L. Mendoza – Senior Vice President for Programs Imelda C. Caluen – Managing Director, Center for Governance Lilibeth L. Coronado – Project Supervising Fellow Kim Dyan A. Calderon – Project Manager Eugen R. Bunao – Deputy Project Manager Ashley May Alison M. Monsanto – Project Staff

• Writers Julie Catherine D. Paran, PhD. Donna Paz T. Reyes, PhD. Rodrigo P. Millares, Jr. Kim Dyan A. Calderon Lilibeth L. Coronado

• Peer Reviewer Architect Maria Lisa V. Santos

• Copy Editor Jeremaiah M. Opiniano

• Graphics and Lay-out Artist Rodolfo R. Dela Cruz

Donors

• Government of Canada through the Local Governance Support Program for Local Economic Development (LGSP-LED) Francis E. Gentoral – Field Director Ramon A. Alampay, PhD. – Program Manager Sylvia Bagadion-Engracia - Gender Equality Adviser Veronica Paula C. Manzon - Specialist, Business Friendly and Competitive LGUs

• United Nations Development Programme (UNDP) through the Biodiversity Partnership Project (BPP) Jose M. Regunay - Project Manager Joy Reyes-Eugenio - Project Offi cer

Acknowledgement ii Special thanks are given to the Local Chief Executives, Local Planning and Development Offi cers, and the Local Tourism Offi cers and representatives of the following LGUs who participated in the focus group discussions and pilot-testing activity for this project:

Provincial Government of City Government of Lipa Municipal Government of San Nicolas Municipal Government Lobo Municipal Government of Nasugbu Municipal Government of Mabini

Provincial Government of City Government of Municipal Government of Panglao Municipal Government of Municipal Government of Municipal Government of Pilar Municipal Government of Municipal Government of Danao Municipal Government of

Provincial Government of City Government of the Garden City of Samal Municipal Government of New Corella

Provincial Government of Compostela Valley Municipal Government of Mabini Municipal Government of

Provincial Government of City Government of City City Government of Bago City Government of Talisay City Government of Sagay City Government of City Government of City Government of San Carlos City Government of City Government of Municipal Government of Pulupandan Municipal Government of Don Salvador Benedicto Municipal Government of Calatrava Municipal Government of Murcia

iii Acknowledgement 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 Offi ce CESO Career Service Executive Offi cer CIDA Canadian International Cooperation Agency CLUP Comprehensive Land Use Plan CPDO City Planning and Development Offi ce DA Department of Agriculture DAO Department Administrative Order DAP Development Academy of the Philippines DAR Department of Agrarian Reform DBM Department of Budget and Management DDF Destination Development Framework DENR Department of Environment and Natural Resources DFA Department of Foreign Aff airs DILG Department of Interior and Local Government DILG Department of the Interior and Local Government DOF Department of Finance DOT Department of Tourism DOT-ROs Department of Tourism-Regional Offi ces 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 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 Offi cer LGSP-LED Local Governance Support Program for Local Economic Development LGU Local Government Unit LPC Local Planning Committee LPDO Local Planning and Development Offi cer

List of Acronyms and Abbreviations iv LTO Local Tourism Offi cer 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 Offi ce 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 Offi cer in Charge P/C/MPDC Provincial/City/Municipal Planning Development Coordinator P/C/MPDO Provincial/City/Municipal Planning and Development Offi ce 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 Offi ce PhD Doctor of Philosophy PHILGBC Philippine Green Building Council PIDWWO Pamilacan Island Dolphin and Whale Watching Organization PIUs Project Implementation Units PNTDP Philippine National Tourism Development Plan PO People’s Organization PPAPs Policies, Programs, Projects and Activities PPDO Provincial Planning and Development Offi ce PPP Public Private Partnership PTO Provincial Tourism Offi ce 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 Management Plan SWOT Strengths, Weaknesses, Opportunities and Threats TBP Tourism Promotions Board TDA Tourism Development Areas TDC Tourism Development Cluster TDP Tourism Development Plan TEZs Tourism Enterprise Zones

v List of Acronyms and Abbreviations TIEZA Tourism Infrastructure and Enterprise Zone Authority TOWS Threats, Opportunities, Weaknesses and Threats 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 Agency for International Development USP Unique Selling Point WTO World Tourism Organization WTTC World Travel and Tourism Council

List of Acronyms and Abbreviations vi Introduction

Tourism comprises the activities of persons travelling to and staying in places outside their usual environment for not more than one consecutive year for leisure, business and other purposes not related to the exercise of an activity remunerated from within the place visited. 1

Tourism development and promotion are among the functions of Local Government Units (LGUs) as mandated by the Local Government Code of 1991 (RA 7160). As local governments shifted to more participatory forms of development governance, they were also encouraged to enjoin other stakeholders in local tourism development and promotion.

The National Tourism Act of 2009 (RA 9593) encourages LGUs to ensure they prepare and implement a tourism development plan, enforce standards and collect statistical data for tourism purposes. Local tourism development plans should integrate zoning, land use, infrastructure development, the national system of standards for tourism enterprises, heritage and environmental protection imperatives in a manner that encourages sustainable tourism development. The plans should also take into account gender considerations as well as disaster risk reduction and climate change adaptation principles.

Beyond this, the 2 Tourism Act emphasizes that tourism development is a shared responsibility of both the national and local governments. Thus, the DOT, DILG and LGUs shall integrate and coordinate local and national plans for tourism development. The role of TPB and the TIEZA is also vital in that they are mandated to promote and assist LGUs which successfully adopt and implement their tourism development plans.

LGUs, particularly those identifi ed as priority Tourism Destination Areas, also need to understand the following

key tourism planning concepts3 which served as basis for the Destination Development Framework used in the National Tourism Development Plan (NTDP) 2011-2016:

• Tourism Sites (TSs) are the specifi c 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, /golf ). It can also be a site or area for potential development or enhancement for tourism such as a green fi eld site for a new resort, or a coastal area, which could be designated as a marine park.

• Tourism Development Clusters (TDCs) are identifi ed and delineated using the following criteria: existence of a suffi cient 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 ; location of signifi cant brand/unique features and/or “world class” attraction; robust, sustainable environmental base; and, access 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 signifi cant 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 – , municipality or province, depending on size.

vii 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 off er in a way that can be promoted to diff erent niche markets, thereby facilitating product/branding; area geographically large enough to allow diff erent 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.

4 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 signifi cantly impact tourism development.

Photos by George Tapan

Introduction viii Using the Tourism Guidebook

This Tourism Guidebook has been developed as one of the support mechanisms to “enhance the capability of LGUs to monitor and administer tourism activities, and enforce tourism laws, rules and regulations in their respective jurisdiction.” 5

The Provincial, City and Municipal Tourism Offi cers can benefi t a lot from this Guidebook given their responsibilities in the local tourism development. Local Tourism Offi cers play a central role not only in tourism promotion but also in the preparation, implementation, and updating of local tourism development plans, as well as enforcement of tourism laws, rules and regulations. Being the coordinator for all these activities, the Tourism Offi cer should be able to have good grasp of the fundamental concepts and process of tourism development. 6

The Provincial, City and Municipal Planning and Development Offi cers 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 offi cers 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 eff ort of the whole community and active engagement of diff erent 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 simplifi ed 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 diff erent tourism concepts and tourism planning processes better. The supplemental readings can be used separately, depending on the needs of your LGU and the specifi c 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) Profi ling 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 ; and prepare a profi le of tourists and visitors in your locality.

2) Linking the Local Tourism Development Plan with the Local Mandated Plans outlines how the TDP would be placed in the context of your CDP (Comprehensive Development Plan) and CLUP (Comprehensive Land Use Plan), at the municipal/city level or the PDPFP Provincial Development and Physical Framework Plan) at the provincial level.

3) Adopting the Local Tourism Development Plan walks you through the steps on mobilizing support and commitment towards plan institutionalization and provides tools and tips to facilitate adoption and institutionalization of the TDP.

1United Nations World Tourism Organization. 2007. Understanding Tourism: Basic Glossary, Retrieved from media.unwto.org/en/content/understanding-tourism- basic-glossary on November 7, 2013. 2RA 9593, Chapter II. Tourism GA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared Responsibilities Of National And Local Governments, SECTION 37. Local Tourism Development Planning. overnance, Subchapter 11-E. Shared Responsibilities Of National And Local Governments, SECTION 37. Local Tourism Development Planning. 3RA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared Responsibilities Of National And Local Governments, Section 35. Coordination between National and Local Governments. 4DOT and JBIC, 2007. Sustainable Tourism Management Plan for the Central Philippines. Final Report. 5RA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared Responsibilities Of National And Local Governments, Section 41. Local Government Capabilities Enhancement. 6RA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared Responsibilities Of National And Local Governments, Section 42. Tourism Offi cers. ix 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.

5) Financing the Tourism Development Plan guides you to outsource funds from public and private sectors to fi nance the ranked tourism project and show the importance of writing an eff ective tourism project proposal.

6) Monitoring and Evaluating the Tourism Development Plan presents a simplifi ed 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 standards and encourage you to develop your own local standards based on local situation.

10) Organizing a Local Tourism Offi ce helps you understand the legal framework in organizing a local tourism offi ce as it also suggests possible roles and functions of a local Tourism Offi cer.

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 x

Formulating the Local Tourism Development Plan

xii Table Of Contents

Who should be involved in tourism planning? 1 What are the steps in tourism planning? 4 Where are you at present? 5 Site Evaluation Problem Identification Problem Analysis What do you want to achieve? 13 Goals and Objectives What paths do you take? 19 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 identifi cation? Identifying Programs and Projects within a Circuit How will you measure progress? 28 Why is packaging your plan Important? 29 References 30-31

xiii 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 Identifi cation Worksheet 45 Annex G: Tourism Goals, Targets And Success Indicators Worksheet 46 Annex H: Swot Analysis Worksheet 47 Annex I: Scenario-Planning Worksheet 48 Annex J: Tourism Circuit/Cluster Worksheet 49 Annex K: Project Identifi cation Worksheet 50 Annex L: Worksheet For Program, Projects And Activities Identifi cation Within Circuits 51 Annex M: Monitoring And Evaluation Strategy Worksheet 52 Annex N: Tourism Plan Implementation Monitoring Worksheet 53

xiv List of Examples Example 1: Executive Order Creating the Local Tourism Planning Committee Example 2: Work Plan Example 3: Site/Attraction Evaluation of Example 4: Site Prioritization Scores Per Category Example 5: Site Prioritization Evaluation Summary Example 6: Site Prioritization Ranking Example 7: Problem Identifi cation 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 Diff erentiation Strategy Example 18: Hybrid Strategy Example 19: The Province of Bohol Focus Strategy Example 20: The Bohol Countryside Tour Example 21: HIPADA Eco-cultural Circuit, Province of Example 22: SWOT Analysis as a Tool for Strategy Formulation Example 23: Relationship of Goals and Objectives Examples 24: Identifi cation of Tourism PPAs Examples 25: Identifying PPAs Within Circuits Examples 26: M&E Strategy

List of Tables Table 1: Guide Questions to Tourism Planning Table 2: Steps in Conducting Site Evaluation Table 3: Steps in Problem Analysis Table 4: Steps in Objectives Analysis Table 5: Steps in Developing Tourism Clusters/Circuits

List of Boxes Box 1: Local Tourism Council Box 2: Scenario Building Options Box 3: Components of a Tourism Cluster/ Circuit Box 4: Recommended Contents of the Tourismm Development Plan

List of Figures Figure 1: Problem Analysis: An Example Figure 2: Link between Goals and Objectives Figure 3: Tourists Entertained by PIDWWO from 2003-2010 Figure 4: Sample Objectives Analysis Figure 5: HIPADA Eco-Cultural Circuit, Province of Surigao del Norte

xv Formulating the Local Tourism Development Plan This Main Section of the Tourism Guidebook: 1. Presents a step-by-step guide to formulating a Tourism Development Plan for local destinations; 2. Showcases examples to aid users in developing elements of the TDP; and 3. Provides templates, tools and tips to simplify and facilitate plan formulation.

Who should be involved in Tourism Planning?

While the LGUs have primary responsibility for tourism in their jurisdictions, the tourism industry benefi ts if planning becomes a multi-sectoral collaboration, involving various stakeholders in the locality. Ideally, a Tourism Planning Committee (TPC) should be created under the Local Development Council (LDC), the LGU’s mandated planning body, to ensure that the plan is adopted. The local legislative body or the Sanggunian, should also be represented early on in the planning process to help secure the plan’s approval. The LGU has to ensure that women are well represented in the team. The Tourism Council, in particular plays a crucial role in shaping local tourism and should be part of the committee. Box 1 defi nes the important role of the tourism council in the sector’s development.

It is suggested that the committee be composed of the following offi cials and representatives: Local Tourism Councils

In 1995, DILG issued Memorandum Circular (MC) • Local Chief Executive No. 95-162, encouraging Local Chief Executives (LCEs) • Tourism Council (private sector representative) Box 1 Box to organize Tourism Councils in their jurisdictions, • Tourism Offi cer composed of government and private sector • Local planning and development coordinator (LPDC) representatives to: • Sangunnian Chairperson for tourism development • Local agriculturist (if the LGU plans on venturing into formulate programs and recommendations to farm tourism) develop local tourism facilities and attractions • People’s Organization working in tourism areas tapping local resources and funds; • Women’s organization involved in tourism assist in the regulation and supervision of • Non-government organization (NGO) working tourism-oriented establishments thereby ensuring in tourism wholesome and clean tourism activities; • Barangay Captains of barangays with tourism assist in monitoring the implementation of the LGC attractions on the matter of licensing of tourism establishments • Academe in the locality to ascertain safe and enjoyable stay of • Department of Tourism Regional Offi ce (DoT-RO) travelers; and • Department of the Interior and Local Government strictly enforce sanitary standards in public restrooms Local Government Operations Offi cer (DILG LGOO) frequented by public utility vehicles and tourist • Local Department of Environment and Natural Resources (DENR) transport services, i.e. gasoline stations, • Philippine National Police (PNP) along main highways and bus stops. • Disaster Risk Reduction Management Council (DRRMC) All DILG Regional Directors (RD) are also tasked to • Transport sector disseminate this MC to LGUs and provide the needed • Protected Area Superintendent (PASU), when there technical support on the matter if requested. is a NIPAS area located within the locality • Other sectoral representatives and LGU offi ces deemed important in tourism planning

Formulating the Local Tourism Development Plan 1 The Local Planning and Development Offi ce (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.) Example 1: Executive Order Creating the Tourism Planning Committee

Republic of the Philippines Offi ce of the Governor/ 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 Offi ce (Name)

Representatives from Tourism Council: Member Offi ce (Name)

Representatives from Civil Society: Member Offi ce (Name)

III. Roles of the Committee. The Chairperson shall have the principal responsibility for directing and overseeing the development of the tourism plan, according to schedule. The chairperson is responsible for chairing major tourism planning sessions, and shall designate a representative in sessions that he/she will not be present. The Committee shall actively participate in all activities identifi ed 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. Eff ectivity. This Executive Order shall take eff ect immediately.

(Signature) (Name) Governor/Mayor

2 Formulating the Local Tourism Development Plan Preparing the work plan

Once the Tourism Planning Committee has been created, the next step is to develop a work plan to determine in detail the specifi c 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

Expected Output/ Persons Resource Timeframe/ Activities Milestones Responsible Requirements Duration

1. Conduct tourism Venue training/workshop Training/workshop LPDC Meals March 3 - 5 for planning Accommodations committee

Tourism Offi cer/ 2. Data gathering Baseline data March 6 - 31 Planning Offi cer

Transportation 3. Site/Attraction Meals Evaluation and Ranked list of attractions Site evaluation team March 6 - 31 Venue for prioritization Prioritization session

Problem Analysis 3. Situation Analysis Team leaders of groups April 1 - 11 Objectives Analysis

Venue 4. Planning Workshop Draft elements of the plan Tourism Offi cer Meals April 23 - 25 Accommodations

5. Finalization of Goals, objectives and Goals, objectives Team leaders of groups Meals May 2 - 15 strategies and strategies

6. Identifi cation of programs, projects, PPAs Team leaders of groups Meals May 16 - 30 and activities (PPAs)

7. Prioritization of PPAs Prioritized PPAs LPDC Meals June 2 - 3

8. Packaging of the tourism Packaged tourism Tourism Offi cer with LPDC June 4 -13 development plan development plan

Formulating the Local Tourism Development Plan 3 What are the steps in Tourism Planning?

There is no universal planning formula and process for tourism planning, and stakeholders need to think outside the box and respond to the needs and issues of individual destinations. In tourism, creativity and innovation are key ingredients for success. Experimentation may also help in coming up with new strategies that actually work. “… A rich diversity of diff erent approaches to tourism planning and policy may be found within one country” (Davidson and Maitland, 1997). Planning at the local level stresses specifi c, practical actions and is more detailed than their national counterparts (Davidson and Maitland, 1997). Moreover, there are no overarching (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 defi ne the destination as either a province or a city/municipality. It is highly benefi cial 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 – off ering 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 fi nal 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 aff ected 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: • Analyze the situation • Formulate goals and objectives • Develop strategies • Identify and prioritize actions (can be programs, projects and activities) • Develop a monitoring and evaluation strategy

As the Tourism Planning Committee goes through the diff erent stages of tourism development plan formulation process, it is essential to be guided by the following questions.

Table1: Guide Questions to Tourism Planning Steps Guide Questions Analyze the situation What is the tourism situation in your locality at the present time?

Formulate goals and objectives What do you want to achieve for tourism in your locality in the future? When do you want to achieve this? What paths do you take? How do you get from the present tourism Develop Strategies 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?

4 Formulating the Local Tourism Development Plan 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 benefi t 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 fi nd the pull-out worksheets of the Attraction/Site Evaluation, Site Prioritization Scores Per Category, Site Prioritization Evaluation Summary and Site Prioritization Ranking in Annexes B, C, D and E respectively.

Table2: Steps in Conducting Site Evaluation

STEP ACTIVITY OUTPUT

As a team, conduct on-site investigation and individually accomplish the site/attraction evaluation worksheet found in Annex B, for all sites Site/attraction evaluation sheet Step 1 identifi ed. Example 3 shows a partially accomplished Site/Attraction Evaluation Worksheet.

After all the sites are evaluated and given scores, the team proceeds to accomplish the Site Prioritization Worksheet. Example 4 shows partially accomplished worksheet. This is done for all categories. A complete set of the worksheets is found in Annex C. The categories include Uniqueness and Natural Site Prioritization Scores Step 2 Beauty (Annex C.1), Historical/Cultural Value (Annex C.2), Accessibility (Annex Per Category C.3), Availability of Basic Utilities (Annex C.4), Availability of On-Site Facilities (Annex C.5), Ownership of Property (Annex C.6), Quality of Sorroundings (Annex C.7).

The team then proceeds to fi ll out Site Prioritization Evaluation Summary Worksheet available in Annex D and creates a ranked list of sites for Step 3 Ranked list of sites enhancement and/or development - which can be accomplished using The Site Prioritization Ranking Worksheet found in Annex E.

Formulating the Local Tourism Development Plan 5 Example 3: Site/Attraction Evaluation of Chocolate Hills

Province/City/Municipality ______Municipality of Carmen, Province of Bohol Site/Attraction ______Chocolate Hills Site Classifi cation ______Existing (Existing/Emerging/Potential) Travel Time (From Tagbilaran ______Approximately 1 hour to Chocolate Hills)

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. Uniqueness and Natural Beauty

Characteristics Least Most Unique attraction – one of a kind (natural/man-made/cultural) 123 45 Beauty – how it appeals to all senses? (nice to see, hear, feel, smell, taste) 123 45 Natural/Undisturbed 12345 Recognized by DOT 12345

Criteria 2. Historical/Cultural Value Characteristics Least Most Built Heritage (50 years or above) 123 45 Festivals 123 45 Culinary experience 12345 Museum 12345

Criteria 3. Accessibility Characteristics Least Most Accessible all year (please specify vehicle type: all kinds of vehicle) 123 45 Regular/Commercial transport service available 123 45

Characteristics Least Most Distance from service center 123 45 Distance from town center 123 45

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

Criteria 4. Availability of Basic Utilities Characteristics Least Most Clean water supply 123 45 Suffi cient power supply 123 45 Communications (i.e. internet, telephone) 12345 Drainage/sewerage system 123 4 5 Solid waste management system

Criteria 5. Availability of Onsite Facilities Characteristics Least Most Clean and safe restrooms for women and men 123 45 Good accommodation facilities 123 45 Clean and quality food service 12345 Other activity facilities (picnic huts, pools, sports facilities, etc.) 123 4 5 Directional and information signage 123 4 5

6 Formulating the Local Tourism Development Plan Criteria 6. Ownership of Property Characteristics Yes No Local government owned 51 Privately owned/managed/leased 15 Under CARP or CARPable 15 Ancestral domain/land claimants 15

Criteria 7. Quality of Surroundings Characteristics Yes No Landfi ll/ dumpsite 15 Mining Site 15 Informal settlements 15 Beautiful vista/ view 51 Presence of support services 51 (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

Unique Natural/ Recognized by Site/Attraction Location Beauty Total Score Attraction Undisturbed DOT

Chocolate Hills Carmen 5 5 3 5 18

Site 2

Site 3

Site 4

Site 5

Formulating the Local Tourism Development Plan 7 Example 5: Site Prioritization Evaluation Summary

Uniqueness/ Historical/ Availability Availability Site/ Ownership Quality of Total Natural Cultural Accessibility of Basic of Onsite Attraction of Property Surroundings Score Beauty Value Utilities Facilities

Chocolate 18 Hills

Site 1

Site 2

Site 3

Site 4

Site 5

Example 6. Site Prioritization Ranking Site/Attraction Total Points Ranking

Chocolate Hills 98 1

Site 1 Site 2

Site 3

Site 4

Site 5

8 Formulating the Local Tourism Development Plan Problem Identifi cation

Surfacing critical issues and problems aff ecting 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 – Profi ling the Local Tourism Industry. Alternatively, problem identifi cation can also be done once you have prioritized a circuit for development.

You may fi nd the pull-out worksheet in Annex F.

You may also refer to Example 7 to guide you in fi lling out the worksheet.

Example 7: Problem Identifi cation Matrix

Site/ Attraction/ Component Problems/Issues Circuit

Pamilacan Island Activities Activity is limited to dolphin and whale watching.

Environment • Natural Solid waste is not managed; Improper waste • Social disposal • Economic

There are no regular transport services to the site which makes travel to the area very expensive; Transportation (to and from site) Transport is incorporated with the dolphin and whale watching tour.

Electricity in the island is present only six hours a Other infrastructure day

Accommodations Basic accommodation facilities

There are no restaurants/food establishments in Other facilities and services the island

The community-based organization managing the Institutional dolphin and whale watching tour has dwindling membership

Note: The problems/issues identifi ed are for instructional purposes only, and may not necessarily refl ect the real situation of the site.

Formulating the Local Tourism Development Plan 9 Problem Analysis

Problem Analysis (PA) is a tool that can be used to break down a problem into small, detailed parts to understand it better. The PA aids in identifying the causes and eff ects of problematic situations and its output can be used in pinpointing goals, objectives, programs, project and activities. The step-by-step guide to doing PA is found below.

Table 3: Steps in Problem Analysis

Defi ne the problem in the way of tourism development. As a guide, you can ask the question: What negative Step 1 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? Step 2 • 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 Step 3 the causes below the problem. As a guide, you can ask the question: • Why does the problem exist?

Step 4 Identify the eff ects of the problem and position them above the problem.

Step 5 Establish the cause-eff ect relationship among the problems identifi ed. Review the diagram as a whole. Verify the cause and eff ect relationship and go through and examine the Step 6 soundness and completeness of the problem tree. Source: Adapted from MindTools.com, 2013; Pabalan, Paran and Caluen, 2004.

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

Decreasing tourist ect arrivals

Destruction of primary tourism Problem resource (coral reefs)

Careless , Destructive Poor fi shing and diving Fishing practice (Muro-ami) Cause

Pollution from Pollution from liquid waste solid waste

10 Formulating the Local Tourism Development Plan What do you want to achieve?

It is diffi cult 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 suffi cient, although you can develop more if you have to), refer to them often and use them to guide you in succeeding steps so as not to get sidetracked with strategies and programs that do not contribute to their achievement.

The most obvious tourism goals are economic in character. However, your goals must go beyond increasing tourist arrivals and profi t 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.

3Ps Approach to Tourism Planning should adopt the 3Ps approach - Tourism for People, Planet and Profi t

Goals and Objectives

Goals and objectives are intimately interrelated that the attainment of objectives will lead to the achievement of a goal (LGSPA, 2009). This relationship is shown in Example 9.

In tourism planning - you have to be clear about the results you want to achieve. Both goals and objectives are results of implementing strategies and actions. As a guide, the team can ask the question “why are we doing these strategies or actions?” Goals tell us what we want to achieve in the long term (i.e. nine years and above), while objectives tell us what we want to achieve in the short to medium term (i.e. three to six years). Clarifying tourism goals and objectives helps the Tourism Planning Commitee focus on a set of interventions that best contribute to their realization.

Example 9: Link between Goals and Objectives

What do we Goal: want to Increased tourist achieve in arrivals the long term?

What do we want to Objective 1: Objective 2: Objective 3: achieve in Improved access + Improved quality + Improved the short to to tourism of tourism tourist facilities medium attractions products and services term?

Formulating the Local Tourism Development Plan 11 Goals and objectives are logically linked to the issues and concerns aff ecting tourism in a destination. Tools that can be used to ensure the linkage are the problem analysis and objectives analysis (see Table 3and Table 4).

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.

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 diffi cult to obtain or not cost eff ective 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 defi nitive statement of a result (goal or objective) you want to achieve. It answers the question: what do you want to achieve concretely and when will it be achieved?

Baseline Data

Baseline data show the situation to be addressed by the tourism development plan prior to the planning period. For tourist markets, it is advisable to establish historical data for at least three to fi ve years. Historical data answer the question: Where have you been? The data is useful in planning ahead. Supplemental Reading 1 - Profi ling 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.

12 Formulating the Local Tourism Development Plan Scenario Building Scenario Building One may choose to construct: There are two ways of looking at how the future may evolve for exploratory scenarios with tourism in your areas, namely 1) forecasting; and 2) scenario

Box 2 Box a few diff erent futures to planning. Forecasting shows where you are headed if you stay on highlight the diff erent the course. It tries to predict the future by extrapolating relationships between factors under diff erent logics, or from the present and assuming that existing trends will continue. In tourism however, it is more benefi cial to visualize scenarios of the normative scenarios, often with future. Scenario planning allows understanding of your environment only one ‘desired future’. This is and what it means through alternative views of the future. Scenarios sometimes done as a consensus identify signifi cant events, main actors and their motivations, and - building exercise. However, if consensus becomes diffi cult, it convey how the world functions. They are based upon possibilities may be benefi cial to start with that are grounded in current knowledge and experience. These an undesired future – since it provide the basis for action (Yeoman, Pearce and Moriarty, n.d.). is often easier for everyone to agree upon what they do not It may be challenging to grapple with multiple plausible futures, want (Slocum, 2005). which is why it is recommended that only three to fi ve scenarios are done in a single workshop (Slocum, 2005).

Scenarios are defi ned as “narrative descriptions of potential futures that focus attention on relationships between events and decision points” (Slocum, 2005). Scenario building helps establish the eff ects of strategies and interventions (i.e. programs, projects, activities, and policies) and consequences of current trends.

Scenario construction is useful in situations where the past or present is unlikely to be a guide for the future, specifi cally when:

the problem is complex and many factors need to be considered there is a high probability of signifi cant change the dominant trends may not be favorable and thus must be analyzed the time-horizon is relatively long (Slocum, 2005).

Building scenarios should be well-informed so that realistic futures can be developed. In identifying trends, it is important to base your assessment on evidence rather than supposition. Ensure that trends are built on sound foundations (Mindtools, 2014).

Formulating the Local Tourism Development Plan 13 Example 10 : Scenario Building of the Pamilacan Island Dolphin and Whale Watching Organization

A community-based approach to was introduced in Pamilacan Island in 1997 to provide fi shers with an alternative livelihood after whaling and was banned in 1992. The whale and dolphin tour was initiated in 1998, a year after the Pamilacan Island Dolphin and Whale Watching Organization (PIDWWO) was formed. It has been considered as best practice in sustainable tourism management (Heah, 2006), and has also been recognized both locally and internationally. The World Travel & Tourism Council (WTTC) acknowledged Pamilacan’s Dolphin Watch as fi nalist 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 ( 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 11: Scenario - Planning for PIDWWO

Situation Scenario Goal Strategies

Tourist arrivals in the island has been Intensifying competition Increased number of tourists Diversify ecotourism increasing but PIDWWO has been from private sector in entertained by PIDWWO by products to be off ered by losing out to competitors from Bohol Bohol Mainland 100% from its 2010 level by PIDWWO mainland and Panglao 2016 Social media and the Invest in marketing through PIDWWO product has been mainly internet is becoming an social media and the whale and dolphin watching increasingly important internet marketing medium for Barangay government has accredited tourism members of the Pamilacan community as snorkeling guides of marine sanctuary

Marketing of PIDWWO is limited to word of mouth while competitors have website

14 Formulating the Local Tourism Development Plan To aid you in coming up with coherent tourism goals, targets, and success indicators, fi ll out the worksheets found in Annex G.

Example 12 shows targets and success indicators per tourism goal. Example 13 on the other hand illustrates more examples of goals, objectives, targets and success indicators.

Example 12 : Tourism Goals, Targets and Success Indicators

Tourism Goals Targets Success Indicators

Economic

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

50% increase in access to electricity Improved well-being of island Number of households with S1 of island host community from 2012 host communities access to electricity in the island baseline by 2022 Average household income of host S2 Increased income of host community 50% from baseline by 2022 community Environmental/Ecological

Signifi cant cultural heritage sites At least two signifi cant cultural Number of cultural heritage sites En1 conserved heritage sites protected by legislation

Natural condition of biodiversity No physical damage or alterations No physical damage or alterations En2 maintained/protected to particular biodiversity from 2012 to particular biodiversity observed/ • /seagrass/seaweed cover baseline recorded

Hectarage increased by 10% from En3 Forest cover increased Number of hectares of forest cover baseline

No physical damage or alterations Physical damage or alterations to En4 Coral reefs protected to particular biodiversity from 2012 particular biodiversity observed/ baseline recorded

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

Number of tour packages Increased awareness on biodiversity At least 20% of tour packages in En6 incorporating environmental conservation by visitors/tourists the LGU education and nature interpretation

Formulating the Local Tourism Development Plan 15 Example 13: Sector Goals, Objectives, Targets and Success Indicators

Result Sector Goals Targets Success Indicators

Economic

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

Improved tourism skills of host 50% of host community trained in Number of trained community Objective community tourism members (male and female)

Increased number of 100% increase in the number of Number of new tourism -related businesses tourism businesses owned by permits issued by LGU owned by community community members

Environment

Signifi cant cultural heritage sites At least two signifi cant cultural Number of signifi cant cultural Goal conserved heritage sites heritage sites protected by legislation

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

Social

Improved well-being of island host 50% increase in access to electricity Number of households with access Goal communities of island host community from 2012 to electricity in the island baseline by 2022

Increased access to sanitary toilet Number of households with septic Objective 1 100% access facilities in host island communities tanks

At least 50% of host community Number of trained community Improved tourism skills of host Objective 2 trained in tourism are employed by members employed due to skills community the industry training (male and female)

16 Formulating the Local Tourism Development Plan What tools can be used for goal and objective setting?

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.

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

Table 4: Steps in Objectives Analysis

Step-by-Step Guide to Objectives Analysis

Taking off from the problem analysis, convert the negative statements/conditions into positive. Step 1 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.

Formulating the Local Tourism Development Plan 17 Example 14: Objectives Analysis - Primary Tourism Resource (coral reefs) Protected Goal

Increased tourist arrivals Objectives Primary tourism resource (coral reefs) protected

Development of Development of ordinance banning diving, snorkeling, and destructive and poor boating protocol fi shing practice

Development of

ordinance establishing a Solid Waste PPAPs septage management Management Program system

Development of ordinance establishing Liquid Waste a solid waste Management Program management system

Example 15: Translating Problems into Objectives Problem Analysis Objectives Analysis Negative Statements Positive Statements Components Components

Eff ect Decrease in tourist arrivals Goal Increased tourist arrivals

Destruction of primary tourism Primary tourism resource (coral reefs) Problem Objective resource (coral reefs) protected

Careless boating, snorkeling and Programs, Projects, Activities Development of diving, Causes diving and Policies snorkeling and boating protocol

Algal bloom

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

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

Development of ordinance Destructive fi shing banning destructive and poor fi shing practice

Poor fi shing practice (muro-ami)

Note: Matrix form of the PA and OA example (see Example 8 and Example 14).

18 Formulating the Local Tourism Development Plan 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 confi guration of resources within a changing environment, to meet the needs of markets and to fulfi ll stakeholders expectations (Johnson and Scholes, 2001: 10 in Tribe, 2005)

The tourism products to be off ered by a destination can be underpinned by a strategy (Dredge and Jenkins, 2007). A well researched and realistic tourism strategy can be a very eff ective tool to the advantage of residents, their environment, and the tourism industry in general (Davidson and Maitland, 1997). An eff ective strategy can result in the attainment of objectives such as increased number of tourists at a destination or improved well-being of host communities.

There are a number of steps in the development of strategy. These are (Tribe, 2005):

Generation of strategic options; Evaluation of strategic options; and Selection of strategy.

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; better than the competition; 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 diff erent total tourism product.”

(Davidson and Maitland, 1997)

Formulating the Local Tourism Development Plan 19 Types of Tourism Strategies Price-based Strategy A price-based strategy tries to fi nd competitive advantage by off ering the lowest prices in the industry (Tribe, 2005). One way to achieve this is to reduce costs by off ering a “basic, standardized, mass-produced, no frills product with inessential aspects stripped out of the value chain” (Tribe, 2005: 127).

Example 16: Sebay Surf Central Resort Price-based Strategy

The Sebay Surf Central Resort tries to gain competitive advantage by off ering the lowest prices for a surfi ng tour package in . The table below shows the budget prices for a package of one-hour surfi ng lesson with instructor, surf board rental, and 3 days/2 nights standard air conditioned room accommodation with breakfast.

La Union and Packaged Rates

Number of Persons

No. of Persons 2 3 4 5 6 7 8 9 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.

Diff erentiation Strategy

Getting ahead in the tourism sector entails creativity and inventiveness. A diff erentiation strategy can be employed to off er 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 off er improved quality or value added over the competition? (Tribe, 2010)

Example 17: Turtle Surf Camp Diff erentiation Strategy

The development of destination themes which feature the unique tourism resources of the locality is a good exam- ple of a diff erentiation strategy. The Turtle Surf Camp in which “off ers accommodation, surf lessons and surfari trips to all individuals, couples or groups” shows innovation and creativity making the package stand out. The all-inclusive package which provides “hassle free stay” provides value added over other competitors off ering the components separately.

Similarly, province-wide themes showcasing the unique features of the locality and off ering them as a packaged tour product can make a good strategy.

20 Formulating the Local Tourism Development Plan Hybrid 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).

Example 18: Davao City Hybrid Strategy

The collaborative eff orts between the Davao LGU, the malls of the city, and the Department of XI to off er 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 fi rst ever four-week long shopping frenzy in the Philippines with its major malls off ering 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.

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 diff erentiation focus (Tribe, 2005).

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 Mangrove Adventure Tour, in Rajah Sikatuna, and a variety of adventure tours in Rajah Sikatuna National Park.

Cluster Strategy

Cost is one of the factors which aff ect the choice for a 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 off ers 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

Formulating the Local Tourism Development Plan 21 Example 20: The Bohol Countryside Tour

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 off erred 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, , 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 . The following is a sample itinerary:

Blood Compact Site (Tagbilaran City) – Cultural attraction which showcases the spot where the Spaniards and the fostered friendly relations through the ritual of blood compact.

Baclayon (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 roofi ng 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.

Tarsier () – Sightings of the smallest in the world along the .

Man Made Forest (Bilar) – A linkage corridor showcasing a Mahogany Forest.

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 fl anked with nipa palm plantation with the occasional wild ducks.

Moreover, clustered attractions are more effi ciently serviced with infrastructure of water, waste disposal, police, fi re 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 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 effi ciently. 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).

Tourism Circuits Components of a Tourism Cluster/Circuit A popular version of the cluster strategy is the tourism circuit.

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

22 Formulating the Local Tourism Development Plan Developing Destination Themes

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., Heritage Tour; “Walk This Way” 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 Surfi ng).

Table 5: Steps in Developing Tourism Clusters/Circuits

Steps Activities

Identify the major sites/attractions in the province/city/municipality. Location of major sites/attractions Step 1 determines tourism development. Use the tourism resource/attraction map developed in Supplemental Reading 1- Profi ling 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. Step 2 • These attractions are of the type that can be located elsewhere • Usual approach is to develop secondary attractions near a major attraction so that the area is of greater overall importance to the tourists

Create possible circuits, based on the location of your sites. In developing circuits, make sure to consider how Step 3 sites are related in terms of geography, access and travel time. Identify the entry/exit points.

Step 4 Identify circuit themes.

Identify the following: • Enroute facilities such as restaurants, restrooms, etc. Step 5 • 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.

Formulating the Local Tourism Development Plan 23 Example 21: HIPADA Eco-Cultural Circuit, Province of Surigao del Norte

Source: Surigao del Norte Sustainable Tourism Plan, 2006 - 2015

24 Formulating the Local Tourism Development Plan 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 specifi c and depend on the distinctive situation of the locality. Strategies that work for some areas may not happen as expected for your locality. Also, strategies that have not worked in the past should be withdrawn. An example of a SWOT analysis is shown in Example 22 while an example of the relationship between goals, objectives and strategies is presented in Example 23.

The SWOT Analysis Worksheet for you to accomplish is found in Annex H.

Example 22: SWOT Analysis as a Tool for Strategy Formulation

Internal STRENGTHS (S) WEAKNESSES (W) Environment - Presence of national park with - High incidence of high biodiversity communities in small - Presence of unique cultural - Absence of electricity in small assets; islands External - Presence of small islands - Very limited fresh water in Environment surrounded by white sand small islands , with high marine biodiversity - Excellent coral cover

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

- Ecotourists on the rise Develop new tourism products Development of worldwide with eco-cultural theme community-based ecotourism packages for small islands

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

- Neighboring province sells Develop eco- dolphin watch ecotour at a very circuits that include small islands low price. as part of the tour package - Similar island resources with neighboring province (corals)

Formulating the Local Tourism Development Plan 25 Example 23: Relationship of Goals and Strategies

Sector Goal Sector Objectives Strategy

Increased income of host island Improved tourism skills of host island Develop community-based ecotourism communities community packages for small islands

Increased number of tourism-related businesses owned by host island community

What actions need to be done?

Planning helps stakeholders focus the use of limited resources on priority actions (programs, projects and activities) that can best contribute to desired results.

What are programs, projects and activities?

Programs, projects and activities (PPAs) are means towards the achievement of results (Goals and Objectives). A project is defi ned as an undertaking that involves the use of resources (e.g., resources, money), addresses a well-defi ned purpose, undertaken within a specifi c timeframe, with a start and an end. A program on the other hand is defi ned as a package of interrelated projects.

Programs and projects are classifi ed 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 offi ce.

What tools can be used for project identifi cation?

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 identifi cation 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.

The Project Identifi cation Worksheet for you to accomplish is found in Annex K.

26 Formulating the Local Tourism Development Plan Example 24: Identifi cation of Tourism PPAs

Goal Objectives Strategy Programs/Projects/Activities

• Tourism planning for host Increased income Develop community-based barangay Improved tourism skills of host of host island ecotourism packages for • Product development workshop island community communities small islands • Tour guiding seminar • Pilot testing of product

Increased number of tourism-related businesses • program owned by host island • Microcredit program community Identifying Programs and Projects within a Circuit

If the LGU opts to adopt the circuit strategy and have identifi ed and prioritized a circuit, identifying programs and projects can revolve around development within the cluster. The aim would be to provide all infrastructure facilities and other requirements necessary to make it ready for tourists.

If the LGU has identifi ed several circuits for development, it is more prudent for the LGU to develop them in stages. Tag circuits can be developed in the short (0-3 years), medium (4-6 years) and long term (7-9 years). The timetable for development can be included as criteria for choosing priorities.

You may fi nd the pull-out Worksheet for Programs, Projects and Activities Identifi cation within Circuits in Annex L.

You may also refer to Example 25 to guide you in fi lling out the worksheets.

Example 25: Identifying PPAs within Circuits

Timeframe for Name of Circuit Issues and Concerns Development Programs and Projects (in Years)

Loay Backyard Industry (Loay)

• Local craftsmen are producing low-quality products (i.e. bolos • Product development workshop and other metal crafts). • Skills training Bohol Countryside • Products produced by the 0-3 • Training on Basic Tourism and Tourists Tour craftsmen are limited and Receiving lacked variety. • Craftsmen are not used to receiving tourists (seeming uncouth behavior)

Notes: 1. See the complete Bohol Countryside Tour in Example 20.

Formulating the Local Tourism Development Plan 27 Programs, projects, and activities identifi ed 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.

How will you measure progress?

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.

Monitoring and Evaluation (M&E) is a management tool that informs all tourism stakeholders about the effi ciency and eff ectiveness 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 integra 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.

Example 26: M&E Strategy

Data Source Goals & Success Targets per Collection to Assess Frequency Responsibility Objectives Indicator Indicator Methods Performance

Increased number Number of 100% increase in Business Permit Document Every three Local Planning and of tourism-related business permits number of tourism and Licensing review years Development Offi ce businesses owned issued by LGU related businesses Offi ce and Tourism Offi ce by host with owners from owned by community host community community

28 Formulating the Local Tourism Development Plan Why is packaging your plan important?

Packaging puts a face and identity into your tourism plan. It aff ects 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 fulfi lling the requirements of the plan.

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.

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 Box 4 Box Location Map Introduction 1. Tourism Profi le a. Existing tourism attractions, products and activities b. Existing tourism markets c. Accommodations d. Other tourist facilities and services i. Tour and travel operation ii. Restaurants and other food establishments iii. Shops iv. Banks v. Tourist information offi ces vi. Personal services (e.g. barber shops) vii. Health facilities 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 aff ecting local tourism b. Tourism goals, objectives and targets i. Economic (i.e. growth scenarios) ii. Social iii. Environmental 3. Strategic Directions/Strategies and Programs, Projects and Activities 4. Implementation Plan for Priority Programs, Projects and Activities 5. Priority Capacity Development Needs 6. Monitoring and Evaluation

Formulating the Local Tourism Development Plan 29 References

British Tourist Authority. Why Does Value Matter? 2003. http://www.visitbritain.org/britaintourismindustry/tourismaff airs/value/

Davidson, Robert and Robert Maitland. Tourism Destinations. London: Hodder and Stoughton, 1997.

Doswell, Roger. Tourism: How eff ective management makes the diff erence. Oxford: Butterworth-Heinemann, 1997.

Dredge, Dianne and John Jenkins. Tourism Planning and Policy. Milton: John Wiley & Sons Australia, Ltd, 2007.

Federation of Community Based Tourism Organizations. Tourism Circuits, 2013. http://www.fectokenya.org/circuits.

Goeldner, Charles and J.R. Brent Ritchie. Tourism: Principles, Practices and Philosophies. New Jersey: John Wiley and Sons, Inc., 2009.

Gunn, Clare A. “Conclusions and Principles.” In Tourism Planning. New York: Taylor and Francis, 1988.

Gunn, Clare A. “Getting Ready for Megatrends in Travel Attractions.” Paper at the Travel America National Conference and Showcase, Travel Industry Association, Dallas, September 13, 1984.

Gunn, Clare A. Tourism Planning: Basics, Concepts, Cases. London: Taylor & Francis, 1979.

MindTools.com. (2013). Root Cause Analysis. [Online]. Available from: http://www.mindtools.com/pages/article/newTMC_80.htm. [Accessed: December 10, 2013].

MindTools.com. (2014). Scenario Analysis: Exploring Diff erent Futures. [Online]. Available from: http://www.mindtools.com/pages/article/newSTR_98.htm. [Accessed: April 19, 2014].

Pabalan, Concepcion, Julie Paran and Imelda Caluen. A Facilitator’s Guide: How to Formulate Executive and Legislative Agenda, 2004. Philippines-Canada Local Government Support Program (LGSP)

Paran, Julie. The Nexus between Ecotourism, Empowerment and Sustainable Development: A Case Study of Pamilacan Island. (Doctoral dissertation). 2013

Pender, Lesley and Richard Sharpley. The Management of Tourism. London, SAGE Publications Ltd., 2005.

Rose, Edgar A. “Philosophy and Purpose in Planning.” In The Spirit and Purpose of Planning, edited by 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.

30 Formulating the Local Tourism Development Plan References

Slocum, Nikki. Participatory Methods Toolkit: A practitioner’s manual. Edited by Stef Steyaert and Herve Lisoir. King Baudouin Foundation and the Flemish Institute for Science and Technology Assessment, 2005.

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.

Tribe, John. “Unit 8: Strategic Directions and Methods.” In Strategy for Tourism. Oxford: Goodfellow Publishers, 2010. http://www.goodfellowpublishers.com/free_fi les/fi leCh8v2.ppt2.ppt.

Tribe, John. “Strategy for Tourism.” In The Management of Tourism, edited by Lesley Pender and Richard Sharpley. London: SAGE Publications Ltd., 2005, 119-134.

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.

Formulating the Local Tourism Development Plan 31 Annexes pull-out worksheets

32 Formulating the Local Tourism Development Plan Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex A: Work Plan

Expected Output/ Persons Resource Timeframe/ Activities Milestones Responsible Requirements Duration

33 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex B: Site/Attraction Evaluation

Province/City/Municipality ______Site/Attraction ______Site Classifi cation ______(Existing/Emerging/Potential) Travel Time ______to ______to

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. Uniqueness and Natural Beauty Characteristics Least Most Unique attraction – one of a kind (natural/man-made/cultural) 123 45 Beauty – how it appeals to all senses? (nice to see, hear, feel, smell, taste) 123 45 Natural/Undisturbed 12345 Recognized tourist attraction by DOT 12345

Criteria 2. Historical/Cultural Value Characteristics Least Most Built Heritage (50 years or above) 123 45 Festivals 123 45 Culinary experience 12345 Museum 12345

Criteria 3. Accessibility Characteristics Least Most Accessible all year (please specify vehicle type: all kinds of vehicle) 123 45 Regular/Commercial transport service available 123 45

Characteristics Least Nearest Distance from service center 123 45 Distance from town center 123 45

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

Criteria 4. Availability of Basic Utilities Characteristics Least Available Clean water supply 123 45 Suffi cient power supply 123 45 Communications (i.e. internet, telephone) 12345 Drainage/sewerage system 123 4 5 Solid waste management system

34 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Criteria 5. Availability of Onsite Facilities Characteristics Least Available Clean and safe restrooms for women and men 123 45 Good accommodation facilities 123 45 Clean and quality food service 12345 Other activity facilities (picnic huts, pool, sports facilities, etc.) 123 4 5 Directional and information signage 123 4 5

Criteria 6. Ownership of Property Characteristics Yes No Local government owned 51 Privately owned/managed/leased 15 Under CARP or CARPable 15 With tenants/residents 1 5 Ancestral domain/land claimants 15

Criteria 7. Quality of Surroundings Characteristics Yes No Landfi ll/dumpsite 1 and 5 1 5 Mining site 15 Informal settlements 15 Beautiful vista/view 51 Presence of support services 51 (Surroundings refer to areas which are within 5 kilometers radius from the site.)

Source: Adapted from Site/Attraction Evaluation Sheet.

35 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex C: Site Prioritization Annex C.1: UNIQUENESS AND NATURAL BEAUTY

Uniqueness Natural/ With Tourism Recognized Site/Attraction Location Beauty Total Attraction Undisturbed Activity by DOT

36 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex C.2: HISTORICAL/CULTURAL VALUE

Built Heritage Culinary Site/Attraction Location (50 years and Festivals Museum Total Experience above)

37 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex C.3: ACCESSIBILITY

Regular/ Com- Site/ Accessible all mercial Transpor- Distance from Distance from Location Total Points Attraction year tation Services Service Center Town Center Available

38 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex C.4: AVAILABILITY OF BASIC UTILITIES

Communications Solid Waste Site/ Clean Water Drainage/ Sew- Total Location Power (Internet, Management Attraction Supply erage System Points telephone) System

39 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex C.5: AVAILABILITY OF ON SITE FACILITIES

Clean and Safe Good Clean and Other Directional & Site/ Total Location Restrooms for Accommodation Quality Food Activity Information Attraction Points Women and Men Facilities Service Facilities Signage

40 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex C.6: OWNERSHIP OF PROPERTY

Privately Ancestral Local Site/ Owned/ Under CARP With Tenants/ Domain/ Total Location Government Attraction Managed/ or CARPable Residents Land Points Owned Leased Claimants

41 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex C.7: QUALITY OF SURROUNDINGS

Presence Site/ Landfi ll/ Informal Beautiful Total Location Mining Site of Support Attraction Dumpsite Settlements vista/view Points Service

42 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex D: Site Prioritization Evaluation Summary

Uniqueness/ Historical/ Availability Availability Site/ Ownership of Quality of Total Location Natural Cultural Accessibility of Basic of Onsite Attraction Property Surroundings Score Beauty Value Utilities Facilities

43 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex E: Site Prioritization Ranking

Site/Attraction Total Points Ranking

44 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex F: Problem Identifi cation

Site/ Attraction/ Circuit Component Problems/Issues

45 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex G: Tourism Goals, Targets and Success Indicators

Tourism Goals Targets Success Indicators

Economic

E1

E2

E3

E4

Social

S1

S2

Environment/ Ecological

En1

En2

En3

En4

En5

En6

46 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex H: SWOT Analysis

STRENGTHS WEAKNESSES

Opportunities Threats

47 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex I: Scenario-Planning

Situation Scenario Goal/ Objectives Strategies

48 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex J: Tourism Circuit/Cluster

Name of the Circuit:

Circuit Theme:

Duration:

Target Market:

Circuit Components/ Enroute Facilities Frequency and Type Possible Activities Service Center Tourist Attractions & Services of Transport Service

49 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex K: Project Identifi cation

Goal Objectives Strategy Programs/Projects/Activities

50 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex L: Program, Projects and Activities Identifi cation within Circuits

Timeframe for Name of Circuit Issues and Concerns Programs and Projects Development (in Years)

51 Tourism Guidebook for Local Government Unit Formulating the Local Tourism Development Plan

Annex M: Monitoring and Evaluation Strategy

Data Source to Goals & Success Targets per Collection Assess Frequency Responsibility Objectives Indicator Indicator Methods Performance

52 Tourism Guidebook for Local Government Units Formulating the Local Tourism Development Plan

Annex N: Tourism Plan Implementation

Annual/End-of-Term Accomplishment Report Municipality of ______

Programs, Outcome/ Benefi ciary Coverage Project Actual Projects, Output Target Accomplishment Remarks Sector Area Cost (Php) Disbursement Activities Indicators

53

55 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

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t ourist i e s 1 - 2 Supplemental reading 1 Profiling the Local Tourism Industry Box LGU 1.Basic Information already produced refer Sheet to foryour theInventory Data LGU. youIf are already usingtheDOT-JICA Tourism Manual Statistics forLocal Government Units, you may Examples are provided asguide. to serve tourism resources andassets. You mayworksheets findthepull-out for you to fillout atthe Annexes. Accomplish thefollowing forms andtemplates provided to complete theinventory ofyour LGU’s Coordinator:______Planning andDevelopment Tourism Officer:______Bayan/Panlungsod/PanlalawiganSanggunian Members: Vice Mayor:______Mayor:______Local Government Officials economicMajor activities:______Language/s spoken:______Religions:______Number ofbarangays:______Population:______Province:______Region:______Name ofLGU: ______Ethnic groups:______Land Area:______1 - 3 Supplemental reading 1 Profiling the Local Tourism Industry Categories ofTourism Attraction from: adapted DOT 2012,Tourism forLocal Development Planning Guidebook Government Units Example 1. Tourist attractions andactivities Example1. Tourism Attractions andActivities worksheet for you to filloutin Annex B. inyour likeinExample1below.List down locality andactivities tourism attractions You may findthepull-out Resources andAssets Profile ofTourism and fauna) geologic formations, andwildlife (wildflora areas,and marine mountains, caves andother Forests, rivers andlakes(inlandwaters), coastal Nature Tourism Education Tourism diving,(Scuba boating) Sports andMarine Diving Tourism Cruise andNautical Tourism (Cruise) aesthetics, retirement villages) treatment,(Medical spa, Health, Wellness andRetirement for a,meetings) (Trainings, studytours, conferences, Exhibitions (MICE)andEvents Tourism Meetings, Incentives, Conventions and andrecreationalsports facilities) complex, other andresort theme parks, sports trails andpaths, large scaleparks, leisure-land, areas, courses, hiking campinggrounds, nature (Golf courses, roads cycling tennis and courts, Leisure andEntertainment Tourism waterBeach, islandhopping activities, Sun andBeach Tourism dance, localculture) buildings, events andfestivals, folk musicand gardens, aquariums, and otherstructures museums, zoomuseums, andbotanical art historical roads and paths, historic remains, gardens, street andtown sites, (Forts, andchurches, Cultural Tourism Category Courses offered Mariano by Marcos State University St. William’sCathedral Kapurpurawan Beach Kapurpurawan St. Augustine Church Attraction Fort Ilocandia Paoay Lake in Paoay Burgos, Norte Ilocos Campus Location City Paoay visitation; Educational tour Activities Sight seeing sight seeing Trekking Casino 1 - 4 Supplemental reading 1 Profiling the Local Tourism Industry Example ofaLocal Tourism isprovided Map below. these attractions. You may useabasemapavailable inyour Local Planning andDevelopment Office. Plot listed theattractions inExample1aLocal Tourism anddraw Map apossibletourism loop connecting Example 2.Local Tourism Map 1

- 5 Supplemental reading 1 Profiling the Local Tourism Industry Example 3.Accommodation andotherfacilities* You mayworksheet findthepull-out for you to filloutin Annex D.Exampleis provided below. Information detailscanalsobemadeavailable oncontact to tourists. The listingbelow willhelpyou andfacilitiesavailable identify thebusinesses, for services theuseoftourists. Accommodation Banks Dining Places Restaurants and Health services Transportation Travel agencies/tour operators Transportation hubs Souvenir shops Shopping centers /markets Dive shops Internet shops Internet Libraries Gasoline stations Gasoline Places ofworship Others *Source ofinformation:CLUP, LGU Legend: centers, midwives, manghihilot(traditional healers) includeshospital, health centers,Health Services: clinics, doctors barangay healthcenters, dialysis intermediaries providing financialtransaction suchas services, ATM, foreign exchange, etc. Money includesinternational, and Changers: Banks nationalandlocal banksandfinancial busstations, hubs, seaports, Transport andterminals Hubs:includesairport, Transportation: includesair, water, andlandtransportation. Restaurants places: Dining and includerestaurants, fast chainsandtraditional food eatingplaces Accommodations: includehotels, houses,homestay, resorts, lodges, tourist ,BnB, etc. Nature Dapa Public Market Traveller’s Pensionne House Land BankofthePhilippines Ocean 101BarandRestaurant Del Carmen District Hospital Carmen District Del Sulpicio Lines Parola Traveland Tours Surigao Parola Souvenir Shop Palaka Dragonsden Cafe Internet Library Provincial Norte Del Surigao Shell Gasoline Station Shell Gasoline Pentecostal Church Missionary Establishment/ Facility Siargao Island Island General Luna, Siargao Surigao Island General Luna, Siargao Siargao Island City Street, Kaimo Surigao City P. Reyes Street, Surigao Surigao City Surigao City P. Reyes Street, Surigao Siargao Island, Surigao Navalca, City Surigao Surigao City Surigao Borromeo, City Surigao San Juan, Surigao City Juan,Surigao San Location 0915-5648185 (086) 231-7192 0919-8268537 (086) 231-7548 (086) 9261564 (086) 826-3898 (086) 9261564 0918-6262303 (086) 2316045 (086) 826-1474 (086) 826-6224 0918 7243243 Contact Details 1

- 6 Supplemental reading 1 Profiling the Local Tourism industry Example 5: TransportationExample Example 4:Accommodation profile Boat Airplane Van Bus Name ofestablishment Paradise Place Others Type 5:00PM to 6:00AM ThursdayEvery Sulpicio Lines 10:00AM to 11:45AM Daily Asian Spirit Daily Daily Daily Bachelor Express Resort Type Schedules # ofRooms 18 Surigao toSurigao Davao toSurigao Surigao toSurigao toSurigao Manila toSurigao Cantilan toSurigao Lanuza toSurigao Butuan Route P1,200 perperson Average rate 484.00 (withAircondition) 465.00 (Ordinary) 125.00 (withAircondition) 110.00 (Ordinary) 1, 750.00(oneway) 4,065.00 (oneway) 130.00 (withAircondition) 160.00 (withAircondition) 70.00 Average fare Occupancy rateOccupancy 70% 1 - 7 Supplemental reading 1 Profiling the Local Tourism Industry Example 6.Accommodation andotherfacilities You mayworksheets findthepull-out for you to filloutin Annexes D, E, K,M,N. F,G,H,I, J, group rather thanasindividualcompanies. facilitate enforcement ofrulesandregulations andpromote standards becauseyou dealwiththemasa andinvolvement participation active intheplanningandimplementation willalso oftourism projects. It withthemandsolicitingtheir willhelpyou theplayersKnowing inworking andstakeholdersin the industry Institutional Elements public transport groups) public transport Transport Groups (Bus, and airline restaurants, bars, etc.) Food andBeverage (Association of Association andRestaurants’Hotels, Resorts Media Offices Media Religious groups Academic institutions groups Women’s organizations/interest Youth groups People’s Organizations groupsHistorical/cultural Special interest groups Environmental NGOs Outdoor clubs groups civicaction Civil society/ Tour Guides Chambers ofCommerce, etc.) Associations, (Industry Business Organizations agencies of Traveland TourAssociation Groups from thedestinations toProvide tourists to and services transport Provide food for anddrinks tourists for tourists quarters Provide accommodation/billeting/ sleeping Provide mediamileage for your destination worship that tourists canattend Provide of onplaces contacts andactivities educational tours graduates ashostsfor intourism; andserve oftourism andprovideon variousaspects researchConduct activities andextension and exploitation ofwomen andminors Help insafeguarding againsthumantrafficking tapped asvolunteers Help promote andmay outdoor be activities their livelihood Provide for localguidesandservices historical andcultural enthusiasts events andpromote thedestination to Provide information onhistorical sites and e.g. scubadivers Provide for specialgroups services oftourist oflocalgroupsand assistincapacity-building oftourist destinations Help inconservation venue to promote your tourism products for asmarkets adventureServe tours and want to engageintourism-related livelihood grassroots organizations andindividualswho for activities capacity-building Conduct get accreditation aslocalguides Provide to visitors and tour guidingservices Help provide fundsfor tourism projects forof contact tourists asinitialpoints tours; andserve plan/package Help promote thedestinations andmarket Role in TourismRole (print, radio and TV, etc.) GMA, localmedia ABS-CBN, Couples for Christ of tourism supportive NSTP activities tourism courses and/or College oruniversity with localchapter Gabriela Women’s association/ YES, Rotaract services groups andcatering SAMAKABA withguide PADI FoundationHaribon Association ofbikers clubs,Mountaineering Club Rotary TODA Name ofOrganization and Head Contact Details Address and 1 - 8 8 - Supplemental reading 1 Profiling the Local Ttourism Industry Example 8. Total revenue contributions to LGU for thepast3years Example 7. Labor ForceExample 7.Labor Meetings andeventsMeetings centers Travel companies Accommodation Accommodation Transportation Transportation Restaurants Category Category Others Others Year 1:____ Male 213 40 97 Number ofEmployeesNumber Total Revenue contributions (PhP) Year 2:______Female 137 110 75 Year 3:_____ 1 - 9 Supplemental reading 1 Profiling the Local Tourism Industry *Source ofInformation: LGU *Source Contacts*Example 9.Emergency You mayworksheet findthepull-out for you to fillin Annex J. that thetourists caneasilyaccess them. emergency. This information shouldbereadily available intourist accommodations sites andattraction so The LGU needsto provide thetourists andvisitors information withcontact that they canrefer to incasesof Women’s andChildren’s Desk Local Police Station Others Center (ifavailable) Tourism Office/ Information Tourist Resources (PENRO) Office Provincial Environment andNatural ral Resources Office (CENRO) Community Environment andNatu- dent (PASU) Office Protected Area Superinten- Provincial Hall /Municipal /City Fire Department vices Government Hospital/ HealthSer Council Office Management Reduction Risk Provincial Disaster /Municipal /City Patrol 117 Office/ Agency - Contact Person Capitol Albay Provincial Legazpi City Road, Dap-dap, Brgy. 57Coastal Capitol Albay Provincial City Old Albay, Legazpi Address (052) 742-0123 (052) 481-2555/ (052) 742-0149 (052) 480-3772 742-0241 (052) 418-0250, (052) 435-0502 (6)52) 820-2030 Phone Number 1 - 10 Supplemental reading 1 Profiling the Local Tourism Industry *Source ofinformation: LGU,*Source Planning Office Example 10. Tourism Education* You mayworksheet findthepull-out for K. you to fillout Annex you anideaonhow prepared of aretourism. on aspects yourvarious staffandotherpartners availed by thetourism officer and/or LGUstaff fromother training providers inthelast 5 years. Thiswill give seminars andworkshops ontourism andalliedfields. These may eitherbe conducted by your LGU, or The LGU needsto document thecapacitiesoflocalgovernment staffin oftrainings,terms study tours,

Basic Training on Disaster mate ChangeAdaptation Training onEcotourism Risk Reduction andCli Reduction Risk Training onManaging Training onProtected Training onCatering Area Management Title oftraining/ TrainingFirst study tours Lakbay Aral Lakbay Homestays Others - Date, venue Number ofparticipants Number Male

Female Participant groups conducted by Organized/ 1 - 11 Supplemental reading 1 Profiling the Local Tourism Industry *Source ofinformation: LGU, Tourism Office Office, Planning Example 11. Tourism Projects inthepast5years* You mayworksheet findthepull-out for you to filloutin Annex L.Exampleis provided below. on improving tourism inyour area andgive you anindication onhow to proceed. What have tourism projects your LGU inthepast5years? undertaken This willtell you ifyou have invested Tourism Awareness Name ofProject Orientation January 2012 January Duration Samal TourismSamal Office Island Garden City of Island Garden City Implementing Agency Regional Office Partners DOT P 250,000.00 Amount Regular FundsRegular Sources of Funds 1 - 12 Supplemental reading 1 Profiling the Local Tourism Industry *Source ofinformation: Local Police Office Example12. Peace andOrder andIncidence ofCrime* You mayworksheet findthepull-out for you to filloutin Annex M. identified andmonitored. This will require coordination withthe Local Office.Police involving in thepastten (10)years shouldbe basedonthepolice reports thelocaltourism industry are two ofthemainconcernsSafety andsecurity for many tourists. To address these, incidence ofcrime Incidence offemaleIncidence tourists travelling alone Trafficking of womenandchildren Masseurs gotpregnantMasseurs by tourist Road accidentsRoad involving tourists Petty involving theft localguides Prostitution/ sexual harassment Use ofprohibited drugs Kidnapping oftourists Kidnapping oftourists Nature ofincident Pedophiles caught Others: Others: Description 1 - 13 Supplemental reading 1 Profiling the Local Tourism Industry *Source Defense of ofinformation: Civil Office MGB-DENR, NAMRIA, CLUP Example 13.Hazards matrix* You mayworksheet findthepull-out for you to filloutin Annex N. those employed inthespecific tourist attraction. number ofpopulation vulnerable to thesehazards. Note that thepopulation affected are notonlylimited to Then identify islocated ifatourist attraction withintheseareas oraround itsvicinity. possible, If indicate the Simply listthehazards identified in your LGU. Provide thelocation oftheareas vulnerable to thesehazards. and Natural Resources (DENR)andnote thepossiblehazards inyour tourism circuit andtourism sites. get amulti- ofEnvironment andGeosciences Bureau mapfrom (MGB) from theMines theDepartment willhelpyouThis prepare section Plan andManagement for for tourists. Reduction aDisaster Risk You may 7. Others 6. 5. Storm surge 4. 3. 2. Landslide 1. Earthquake Tsunami Tidal wave Volcanic eruptions Hazard Location Tourist Attraction Location No. ofPopulation Affected 1 - 14 Supplemental reading 1 Profiling the Local Tourism Industry Example 14. Sample Multi-hazardExample 14.Sample Maps* *Local Multi-hazard mapsare available OCD at MGB-DENR, Source: ofRodriguez Municipality Please seethefollowing examples below. ning for thedevelopment oftourism sites inthefuture. illustration ofthetourism areas ofthevulnerability to natural andhazard. This may alsohelpyou inplan- Using the multi-hazard map, plotthelocation inthelocality. oftourist attractions This willprovide an 1 - 15 Supplemental reading 1 Profiling the Local Tourism Industry *Source ofinformation: CLUP Example 15.Infrastructure: RoadsandBridges* You mayworksheet findthepull-out for you to filloutin Annex P. inimprovinghelp you inplanning, thefacilitiesandfillinggapsof infrastructure.tourism particularly What isthestatus ofroads, theminthetablebelow. andotherfacilities?Describe bridges The data will Provincial Road (Roads to andfrom tourist Roads andBridges attrations) Bumod-ok FallsBumod-ok inSagada Sumaguing Cave inSagada Attraction Barangay Fidelisan Barangay Ambasing Areas Covered/Location Fidelisan are one-lane oftheroad to Barangay parts Some proper from Barangay Ambasing to town Concrete smoothroads two-lane Status/condition 1 - 16 Supplemental reading 1 Profiling the Local Tourism Industry *Source ofinformation: CLUP Example 16.Infrastructure: Others* comfort roomscomfort areasRest withseparate Visitor Information Center Others Water utility Electricity Communications Signages View Decks Infrastructure Taal Volcano People’s Park Attraction City Grove,Picnic Tagaytay City Tagaytay City Picnic Grove, Areas Covered/Location tourist destination tion sheetsaboutthe vide leafletsorinforma- the Tourism Office; pro manned by thestaffof Fully operational; maintainance safety grills, and installment of management Needs renovation, checked by the isregularly facility cleanliness ofthe and female; the rooms for male Sepate comfort Status/condition - 1 - 17 Supplemental reading 1 Profiling the Local Tourism Industry survey isfound inthesucceedingsurvey page. may to beconducted obtainmoresurvey for information tourism planning. necessary Asampleofthis data ontourismOftentimes, may notbeavailable invarious offices. data suchasavisitor Thus,primary You questionnaire survey worksheet may in Annexfor distribution R. findthepull-out tourist establishments to helpyou gather thisinformation among theirclients. orinthetourism information centers.entry/exit You may alsocoordinate withaccommodation andother sample for a thatVisitor you may Survey questionnaires use. Activity may Survey bedistributed inpoints of theanswersGathering to thequestions above may bedonethrough asurvey. The following isatemplate Table for Questions 1.Guide Collecting Tourist Information visit your LGU. You may usethefollowing guidequestionsto oftourists whocome determine thebasiccharacteristics to development, there hasto beaway to systematically theircurrent know visitors. planning for tourism development inyour area. However, for LGUs that have tourism yet to start LGUs that are aheadintourism keepaninventory oftourism data andotherresources that are usefulin theirstaypossible during inyour locality. identify your andanalyze tourist market theirneedsto beableto provide themwiththebestexperience LGUs that are already into tourism shouldhave basicinformation oftheirvisitors. You shouldbeableto Profile ofTourist/Visitors 11. What invisitingyour are locality? theiractivities 10. How didtheyhearaboutyour tourist destination? 9. Who/ What influences theirdecisions? 8. How dotheybookyour tourism products? 7. What are theirinterests? 6. How would you theirincome describe group andlifestyle? theytravel5. Do ingroups, i.e., couples, families, smallgroups orcolleagues, orfriends etc? 4. How many males?Females? 3. What istheiraverage age? 2. How fardotheytravel to reach your attractions? 1. Where doyour visitors come from? 1 - 18 Supplemental reading 1 Profiling the Local Tourism Industry Q1 Q3 Q2 information may alsobeasked. Please provide answers accordingly. Please putacheckmark()onthespecificbox beside your answer. Additional Example 17. Visitor Survey Activity Are youAre goingto stayovernight oronedaytripinthisprovince? Where doyou reside? Example: (List down alltheattractions foundinyour municipality/city/province.) destinations listed below. province?your city/ stayinthismunicipality/ Please theattractions/ check destinationsdidyou attractions and Which visitorgoingto visitduring

Over-night visitor visitor One-day Foreign Country ofthisProvinceOutside thisProvinceIn ***List may be regularly***List maybe updated to includeadditionalattractions CasinoFort Ilocandia Patapat Viaduct Pamulinawen Festival Food: longganisa,Empanada,Bagnet Ilocos Laoag Public Market Stores Shopping Malls/Department La Paz Dunes Sand Bangui Windmill Dragon Fruit Farm (agri-tourism) St. William’sCathedral St. Agustine Church inPaoay Paoay Lake Pagudpud Beach, Saud Beach Kapurpurawan Tourist Attractions  Name oftheCountry:______Name ofProvince:______How many night(s): ______1 - 19 Supplemental reading 1 Profiling the Local Tourism Industry Q6 Q5 Q4 Are thereAre any traveling person(s) withyou? Example: Please theattractions/ destinationslisted check below. province? are duringyour yourWhat city/ stayinthismunicipality/ activities How many are traveling persons withyou?

10-above number ofpersons 6-10 persons 3-5 persons 1-2 persons Others Business Colleague(s) Friend(s) Family Alone ***List may be regularly***List maybe updated to includeadditionalactivities Participation infestival activities Food tasting, dining Shopping for boardingSand Sight seeing Exposure visitto fruitprocessing Church visitation Diving Scuba Swimming, snorkeling Trekking Tourist Attractions Please specify:______Please 1 - 20 Supplemental reading 1 Profiling the Local Tourism Industry Q8 Q7 Q11 excluding thecost ofpackage tour? How province much city/ didyou inthismunicipality/ orwillspend spend "Yes"If How province much city/ didyou inthismunicipality/ orwillspend person? spend per "No"If youAre traveling by ? leisure, shopping,transportation, etc.) accommodation, and total includingallexpenditures offood of expenses How much didyou forthewholetrip?(Approximated orwillspend spend specific attraction)? specific provinceHow didyou ______(themunicipality/city about hear orthe No Yes Age: ______Please write down your Internet Tourism Fair Brochure Advertisement Family/ friend PhP 4,000.00-P6,999.00 PhP 1,000.00-P3,999.00 less thanPhP 1,000.00 PhP 4,000.00-P6,999.00 PhP 1,000.00-P3,999.00 less thanPhP 1,000.00 PhP 4,000.00- P6,999.00 PhP 1,000.00- P3,999.00 less thanPhP 1,000.00 Sex: pleasespecify:______Others, Male more thanPhP 10,000.00 PhP 7,000.00-P9,999.00 more thanPhP 10,000.00 PhP 7,000.00-P9,999.00 more thanPhP 10,000.00 PhP 7,000.00- P9,999.00 Female 1 - 21 Supplemental reading 1 Profiling the Local Tourism Industry Adapted from DOT 2012,Tourism manual statistics forlocal government units of Example 18.Summary Tourists/ Visitors template. You worksheet for summary you mayto fillout atthe Annex findthepull-out S. questionnaire,After floating thesurvey you may collate the results andsummarize itusingthe following Subtotal Laoag InternationalAirport Point ofentry Sub-total Paoay Public Market Paoay Course Golf La Paz Dunes Sand Paoay Ancestral Houses St. Agustine Church Paoay Paoay Lake FestivalGuling-Guling Loom WeaversAbel Food: Longganisa Ilocos Paoay Public Market Paoay Course Golf La Paz Dunes Sand Paoay Ancestral Houses St. Agustine Church Paoay Paoay Lake Attraction Year Number Male Sex Female Resident Philippines Place ofResidence Non-resident Foreign 1 - 22 Supplemental reading 1 Profiling the Local Tourism Industry References Development Approach. New York, USA: Van Nostrand Reinhold. Inskeep, E. (1991). Tourism Planning: An Integrated andSustainable of Department Tourism (2011).National Tourism Development Plan 2011–2016. Statistics for Manual Local Government Units. Philippines: Authors. Manila, of Department Tourism &JapanInternational Cooperation (2012). Agency Tourism Philippines: JapanInternational Cooperation Agency. Calanog, L.,Reyes, P. &Eugenio, V. Ecotourism (2011).Making Work. Manila, 1 - 23 - Supplemental reading 1 Profiling the Local Tourism Industry pull-out worksheets Annexes 1 Tourism forLocal Guidebook Government Units - 24 Annex LGU A.Basic Information Coordinator:______Name ofPlanning andDevelopment Name of Tourism Officer:______Bayan/Panglungsod/PanlalawiganSanggunian Members: Vice Mayor:______Mayor:______Local Government Officials economicMajor activities:______Language/s spoken:______Religions:______Number ofbarangays:______Population:______Province:______Region:______Name ofLGU: ______Ethnic groups:______Land Area:______Profiling the Local Tourism Industry Supplemental reading 1 Supplemental reading 1 Supplemental reading 1 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

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

Category Attraction Location Activities

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

1- 25 1- 26 Supplemental reading 1 Supplemental reading 1 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

Annex D. Accommodation and Other Facilities Annex E: Accommodation Number Average length Name of establishment Average rate Occupancy rate Nature Establishment/ Facility Location Contact Details of rooms of stay

1- 27 1- 28 Supplemental reading 1 Supplemental reading 1 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

Annex F: Transportation Annex G. Total Revenue Contributions to LGUs for the past 3 years

Type Schedules Route Average Fare Category Total Revenue contributions (PhP)

Year 1:____ Year 2:______Year 3:_____

The revenue contributions to LGU per category can be determined for business planning of tourism in the LGU. 1- 29 1- 30 Supplemental reading 1 Supplemental reading 1 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

Annex H. Labor Annex I. Tourism Stakeholders

Address and Category Number of Employees Groups Role in Tourism Name of Organization and Head Contact Details

Male Female

1- 31 1- 32 Supplemental reading 1 Supplemental reading 1 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

Annex J. Emergency Contacts Annex K. Tourism Education

Organized/ Number of participants Phone Number Participant groups Office/ Agency Contact Person Address Phone Number Title of training/ conducted by Date, venue study tours Male Female

1- 33 1- 34 Supplemental reading 1 Supplemental reading 1 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

Annex L. Tourism Projects in the Past 5 Years Annex M. Peace and Order and Incidence of Crime

Implementing Sources of Name of Project Duration Partners Amount Nature of incident Description Agency Funds

1- 35 1- 36 Supplemental reading 1 Supplemental reading 1 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

Annex N. Hazards Based on Hazard Maps Annex O. Multihazard Map

Hazard Location Tourist Attraction

1- 37 1- 38 Supplemental reading 1 Supplemental reading 1 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

Annex P. Infrastructure: Roads and Bridges Annex Q. Infrastructure

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

1- 39 1- 40 Supplemental reading 1 Supplemental reading 1 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

Annex R: Visitor Activity Survey

Please put a check mark ( ) on the specific box beside your answer. Additional information may also be asked. Please provide answers accordingly. Q4 What activities did you do during your stay in this municipality/ city/ province? Please check the attractions/ destinations listed below.

Where is your residence? Q1 (List down all the tourist activities that they can do in your municipality/city/province.) In this Province Outside of this Province Name of Province:______Foreign Country Name of the Country:______Tourist Attractions

Q2 Are you going to stay overnight or one day trip in this province? One-day visitor Over-night visitor How many night(s): ______

Q3 Which attractions and destinations did you visit or going to visit during your stay in this municipality/ city/ province? Please check the attractions/

destinations listed below.

(List down all the attractions found in your municipality/city/province.)

Tourist Attractions Q5 Are there any person(s) traveling with you? Alone Family Friend(s) Business Colleague(s) Others Please specify:______

Q6 How many persons are traveling with you including yourself ? 1-2 persons 3-5 persons 6-10 persons 10-above number of persons

1- 41 1- 42 Supplemental reading 1 Supplemental reading 1 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

How much did you spend or will spend for the whole trip? (Approximated Annex S. Summary of Tourists/ Visitors Q7 total of expenses including all expenditure of accommodation, transport, meals, drinking, shopping, etc.) Sex Place of Residence Attraction Year Number less than PhP 1,000 .00 PhP 7,000.00- P 9,999.00 Male Female Philippines Foreign PhP 1,000.00- P 3,999.00 more than PhP 10,000.00 Resident Non-resident PhP 4,000.00- P 6,999.00

Q8 Are you traveling by package tour? Yes No

If "Yes" How much did you spend or will spend in this municipality/ city/ province excluding the cost of package tour?

less than PhP 1,000 .00 PhP 7,000.00- P 9,999.00 PhP 1,000.00- P 3,999.00 more than PhP 10,000.00 PhP 4,000.00- P 6,999.00

If "No" How much did you spend or will spend in this municipality/ city/ province per person? less than PhP 1,000 .00 PhP 7,000.00- P 9,999.00 PhP 1,000.00- P 3,999.00 more than PhP 10,000.00 PhP 4,000.00- P 6,999.00

How did you hear about ______(the municipality/city province or the Q11 specific attraction)?

Family/ friend Others, please specify:______Advertisement Brochure Tourism Fair Internet

Please write down your Age: ______Sex: Male Female

1- 43 1- 44 Linking the Tourism Development Plan with the Mandated Local Plans

Supplemental reading 2 2 1 - Supplemental reading 2 Linking the Tourism Development Plan with the Mandated Local Plans Plan. beforefor analysis oflanduseandsectoral thepurpose isnecessary formulating the Tourism Development Plan (PDPFP)isprepared whiletheCLUP andCDPare prepared level. at theCity/Municipal them Revisiting to prepare two setsofplansat theprovincial level theProvincial Development andPhysical Framework Local Government Units(LGUs) are mandated by 7160ortheLocal Act Republic Government Code of1991 the TDP. the municipalities/citiesincludedinit. Their role inthe circuit mustbeconsidered theformulation during of first step to determine iftheprovince isanimportant It hasalready developed a circuit.tourism Then, identify cities withintheirpoliticaljurisdictions. Provinces whichhave existing develop tourism plansoften tourism circuits consisting ofmunicipalitiesand The TDP hasto linkwiththePDPFPasitis physical anddevelopment planintheprovincial level. Situating theTDP within thePDPFP TDP goalswiththeexisting goalsoftheCLUP andCDP. would thenbestrengthened by findingthe relevance oftheproposed Tourism withitsfuture state. Development Plan (TDP) This linkage of theLGU initsCLUP enshrined andCDPto establishthelinkof Likewise, the Tourism know andunderstandthevision must Officer potentials that are notyet includedoridentified inthe existing plans. CDP, CLUP andPDPFP, especiallyindeveloping prospective tourism The local informationTDP canalsoprovide inupdating the important inputs inthepreparation ofthe Tourism Development Plan. Through to this, provide existing situations are valuable re-examined Local Government Units(LGUs). Specifically, thiswillhelp LGUs: Development Plan(CDP) andComprehensive Use Land Plan(CLUP) ofthe would placed be Plan (TDP) inthecontext oftheComprehensive This supplemental reading outlineshow theLocal Tourism Development • Linkthe TDP withtheLGU’s mandated localplans.

1 Box 1 Brief DescriptionofLocal Plans and institutionalsectors. economic, infrastructure, environmental comprising thefollowing social, sectors: is amulti-sectoral development plan CDP uses oftheLGU. theexistingandfuturedescribes land CLUP implementation. investment programming, budgetingand (PPAs)and activities asmajorinputs to and corresponding programs, projects development goals, objectives/strategies containing itslong–term vision, and development planoftheprovince is themerged physical framework plan PDPFP 2 2 - Supplemental reading 2 Linking the Tourism Development Plan with the Mandated Local Plans To situate tourism inlocaldevelopment, refer to theCDPandfollow thesteps below. Situating theTDP withintheCDP T with thedesired aspirations sectoral oftheLGU. should have goalsoftheCDP. withthesectoral aninterface to makethe This isnecessary TDP relevant Please note that notallthegoalsstated intheCDPare necessarily significant in tourism. related to: areFor instance, thetourism goalsinthemainGuidebook(Formulating the Local Tourism Plan) Development between The linkage TDP andtheCDPcanbeestablishedthrough theinter-relatedness oftheirgoals. he tourism industry is a sub–sector oftheeconomic sector. which isasub–sector industry isalsoamulti-sectoral he tourism industry It Box 2 STEP 2: Choose thesectoralSTEP 2:Choose goalswhichare relevant to tourism development. intheCDP; and STEP 1:Revisit thesocial, economic, environment, infrastructure institutionalsectors and Brief DescriptionofSectors resources. shows how It localgovernance isrunby thecurrent officials. setofelected discloseshow theLGUInstitutional Sector interms ofmanaging itslocalaffairsand performs to thelocalpopulation. services infrastructure facilitiesandutilitiesoftheLGU to cater theneedsandrequirements ofproviding determines thecapacity, Sector Infrastructure adequacy, and conditionof existing efficiency resources andotherphysical attributes. demonstratesEnvironment theenvironmental Sector oftheLGU quality to withrespect its natural andtourism. trade, industry etc.,employment opportunities, asresults agriculture, ofthefollowing sub–sectors: commerce and showsEconomic data suchasfood, oneconomic Sector goodsandservices, products; manufactured housing,health andnutrition, education, socialwelfare andprotection services. oftheLGU embodiesthesocialcharacteristics Sector revealedSocial through indicators, for instance on the CDPsectoral goalsasdisplayed inExample 1. and increasing cover biodiversity andwildlifesightings(Environment are sector) linked to sector/Infrastructure (Social sector); improving access to development tourism skills andutilities/facilities increasing theincome andemployment ofcommunity (Economic people sector); 2 3 - Supplemental reading 2 Linking the Tourism Development Plan within the Mandated Local Plans Example 1.Summary:RelevanceofCDPSectoralGoalstotheTourismDevelopmentPlan worksheet for you to filloutin Annex A. The following isanexample oftherelevant goalsfrom sectoral theCDP. You may findthepull-out Sector

Institutional Sector Infrastructure Sector Environment Sector Economic Sector Social Sector 4. Transparent andaccountable governance administration system that would raise LGU revenues 3. Enhanced fiscalautonomy andimproved tax 2. Enhanced fiscaladministration 1. Strengthened humanresource development andeco agri-industrial –tourism destination and indeveloping acompetitiveTechnology (ICT) 4. Maximized role ofInformation and Communication differentpower socio-economic requirements 3. Sustainable, stableandadequate power supplyfor the sufficient water supply for agriculture and production 2. Enhanced water for quality humanconsumption and routes locations andinstitutions leadingto important 1. Improved safety, andlesscircuitous mobility access andnatural hazards 4. Improved protection andsafety from disaster risks healthy living community management promoting cleanenvironment and 3. Effective andefficient implementation of eco – waste othernatural resources development 2. Sustainableforest, freshwater, mineral resources and viablehealthy livinginharmony withnature 1. Ecologically –balanced ecosystem that promotes establishments doingbusinessinthemunicipality 4. Increased numberofemployment –generating 3. Balanced economic development 2. Premier destination eco-tourism 1. Competitive agricultural development 4. Improved andequality genderparity 3. Preserved cultural legacies 2.Enhanced socialwelfare delivery especiallyto thevulnerable anddisadvantaged sectors. madeaccessible1. Expandedhealthcare to all, services Goals Goals 2 postingbiddingoftourism projects Government Procurement Electronic System (PHILGEPS) Reform of2002)through Act theuseofPhilippine 9184(Government RA 4. Implementing Procurement from taxcollection tourism establishments efficient 3. Making development meansofgenerating2. Initiating fundsto finance tourism 1. Creating andinstitutionalizingthelocal tourism office accessible intourism sites. information andcommunication4. Making technology establishments 3. Providing to tourism sites andsupport electricity concessionaire ornatural sources 2. Providing safe water supplyfrom available water tourism sites connecting /clusters/circuits 1. Providing feasible alternate roads andaccess routes areas risky 4. Locating tourism development away from hazardous and tourism establishments 3. Establishingproper disposalofliquidandsolidwastes by development ofbiodiversity andsustainablenatural resources tourism development2. Initiating that promotes conservation livinginharmony withnature that promote tourism activities 1. Spearheading viablehealthy 4. Granting tourism investment incentive to businesses attract stimulates development ofotherindustries asanengine ofgrowth tourism industry that 3. Making 2. Developing circuits/clusters oftourism attractions/sites beproductively developed for bothagriculture andtourism 1. Promoting agri-tourism where agricultural prime landscan andfemale applicants intourism establishments 4. Promoting for equalemployment male opportunities 3. Preserving significant cultural sites heritage madeavailable to tourists 2. Promoting sociallyinclusive welfare that canbe services 1. Providing healthcare program for tourists. Relevance to the Tourism Development Plan 3 2 4 - Supplemental reading 2 Linking theTourism Development Plan within the Mandated Local Plans The following steps willsituate thetourism development planwithintheCLUP: Plan withintheCLUP Situating theTourism Development any oftourism development. type indicates areas that needto andthosewithphysical beconserved, preserved constraints that may impede also land usesintheLGU.Thesepiecesofinformationareusefultourismdevelopmentplanning.It The CLUPdescribesthepresentphysicalconditions(attimeofformulation)andidentifiesexisting Coordinator whocanprovide technical assistance. can refer to Annex D. You Planning may /Municipal andDevelopment alsoseekthehelpofCity The process above described iscalledSieve. Mapping To familiarize ypurselfwiththismethod, you development. To proceed, follow thesteps below: to takeinto accountimportant otherthematic mapsintheCLUP whenyou are planningfor tourism Illustrate usingthe thelocation andsites ofattractions inyour city/municipality Tourism Map. isalso It that theycanbeproperly monitored. also helpestablishtheparameters oftourism–related zones so legally enforces theexisting landusesspecifiedintheCLUP.It can Similarly, thezoning ordinance mustbeconsidered becauseit for your reference. (HLURB). Azoning mapcolor code isprovided inAnnex EandF is prescribed Board by theHousingandLandUse Regulatory from thecolor code usedinthezoning mapwhosestandard color scheme information whichisbeingused. This isdifferent Please takenote that alegendofthethematic mapprovides the Development Coordinator whoisalready cognizant oftheCLUP. Planningcan seektheassistance /Municipal and oftheCity withthematic maps, working illustration. the In Tourism Officer information throughuseful ingiving avisualdisplay particular or These are illustrated inthematic mapsfound inCLUP whichare STEP 2:Afterwards, overlay thefollowing thematicmaps: Theexample usestheTourism ofRodriguez, Map . foundintheCLUP usemap theland STEP 1:Overlay into the Tourism Map. worksheetSTEP 2:Find foryouAnnex to filloutin thepull-out B. to thetourism development. STEP 1:From useclassification theexistingland ofthe LGU, pickoutthose relevant a. Infrastructure ofmap. Map;b. types Multi-hazard map;andc. Other

Box 3 potential tourism sites. Tourism mapindicates existing and cemetery, etc. schools, municipalandbarangay halls, mappointsInstitutional location of lines, etc.electricity Infrastructure mapdisplays road networks; areas, forest areas, etc. General landusemapexhibits builtup infrastructure development. conditions are notgoodfor tourism mapshowsSoil areas whoseground prone to landslides, floodinganderosion. Combined hazard mapindicates areas Thematic Information Map 2 - 5 Supplemental reading 2 Linking the Tourism Development Plan within the Mandated Local Plans Development Plan Example 2.Relevance Use ofExistingLand Classification to the Tourism

6. Water 5. TourismZone Quarrying and 4. Mining 3. Built-up areas 2. Agricultural land 1. Forestland Existing Land UseExisting Land Classification 4 • RepublicAct 9275(Clean Water Act of2004) • Presidential Code) 1067(Water Decree • Presidential by policies 600and979(Marinepollution NationalPollution Decrees Control Commission) water bodiesshouldbemitigated. The following aslegalbases: serve Tourism development, that may establishment contribute andactivities to pollutionandadverse impact Creeks, rivers, andotherbodies ofwater tributaries found inthe LGU. • RepublicAct 9593(Tourism Act 2009) • RepublicAct 7916(Philippine Economic Zone Act 1994) Authority issuedon17June1999. • Executive Order111,S.1999, EstablishingtheGuidelinesforEcotourism inthePhilippines Development Land usededicated to tourism development andactivities. The following aslegalbases: serve Tourism sites, attractions/ examples: , parks, etc. resorts, the legalbasis. Incompatible landusewithtourism as development. Act orthePhilippine of1995serves Mining RA7942 ofsandandgravel. andquarrying resources Mineral activities extraction infrastructure andutilities. services, Availability oftourism support Land usesfor residential, commercial, industrial, institutional, roads andbridges, etc. by DAR andDA. orregulatedRestricted tourism development withinagricultural land. National policiesare administered “CARPable” Zone, SAFDZone, etc. Management Bureau,DENR, specificallytheBiodiversity ENRO, etc. orregulatedRestricted tourism development withinforestland. National policiesare administered by classification. Production forest /orchard, protection forest, watershed, NIPAS andNon–NIPAS areas fallunderthis Relevance to the Tourism Development Plan 2 6 - Supplemental reading 2 Linking theTourism Development Plan within the Mandated Local Plans Example 3.Overlaid Tourism Map 2 7 - Supplemental reading 2 Linking the Tourism Development Plan within the Mandated Local Plans Land Use,Land andZones Example 4.Characteristics of Tourism Attractions/ Sites basedon Thematic Maps, the landuse, zoning andthematic maps. You mayworksheet findthepull-out for you to filloutin Annex G. The sites example ofthetourism attractions/ below interms thecharacteristics oftheirlocation describes in Noah’s Park Attraction/Site from Tourism Map Infrastructure Map Infrastructure 5 Thematic Maps hazard map Combined Refer to HLURB for othertypes Guidelines Guidelines of map Land UseLand Classification Zoning 2 - 8 8 - Supplemental reading 2 Linking the Tourism Development Plan within the Mandated Local Plans

Supplemental 1(Profiling Reading the Local to gather suchinformation. Industry) Tourism site may notbefound ontheSieve Map. Thus, you shouldmaximize Annexes PandQin informationSome regarding thestatus ofroads andaccess routes to thetourist attraction/ Example 4.Roadclassification to attractions/site An example isprovided below. You mayworksheet findthepull-out for you to fillout atthe Annex H. tourism site/attraction. The sameSieve shouldshow Map theinternal road anditsclassification networks leading to the provide oftheaccessibility apicture oftheattractions/sites to tourists andvisitors. for theLGU isimportant It to mapouttheroad to connected networks thetourist attractions/sites. This will Noah’s Park Avilon Zoo Attraction/Site from Tourism Map Brgy Isidro San Brgy Isidro San Location Pathway /track Pathway /track Road Classification Supplemental reading 2 Linking the Tourism Development Plan within the Mandated Local Plans 4 3 2 1 5 CLUP shouldhave aNational Park from asoneofthelanduseclassifications, forestlands. apart As stipulated in Notes business planoftheLGU specificallydedicated for thedevelopment ofthe industry.tourism The “Guide onBusinessPlanning for Local Government Units(LGUs)” isausefulreference increating the Clemente, ofCDP2011–2016San Goals (withmodifications) intheregional,Development Areas provincial, (TDAs) andmunicipallevels. city The National Tourism Development Plan, 2011-2016alsoidentifies thecluster destinations and Tourism You of may refer 7-Managing theImpacts Reading Tourism to Supplementary ofthisGuidebookfor section 2 9 - Supplemental reading 2 Linking the Tourism Development Plan within the Mandated Local Plans Statement System. ______(1978). Presidential Decree 1586.Philippine Environmental Impact ______(1977b). Presidential Decree 1152.Philippine Environmental Code. ______(1977a).Presidential Decree 1151.Philippine Environmental Policy. Philippines. ofthePhilippinesRepublic (1975).Presidential Decree No. 705.Forestry Reform Code ofthe edu/geog586 Geography, Pennsylvania State University, Pennsylvania. Retrieved from https://www.e-education.psu. O’Sullivan, D. Overlay andSieve (2014).Boolean Mapping. of Unpublishedraw data, Department Clemente, ofSan Municipality Tarlac (2011).Local Development Investment Programming 2011–2020. Clemente, ofSan Municipality Tarlac (2011).Comprehensive Development Plan 2011–2016. Clemente, ofSan Municipality Tarlac (2011).Comprehensive LandUse Plan 2011–2020. (2011).Comprehensive Rizal ofRodriguez, Municipality LandUse Plan 2012–2022. Management. of Local Planning, Investment Programming, Revenue Administration, BudgetingandExpenditure ofFinanceDepartment (2007).Joint Circular Memorandum No. 1.GuidelinesontheHarmonization National Economic andDevelopment Authority, and ofBudgetandManagement Department Philippines: Author. Zoning______(1996).Model Ordinance. Volume X.Fourth Edition. Revised City, ______(2001).Planning Strategically. , Philippines: Author. 1and2).Quezon City,(Volumes Philippines: Author. Board (2006).AGuideto ComprehensiveHousing andLandUse Regulatory LandUse Plan Preparation Retrieved from http://www.tandfonline.com/doi/pdf/10.1080/09595236900185191 Forbes, J. Analysis (2007).AMap ofPotentially Developable Land.Regional Studies, 3(2),179-195. Planning andManagement”. Gland, Switzerland andCambridge, IUCN. United Kingdom: , P., McCool, S.&Haynes, C.(2002). “Sustainable Tourism inProtected Areas: Guidelinesfor Butterworth-Heinemann Kingdom: Doswell, R.(1997). Tourism: How EffectiveMakes theDifference.Management Oxford, United Planning for Tourism. London, Author. United Kingdom: for CommunitiesDepartment andLocal Government Practice (2006).Good Guideon No. Act RulesandRegulations (IRR)ofRepublic Implementing 7586(NIPAS of1992. Act ______(2008).DENR-Administrative Order (DAO) No. 2008: “Revised . Quezon City, andManagementGuidebook Development Philippines: Author. ofEnvironmentDepartment andNatural Resources (2006).Community Enterprise References 2 - 10 - Supplemental reading 2 Linking the tourism development plan within the Mandated local plans of Good Practicesof Good Sized inSmallandMedium- Enterprises. Madrid, Spain:Author. World Tourism Organization (2003).SustainableDevelopment ofEcotourism: ACompilation More Sustainable:AGuidefor Policy Maker. Madrid,Spain:Authors. United Nations Environment Programme and World Tourism Organization (2005).Making Tourism andLocal oftheInterior Government.Development Department Serote, E. Local (2005).Rationalized Planning System ofthePhilippines. Bureau ofLocal Government 9593. Act ______(2009).Republic Tourism Act. 9184.Government Act ______(2002).Republic Procurement Reform Act. andProtectionManagement Act. 9072.National Act ______(2001b). Caves Republic andCave Resources Act. 2001. 9147. Act ______(2001a).Republic Wildlife Resources andProtection Conservation Act. Modernization 8435.Agriculture Act ______(1997).Republic andFisheries Act. 7942.Philippine Act ______(1995).Republic Mining 7192. Act ______(1991b). Republic Women inDevelopment andNation BuildingAct. Philippines. 7160.Local Act ______(1991a).Republic Government Code ofthe Environmental Statement System Impact EstablishedunderPDNo. 1586. Projects asEnvironmentally andwithintheScope ofthe Critical ______(1981).Presidential Proclamation 2146.Proclaiming Areas Certain and Types of References 2 11 - Supplemental reading 2 Linking the Tourism Development Plan within the Mandated Local Plans pull-out worksheets Annexes Supplemental reading 2 Supplemental reading 2 Tourism Guidebook for Local Government Units Linking the Tourism Development Plan within the mandated Local Plan Tourism Guidebook for Local Government Units Linking the Tourism Development Plan within the mandated Local Plan

Annex A. Relevance of CDP Sectoral Goals to the Tourism Development Plan Annex B .Relevance of Existing Land Use Classification to the Tourism Development Plan

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

Social Sector

Economic Sector

Environment Sector

Infrastructure Sector

Institutional Sector

2- 12 2- 13 Supplemental reading 2 Supplemental reading 2 Tourism Guidebook for Local Government Units Linking the Tourism Development Plan within the mandated Local Plan Tourism Guidebook for Local Government Units Linking the Tourism Development Plan within the mandated Local Plan

Annex 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:

1. Determining the inputs 2. Data acquisition 4Basic Steps 3. Putting the data sources into a uniform coordinate system 4. Overlaying the maps

Data Inputs

The data used are barangay and municipal Boundary, water systems, infrastructures such as roads, bridges, and transportation terminals, well-known tourism sites, and areas prone to natural hazards such as floods, landslides, and faults.

Using GIS techniques, these data were digitized, edited, and transformed from their original formats to a consistent data format (and placed in a geodatabase). This is essential in showing a discernible spatial distribution or phenomenon. Furthermore, data processing was applied so that they can be used for further analysis.

2- 14 2- 15 Supplemental reading 2 Supplemental reading 2 Tourism Guidebook for Local Government Units Linking the Tourism Development Plan within the mandated Local Plan Tourism Guidebook for Local Government Units Linking the Tourism Development Plan within the mandated Local Plan

Data Acquisition Annex E Data were acquired from different government agencies and various open data sources available to the public. These sources are: COLOR CODES FOR ZONING MAP (URBAN)

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

Since the data came from different sources, their coordinate systems (a reference system used to represent 2. Commercial the real world locations of geographic features) were not identical. Thus, the input data need to be converted into a common coordinate system to ensure that the map layers are referenced to the same C1 planar surface. This was done using projection and transformation tools in GIS. The final coordinate system is WGS 1984 UTM Zone 51 North, a projected coordinate system. C2 Map Overlay and Resulting Output C3

The final step in the sieve mapping process is overlaying the different data layers. The output map shows 3. Institutional the location of tourism sites in reference to the road network, river network, transportation terminals, infrastructures, fault lines, and areas that are prone to hazards such as flooding and landslide. G1

S1

4. Industrial

I1

I2

I3

5. Infrastructure

6. Open Space

Overlaying the different Appropriate 7. Others color other than data layers the above (Cemetery, Land fill site)

Source: HLURB, 1996 2- 16 2- 17 Supplemental reading 2 Supplemental reading 2 Tourism Guidebook for Local Government Units Linking the Tourism Development Plan within the mandated Local Plan Tourism Guidebook for Local Government Units Linking the Tourism Development Plan within the mandated Local Plan

Annex G. Situating Tourism Potentials / Sites Annex F Thematic Maps Attraction/Site from Zoning COLOR CODES FOR ZONING MAP (GENERAL) Refer to HLURB Land Use Tourism Map Combined Guidelines Classification Infrastructure Map hazard map for other types of map ZONING CATEGORY COLOR CODE

1. Built-up

2. Agriculture

3. Forest

4. Special Use

4.1 Mining/Quarrying

4.2 Grassland/Pasture

4.3 Agro-Industrial

4.4 Tourism

Appropriate color other than 4.5 Other Uses the above

Source: HLURB, 1996

2- 18 2- 19 Supplemental reading 2 Tourism Guidebook for Local Government Units Linking the Tourism Development Plan within the mandated Local Plan

Annex H. Road Classification to Attractions/ Site

Attraction/Site from Location Road Classification Tourism Map

2-20 Adopting the Tourism Development Plan

Supplemental reading 3 3 -1 Supplemental reading 3 Adopting the Tourism Development Plan of the Sanggunian towardsof theSanggunian thisend, dependingonthesituation intheLGU, to wit: can endorseitto for theSanggunian adoption. There are andcommitment two ways ofgainingsupport impetus for implementation. Once the TDP hasbeenapproved by theLocal ChiefExecutive(LCE), he/she Formally adoptingthe Tourism through aresolution provides Development thenecessary Plan (TDP) Ordinance toprotectidentified tourismsitesandinfrastructurerequirementsofthe plan. which canbeintegratedintheirrespectivelegislativeagenda. ThismayincludeupdatingoftheZoning Sanggunian shouldincludeproposedlegislativemeasures thatareneededfortourismdevelopment, in theirrespectivejurisdictions.Asampleresolutionisprovided inExample1.Thepresentationtothe approval. TheSangguniancanissuearesolutiontoadopt theplantojumpstarttourismdevelopment The activeparticipationoftheSanggunianinformulation oftheTDPisenvisionedtofacilitateits Why isthereaneedtoadopttheplan? How canweinstitutionalize theplan? such, enjoys broad-based support. such, enjoys broad-based support. the development was oftheplan aresult ofacollaborative of stakeholders,various effort and as organization oftheLDCinallstagestourism members development to planning show that to ofthelegislative approvemembers body isessentialto It involve theplan. non-government body, planning themandated Development Council ofthe (LDC), to isinaposition rally support The LCE TheLCE, to presents plan theSanggunian. thedraft oftheLocal astheChairperson tourismchampion inthelocal legislative council; or a representative onintheprocess early from to theSanggunian buildhis/hercommitment to Development Coordinator,and to include is important It to presents plan theSanggunian. thedraft fortourism development, Chairperson The Sanggunnian withassistance from theLocal Planning Units: This supplemental reading ofthe Tourism for Guidebook Local Government ofthetourism plan. • Provides tools, worksheets andtipsto facilitate adoption andinstitutionalization planinstitutionalization; and • Walks you andcommitment through towards thesteps onmobilizingsupport 3 - 2 Supplemental reading 3 Adopting the Tourism Development Plan Example 1:ResolutionAdopting the Tourism Development Plan Governor/Mayor APPROVED: SBMember SBMember SB Member SBMember SBMember SB Member Presiding Officer ATTESTED: to theSP/SB Secretary (Signed) Panlalawigan/Panglungsod/Bayan itsregular during sessionon______. toI hereby oftheforegoing thecorrectness certify resolution whichwas dulyadopted by theSanggunian . CARRIED ______. RESOLVED, to adoptasithereby adoptsthe Tourism Plan oftheProvince/City/Municipality of NOW THEREFORE,thisbodyinsessionassembled; aspiration to become anestablishedtourist destination; the ______province/city/municipality, paves theway for therealization ofthestakeholder’s WHEREAS,theadoptionofatourism development plan,ablueprint ofprogress anddevelopment for of thecommunity; tapped anddeveloped, cangenerate revenues for localbusinesses, create jobs, andimprove thewell-being WHEREAS,______Province/City/Municipality tourism potential possessesenormous which,if engine ofgrowthas theprimary for thelocaleconomy; WHEREAS,theMedium Term Philippine Development Plan (MTPDP) recognizes that tourism canserve mandate ofthelocalgovernment; WHEREAS,theLocal Government Code hasidentified thedevelopment andpromotion of asa tourism “ADOPTING THE TOURISM OF PLAN THE PROVINCE/CITY/MUNICIPALITY OF______” Resolution No.Resolution of______,Series Preparing for Tourism Development Plan Implementation

Supplemental reading 4 This supplemental reading of the Tourism Guidebook will help LGUs: You may find the pull-out worksheet for you to fill out in Annex A. • Prioritize tourism projects for implementation; • Rank prioritized tourism projects using the Goal Achievement Matrix (GAM) method; and • Enhance success of the plan implementation through capacity development. Example 1. Tourism Project Profiles

Estimated Project Project Name Brief Description Cost (Php) Ecotourism The proposed project advocates protection of the natural resources, the base 13.2 M Development Project from which the ecotourism industry thrives. It seeks to put in place mechanisms that are environmentally sustainable, economically viable, and This section will tackle how the TDP would be implemented through the ranked tourism projects from socially equitable in order to bring about development in the municipality its list of programs/projects/activities (PPAs) identified in the section on Formulating the Tourism that would redound to the benefit of local communities. Development Plan. The GAM method, developed by Morris Hill in 1966, will be used in the process of selecting, prioritizing and ranking all those listed PPAs using a set of criteria and assigned . Wawa Dam Road The proposed project is a rehabilitation of the 5 – km access to Wawa Dam 50 M Similarly, it will cover discussion on capacity development for implementors and stakeholders which can Improvement Project which will benefit xxx people / residents. boost the successful implementation of the TDP.

There is a need for LGUs to implement those ranked projects in the TDP because they are the fulfillment of its goals and objectives. However, it has to be complemented with the necessary capacity development of the implementers and stakeholders to make the implementation successful. Others

Tourism Project Profile

A project profile is a document that briefly describes the tourism project, indicating the objectives, location, and target beneficiaries. Likewise, it also indicates the possible sources of funds and the period

Preparing for Tourism Development Plan Implementation Plan Development Tourism for Preparing of project implementation. More importantly, it spells out the project components and activities and their corresponding costs. Implementation Plan Development Tourism for Preparing

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.

4 reading Supplemental

4 reading Supplemental

4- 1 4- 2 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. STEP 2

These are the steps in prioritizing tourism projects: Set a hierarchy of prioritization categories and match them with a set of criteria. Serote Example 2. Prioritized Tourism Project (2005) provides a valuable means of doing this, as shown in Table 1, which can be adopted by LGUs. Timeframe1

STEP 1 Estimated Cost Implementing Project Name 1 2 3 (Php) Office Yr Yr Yr Yr Yr Yr Yr Yr Yr 1 2 3 4 5 6 7 8 9 Table 1. Criteria for Prioritizing Tourism Projects Ecotourism Development Project CATEGORY GENERAL CRITERIA Wawa Dam Road Projects that cannot be reasonably postponed Improvement Project Projects that would remedy conditions dangerous to public health, safety and welfare Urgent Projects that maintain critical programs Others Projects that respond to emergency situations

Projects required to complete or make usable a major public improvement Projects required to maintain minimum standards as part of on-going program Essential Desirable self-liquidating projects

Projects for which external funding is available

Preparing for Tourism Development Plan Implementation Plan Development Tourism for Preparing Preparing for Tourism Development Plan Implementation Plan Development Tourism for Preparing Projects that should be carried out to meet clearly identified and anticipated needs 1Timeframe assumes the maximum tenure of the Local Chief Executive. Necessary Projects to replace obsolete or unsatisfactory facilities Projects for repair or maintenance to prolong life of existing facilities

Projects needed for expansion of current programs Desirable Projects designed to initiate new programs considered appropriate for a progressive community

Projects that can be postponed without detriment to present operations if Acceptable

budget cuts are necessary

4 reading Supplemental

Supplemental reading 4 reading Supplemental Projects recommended for postponement or elimination from immediate consideration in the current LDIP Deferrable Projects that are questionable in terms of over-all needs, adequate planning or proper timing

4- 3 4- 4 4 - 5 - Supplemental reading 4 Preparing for Tourism Development Plan Implementation Table 2. Tourism Project Scale Rating tourismeach prioritized project. from oftheassigned summinguptheproducts for eachgoalmultipliedby therating of The result would beatabulation ofranked basedontheirtotal tourism projects scores derived to assistyou inusingGAM to rank your tourism prioritized projects. formulation oftheLocal Development Investment Programming (LDIP).Hence, you canaskthem Planningtool /Municipal andDevelopment amongCity Coordinators becauseitisusedinthe would benefits projects favorableto thehost bring socio-economic LGU. The GAM isafamiliar achieve ofthe thegoalsandobjectives TDP, especiallyiftheinvestments poured into these The GAM determines contribute tourism whichofthoseprioritized projects substantially to Ranking Tourism Projects Here are thesteps inranking tourism projects: Project Rating -1 -3 -2 0 1 2 3 STEP 2 STEP 1 goals are presented in Table 3. corresponding to thenumberassigned to thegoal. Examplesofweighted TDP maytourism project berepresented by avariable W withasubscript of percentage, thetotal weight shouldbeequalto 100%. The weight for each Assign acorresponding weight oneachgoalfrom the TDP. theweight If isinterms corresponding to rating theproject to distinguishthemfrom eachother. The rating for may eachtourism project berepresented by letter Rwithasubscript toproject thefulfillment ofany TDPgoal. in Table tourism prioritized 2may beusedto assessthecontribution ofaparticular ratingEstablish aproject scale. The rating scaleprovided by Serote (2005)shown Representation R R R R R R R 7 6 5 4 3 2 1 Project greatly contradicts the goal Project moderately inconsistent withthegoal Project slightly inconsistent withthegoal Project doesnotcontribute to thefulfillment ofthegoal Project contributes slightly to thefulfillment ofthegoal Project contributes moderately to thefulfillment of thegoal Project contributes greatly to thefulfillment ofthegoal Description 4 - 6 - Supplemental reading 4 Preparing for Tourism Development Plan Implementation 2 Table 3. Weight of TDP Goals

Table Achievement 4.Goal Matrix Subscript of R depends on the project rating ofRdependsontheproject Subscript 5. Enhanced socialwelfare delivery 1. Premier ecotourism destination 6. Maximized role of ICT inthetourism industry 6. Maximized role ofICT 4. Sustainableecotourism development andnatural hazards 3. Improved protection andsafety oftourists from disaster risks to tourism sites 2. Improved safety, andlesscircuitous mobility access routes Project No. Proposed Others 6 5 4 3 2 1 STEP 3 You mayworksheet findthepull-out for you to filloutin Annex C. of eachproject, refer to Table 4andthesampleonExample3. aGAMConstruct tablesimilarto Table order 4.In to compute for thetotal score Goal 1 Goal R xW R xW R xW R xW R xW R xW (a) 1 1 1 1 1 1 2 Goal 2 Goal R xW R xW R xW R xW R xW R xW (a) Project Rating x Goal Project xGoal Rating Weight (Rx W) 2 2 2 2 2 2 Goal Total Goal 3 Goal R xW R xW R xW R xW R xW R xW (c) 3 3 3 3 3 3 Goal 4 Goal R xW R xW R xW R xW R xW R xW (d) 4 4 4 4 4 4 Goal 5 Goal R xW R xW R xW R xW R xW R xW (e) 5 5 5 5 5 5 Goal 6 Goal R xW R xW R xW R xW R xW R xW (f) Representation 6 6 6 6 6 6 W W W W W W (a +bcd 6 5 4 3 2 1 + ef) Score Total Weight Rank 100% 20% 10% 10% 20% 20% 20% 4 - 7

Supplemental reading 4 Preparing for Tourism Development Plan Implementation

Example 3. Goal AchievementExample 3.Goal withscores) Matrix (Sample With reference to Table 2,thetotal score ofProposed Project No. 1canbeinterpreted asfollows: To illustrate aProposed Project No. 1inExample3canbetakenoutandanalyzed. Project No. Proposed The total score isderived from thesummation ofalltheRx W products. Others 6 5 3 4 2 1 GOAL Goal 1 Goal -2 (0.2) -1(0.2) 2 (0.2) 0 (0.2) 3 (0.2) 1(0.2) GOAL it “contributes moderately toand thefulfillmentofgoal5”; it “does notcontribute to thefulfillmentofgoal4”; it “contributes to slightly thefulfillmentofgoal3”; it “contributes greatly to thefulfillmentofgoal1”; Goal 2 Goal it is“slightly inconsistent withgoal6”. it “contributes moderately to thefulfillmentofgoal2”; -3(0.2) 2(0.2) 0(0.2) 1(0.2) 0(0.2) 2(0.2) Project Rating x Goal Project xGoal Rating Weight (Rx W) GOAL RxW Products Goal 3 Goal -3(0.2) -2(0.2) 0(0.2) 3(0.2) 1(0.2) 2(0.2) GOAL Goal 4 Goal -2(0.2) -1(0.2) 2(0.2) 0(0.2) 1(0.2) 0(0.2) Goal 5 Goal -3(0.1) -1(0.1) 2(0.1) 1(0.1) 3(0.1) 2(0.1) GOAL Goal 6 Goal -3(0.1) -2(0.1) -1(0.1) 1(0.1) 0(0.1) 2(0.1) GOAL Score Total -0.40 -0.10 -0.50 0.10 0.90 1.30 SCORE TOTAL Rank 5 3 4 6 2 1 4 8 - Supplemental reading 4 Preparing for Tourism Development Plan Implementation 3 Table 5.Ranked Tourism Projects are planning: thesteps inaction After having ranked planisneededto thetourism projects, implement the anaction TDP. The following Action Planning Process Timeframe assumesthemaximumtenure oftheLocal ChiefExecutive Rank Rank No. 10 9 8 7 6 5 4 3 2 1 2. 1. 3. 5. 4. 6. Project Name STEP 4 You mayworksheet findthepull-out for you to fill outin Annex D. be submitted to theoffice ofthe LocalChief Executive forfunding consideration. as illustrated in Table 5. The 10topmost ranked ormore tourism projects canthen atableforConstruct theranked usingtheGAM tourism projects methodinStep 3, Define each activity and include the timeframe (start andend) for itsimplementation. andincludethetimeframe (start eachactivity Define Provide canbeevaluated. amechanism where theseactivities Allocate theresources theseactivities. available to support Identify are themeansofverifying that undertaken. theactivities chronological manner. forIdentify theactivities implementing thetourism development planina Identify office responsibleactivity. foreachofthe Cost (Php) Estimated Yr 1 1 Yr Yr 2 Yr 3 Timeframe Yr 4 Yr Yr 5 2 Yr Yr 3 6 Yr Yr 7 Yr Yr 8 3 Yr Yr 9 Implementing Office The Action Plan Matrix Building Capacities for TDP 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 Implementation activity. As part of the preparation in implementing the TDP, capacity development is necessary to help enrich the skills of stakeholders and implementors that are needed for its successful implementation. Example 4. The Action Plan Matrix Means of Resources Responsible Activity Definition Evaluation Verification Needed Office/s 1. Organizing Formation of all List of implementing Transportation, Percentage of Mayor’s Office / What is capacity building? the different implementing team and names of supplies, food, implementing LGU Administrator, implementing teams and team members venue, etc. teams organized Tourism Officer, Capacity building or development is the process by which individuals, groups, organizations, institutions teams identification of HR, MPDC members. and societies increase their abilities to: a) perform core functions, solve problems, define and achieve (Weeks 1 – 2) objectives and b) understand and deal with their development needs in a broad context and in a sustainable manner (UNDP, 1998). 2. Holding an Briefing the Attendance sheet, Transportation, Attendance Mayor’s Office / orientation implementing Minutes of meeting, supplies, food, to meeting, LGU Administrator, meeting teams on etc. venue, etc. Contents of the Tourism Officer, The Canadian International Development Agency (CIDA) defines capacity development in the same the expected minutes. HR, MPDC manner. Capacity development refers to the approaches, strategies and methodologies used to improve outputs and performance at the individual, organizational, network/sector or broader system level. Among its key deliverables, etc. objectives are to: a) enhance or more effectively utilize skills, abilities and resources; b) strengthen (Weeks 3 – 4) understandings and relationships; and c) address issues of values, attitudes, motivations and conditions in order to support development goals (DILG-LGSP, 2009). Others There is no singular definition of capacity building. Over the years, capacity building has evolved from being a focus of individual training towards the development of institutions and recently a complex systems at large. Recent definitions emphasize the continuing process of strengthening of abilities to

Preparing for Tourism Development Plan Implementation Plan Development Tourism for Preparing perform core functions, solve problems, define and achieve objectives, and understand and deal with Preparing for Tourism Development Plan Implementation Plan Development Tourism for Preparing development needs (UNESCO, 2005).

A capacity development plan is a document that seeks to rationalize and strategically focus the capacity building efforts of LGUs (UNESCO, 2005). Such plan also outlines the capacity interventions or programs that need to be undertaken to address perceived gaps in knowledge, skills and attitudes (KSAs) of an The Activity Plan individual or organization.

From the action plan matrix, an activity plan can be formulated to specifically list down related activities that would help in the plan implementation. Example 5 stems from the action plan matrix in Example 4.

Example 5. The Activity Plan Schedule

4 reading Supplemental

4 reading Supplemental Week ACTIVITY 1 2 3 4 5 6 7 8

Organizing the different implementing teams

Holding an orientation meeting.

Others

4- 9 4- 10 What are the steps in formulating a What does capacity building involve? Capacity Development Plan? Capacity in the broadest sense is concerned with the following (UNESCO, 2005):

Human Resource Development. It is the process of equipping individuals with the understanding, skills and providing access to information, knowledge and training that enable There is no “one way” to capacity development planning. them to perform effectively. The following are some suggested steps: Organization Development. This covers the elaboration of management structures, processes Establish the organizational and individual competencies that are needed to and procedures, not only within the organizations but also within sectors (public, private and 1. implement the TDP (What capacities should be present in the LGU to support the community). implementation of priority programs and projects?) Institutional and Legal Framework Development. This concerns the making of legal and Examine existing capacity vis-à-vis desired competencies. (Does the LGU have regulatory changes to enable organizations, institutions and agencies at all levels, and in all 2. adequate leadership, management, technical skills, organization arrangement, sectors, to enhance their capacities. motivation, technology and equipment, systems and procedures, regulations, ordinances, and funds to accomplish the goals of the TDP?) Human resource development for tourism must be given priority in order to offer the quality of services expected by the tourist markets. Developing the human resources for tourism requires a systematic Identify capacity gaps. (Where are gaps in capacities? Which capacity areas need approach of projecting personnel needs and determining the training required to provide the qualified 3. to be prioritized?) personnel. Personnel in both the public and private sectors require education and training (UN-WTO, 1998).

Identify priority strategies or actions that need to be taken to improve capacities. 4. (What should be done to improve or develop capacities?) Developing the human resources for tourism requires a systematic approach Prepare a capacity development plan and budget. (How much time, effort and (UN-WTO, 1998): 5. budget would be required to make improvements in the present capacity of the LGU and is it worth it?) 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;

6. Assign roles and responsibilities to achieve the goal and the capacity objectives. Preparing for Tourism Development Plan Implementation Plan Development Tourism for Preparing

Preparing for Tourism Development Plan Implementation Plan Development Tourism for Preparing Projecting the future personnel needed based on the number of personnel required in each category and skill level of employment; Monitor the plan and make adjustments as required. (Should goals and objectives 7. be adjusted given present capacity?) Evaluating the total human resources that will be available in the future. This involves examination of the number of persons in the area who will be seeking employment in the future, and the educational qualifications of these persons; and

Determining education and training needs of the personnel required and formulating the education and training programme needed to provide the qualified personnel.

Source: Adopted and modified from the Manual on the Local Planning Process, Formulating the CDP and ELA in ARMM, DILG-LGSP, 2009.

4 reading Supplemental

Supplemental reading 4 reading Supplemental 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.

4- 11 4- 12 A sample capacity building assessment matrix is provided below. LGUs would also need to A sample capacity development plan is provided below. This plan can be modified, to prioritize their capacity building interventions form the list of recommended interventions include more information/data depending on the requirements of the user. taking into consideration budget and other resource requirements. LGUs can use the pull-out worksheet found in Annex G to formulate their own capacity LGUs can use the pull-out worksheet found in Annex G to formulate their own capacity building assessment matrix. building assessment matrix.

Example 7. Capacity Development Plan Example 6. Capacity Building Assessment Matrix Priority Implementation Target No of Resource/ Tourism Capacity Target Desired Details Priority Programs, Capacity Building Priority Capacity Participants Budget Perceived Skills/ Target Sectoral Goal Building Office Outcome (Timeframe, Who Projects and Intervention Recommended Building Requirements Knowledge Gaps Stakeholders Intervention are involved) Activities (PPAs) to Address Gaps** Intervention M F 1. Development of Community Conduct of : Conduct of training on Participants to Example: Training on Municipal 15 15 Net income Honoraria for One week Homestay Program household members • Formal Training homestay development and the homestay Increased income Homestay Tourism Office increased by tourism experts are not used to • On-the-job training (OJT) management program of tourism Development 10% Training Participants to the receiving visitors • Study tour • Basic Food Preparation and in the community community and Management materials homestay program Handling enterprises P 50,000.00 in the community • Basic Hygiene • Table Setting • DOT’s Minimum Standards on Homestay Example: On the Job Tourism 10 10 1 Million Transportation Two weeks Improved access Training Enterprise mobilized and meal to financing Office from allowances Staff of tourism 2. Microcredit Staff of tourism Conduct of: Conduct of OJT in business Staff of Tourism microcredit P20,000 enterprises Program enterprises lack • Formal training establishments Enterprises organiza- knowledge and • OJT tions skills on financial • Mentoring and coaching management Example: Study Tour in Municipal 5 5 Enhanced Transport Two days

Improved skills of other Tourism Office skills on Meals Preparing for Tourism Development Plan Implementation Plan Development Tourism for Preparing Preparing for Tourism Development Plan Implementation Plan Development Tourism for Preparing the local tourism municipalities/ advocacy P10,000 Saff of the Municipal 3. Lobbying and The staff of the local Conduct of : Conduct of study tour in Staff of the Local office staff cities and Tourism Office Advocacy tourism office lack • Formal training other municipalities and Tourism Office lobbying the skills to influence • Exchange visit/ Study tour cities policy and access re- sources from donors Adapted and modified from the Manual on Local Planning Process: Formulation of the CDP and ELA in ARMM, 2009, DILG-LGSP.

** Capacity Building Intervention may include formal training/workshop, mentoring and coaching, on-the-job training, study tour, exchange visit, etc.

Capacity Building Intervention Plan 4 reading Supplemental

4 reading Supplemental

Using the data in the Capacity Building Assessment Matrix, LGUs can proceed to develop a more detailed capacity intervention plan. This Plan indicates the contribution of the LGU’s capacity building efforts to the much larger tourism goals as well as desired outcomes. It also shows the resource requirements, number of participants, and implementation details and target to undertake the priority capacity building interventions identified in the capacity assessment matrix.

LGUs can also refer to other capacity assessment and capacity development planning tools such as the System on Competency Assessment for Local Government (SCALOG) and the Local Government Performance Management System (LGPMS), the latter found at www.blgs.gov.ph/lgpms.

4- 13 4- 14 References

(2007). Lecture slides from Special Course in Urban and Regional Planning (SCURP), University of the Philippines School of Urban and Regional Planning.

Department of Interior and Local Government and Local Government Support Program (2009).Manual on the Local Planning Process: Formulation the CDP and ELA in ARMM. Manila: Authors.

Housing and Land Use Regulatory Board (2001). Planning Strategically. Manila: Author

Local Government Academy, Department of Interior and Local Government (1998). Guide for Local Authorities on Developing Sustainable Tourism. Manila: Author.

______(2009). CapDev Agenda in a Nutshell A Primer on the Formulation of a Competency –based Capacity Development Agenda. Manila: Author.

Republic of the Philippines (1991).Republic Act 7160: Local Government Code of the Philippines.

______(2001).Republic Act 9147:Wildlife Resources Conservation and Protection Act. Serote, E. (2005). Rationalized Local Planning System of the Philippines. Manila: Bureau of Local Annexes Government Development Department of the Interior and Local Government.

United Nations Educational, Cultural and Social Organization (2005).Guidebook for Planning in pull-out worksheets Education, Emergencies and Reconstruction, Paris: International Institute for Educational Planning. Retrieved from http://www.iiep.unesco.org/fileadmin/user_upload/Cap_Dev_Technical_Assistance/pdf/

Guidebook/Guideboook.pdf.

Preparing for Tourism Development Plan Implementation Plan Development Tourism for Preparing Preparing for Tourism Development Plan Implementation Plan Development Tourism for Preparing United Nations World Tourism Organization (1998).Guide for Local Authorities on Developing

Sustainable Tourism. Madrid: Author.

4 reading Supplemental

4 reading Supplemental

4- 15 4- 16 Supplemental reading 4 Supplemental reading 4 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

Annex A. Tourism Project Profile Annex B. Prioritized Tourism Project

Estimated Project Timeframe Project No. Project Name Brief Description Cost (Php) Estimated Cost Implementing Project Name 1 2 3 (Php) Office Yr Yr Yr Yr Yr Yr Yr Yr Yr 1 2 3 4 5 6 7 8 9

4- 17 4- 18 Supplemental reading 4 Supplemental reading 4 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

Annex C. Goal Achievement Matrix Annex D. Ranked Tourism Projects

Project Rating x Goal Weight ( R x W) Timeframe Total Proposed Project No. Score Rank Rank Estimated Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 Goal 6 Project Name 1 2 3 Implementing Office (a+b+c+d+e+f) No. Cost (Php) (a) (b) (c) (d) (e) (f) Yr Yr Yr Yr Yr Yr Yr Yr Yr 1 2 3 4 5 6 7 8 9

4- 19 4- 20 Supplemental reading 4 Supplemental reading 4 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

Annex E. The Action Plan Matrix Annex F. The Activity Plan Schedule Means of Resources Responsible Activity Definition Evaluation Week Verification Needed Office/s ACTIVITY 1 2 3 4 5 6 7 8

4- 21 4- 22 Supplemental reading 4 Supplemental reading 4 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

Annex G. Capacity Building Assessment Matrix Annex H. Capacity Development Plan

Priority Programs, Capacity Building Priority Capacity Perceived Skills/ Target Projects and Intervention Recommended Building Target No of Implementation Knowledge Gaps Stakeholders Priority Participants Details Activities (PPAs) to Address Gaps** Intervention Tourism Target Desired Out- Resource/ Budget Capacity Building (Timeframe, Who Sectoral Goal Office Staff come Requirements Intervention are M F involved)

4- 23 4- 24 Supplemental reading 4 Supplemental reading 4 Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry Tourism Guidebook for Local Government Units Profiling the Local Tourism Industry

Annex I Budgetary Requirements (in millions) Project profile5 Program / Projects / Activities LDIP Period Title of the Project: I Ecotourism Development Project 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 TOTAL

Project Proponent: Tourism Infrastructure Support 1 1 1 1 1 1 1 1 1 1 10 II San Clemente Municipal Tourism Office Development Brief Description of the Project : III The proposed ecotourism development in San Clemente aims to advocate protection and Promotion of Ecotourism Events - 0.1 0.1 0.2 0.2 0.2 0.05 0.05 0.05 0.05 1 conservation of the natural resources, the base from which the ecotourism industry thrives. Specifically, it seeks to put in place mechanisms that are environmentally sustainable, economically viable, and socially equitable in order to bring about economic development in the municipality that would redound to the benefit of local communities. LGU support Institutionalization 0.1 ------.1

Project Goals and Objectives: Strengthening Partnership for Goal: Attainment of socio-economic growth of the municipality through sustainable IV Environment Protection and - 0.1 ------.1 ecotourism development Management Objectives: 1. To increase investment in ecotourism project by improving infrastructure, security, Promotion and Marketing of Banner - 0.2 0.2 0.1 0.1 0.1 0.075 0.075 0.075 0.075 1 communication, community development and local pride; and Emerging Sites 2. To improve performance in terms of tourist arrivals and receipt and develop a strong backward linkages with other sectors ; and 3. To increase share of jobs generated Competency Building for Tourism - 0.25 0.25 0.1 0.1 0.1 0.1 0.1 - - 1 Industry Personnel Project Location : V Sitio Lippet and Sitio Canding, Barangay TOTAL 1.1 1.65 1.55 1.4 1.4 1.4 1.225 1.225 1.125 1.125 13.2 Target Beneficiaries : Sitio Lippet and Sitio Canding, Barangay Maasin VITarget Beneficiaries: Local communities of San Clemente and Brgy. Maasin Sources of Funds : LGU San Clemente VII Provincial Government Department of Tourism Official Development Assistance VIII Proposed Period of Implementation: 2011-2016 IX Project Status: NEW X Project Components/Activities and Cost

5 With modification from the original version (LDIP 2011 – 2020 of San Clemente, Tarlac) 4- 25 4- 26 Photo credits by George Tapan

Financing the Tourism Development Plan

Supplemental reading 5 This supplemental reading of the Tourism Guidebook will help LGUs:

• Prepare the tourism project milestone matrix; External Funding Source: • Present how to source funds from public and private sectors For LGUs which would want to implement a tourism project even if to finance the ranked tourism projects; and it is not included in the Local Development Investment Plan (LDIP), • Know the importance of writing an effective tourism project proposal. Annual Investment Plan (AIP) or Executive and Legislative Agenda (ELA), they may resort to alternative financing schemes. These financing options are illustrated in Table 2. b. As Republic Act 7160 puts it, “It shall be the basic policy that any Financing the Tourism Development Plan (TDP) is a means of funding the ranked tourism projects. local government unit may create indebtedness and avail of credit This is made possible by determining the total cost of all these projects through formulating the facilities to finance local infrastructure and other socio-economic Tourism Project Milestone Matrix. development projects in accordance with approved local development plan and public investment program”. (Sec. 296) Likewise, it is at this stage of the tourism development planning process where LGUs allocate resources or source out the funds needed to implement those ranked tourism projects. The resources or funds may be sourced internally (locally) or externally (national/international) from various financing options. Table 2: External Financing Schemes Financing the Tourism Development Plan Financing the Tourism Development Plan Official Development Private Financing Borrowing Assistance (ODA)

• Multilateral loans Funding Sources • Public (Government (may also be grants) • Bond Floatation Financial Institutions) (Provincial equity funds) It is assumed that for each ranked tourism project, a Project Profile has already been prepared and • Private (Commercial banks) submitted to the office of the Local Chief Executive for funding consideration. In response, the LGU may • Bilateral loans employ different strategies to mobilize financial resources to fund those ranked tourism projects. There (may also be grants) are financial options available both from local and external sources. Supplemental reading 5 Supplemental reading 5 Supplemental Local Funding Source: Public- Private Partnership (PPP): The LGU may enter into contract with a private sector to make the For tourism development projects which are to be funded internally, there latter provide financial, technical and other operational support to are two possible funding sources: Internal Revenue Allotment (IRA) and implement those ranked tourism projects. The Build-Operate-Transfer a. local revenues, as illustrated in Table 1. c. (BOT) and its variants 2 are forms of a PPP.

Table 1. Local Financing Schemes

Destination Coordination Private Business Investment:

• Taxes Private individuals may donate to the LGU or provide grants • User Fees/Charges to support the implementation of its tourism projects. • Development Fund 1 • Service Fees d.

1 Joint Memorandum Circular (JMC) No. 2011 – 1 dated April 13, 2013 further strengthened the utilization of the 20% component of the annual 2 Some of these variants are: Build and Transfer (BT), Build-Own-and-Operate (BOO), Build-lease-transfer (BLT), Build Own Operate Transfer internal revenue allotment shares, especially if it is directed to social development and economic development programs and projects. (BOOT), Design, build, operate, maintain (DBOM), Design, build, finance, operate (DBFO), etc. 5-1 5- 2 The Tourism Project Example 1. Accomplished Tourism Project Milestone Matrix Milestone (P’000) Estimated Rank Name of Source of Implementing Location Cost Milestone Matrix No. Project 1 2 3 Funds office (P’000) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9

The project milestone matrix contains the total costs of all the ranked tourism projects in the TDP

along with some brief features such as location, estimated cost, project milestone and funding Wawa Dam source of each project. 5 – Km Access Road Improvement Project San Rafael 1 50,000 LGU, DPWH Rodriguez 25,000 ------Accomplishing the Tourism Project 15,000 ------Phase I 10,000 ------Phase II Milestone Matrix Phase III

Consider the following hypothetical ranked tourism project below: TOTAL 50,000 25,000 15,000 10,000 Financing the Tourism Development Plan Financing the Tourism Development Plan

Ranked tourism projects, especially those which have large estimated costs, can be implemented An existing example of a tourism project is that of the City of Alaminos, in the Province of , in phases to cushion their impact to the financial coffer of LGUs. This is called the project which has embarked on the Hundred Islands Marine Theme Park Project. milestone, which makes it possible to put all those ranked tourism projects in place annually. Thus, implementing them is made financially viable for LGUs. The project is designed to establish an ecological theme park within the Hundred Islands National Park (HINP). Composed of several islands from the hundred islands, it will feature an island – connecting bridges, floating bamboo rafts and cottages, diving and marine sanctuaries, among others. • Wawa Dam 5-Km Access Road Improvement Project; a P 50 million – project to be funded by LGU and DPWH The project components are: establishment of fish sanctuaries, snorkeling and diving areas; installation of floating connectors; establishment of “boat houses” or floating day cottages and bamboo rafts; acquisition of water – based sports facility; promotion of the theme park to residents and tourists; and conduct of capability building activities to manage the theme park. Take the following steps: Supplemental reading 5 Supplemental reading 5 Supplemental

Identify the deliverable/s on each project which can be 1 implemented annually. Project Proposal • Wawa Dam 5-Km Access Road Improvement Project When an LGU considers tapping external sources to fund the implementation of tourism projects, Deliverable: 5-Km Improved Access Road it prepares and submits tourism project proposals to prospective funding institutions.

For each deliverable, distinguish if it can be done in phases. A tourism project proposal 3 is a document used to convince a prospective sponsor / grantor that Then, estimate the cost in each phase. a tourism project must be implemented to solve a particular problem or to respond to an 2 opportunity. It contains technical information, financial requirements and the steps how it would • Wawa Dam 5-Km Access Road Improvement Project be carried out. The basic outline of a project proposal is presented in Box 1. Deliverable: 5-Km Improved Access Road Phase I – 2.5 km P 25 million There are instances, however, that tourism project proposals need supporting documents such as a pre-feasibility study or a feasibility study. This would entail the conduct of socio-economic, Phase II – 1.5 km P 15 million financial and technical studies, return of investment (ROI), etc. to support the viability of the Phase III – 1 km P 10 million proposed project.

Plot them in the worksheet shown in Example 1. Project proposals that were already funded by external benefactors / grantors could serve as a 3 guide for writing effective tourism project proposals. They are available at the M/CPDC Office of LGUs.

3 Funding institutions have different project proposal formats which can be downloaded from their websites. 5-3 5- 4 References

Project Proposal Outline City Government of Alaminos, Pangasinan (n.d.).“Tourism.”Retrieved from http://www.alaminoscity.gov.ph/thecity/cityproject.aspx?id=1&agenda=Tourism. Box 1 General Information Project Title Department of Interior and Local Government (2011).Joint Memorandum Circular (JMC) No. 2011- 1: Nature of Project Amending DIG-DBM Joint Memorandum Circular No. 1, dated September 20, 2005, titled ‘Guidelines on I Proponent the appropriation and utilization of the 20% of the annual Internal Revenue Allotment for development Contact Person projects,’ and DILG Memorandum Circular no. 2010-138 dated December 2, 2010, titled ‘Use of the 20% Project Cost component of the annual Internal Revenue Allotment shares.’ Retrieved from http://www.dilg.gov.ph/ Project Location 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

Financing the Tourism Development Plan Executive Summary Financing the Tourism Development Plan (Formulating the CDP and ELA in ARMM).Davao City: Author.

Project Background Project Description National Economic Development Authority and Asian Development Bank (2006). Investment II Objectives and Expected Outputs Programming Planning and Revenue Generation Guidebook. Manila: Authors. Target Beneficiaries Activities, Strategies and Expected Outputs Republic of the Philippines (1990).Republic Act 6957: An Act Authorizing the Financing, Construction, Funding Source 4 Operation and Maintenance of Infrastructure Projects by the Private Sector. 1990. Investment Requirements Target Date of Implementation ______(1991).“Republic Act 7160: Local Government Code of the Philippines.”

Supplemental reading 5 Supplemental Monitoring and Evaluation Mechanism reading 5 Supplemental ______(1994).“Republic Act 7718.Expanded Build-Operate-Transfer (BOT) Law.”

Republic of the Philippines-Office of the President (1987). “Executive Order No. 226: Omnibus Investments Code of 1987.”

4 This must separately identify those projects which are for public investment, private investment and PPP. 5-5 5- 6 Supplemental reading 5 Tourism Guidebook for Local Government Units Financing the Tourism Development Plan

Annex A. Tourism Project Milestone Matrix

Milestone (P’000) Rank Estimated Source of Implementing Name of Project Location No. Cost (P’000) 1 2 3 Funds office Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9 Financing the Tourism Development Plan Annexes pull-out worksheets Supplemental reading 5 Supplemental

5-7 5- 8 Monitoring and Evaluating the Local Tourism Development Plan

Supplemental reading 6 6 - 1 Supplemental reading 6 Monitoring and Evaluating the Local Tourism Development Plan Development PlanDevelopment ,goals,objectives, targets andsuccess indicators are identified plan during formulation. oftheplanningphase.integral onFormulating As hasbeendiscussedinthesection part the Local Tourism asan The development butshouldbeundertaken ofanM&Estrategy shouldnotbeanafterthought, How dowemeasureprogress? The ofmonitoring focus andevaluation differ: toollearning for localgovernment units. be usefulinreplicating successes asanaccountability mistakes, andcorrecting and andcanalsoserve programs, that have andactivities projects beenimplemented inthedestination. Evaluation results can management tool and to inform of effectiveness strategies, alltourism stakeholdersabouttheefficiency how in future canbeimproved.tourism efforts asa Monitoring andevaluation (orM&E)functions (evaluation) needto bedoneonaregular basis. monitoring andevaluation Doing willgive usindications ontheprogressChecking stock onwhere ofplanimplementation (monitoring) thingsare and taking How didwedo? andobjectives. • Evaluation isthesystematic at measurement thelevel oftourism ofperformance goals what was planned(schedules, outputs, resource use, cost); and isthecontinuous• Monitoring tracking/measurement ofprogress against andperformance Source: Paran, 2009 Box 1 The following elements needto identified be duringtheplanningprocess: Key M&Estrategy elementsofan • Roles andresponsibilities• Roles • Frequency at whichmeasurements willbemade methods; • Collection • Data source to assessperformance; • Explicittargets perresult; • Success Indicators to measure progress towards results; (goals,• Results objectives, outputs); This supplemental reading ofthe Tourism for Guidebook Local Government Units: • Recommends simpletools to doingM&E. M&E;and ofundertaking • Discussestheimportance • Presents asimplifieddiscussionofmonitoring andevaluation (M&E) concepts; 6 - 2 Supplemental reading 6 Monitoring and Evaluating The Local Tourism Development Plan Example 1: Tourism M&EStrategy tourism-related owned by host Objectives community businesses number of Increased Goals & Goals A pulloutworksheet isfound inAnnex A. is found inExample1below. M&E analyzes progress towards achievement actual ofresults. An example ofanM&EStrategy host community permits issued permits owners from by LGU with Indicator Number of Success business MONITORING &EVALUATION tourism-related 100% increase Targets per in numberof community Indicator businesses owned by Business Permit Performance Data Source and Licensing to Assess Office Collection Document Methods review Frequency Every threeEvery years Development Office and TourismOfficer Local Planning and Responsibility Using and Communicating M&E Evaluating Plan Implementation

Example 2 below shows plan targets vs. accomplishments for tourism. The example indicates that Results back to Stakeholders the programs, projects and activities identified in the plan that have been implemented were very successful in accomplishing the economic goals and objectives. This also signals the effectiveness of The local chief executive (LCE) has to regularly report back the accomplishments of his/her the strategic directions/strategy chosen by the stakeholders. If the actual accomplishments are lower administration to the constituents. The results of the Tourism Plan M&E can be integrated in than the target, there may be a need to review and change the strategy. the State of the Province/City/Municipality Address (SOPA/SOCA/SOMA) of the local government unit. Example 2: Tourism Targets vs. Accomplishments

Actual Results Strategy Baseline Data Targets The LCE can include the following in his/her report. Accomplishments • Goals and objectives achieved (e.g., capacities of stakeholders developed; benefits Economic to residents/host community; resources generated from tourism ventures); Goal Increased income of Develop community –based Average annual 50% by 2013 100% by 2013 (Php • Projects, programs, and activities accomplished; and host island tour packages for small household income 80,000) communities islands is Php 40,000 in • Expenditures. 2007

Objectives Improved tourism 50% of male members 50% male members; skills of host island of people’s organiztion 60% female members community and 50% of female trained in tourism members of people’s Baseline data organization trained in tourism 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 Increased number 100% increase in the 200% increase in of tourism-related number of tourism new tourism business addressed by the tourism development plan prior to the planning period. Baseline data serve as the businesses businesses owned by permits issued by LGU starting point for evaluation studies, but need to be gathered from the onset. They are useful for owned by island community members measuring the performance of the tourism industry in your localities. You can determine the effect of the community strategies by comparing the situation before and after plan implementation. The difference between the baseline and the actual results will show if interventions undertaken have been effective. Supplemental Reading 1 - Profiling the Local Tourism Industry discusses more about baseline data.

Monitoring and Evaluating the Local Tourism Development Plan Monitoring and Evaluating the Local Tourism The use of established and existing monitoring mechanisms and structures in the LGU can help reduce the Monitoring and Evaluating The Local Tourism Development Plan Monitoring and Evaluating The Local Tourism 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

Supplemental reading 6 Supplemental tourism data is recommended such as: Supplemental reading 6 Supplemental Box 2 Box • Business permits issued by the local government • room inventory and occupancy rates • Attraction visitor counts and admissions • Event related figures • Visitor information from visitor centers • National, regional, provincial studies and data • Other studies by academe, private sector and NGOs

Source: Adapted from Leones and Dunn, 1999

6- 3 6- 4 References The Annual/ End-of-Term Accomplishment Report can be adapted to suit the requirements of tourism plan monitoring. Leones, J. & Dunn, D. (1999). Strategies for Monitoring Tourism in Your Community’s Economy. Tucson: University of Arizona.

Paran, J. C. (2009). A Manual on the Local Planning Process: Formulating the CDP and ELA in ARMM. Davao City: Example 3: Annual / End of Term Accomplishment of an LGU Local Governance Support Program in ARMM.

Annual/End-of-Term Accomplishment Report Province/City/Municipality of ______

Programs, Success Project Beneficiary Coverage Actual Strategy Projects, Indicators Target Accomplishment Cost Remarks Sector Area Disbursement Activities (Outcome/Output) (Php)

Develop Community-Based Number of One Host-community Whole 7 Million 6 Million Community commnity-based Ecotourism Project Community-based community-based barangay organizing took a tour packages tour/s operating in tour operating longer time which for small islands the host barangay by 2012 resulted in delay of registration in SEC; however membership of the organization Activities Number of At least thirty Community-based exceeded target. Community community community organization SEC registration organizing members members belong formed with 60 is set to be to the members completed by June organization 2013 Three skills training program

Skills Training Number of skills One product Three skills Program training conducted developed program conducted

Product Number of One community One product Development products developed based tour developed

Community-based Whale and tour developed Dolphin Watching Monitoring and Evaluating the Local Tourism Development Plan Monitoring and Evaluating the Local Tourism tour itinerary Monitoring and Evaluating The Local Tourism Development Plan Monitoring and Evaluating The Local Tourism developed

Product pilot Tour pilot -tested Tour pilot tested Tour was pilot testing tested

One One community-based community-based ecotourism ecotourism organization/s organization registered with registered the SEC

Supplemental reading 6 Supplemental Supplemental reading 6 Supplemental

6- 5 6- 6 Supplemental reading 6 Tourism Guidebook for Local Government Units Monitoring and Evaluating the Local Tourism Development Plan

Annex A: Monitoring and Evaluation Strategy

Data Source Results Goals & Success Targets per Collection to Assess Frequency Responsibility Objectives Indicator Indicator Methods Performance

Annexes pull-out worksheets Monitoring and Evaluating the Local Tourism Development Plan Monitoring and Evaluating the Local Tourism Supplemental reading 6 Supplemental

6-7 6- 8 Supplemental reading 6 Supplemental reading 6 Tourism Guidebook for Local Government Units Monitoring and Evaluating the Local Tourism Development Plan Tourism Guidebook for Local Government Units Monitoring and Evaluating the Local Tourism Development Plan

Annex B: Targets vs. Accomplishments Reporting Annex C: Annual/ End Term Accomplishment

Programs, Success Project Actual Beneficiary Coverage Actual Goals Results Strategy Baseline Data Targets Strategy Projects, Indicators Target Accomplishment Cost Remarks Accomplishments Sector Area Disbursement Activities (Outcome/Output) (Php)

6-9 6-10 Managing the Impacts of Tourism

Supplemental reading 7 This supplemental reading of the Tourism Guidebook will help LGUs: Identifying and Managing • Identify and analyze the positive and negative impacts of tourism in the area; and the Impacts of Tourism • Manage these impacts by enhancing the positive impacts and minimizing the negative impacts. Tourism impacts our community, economy, society and ecosystems. We should always be on the watch for these impacts so that we can manage them properly. Positive impacts such as more job opportunities for the people, more forest cover can be enhanced. On the other hand, negative impacts such as increased incidence of pollution, increased crime must be mitigated Sustainable Tourism by adoption of appropriate policy and pursuing good environmental management practices. Such impacts can be categorized as economic, social and ecological/bio-physical based on the Tourism has to be sustainable, following the principles of the Philippine Agenda 21 principles of sustainable development. The following discussions of this supplemental reading (Calanog, Reyes and Eugenio, 2011): will assist you in assessing these impacts and suggesting possible measures to manage them so that tourism becomes sustainable and can be enjoyed by future generations. Managing the Impacts of Tourism of Managing the Impacts Tourism of Managing the Impacts

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 Ecological/Bio-physical Impacts impacts, promotes the value of biodiversity as well as non-living resources e.g. air water and land; A. Culturally appropriate. Tourism in this respect promotes native culture, local knowledge and indigenous knowledge systems, and respects local traditions; and Tourism activities can create negative impacts on the environment. Tourists generate wastes, trample on vegetation, cause traffic, etc. Thus, the negative impacts have to be mitigated to

Supplemental reading 7 Supplemental reading 7 Supplemental preserve the beauty of the natural environment and also the quality of life of the local residents. Socially just, humane and gender equitable. Tourism upholds the rights and dignity of people, including women, children and persons with disabilities. Positive impacts can be made if utmost care is placed on preservation and conservation of natural resources in the destination and in rehabilitation of degraded ecosystems.

To assess the ecological/biophysical impacts of tourism in your LGU, please answer the following questions and then fill up the following table:

Assess and describe the ecological/bio-physical impact of tourism in your destination. a)

Are these impacts positive or negative? Please check. b)

Describe the existing management measures to mitigate negative impacts and enhance c) positive impacts.

Identify possible policies, programs, projects, and activities that may address the impacts. Figure 1. Sustainable Tourism Principles d)

7- 1 7- 2 Example 1. of Ecological/ Bio-physical Impacts of Tourism Some of the management measures below may help you solve your problems: Programs, Projects, + - Management measure Description of existing Activities, Category and potential impact Policies (PPAP) 1 Compliance to Environmental Laws (Pls. check)

Ecosystems e.g. Increased forest cover Forest protection; reforestation Reforestation project How do you rate your LGU’s compliance to existing environmental laws in relation to forests, rivers, tourism? Please rate with 5 being the highest and 1 the lowest: coral reefs

Destruction of coral reefs Enforce regulations on tourists to avoid stepping on corals and on boatmen Example 2. LGU’s Compliance to Environment Laws Checklist not to anchor on the coral reefs; establish a marine protected area. Law/Ordinance Rating Comments

Wildlife Diminishing bats in caves Do not put lights in the caves There is mutilation, defacing and destruction of objects of National Integrated Protected Areas Systems Act of natural beauty; damaging and leaving trails in damaged

Managing the Impacts of Tourism of Managing the Impacts Tourism of Managing the Impacts 1992 (Republic Act 7586) condition; dumping wastes; and altering, removing Agriculture and destroying or defacing boundary marks or signs. fisheries The river destination is very dirty, leading to the closure of Philippine Clean Water Act of 2004 (Republic Act 9275) Aesthetic Blocking of natural view due Enact building ordinances to avoid the river cruise. to construction of buildings construction of physical infrastructure that will block the view Philippine Clean Air Act of 1999 (Republic Act 8749) Air pollution due to tricycles in town center disturbs tourists.

Rocks/caves Landslides in tourism area Enforce protected area Ecological Solid Waste Management Act of 2000 Litter is everywhere – in the beach and on roads. due to mining; gathering of environmental regulations (Republic Act 9003) stalactites and stalagmites in caves Toxic Substances and Hazardous and Nuclear Wastes There is a high level of mercury content in the river, making Control Act of 1990 (Republic Act 6969) swimming hazardous. Cleanliness and Increased litter solid waste The mitigating measures in the Environmental Impact Environmental Impact Assessment (DENR-Department Supplemental reading 7 Supplemental reading 7 Supplemental Assessment (EIA) of some companies are not being followed; Administrative Order(DAO #25) Noise level Increased noise in public the multi-partite monitoring team is not active. places Mining is occurring in the protected areas polluting the river .Philippine Mining Act of 1995 (Republic Act 7942) Crowding Increased crowding in public Compute carrying capacity and limiting swimming activities. places and limit visitors or increase carrying capacity Revised Forestry Code of the Philippines (Presidential Kaingin is rampant. Decree 705)

Water quality Increased water pollution Improve sewerage system and septic Wildlife Resources Conservation and Protection Act There is unregulated gathering of wildlife resources. from sewerage tanks (Republic Act 9147)

Air quality Increased air pollution from Anti-smoke belching National Environmental Awareness and Education Act There is limited knowledge of the community concerning tricycles campaign; improve four- stroke engine of 2008 (Republic Act 9512) ecology. implementation There is rampant illegal logging in the protected areas and Moratorium on Logging (Executive Order #23) tourist destinations. Others: National Greening Program (Executive Order #26) Some reforested areas have low survival rates.

Climate Change Act of 2009 (Republic Act 9729) The tourist areas are constantly flooded.

Habitat conservation is poor certain areas; diminishing on Biological Diversity number of wildlife populations particularly of wildlife species (e.g. Philippine , Philippine tarsier, tamaraw).

DENR- DAO2013 – 19 Guidelines on Ecotourism Planning and Management in Protected Areas

LGU Ordinances

Others

Legend: + Positive -Negative

7- 3 7- 4 If the implementation of the laws is wanting, your LGU can improve law enforcement, enhance monitoring Have you observed the following indicators in any of your tourism sites? techniques and create programs and projects to promote conservation of natural resources and waste Please check if yes: minimization and management, and use other techniques. Some management measures are described in the following section. ____ diminishing water supply ____ decreased number, diversity and distribution of wildlife ____ crowded tourism sites Managing Environmental Impacts ____ overbooked hotels 2 ____ crowded areas for visitors - (e.g. swimming pools, trails) ____ trampled trails Regulating tourism development through the issuance of permits. An Environmental Impact Assessment (EIA) may be required before final approval of project. DENR DAO# 25 ____ steep slopes are over-utilized for human habitation in hotels and resorts determines the coverage of projects that requires EIA. Environmentally critical projects ____ increased garbage and litter including mining need EIA. Projects inside protected areas, including tourism projects may require EIA. Likewise, anti-pollution control devices have to be installed before permits are ____ lack of transportation

Managing the Impacts of Tourism of Managing the Impacts issued. Smoke belching vehicles should be denied permit to operate. For restaurants, Tourism of Managing the Impacts sanitation services should be satisfactory. New building sites can be chosen to avoid cutting of centennial trees or virgin forests. The following measures may be considered in arriving at solutions:

Are there proposed projects related to tourism that have to be studied now, before a • Diversify products and activities permit is granted? What are they? What needs to be done? • Manage the flow of visitors in attractions ______• Increase the number of facilities ______• Distribute evenly the viewing sites ______• Increase the numbers of accommodations, beds, restaurants ______Supplemental reading 7 Supplemental reading 7 Supplemental • Limit the number of hours for visitation at protected areas Are there existing projects related to tourism that need a closer environmental • Encourage off-season use monitoring? What are they and what needs to be done? • Provide adequate information and interpretation ______• Increase durability of heavily-used resources ______• Improve participation of stakeholders ______

Tools have been developed to respond to problems of overcrowding or over-use. One such tool is carrying capacity analysis that considers the maximum number of visitors in an attraction. Several formulas have Considering Carrying Capacity and Limits been developed to compute for carrying capacity. 3 of Acceptable Change You may consult an instrument in computing for carrying capacity from the manual Making Ecotourism Work (2011). Alternately, the limits of acceptable change (LAC) approach may be used, especially in developing visitors management programs in protected areas (McCool, 1996). Often times, when a tourist destination is overcrowded or water resources are inadequate for tourists, this can be an indication that the number of visitors in the area While carrying capacity is oftentimes used to manage impacts, it can also contribute to planning spatial has surpassed its comfortable and enjoyable limits. Sometimes, visitors would complain development in tourism, and is one of the mechanisms for establishing standards for sustainable tourism about these problems. Do you have such tourism sites and activities that are overcrowded (Jovicic, 2008). or where deterioration of the environment has been felt due to tourism?

7- 5 7- 6 Please check if the following situations are observed in your tourism attractions. Also note the principles 4 Managing the Tourism Impacts on Biodiversity and recommendations for biodiversity conservation that can be included in your TDP.

Biodiversity is an important resource for tourism. More tourists come if the coral reefs for Example 3. Situations Observed in LGU Tourism Attractions Checklist snorkeling and diving are pristine. Trekking and sightseeing are more enjoyable with a good PRINCIPLES AND RECOMMENDATIONS FOR forest cover. Food is good if the fishing grounds provide for fresh and abundant catch. INCIDENTS/SITUATION / X Swimming is enjoyable if the quality of the water is Class A or good for recreational purposes. BIODIVERSITY CONSERVATION Thus biodiversity conservation is an essential part of tourism management. Recognize the limit of activities within the Protected Area Management Plan.

Reduce the use of the entire area.

A science-based approach can be useful in planning on the use of biological and Limit the number of visitors in the entire area. wildlife resources in tourism. The following steps can be undertaken: Are visitors allowed and found all over the Limit ecotourism activities within the tourism zone. Although more people protected area? can be accommodated in the multiple use zones and buffer areas, activities 1. Identify the habitats and wildlife species to be featured. For instance, especially migratory birds must respect the natural and cultural assets of the place. Keep the strict protection zone of national parks and sanctuaries free from tourists.

Managing the Impacts of Tourism of Managing the Impacts are abundant in mangrove areas or bats are found in the mouths of caves; Tourism of Managing the Impacts Encourage the use of other sites. 2. Develop tourism activities that are based on the natural habitats; 3. Undertake measures to mitigate impacts of tourist activities on wildlife; and Charge higher visitor fees. 4. Monitor and evaluate the impacts on the wildlife population and quality of the physical environment. Avoid gathering of wildlife in protected areas and elsewhere. Check DENR AO No. 2004-15 for list of threatened terrestial wild faura and DENR AO No. 2007-01 as ammended by DENR No. 2007-24 for list of threatened Philippine Plants. Do visitors and locals collect wildlife? The DENR-DAO 2013-19 Annex B prescribes a procedure for full ecotourism planning and management Observe the provisions of RA 9147 (Wildlife Resources and Conservation Act) to to include the following steps: site assessment, ecotourism planning, implementation of the ecotourism conserve and protect wildlife species and their habitats to promote management plan, and monitoring and evaluation. You may consult the website for the full text of this ecological balance and enhance biological diversity. planning tool (URL is http://server2.denr.gov.ph/uploads/rmdd/dao-2013-19.pdf). Do not disrupt the natural pattern and life cycle of . For example, limit Are visitors in protected areas and natural the visitations at daytime to avoid disruption of sleep of nocturnal animals.

Supplemental reading 7 Supplemental Generally, biodiversity conservation can be done through: reading 7 Supplemental sites allowed to enter anytime of the day? Night or cave visits should limit the use of light.

a) Protection and restoration of habitats; Are visitors allowed to touch the wildlife Encourage putting limits of distance to observe the animals so as not in their natural habitats? Are the wildlife to disrupt their daily activities. An example of this is whale watching in b) Minimization of interactions of wildlife with through distance and time; and migrating to nearby untouched areas? Pamilacan, Bohol and Donsol, . c) Utilization of biological resources properly. Do not harm the habitats of wildlife. Tourists should not step on coral reefs. Do tourists step on the corals causing their destruction? Maintain trails so as not to trample on forest vegetation.

Protect caves and their wildlife e.g. bats.

Carrying capacity should be considered to avoid overcrowding.

Respect the nocturnal habits of bats, visitation hours must be limited to Are the caves and wildlife destroyed due daytime and artificial lighting restricted. to the activities of visitors? Visitors should not be allowed to gather stalactites and stalagmites and touch the walls of caves.

The number of caves open for tourism should likewise be chosen and limited to ensure there are undisturbed habitats for bats and other wildlife.

Conduct regular monitoring of wildlife populations to monitor impacts on Is there an absence of a biodiversity biodiversity. A Participatory Biodiversity Monitoring System can involve more monitoring team and system? stakeholders including the local community, DENR, local NGO/PO.

HABITAT

7- 7 7- 8 Sustainable infrastructure design: Utilizing Make an inventory of stakeholders and identify possible activities that you 5 green architecture for tourism buildings can undertake in collaboration with them. Such activities can lead to conservation and/or an increase in the number of visitors to your attractions. Green designs, as stipulated in BERDE (a green building rating system developed by the Philippine Green Building Council or PHILGBC), is used to measure, verify, and monitor the environmental performance of buildings that exceeds existing mandatory regulations and Example 4. Environmental Education Activities standards. Green design will help enhance the use of natural elements in architecture, thus maximizing the use of natural light, wind ventilation, local materials and minimizing the use of electricity and water. Such principles and standards can be implemented in the construction PARTNERS POSSIBLE ENVIRONMENTAL EDUCATION ACTIVITIES of hotels, resorts, information centers, etc. (URL: www.berdeonline.org/). Schools: Green architecture principles can also be done in making trails in national parks and other tourist attractions. DepEd Conduct exhibits, seminars/talks

The component-strategies for the Formulation of the Ecotourism Undertake National Service Training Program (NSTP) projects Managing the Impacts of Tourism of Managing the Impacts Tourism of Managing the Impacts Conduct trainings and related activities Management Plan (DENR DAO No. 2013 – 19): CHED Universities/colleges Conduct research 1. Zoning for visitor use; Grant of graduate school scholarships for tourism employees 2. Visitor site planning and design; 3. Sustainable infrastructure design; Conduct research to enhance knowledge on biological diversity and to 4. Visitor management; and Research Institutions monitor pollution 5. Revenue generation.

Another reference is DENR AO 2009-09 re: Standard Design and Specification National Government Agencies of Signs, Buiding Facilities, and other Infrastructure that maybe installed and/or constructed within protected areas. DENR Celebrate Earth Day and other Environmental Events

DOT Promote and market tourist destinations Supplemental reading 7 Supplemental reading 7 Supplemental Can you implement a local ordinance on green architecture? What steps can be done to do this? DA Showcase model farms ______Others ______Groups dealing with communities: ______People’s Organizations/cooperatives ______NGOs/civic action groups

The Media: 6 Environmental Education Radio TV Environmental awareness is key in having communities and stakeholders value ecological integrity. To increase their awareness and concern for environment, as well as enhance their Print -newspapers, magazines) skills, the following can be done: National newspapers (pls. identify) Community newspapers (pls. identify) a) adoption of whole-school approach in environmental education (in schools); Brochures b) capacity-building for marginalized communities and other stakeholders (in communities); education of the general public (through media); and Social media and internet c) Facebook d) Explanations to visitors when they are visiting parks. Twitter Webpage

7- 9 7- 10 7 Enhanced Environmental Monitoring B. Social Impacts of Tourism Tourism also has social impacts. Due to the interaction of the community with other people from various Participatory biodiversity monitoring system to monitor commercially important species and cultures, their values, habits and attitudes may be affected. Your job is to enhance positive impacts and indigenous or can be used. Such a system can have multi-partite composition to minimize negative social impacts brought about by this interactions. include DENR-PAWB, PO, NGO, the academe, among others. The local community and forest rangers can monitor the movement or use of commercially important and What are the possible social impacts of tourism in your locality? What are your safeguards against negative endangered species. The academic research institutions can verify and classify them and social impacts? conduct further research.

Identify the positive / negative impacts of tourism in your destination using the table below:

Biodiversity Monitoring Sheet for monthly reports by community groups Example 6. Checklist of Social Impacts, Management Measures and PPAPs and forest rangers:

Managing the Impacts of Tourism of Managing the Impacts Tourism of Managing the Impacts Programs, Projects, Description of existing + - Management Measure Activities, Policies Category and potential impact (PPAPs) Example 5. Biodiversity Monitoring Sheet by Community and Forest Rangers (Pls. check) PLACE AND DATE Development and LOCAL/ COMMON NAME SCIENTIFIC NAME OBSERVATIONS More and cleaner public OBSERVED better maintenance of toilets public facilities Local community (Juan de la Ex. November 10, 2013; Desmodus rotundus Increased profile Paniki, Bats Cruz, Elpidio Santos) caught More publicity for the LGU 6:25 pm (common vampire bat) of region bats for pulutan

Increased local pride

More recreational Supplemental reading 7 Supplemental reading 7 Supplemental opportunities

Change in local character and culture

Rise in delinquent The use of text messaging can also be employed to encourage local citizens in monitoring (e.g. texting behavior or using video regarding traffic violators such as smoke belchers in the Bantay Usok campaign). Is there a campaign that you want to launch to enhance awareness and monitoring of local citizens? If yes, Disruption of traffic describe the campaign and the initial steps to bring this about: Mixing of different cultures in community ______Excessive demand for public services (e.g., ______health, police, fire services) by tourism ______industry leading to less access to locals ______Overcrowding in ______public places

______Increase in prostitution and human trafficking ______Increase in sexual ______harassment and abuse ______Change in social and ______moral values

Others:

7-11 7-12 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 Example 7. Checklist of Practices to Manage Social Impacts of Tourism businesses. Thus, you have to ensure that your LGU and community will benefit most from such economic changes. CATEGORY PRACTICE YES NO Fill up the table below to help you identify the economic effects of tourism in your locality. Preservation of historical sites – churches, monuments Example 8. Checklist of Economic Impacts, Management Measures and PPAPs Building museums, exhibits on local culture Heritage conservation Programs, Projects, Description of existing + - Management measure Activities, Policies Accurate heritage interpretation of historical and cultural data Category and potential impact (PPAPs) Utmost care taken to safeguard marginalized sectors of society against (Pls. check)

Managing the Impacts of Tourism of Managing the Impacts negative impacts of tourism Tourism of Managing the Impacts Increased in tourism Women and children must be safeguarded against sexual abuse and jobs violence (e.g., policy that female masseurs cannot enter private rooms in hotels; children working in tourist establishments need parental consent.) Increased in business Protecting the rights of women, opportunities children, indigenous peoples, persons Please refer to laws that address gender issues that tourism establishments should comply with, e.g. Anti-Sexual Harassment Act. with disabilities New Infrastructure, e.g., better shopping, Proper physical infrastructure for persons with disabilities, e.g. ramps, dining, and /or must be constructed in tourism sites recreational opportunities in the region because of Free Prior and Informed Consent sought prior to use of tourism indigenous peoples and cultural sites for tourism

Rise in property values

Supplemental reading 7 Supplemental Manufacturing from the local agricultural produce, local clothing and reading 7 Supplemental accessories Increased shopping Culinary tours featuring local delicacies, and mandating every culinary opportunities establishment to promote local food Promoting local culture – foods, Increased employment dances, songs, crafts. opportunities Local hotels display local culture and crafts Higher cost of rent Local cultural presentations, adhering as close as possible to what is authentic and traditional, should be part of tourist entertainment Improved opportunities for local business Nudity in beaches not to be tolerated

Scanty clothing in churches and other places of worship not allowed Increased funding for e.g. dress code public services (e.g. Respecting local norms and health, police, fire traditions – religious festivals, services) Permission granted prior to entering local villages dress codes

Respect for the elderly observed Increased revenue for local government

Common courtesies, e.g. saying thank, encouraged Rise in the overall cost of living Researches in universities and other research institutions on local culture and local knowledge promoted The increase in prices Engaging in continued research on and property values local culture Coordination with the National Commission for Culture and the Arts undertaken Increased prices

Again, please ensure that such policies and practices are mainstreamed in your tourism planning, management, monitoring and evaluation.

7-13 7-14 Optimizing Local Developing your program

Collate all data listed in the succeeding sections, to develop a comprehensive program for managing Socio-Economic Benefits 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 Mandate a certain percentage of the work force in hotels, resorts, and other years. Whatever the results of the proposed projects and legislations should be inputted in the TDP. establishments to come from the local population. • For example, 80 percent of the work force should come from the LGU 1 Negotiate the percentage during the public consultations • Have a good gender balance in the work force, employing also females Where capable, get management positions and not just blue collar jobs Developing a Disaster Risk • Consult with the Tourism Infrastructure and Enterprise Zone Authority (TIEZA) on such rules Reduction and Management (DRRM) Managing the Impacts of Tourism of Managing the Impacts Tourism of Managing the Impacts program for tourism Encourage community-based ecotourism enterprises – these include local guides groups, travel agencies and souvenir shops The Philippines is the third most vulnerable country in the world to natural calamities. Our country is also located in the Pacific Ring of Fire, making us prone to earthquakes. Climate change brings more 2 typhoons, floods, droughts and other natural calamities. DRRM will help us reduce risks, loss of lives and destruction of property. Your job is to enhance the capacity of the people to cope with the hazards and Engage in capacity-building for the industry sector. These activities include: minimize the impacts of these disasters. • Trainings and skills development; • Micro-credit and enhanced financing of tourism projects; and/or • Multi-stakeholder collaboration in the tourism industry. Understanding DRRM Supplemental reading 7 Supplemental 3 reading 7 Supplemental 4 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 5 income or local economy

Figure 2. Disaster Management Cycle

Source: Office of Civil Defense

7-15 7-16 Have you done the following to prepare your tourism sites for disasters? Please check if yes. DRRM Act of 2010 (Republic Act 10121) defines Disaster Risk Reduction as a systematic effort to analyse Example 9. Checklist of DRRM Program Elements and manage the causes of disasters by reducing vulnerabilities and enhancing capacities in order to lessen the adverse impacts of hazards and probability of disaster. The following definitions will help us STEPS/ACTIVITIES YES RECOMMENDATIONS understand the principles of DRRM: 1. Prevention/mitigation

• Hazard is a phenomenon, event, occurrence or human activity that may cause injury, loss of Make a checklist of natural and human- Obtain a multi-hazard map from MGB-DENR or from the Office of the Civil lives and damage to property and the environment. This includes natural calamities such as made hazards in your area Defense in your region. Plot tourist destinations in the map typhoons, floods, droughts, earthquake, tsunami and human-induced hazards such as fire, wars, epidemics and terrorism; Have you assessed the buildings and other Once the hazards and risks are identified, you might need to relocate tourism physical infrastructure of tourism establishments and tourists in disaster-prone areas. Retrofit historical sites such • Exposure is about the degree to which people and properties are likely to experience hazards. investments along hazardous areas, eg. as old churches or demolish old buildings that may collapse in the event of an To reduce exposure, there might be a need to evacuate or relocate tourists; fault lines, flood prone areas, landslide earthquake. Also inspect electrical wiring to prevent outbreaks of fire. After a • Disaster Risk is the exposure of vulnerable communities to a hazard, as well as the probability areas? disaster, conduct damage needs assessment of tourism infrastructure of harmful consequences resulting from hazards; and, Is there a green protective wall in your LGU, For beaches, a “green wall” of mangrove forests can break the impact of the • Capacity or the capability of coping and recovering from the damaging effects of a disaster if your LGU is located in a coastal area and water during storm surges. Where appropriate, you can construct a flood (e.g. wise use of resources, robust infrastructure, strong and good governance). has a history of tsunamis or storm surge, ? retaining wall to protect tourism establishments and communities

2. Preparedness

Managing the Impacts of Tourism of Managing the Impacts Tourism of Managing the Impacts Do you have calamity funds that the Calamity funds are needed for easy access during relief and rehabilitation tourism industry can access? operations Risk is covered by the following formula: The tourism industry should prepare for natural disasters. After assessing the hazards, further assess the vulnerabilities and capacity of the industry. Organize Are there DRRM programs for tourism DRRM teams in tourist attractions. Ensure that community drills e.g. Earthquake attractions? drills are conducted in hotels, resorts and other establishments. In addition, DRRM Plans must be formulated for tourist attractions and service providers

Early warning systems must be established in destination sites. For example, Are there early warning systems in tourism bells or sirens can ring during floods. It takes several days before assistance can attractions? arrive from national agencies so attractions and establishments should have stockpile food and relief goods

Hazard x Vulnerability For foreign visitors, make a list of contacts of foreign embassies especially Do you have a list of contacts of foreign those who frequent your destination so that they can be alerted in case of embassies? Risk = emergencies of their nationals

Supplemental reading 7 Supplemental Capacity reading 7 Supplemental Do you have an evacuation and relocation Should a disaster strike, evacuate visitors to higher grounds and relocation plan for visitors who may be affected by sites. Be sure that such relocation sites are safe for the visitors e.g. not easily calamities? flooded Also conduct search and rescue operations of some visitors who are dead or Do you have a provision for visitors in your missing. Provide first aid to injured visitors. Distribute relief goods when DRRM response and relief plan? supplies are cut. In addressing psychological trauma, provide counselling services. Report to embassies death and injuries of foreign visitors Do you have provisions for energy in cases Solar powered supplies and appliances can be installed for power outage Typhoon Yolanda, stongest typhoon to hit the Philippines in 2013 had reminded us of disasters? Do you have access to psychologists who to keep our DRRM programs in check. To prepare for a DRRM Program, these elements Provide professional services by psychologists based in schools and in DSWD can deliver first-aid counselling in cases of to reduce trauma should be present: trauma? 3. Response

Prevention / Mitigation; Did you deliver relief goods to tourists and 1. Relief goods should contain food, water and other basic needs tourism establishments? FINANCIAL Preparedness; Did you relocate tourists to evacuation 2. AID Safe places should be used in relocation until further help will arrives areas or safe places? 3. Response; and Did you assist in providing transportation Signals for cell phones will have to be accessed to contact relatives and friends. and communications to tourists? Transportation may need to be provided to safe areas Rehabilitation. 4. 4. Rehabilitation Did you evaluate the needs of the tourism For rehabilitation, buildings, ecosystems may need to be repaired industry for rehabilitation?

Have you provided alternative livelihood Boats may need to be repaired or new ones purchased. Farmers may need new for affected tourism workers? stock of seeds

Did you provide financial aid to affected The financial aid can come in the form of donations, grants or soft loans tourism-related businesses?

Others:

7-17 7-18 References Do you have a DRRM Program covering the tourism industry? Use the following template in creating one.

Calanog, L., Reyes, P. &Eugenio, V. (2011). Making Ecotourism Work. Manila, Philippines: Japan International Cooperation Agency.

PHASE ACTIVITY TIME FRAME Department of Environment and Natural Resources (2003). Department Administrative Order # 30–2003 (DENR-DAO 03-30): Prevention and Mitigation Implementing Rules and Regulations of Presidential Decree 1586, Establishing the Philippine Environmental Impact Assessment System.

______(2013).Department Administrative Order (DAO) 2013-19 Guidelines on Ecotourism Preparedness Planning and Management in Protected Areas. Managing the Impacts of Tourism of Managing the Impacts Tourism of Managing the Impacts Retrieved from http://server2.denr.gov.ph/uploads/rmdd/dao-2013-19.pdf

McCool, S. (1996). Limits of Acceptable Change: A Framework for Managing National Protected Areas: Experiences from The United States. Paper presented at Workshop on Impact Management in Marine Relief Parks, sponsored by Maritime Institute of Malaysia, August 13-14, Kuala Lumpur, Malaysia.

Jovicic, D. & Dragin, A (2008). The Assessment of Carrying Capacity – A Crucial Tool for Managing Tourism Effects in Tourist Destinations. TURIZAM, 12: 4-11.

Rehabilitation Republic of the Philippines (n.d.). Philippine Agenda 21 Supplemental reading 7 Supplemental reading 7 Supplemental

7-19 7-20 Developing Tourism Products and Marketing the LGU Destination

Supplemental reading 8 Attractions gain by clustering. Clustered attractions have better promotional impact thereby providing more This supplemental reading of the Tourism Guidebook will help LGUs: revenues for businesses (Gunn, 1979). For tourists, especially those on day tours who have time constraints, clustered attractions become more attractive. In today’s mass tourism, the minor and isolated attractions • Understand how tourism products are developed, and promoted to attract require too much time and effort by the visitor to reach and is seldom worth it (Gunn, 1979). Attraction tourists and visitors; and themes are best carried out when attractions are grouped together, physically or by tour (garden tours, • Get oriented with tourism marketing and promotion techniques. historic tours, architectural tours, and cruises). National parks are examples of attraction clusters, offering many complementary nature attractions such as beautiful scenery, hiking trails, wildlife conservation parks, challenging topographic features, and outdoor recreation sites (Gunn, 1979).

Thus, accommodation, transportation, dining and entertainment, attractions and tours normally constitute a tourism product (with an object that serves as a magnet for tourists: e.g. Taal Volcano). All these elements are meant to give the tourist a worthy experience.

Tourism Product Development According to the Philippine National Tourism Development Plan 2011- 2016, the Philippines can capitalize on its diverse tourism assets and markets by positioning and marketing a portfolio of nine (9) core products: What are tourism products?

A tourism product is an object that attracts tourists. There are various levels of a tourism product: core product, 1) Nature-based; main (tangible) product and augmented product. 2) Cultural tourism products able to deliver higher growth, The core product is the unique experience of the tourist while visiting your destination. As a customer, the visitor higher length of stay and expenditure, and wider-spread benefits should experience enjoyment, and a level of comfort and safety. The level of satisfaction is also dependent on that will appeal to long haul markets in , Middle East and meeting the purpose of the trip and his/her needs, based on age, budget, socio-economic status and attributes. North America, and selected markets such as Australia and niche The figure below will help you understand the levels of tourism product: segments in the regional markets (, South Korea, Japan, 9Core products Hongkong, and Singapore); 3) Sun and beach; Figure1. Tourism Product 4) Meetings, Incentives, Conventions and Exhibitions (MICE); 5) Leisure, entertainment and shopping; Developing Tourism Products & Marketing the LGU Destination Developing Tourism Products & Marketing the LGU Destination 6) Diving and marine products capable of attracting large regional markets (specially China, South Korea, Japan, , Core Product (Experience) Introduction Taiwan, Malaysia, Australia, and USA);

Main Product (Tourist activity) 7) Nautical and cruise; 8) Health/wellness/retirement; and Augmented Product (Souvenir) 9) Education tourism products capable of delivering strong future growth with long average length of stay and expenditure — appealing to European, Middle East and North American markets, and selected markets such as Australia, and the South Korean and China markets for educational tourism. Supplemental reading 8 Supplemental Supplemental reading 8 Supplemental The main (tangible) product includes tourist activities and destinations such as tours, diving and spelunking, etc. which will provide enjoyment. The augmented product includes accommodations, souvenirs and food, which will contribute to an overall experience in your destination. For purposes of product development in your LGU, the tourism product will be categorized in this Guidebook as the following: There is a core product and a peripheral or optional product. The core product includes the right kinds of accommodation, and recreational facilities together with tourist attractions. The peripheral product a. Destination builds onto this, adding the possibilities of other tourist attractions in the form of various scenic, historic, leisure, b. Circuit amusement, entertainment, shopping, recreational sites and installations. An ideal destination represents a c. Attraction cluster of all these components (Doswell, 1997). d. Tour

Each of these product levels will be assessed and developed, based on what is most needed by your LGU.

8 - 1 8- 2 Assessing Tourism Products Product category Products New/improved options

Fiestas Town fiestas Understanding and developing your product can be done Songs and dances Ati-atihan dance, native dances through various tools: and songs of the region Religious and cultural events e.g. Penafrancia festival, Higantes Festival a. Use of the value chain analysis. Transportation

“A value chain describes the full range of activities which are required to bring a product or service Land Bus, FX, Jeepneys, tricycles from conception, through the different phases of production, delivery to consumers, and final disposal after use” (Kaplinsky and Morris, 2002). Air Airplanes

Water Boats Figure 2. Value Chain Accommodation Hotels, , resorts,

Food and beverages Native delicacies

Merchandise Souvenir items Travel agent Transport Hotel Site Operator Company Restaurant Cultural Group Product development improves the profitability of tourism businesses by increasing the number of products and services available for tourists – as well as the number of visits, length of stay and spending by individual visitors .

These activities can be coordinated by a , and thus a tour becomes a product by itself. Developing Tourism Products & Marketing the LGU Destination Developing Tourism Products & Marketing the LGU Destination b. The 5As Framework • What are the gaps in your value chain? • How can they be improved? The 5As Framework “encourages LGUs to adopt a more strategic approach in tourism development, and promotes cooperation with their neighbouring areas to cover for components that may be lacking in their locality in order to create a seamless tourism experience” (Alvia and Libosada, 2009). Table 1. Product Development and Improvement Figure 3. 5As Framework Product category Products New/improved options

Accommodation Attractions Activities Attractions Arrival Access Supplemental reading 8 Supplemental Supplemental reading 8 Supplemental Natural Protected areas, wildlife Eco-adventure tour , sanctuaries, flagship species, • Pre-arrival • Roads • Hotels • Natural • Rest mountaineering/ trekking islands, beaches, volcanoes, caves marketing • Terminals • Lodging • Human-made • Recreation Heritage Museums, monuments, ruins • Air/sea/land transport • Related • Restaurants • Education Activities e.g. zip line infrastructure • Air/sea ports Cultural activities Songs, dances

Convention centers e.g. Philippine international

8 - 3 8 - 4 c. Use of Tourism Product Life Cycle Tourism products experience a life cycle. Product development takes into consideration the life Developing New Products cycle so that corrective action can be undertaken to ensure that tourists will continue to come back and patronize your product.

Figure 4. Tourism Product Life Cycle LGUs can act as catalysts in the tourism industry. Tourism Life cycle of the Tourism product product development can be undertaken in different levels, namely, Stagnation Decline a) Destination planning b) Circuit planning c) Attraction planning d) Tour planning and packaging Launch

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. Discovery 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

Number of Tourists aspects of product development, building and design, financial feasibility, marketing, management and operations (University of Hawaii, 2013).

Mediterranean Tourism Life Cycle Model Attraction planning involves plans for specific sites, e.g. protected areas. Planning for events such as fiestas is Source: Barcelona Field Studies Center usually the task of LGUs. These fiestas should be based on cultural research and be true to the genuine cultural features of the area e.g. costume, natural features. The themes for fiestas should not be concocted just for STAGE 1: DISCOVERY marketing purposes.

During the early “discovery stage” of the cycle a small number of unobtrusive visitors arrive seeking Developing Tourism Products & Marketing the LGU Destination Developing Tourism Products & Marketing the LGU Destination The tour packaging process involves: “unspoiled” destinations. These early “explorer” tourists generally speak the language and identify with the local culture. The social impact in this stage is generally small and resident attitudes are fairly 1. Research and design, identifying and selecting attractions to be visited; positive towards tourism. 2. Building your itinerary, considering modes of transportation, travel time, STAGE 2: LAUNCH delivery of services, visitation time; 3. Negotiating and booking; This is the stage when the number of incoming tourists increases. The host community responds to the 4. Proper costing and pricing based on marketing segments increasing numbers of tourist by providing facilities. Businesses remain family based and the (e.g. schools, budget tours); visitor-resident relationship is still harmonious. Later in this stage, visitor numbers increase and the community becomes a tourist resort. Outside interests become involved developing businesses and 5. Handling clients and suppliers; and, tourist facilities. 6. Evaluating tours.

STAGE 3: STAGNATION Supplemental reading 8 Supplemental Supplemental reading 8 Supplemental The stage in which saturation is reached. The quality of tourist services falls, demand levels off, and the environmental degradation of the tourist destination begins to cause alarm. The tourist destination at LGUs can improve delivery of tours by: this stage is said to have reached “maturity”. 1. Developing the tourism loop – expanding possible attractions and STAGE 4: DECLINE improving the quality, capacitating the barangays and establishments to deliver new and improved attractions; The stage which represents the current state of mature tourist destinations. Falling profits lead to 2. Improving access through improved farm-to-market roads; and. foreign-owned businesses withdrawing and the community is left to “pick up the pieces”. 3. Improving public facilities such as toilets, transportation hubs, parks. Select a tourist product to work on e.g., something that your LGU is known for. • In what stage is it in? • How can it be improved? • What new and improved products can you offer? 8 - 5 8 - 6 Some Ethical Considerations in Product Marketing Tourism Products and Development and Marketing 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 Festivals should be based on heritage e.g. visitors and income of tourism enterprises. In the past, this leaves most marketing activities and promotion efforts historical facts, unique cultural features. 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 1 tourism stakeholders. It is best to start marketing and promotion activities once the tourism attractions, Souvenir products should not destroy the services and transport access have been developed. LGUs are encouraged to undergo biodiversity and geological features of the tourism planning process prior to any promotion work. Even LGUs with thriving tourism place (e.g. no coral reefs should be gathered). industry should constantly revisit their tourism plan and marketing and promotions 2 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 Decent and sensitive portrayal of women and manage the impacts of visitor influx into the locality. All of them should promote their local destinations, e.g. Developing Tourism Products & Marketing the LGU Destination Developing Tourism Products & Marketing the LGU Destination brochures of local sites should be found in shopping centers and malls. and children should be promoted. Marketing the LGU as a tourism destination entails knowing what tourism assets, products and services are available in the locality, the prices at which they are sold, the current promotion tools and the place or distribution channels through which potential visitors can avail them. It is equally important to consider how the existing products and services are packaged in a distinct way to depict a unique brand for the LGU. These four ‘Ps’: product, price, promotion, and place become part of the LGU’s destination marketing strategy. These 3 lay down the actions that the local government and tourism stakeholders plan to undertake to sell the LGU as a tourism destination. Historical buildings should be preserved and restoration of building must be authentic. Supplemental reading 8 Supplemental Supplemental reading 8 Supplemental 4

Food served must be sourced locally using 5 local cuisine. 8 - 7 8 - 8 Role of LGUs in Tourism Marketing Strengths, Weaknesses, Opportunities and Promotion and Threats (SWOT) Analysis in Tourism Marketing The LGU’s tourism efforts differ from those of individual tourism enterprises. While entrepreneurs aim at promoting their own attraction, product or service to specific market segments, the LGU should take into The SWOT analysis has been introduced and discussed in the portion of this Guidebook on Formulating the Local consideration the whole of the local tourism industry. It has the responsibility of ensuring that everyone benefits Tourism Development Plan as a tool for tourism strategy formulation. Market analysis may also be undertaken from tourism. This requires a unified marketing strategy for all tourism stakeholders within the destination. using the SWOT. This tool can also help the LGU formulate its marketing strategies. In conducting the SWOT analysis, team approach and brainstorming are encouraged during which the participants are suggested to write Given the cluster approach in tourism development that the National Tourism Development Plan espouses, LGUs all their ideas down prior to examining them one by one (Briggs, 2001). are encouraged to coordinate the development of tourism circuits that connect different attractions in two or more cities or municipalities. The provincial government can take the lead in marketing and promoting various tourist attractions in different LGUs connected through a circuit. It is important to emphasize that LGUs should Table 3. Aspects of Tourism destination to be considered in the SWOT aim at complementation, rather than competition when it comes to the development of tourism attractions and Analysis products. Strengths Weaknesses Location Is it accessible, convenient, Location Is the destination inaccessible or Table 2. Levels of Tourism Marketing and Promotions Coordination obvious and easy to find? difficult to reach? within a Destination Staff/ Tourism Are they professional and Staff/ Tourism Do they need more training or Human Resource friendly, or do they have some Human Resource perhaps you have staff special skills such as language shortages? Destination Coordination Example proficiency which make your destination superior compared to your competitor? Region 2: - - Country Top Destinations and Regions Service Do you offer quality services Services Could the services be more Cluster or comfort or perhaps an efficient or better in some way? Tourism Cluster Destinations exceptionally broad range of - Region (groups of provinces and or cities) services? Developing Tourism Products & Marketing the LGU Destination Developing Tourism Products & Marketing the LGU Destination - Tourism Link within the region Marketing Do you have a high profile, strong Reputation and Could the municipality/ city/ Bohol Country-side Tour; Municipalities and cities within the established market, or use Image provinces image or reputation Province Paoay Kumakaway province innovative marketing methods? Introductionbe better? Campaign Attractions and establishments City/ Municipality Heritage City of Vigan Internal Is the LGU reactive instead of within the city/ municipality Problems proactive in management?

Opportunities Threats Trends or Fashion Increased interest in certain Competition New development introduced activities, like marathons, or by a competitor nature trips Supplemental reading 8 Supplemental Supplemental reading 8 Supplemental Change in Increase in the population of a Economic Recession, high inflation or Population group (i.e. senior citizens, with conditions unemployment (domestic or higher disposable income) abroad)

Development Technological changes (i.e. growing internet service subscriptions) Promotional Presence of activities such as Opportunities trade and tourism fairs and exhibitions conducted by national tourism organizations

Adapted with slight modification from Briggs, 2001 8 - 9 8 - 10 LGUs may wish to consider the above aspects in identifying the strengths, weaknesses, opportunities, and threats but the choices are not limited only to those in this list. Local tourism officers and planners as well as the stakeholders conducting the SWOT analysis are encouraged to look at the other aspects of the local destination. The LGU's Image, Brand and Unique

Looking at the aspects listed and explained above and considering the local conditions, the local tourism officer Selling Point and planner as well as the stakeholders invited to participate in the analysis may use the worksheet in Annex H found in the main Guidebook Formulating the Local Tourism Development Plan to indicate the LGU’s Strengths, Weaknesses, Opportunities, and Threats as a tourism destination. SWOT analysis participants can later on transform the above table into the SWOT Matrix in order to formulat strategies. Destination Image

An effective image has the power to invoke specific notions, impressions and perceptions in the tourist’s mind, which somehow provides a preview of the destination (Kotler, Haider, & Rein 1993 as cited in Awuah B & Reinert, 2011). It is the totality of “emotional and aesthetic qualities” (Gunn, 1998 as cited in Echtner & Richie, 2003) of a The Marketing Strategy destination. One’s image of a destination greatly affects his or her decision whether to visit your area or choose another one. This model presents “seven phases of the travel experience” that shape the image of a destination for an individual. From these phases, there are three states of image formation identified. The marketing strategy for a tourism destination will help the LGU and tourism stakeholders define the following: Table 4. Phases of Travel Experience

Phases Type of image Source of information Image of the LGU as a tourism destination Accumulation of mental Organic NONCOMMERCIAL images about vacation experiences • General media, such as news reports, markets magazines, books, movies Target • Education such as school courses • Opinions of family and friends Developing Tourism Products & Marketing the LGU Destination Developing Tourism Products & Marketing the LGU Destination Types of Modification of those images Induced Promotional techniques by further information COMMERCIAL

• Promotional materials such as travel brochures, travel agents and travel Timing of PromotionalIntroduction efforts guidebooks, advertisements Decision to take a vacation trip

Travel to the destination

Participation at the destination Supplemental reading 8 Supplemental Supplemental reading 8 Supplemental

Return home

Modification of images based Actual Experience • First hand experiences that modify one’s on the vacation experience initial image of the destination

Derived from Gunn (1988) as described in Echtner & Ritchie (2003).

8 - 11 8 - 12 To get an idea of people’s image (how others perceive) of the LGU, here is a simple exercise that can be undertaken. This simple question below may be asked from visitors or non-residents: Unique Selling Point (USP) A destination’s unique selling point refers to any aspect that sets it apart from others. It can be a unique experience, culture or environment offered by the existing tourism products in the locality. Examples of a USP for a local destination are the Philippine Tarsier and Chocolate Hills of Bohol. What comes to your mind when you think about ( Name of LGU ) ? The Target Market Answers to this question may be consolidated to provide the local tourism officers some pictures and characteristics of their LGU from outsiders’ point-of-view. Local tourism planners and officers should also LGUs that are already into tourism should have the basic idea of who their visitors are. Those LGUs that are already be aware and constantly updated of the LGU’s social, economic, political and ecological conditions as all ahead in tourism keep and maintain an inventory of tourism data and other resources that will be useful in these necessarily affect the image it is projecting to the world. Partnerships and constant communication determining the appropriate marketing strategy. However, for LGUs who are yet to start taking tourism seriously, with stakeholders in the academe, private sector and community will help the local government assess local there has to be a way to systematically know their current visitors. “It is easier to attract more of the same type conditions. of people than to attract completely new markets. This is because they already enjoy what you have to offer and presumably understand their needs” (Acharya, 2010).

To get these data and information from the visitors you may conduct interview and survey. Please see the enhanced sample questionnaire based on the Tourism Statistics Manual for Local Government Units developed by Destination Brand the Department of Tourism and JICA (Calanog, Reyes & Eugenio, 2010) in supplemental reading 1 Profiling the Local Tourism Industry. A brand is considered the most effective and powerful way to promote a tourism attraction (Di Marino, n.d.) as well as a whole destination. It differentiates the LGU from competitors and answers the “critical need for destinations to create a unique identity” (Calanog, Reyes & Eugenio, 2012). It is “the essence of a product that makes it different from all other products in the eyes of its potential customers – its competitive identity” (School Market Segmentation of Travel Industry Management, n.d.). There is a large number of tourists and it will be quite ambitious and unrealistic to target all of them to visit your A destination brand may be a symbol, name, term or design, or combination of these elements that are LGU. A major consideration here are the current offerings—attractions and facilities— available in the locality. associated with the place (World Tourism Organization and European Travel Commission, 2009). It should not be This requires the local tourism officer and stakeholders to decide on specific market segments to target for the a “vague statement that locals have dreamed up to improve community self-image” (Acharya, 2010). “Destination marketing of the LGU as a tourist destination. branding alone cannot change a nation’s image” (Acharya, 2010) or that of any destination. A local politician’s “pet” idea should not also be mistaken for the locality’s brand (World Tourism Organization and European Travel Market segmentation entails “dividing a market into distinct groups of buyers who have distinct needs, Commission, 2009). characteristics, or behavior and who might require separate products” (Armstrong & Kotler, 2005). The following presents the common market segmentation methods used in tourism marketing: Developing Tourism Products & Marketing the LGU Destination Developing Tourism Products & Marketing the LGU Destination

Geographic Demographic Psychographic Behavior Introduction Methods Characteristics of a good brand Segmentation Segmentation Segmentation Segmentation

Attractive Exciti ng Memorable Simple Unique Characteristics • Nations • Age • Social class • Knowledge • States • Gender • Lifestyle • Attitude • Regions • Income • Personality • Use of and • Provinces • Occupation response to the Examples of destination • Cities tourism product branding are the following: • Municipalities Banaue Stairway to the Sky Adapted with modifications from Kotler, Bowen and Makens (2006) Supplemental reading 8 Supplemental Supplemental reading 8 Supplemental Vigan Old World City Given the set of data that the LGU collects at present using the DOT and JICA Tourism Statistics Manual for Local Government Units, the LGU can start a combination of geographic and demographic segmentation methods.

“Segmentation usually involves combining the above method so you can develop a complete profile for different market segments” (Kotler, Bowen & Makens, 2006). To know more about other segmentation The Last Frontier methods used in tourism marketing today, please refer to the Handbook on Tourism Market Segmentation by the World Tourism Organization and European Travel Commission. The handbook presents various Davao Land of Plenty segmentation methodologies the LGU may use depending on the available data at hand. The handbook also proposes ways on how to generate the data needed to further subdivide the market. In conducting data gathering for market segmentation, it is suggested that the LGU coordinate with local tourism stakeholders in the private sector and non-government organizations. Results of service or product satisfaction surveys that tourism establishments periodically conduct among its customers may be used to analyze not only the lifestyles of visitors to the area but also their attitudes towards and motivations for visiting the destination. 8 - 13 8 - 14 The LGU may seek assistance from the Tourism Promotions Board (TBP) for promotion strategies and Promotional Tools techniques to be undertaken to encourage more visitors, especially foreign tourists, to come and visit the local attractions within the destination.

Promotion refers to “the various methods used to sell a product or a service” (Briggs, 2001). Promoting a destination entails a “process of communicating with selected target markets” (McIntyre, Hetherington & Inskeep, 1993) in the aim of increasing the number of visitors, through the following means: Type Examples

Printed materials • Leaflets • Brochures

Printed materials Audio-visual materials Public relations Audio-visual materials • Video-clips • Films

Public relations • Lobbying for greater access to the destination from concerned government agencies

Advertising Exhibition attendance Internet and social media • Positive media coverage such as press releases

• Linking with the press and maintaining media contacts

Advertising • Paid tourism campaign using mass media e.g. TV, radio, newspapers and magazines, posters and advertising spaces

You can also include as marketing channels and place of promotions various embassies, international groups and Exhibition attendance • National/ regional tourism fairs business establishments. Collaterals and other products for your destination can be disseminated through them.

Depending on the target market, the LGU needs to create a promotional message that capture what the Internet and social media • Websites destination has to offer to tourist. It should also contain the destination’s brand. For the chosen promotional tools to stand out, they should be evaluated based on the following “AIDA principles” (World Tourism Organization, • Social networking sites 1993): - Facebook -Twitter, etc Developing Tourism Products & Marketing the LGU Destination Developing Tourism Products & Marketing the LGU Destination • Travel Blogs

Grab Appeal to readers’/ Arouse the desire Urge the reader Supplemental reading 8 Supplemental Supplemental reading 8 Supplemental A I D A Attention audiences’ to visit the to take Interest Destination Action

8 - 15 8 - 16 References

Acharya, P. (2010). Destination branding [presentation slides]. Retrieved from http://www.slideshare.net/ peshwaacharya/destination-branding?from_search=2.

Awuah, G. B. & Reinert, V. (2011). Potential tourist’s image of a tourist destination: The case of Brazil. Retrieved from www.diva-portal.org/smash/get/diva2:452288/FULLTEXT01.pdf Briggs, S. (2001). Successful tourism marketing: a practical handbook. London: Kogan Page Ltd.

Calanog, Reyes, & Eugenio (2012). Making ecotourism work: A manual on establishing community-based ecotourism enterprise (CBEE) in the Philippines. Japan International Cooperation Agency, Makati, Philippines.

Department of Tourism & Japan International Cooperation Agency 2007, Tourism statistics manual for local government units, DOT & JICA, Manila: Authors.

Di Marino, E (undated), The strategic dimension of destination image. An analysis of the French Riviera image from the Italian tourists’ perceptions.

Echtner, C. & Richie, J. (2003). The meaning and measurement of destination image. Journal Of Tourism Studies 31(4): 3-13.

Kotler, P., Bowen, J. & Makens, J. (2006). Marketing for hospitality and tourism (4th edition). Retrieved from wps.prenhall.com/wps/media/objects/2393/2451019/PPT/ch08.ppt‎.

Kotler, P. & Armstrong, G. (2013). Principles of Marketing (15th edition). Prentice Hall.

Larsen, N. (2010). Market segmentation - a framework for determining the right target customers. Denmark: Aarhus School of Business. Retrieved from http://pure.au.dk/portal/files/11462/BA.pdf.

McIntyre, G., Hetherington, A. & Inskeep, E. (1993). Sustainable Tourism Development: Guide for Local Planners. Madrid: World Tourism Organization. Developing Tourism Products & Marketing the LGU Destination 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. Supplemental reading 8 Supplemental

8 - 17 Institutionalizing Standards for Tourism

Supplemental reading 9 This supplemental reading of the Tourism Guidebook will help LGUs: What are the standards set by the Department of Tourism?

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

Category Accreditation Agri-tourism-farm site Rules and regulations to govern the accredita- tion of agri-tourism / farm site Ambulatory clinics Rules and regulations to govern the accredita- Accreditation Principles and Practices tion of ambulatory clinics

Accreditation and standardization will help ensure that your LGU is a quality tourism destination. You can adopt Amended rules and regulations to govern the Amended rules and regulations to govern the the following national and international standards in your LGU. You may also pattern your standards from the accreditation of mountain guides accreditation of mountain guides practices of other LGUs. Certain sectors in the industry have also initiated their own standards and accreditation process. Amending the tourism-related establishments code of Amending the tourism- related establishment 1989 code of 1989 and adding a new provision thereof Calesa Rules and regulations governing the Institutionalizing Standards for Tourism Standards for Institutionalizing Institutionalizing Standards for Tourism Standards for Institutionalizing accreditation of calesas providing transport services to tourists National Standards Cave guides Rules and regulations to govern the accredita- 1 tion of cave guides Foreign exchange dealers Rules and regulations to govern the accredita- The Department of Tourism (DOT), through its Office of Tourism Standards and Regulations, prescribes and tion of foreign exchange dealers regulates standards for the operation of the tourism industry. Primary tourism enterprises shall be periodically required to obtain accreditation from DOT as to the quality of their facilities and standard of Gallery Rules and regulations to govern the accredita- services. Accreditation shall be voluntary for secondary tourism enterprises. Republic Act 9593 or the Tourism tion of gallery Act of 2009 defines primary tourism enterprises as: travel and tour services; land, sea and air transport services Hotels, tourist , , apartelles, resorts, pension Rules and regulations to govern accreditation of exclusively for tourist use; accommodation establishments; convention and exhibition organizers; tourism houses and other accommodation establishments hotels, tourist inns, motels, apartelle units, estate management services; and such other enterprises as may be identified by the Tourism Secretary, after resorts, pension houses and other due consultation with concerned sectors. Secondary tourism enterprises refer to all other tourism enterprises accommodation establishment Supplemental reading 9 Supplemental Supplemental reading 9 Supplemental not covered by the ones earlier mentioned. Mountain guides Rules and regulations to govern the accredita- The DOT also has the power and the duty to issue tourism advisories pertaining to tourism enterprises that tion of mountain guides were found to have violated the terms of their accreditation. The statement that the advisory shall only be Revised rules and regulations to govern the accredita- Revised rules and regulations to govern the lifted upon continued compliance of the enterprise with the terms of accreditation. To give value to tion of spa establishments accreditation of spa establishments accreditation, only accredited enterprises can be beneficiaries of promotional, training and other programs Spa Rules and regulations to govern the accredita- of the DOT and its attached agencies and corporations. tion of spa Tertiary hospitals for Rules and regulations to govern the accredita- tion of tertiary hospitals for medical tourism Tourism-related establishments Rules and regulations to govern the accredita- tion of tourism-related establishments Travel and tours services Rules and regulations to govern the accredita- tion of travel and tour services

The standards of the DOT can be adopted by the LGU through an LGU ordinance. The following template can Accredited guide you in drafting your LGUs ordinance.

9 - 1 9 - 2 Example 1: LGU Ordinance Prescribing Tourism Standards 2 ASEAN Tourism Standards Republic of the Philippines Office of the Governor/Mayor The integration of ASEAN member-countries requires that the Philippines meet the ASEAN’s Tourism Standards. Meeting these standards will increase the competitiveness of Philippine destinations in the Province/City/Municipality of ______tourism market.

Ordinance No.______: The 10 ASEAN member countries —Brunei Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia, Myanmar, the Philippines, Singapore, Thailand and Viet Nam— have considered standardizing tourism services so that ASEAN becomes a “Quality Single Destination”. One measure in the Roadmap for Integration of Tourism Ordinance prescribing standards for tourism development in the Municipality/City of ______Sector to realize the ASEAN Economic Community is the establishment of the ASEAN Tourism Standards (ASEAN, 2007). Whereas section 17 of the Local Government Code mandates the local government to promote tourism in their respective jurisdiction The six (6) ASEAN Tourism Standards and their basic definitions are described below: Whereas the local government has identified tourism as one of the engine for economic development 1. Green Hotel. This is a hotel which is environmentally-friendly and adopts Institutionalizing Standards for Tourism Standards for Institutionalizing Institutionalizing Standards for Tourism Standards for Institutionalizing Whereas the DOT has prescribed minimum standards for the development of tourism energy conservation measures.

Wherefore the local government will create local standards to govern the development of tourism in 2. Local Food and Beverage Services. These are forms of services where traditional and typical food and beverages are produced and/or sold by local the LGU. people in food stalls, local restaurants or other similar outlets.

3. Public Restroom. This booth is shared by all people, and this facility should be Now therefore, this body in session assembled; ASEAN Tourism Standard 6 connected to a waste pipe and must have a flushing apparatus.

RESOLVE, to adopt as it hereby adopts… 4. Home Stay. This facility is where tourists can stay with the EFFECTIVITY. This ordinance shall take effect in 201__. host’s family in the same house. That way, tourists will experience the everyday way of life of the family and the local community. There is an existing ASEAN Homestay Enacted on ______, 201___. Standard that may be adapted by member states like the Philippines in compliance Supplemental reading 9 Supplemental Supplemental reading 9 Supplemental to the ASEAN Tourism Strategic Plan (ATSP): 2011–2015.

- - - - - 5. Ecotourism. This pertains to responsible traveling to destinations with I HEREBY CERTIFY to the correctness of the foregoing ordinance which was duly adopted by the Sang- ecological diversity that involves activities, environmental and cultural gunianPanlalawigan/Panlunsod /Bayan during its regular session on ______. conservation measures, and community participation providing benefits for the local people in the country.

6. Tourism Heritage Site. It is an outstanding cultural or heritage area in the country that is protected, conserved and managed in a sustainable manner — provided the site has easy access and support facilities for visiting tourists.

SIGNED: ATTESTED: APPROVED: * Cultural Heritage. This refers to outstanding monuments and groups of buildings in a country that has authentic, historical, archaeological, scientific, anthropological and ethnic value/s. ______Secretary to the SP/SB Presiding Officer Governor/Mayor * Natural Heritage. This refers to outstanding physical, biological and geological formations including its habitat and species that may be threatened and endangered. s

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

9 - 3 9 - 4 Guidelines for Certification of ASEAN Tourism Standards 3 Tourist Attraction Standard in China Awareness raising of stakeholders and training. Disseminate information and initiate capability building activities for tourism stakeholders. China has five (5) Tourist Attraction Rating Categories (TARCs): A (1A, the lowest level), AA (2A), AAA (3A), AAAA (4A) and AAAAA (5A, the highest level). The bases of these categories are the importance of the site, transportation, tours, safety, cleanliness and sanitation. The China National Tourism Administration 1 administers these ratings based on the code Categories and Rating Standard of Tourist Attractions. Your LGU may adopt such a rating in your area to raise the interest of potential tourists to visit the attraction Application. Accomplish application forms with attached documents, 2 then evaluate qualifications. Audit. Do on-site audit: interview, audit without prior notice, observation and 3 . 4 Industry Standards Institutionalizing Standards for Tourism Standards for Institutionalizing Institutionalizing Standards for Tourism Standards for Institutionalizing The Professional Association of Diving Instructors (PADI) certifies members and conducts Audit report. Advice all concerned about deficiencies, if any. courses and recreational drives. The courses are carried out by a scuba instructor using standardized knowledge sessions. Local industry associations e.g. Hotel and Restaurant Association 4 (COHARA) supports and promotes the DOT standards. 5 Correct all deficiencies. Monitoring. Check the standard maintenance at least every two years, such as checking the use of logo, and the certificate itself. 5 LGU Standards Supplemental reading 9 Supplemental Supplemental reading 9 Supplemental 6 The LGUs follow the DOT’s standards. However, the Local Government Code of 1991 mandated the regulation of tourism enterprises and activities. As such, the standards and policies on fees and charges including environmental charges, fees for services, can be set by the LGU. For example, the LGU can set rules and regulations for entrance fees in public facilities, taxi fares and jeepney fares to and from destinations, solid waste management standards, anti-littering regulations, building architecture and the like.

6 Health and Safety Standards and Regulations

Buildings for tourism purposes should comply with all building codes in the country.

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

9 - 5 9 - 6 7 Rules and Regulations Set by Attractions 9 Considerations for Persons with Disabilities

The Protected Area Management Board (PAMB) sets standard fees for guides, entrance fees, rentals and Facilities should be constructed for persons with disabilities in tourism facilities such as hotels, resorts and parking fees for protected areas. As part of the PAMB, your LGU contributes to the formulation of these restaurants to improve access. standards and must likewise comply with these. In addition, DENR DAO 2009-09 provides for the standard design and specification of signs, buildings, facilities and other infrastructure that may be installed and/ or constructed within protected areas. LGUs can either adopt these guidelines or provide a more detailed Considerations Yes No guidelines. Are there wheelchair ramps in hotels, restaurants and other tourism infrastructure? Are there transportation facilities for PWDs? Gender Considerations in Tourism Are there toilets designed for PWDs? 8 Are there parking lots near sidewalks?

The Magna Carta for Women (Republic Act 9710) upholds women’s rights and freedoms. Some practices Are hotel employees trained to give advice on accessibility for PWDs? Institutionalizing Standards for Tourism Standards for Institutionalizing Institutionalizing Standards for Tourism Standards for Institutionalizing promoting gender sensitivity can guide you in formulating your own standards in the form of an ordinance. The standards can be inputted in developing your local tourism code. Republic Act 9262 or an Act Defining Others: Violence Against Women and Their Children prohibits sexual abuse, psychological violence, treating women and children as sex objects, human trafficking, etc. also applies to the tourism industry.

Supplementary Reading 11 - Relevant Laws, Policies and Tourism-related Literature, of the Tourism Guidebook contains a Gender and Development (GAD) Checklist for the tourism sector. Source: Adapted from Disabled World Travel, http://www.disabled-world.com/travel/ Supplemental reading 9 Supplemental Supplemental reading 9 Supplemental Considerations Yes No Do your facilities have a breastfeeding and diaper-changing areas? 10 Considering the Rights of Indigenous People Are there segregated comfort rooms for males and females in tourism attractions and facilities? The Indigenous People’s Rights Act (Republic Act 8371) protects the rights of indigenous people. Their culture and ancestral domain should be protected while developing tourism in your area. Do women’s comfort rooms have provision for urinals and toilets for children? Are there provisions for sale of sanitary pads and other needs? Considerations Yes No

Do you have bidet or tabo in the women’s comfort rooms? Are the IPs provided with tourism-related livelihood opportunities whenever possible or appropriate? Are tour guides oriented on preventing abuse of women? Is the privacy of the IP communities respected by tourists during visits?

Is there gender balance in providing guiding and other services related Is free prior and informed consent sought before developing tours or to tourism? facilities in their ancestral land? Others: Is the culture of the IPs depicted authentically or accurately in your tourism products? Others:

9 - 7 9 - 8 References 11 Considerations for Senior Citizens and the Elderly ASEAN Tourism Standards (n.d.). ASEAN Tourism standards. Retrieved from http://www.visitmyphilippines.com/ Special considerations should be made to make travel comfortable for senior citizens and the elderly due index.php?title=ASEANTourismStandards&func=all&pid=874&tbl=1 to their physical fragility. Republic Act No. 7432, as amended by Republic Act No. 9257, otherwise known as the “Expanded Senior Citizens Act of 2003” identifies privileges of senior citizens that are also applied to the tourism industry. Department of Environment and Natural Resources (2009). DENR DAO 2009-09 Standard Design and Specification of Signs, Buildings, Facilities and Other Infrastructure that may be Installed and/ or Constructed within Protected Areas. Retrieved from http://www.denr.gov.ph/section-policies/laws.php?sort=dt&page=8&ord Considerations Yes No er=&filter=&filterID=&tomonth=&dateval=true Do you have special seats for senior citizens and the elderly in public transportation facilities or other public areas? Department of Tourism Standards (n.d.). Retrieved from http://www.tourism.gov.ph/sitepages/TourismStan- Do you have express lanes for senior citizens and the elderly in queuing dards.aspx for public services, e.g. transportation, banks?

Disabled World Travel http://www.disabled-world.com/travel/ Institutionalizing Standards for Tourism Standards for Institutionalizing Institutionalizing Standards for Tourism Standards for Institutionalizing Do the tourism services apply the necessary discounts for senior citizens and the elderly? Republic of the Philippines (n.d.).National Structural Code of the Philippines. Do you have health facilities nearby to cater to the health needs of senior citizens? Others: ______(1972).Republic Act 6541: The National Building Code.

______(1997).Republic Act 8371: Indigenous People’s Rights Act.

______(2004a). Republic Act 9262: An Act Defining Violence Against Women and their Children. Supplemental reading 9 Supplemental Supplemental reading 9 Supplemental

LGUs Control in Tourism Development ______(2004b). Republic Act No. 7432, as amended by Republic Act No. 9257: The Expanded Senior Citizens Act of 2003. The LGU can control tourism development and standards based on the LGU’s vision-mission of tourism development, land use, thrusts of tourism, theme for tourism development (e.g. Heritage cities such as the City ______(2009a). Republic Act 9593: Tourism Act of 2009. of Vigan, ).

While accreditation is the function of the DOT, your LGU is responsible for implementing the ordinance on ______(2009b). Republic Act 9710: Magna Carta for Women. tourism standards under the leadership of your mayor.

You must remember that you are responsible in providing tourism services to the highest standards that your LGU can adopt, and thus be the “master of your destiny” in tourism.

9 - 9 9 - 10 Organizing a Local Tourism Office

Supplemental reading10 Meanwhile, Republic Act 9593 (the Tourism Act of 2009) stipulates the mandatory appointment of a permanent This supplemental reading of the Tourism Guidebook will help LGUs: position for a tourism officer. In coordination with the DOT’s regional offices, every province, city or municipality in which tourism is a significant industry shall establish a tourist information and assistance center in order to assist • Understand the legal framework in organizing a local tourism office; tourists and tourism enterprises. • Determine the need to organize a local tourism office; and • Understand the roles and functions of a local tourism office and a local The Tourism Act further states that DOT must ensure that local TDPs and projects are properly coordinated, tourism officer. integrated, prioritized and implemented accordingly with those of the National Government. The DOT delegates certain powers, functions and services to the regional offices, in consultation with LGUs in implementing tourism policies, plans, programs and projects.

The LGU must establish within its over-all structure an institutional framework that will support tourism development. Operationally, this will include the establishment of tourism office and the corresponding staff complement within the LGU organizational structure that shall be primarily responsible for the development and implementation of TDPs (Alvia and Libosada, 2009). Organization of a Local Tourism Office

Government tourism offices at the national, regional and local levels typically are organized according to Is tourism a significant industry in the municipality, city or province? functional needs or activities. These functions are categorized into planning and development; marketing Organizing a Local Tourism Office Organizing a Local Tourism Office Organizing a Local Tourism services, statistics and research; and education and training (World Tourism Organization, 1998). If the answer is YES, the LGU is mandated to appoint a permanent tourism officer position, by virtue of the policy and legal framework provided in RA 7160 (Local Government Code of 1991) and RA 9593 Implementing these functions is dependent on the number of staff in a local tourism office. The size of this (Tourism Act of 2009) office depends on the size or level of development of tourism in the area, as well as the financial capacity of the LGU.

In 2013, the province of Batangas, for example, had 24 staff in its tourism office (12 permanent, 10 casual, 2 job order) since the province is a major destination, and is a first-income class province. On the other A province, city or municipality must meet the following criteria as espoused by hand, the province of Compostela Valley had only seven staff (1 permanent, 2 casual, 4 job order) in its tourism the Department of Tourism, if the area considers tourism as a significant industry: office though the province is planning to create more positions (from 7 to at least 15). The Davao del Norte Provincial Tourism Office is manned by five personnel (1 permanent, 1 co-terminus, 2 casual and 1 job order) 1

1. The area is identified as a priority cluster in the Tourism Development Areas Meanwhile, the Local Government Code (LGC) states that the Sanggunian Bayan / Panlungsod / Panlalawigan may (TDAs), as stated in the National Tourism Development Plan (NTDP) 2011–2016;

Supplemental reading 10 Supplemental reading 10 Supplemental decide on matters concerning the organization of a local tourism office, pursuant to certain provisions: 2. The area is business-friendly (Seal of Good Financial Management); and 3. The area has a minimum of 100 tourist arrivals per month. • The tourism office may maintain existing offices not mentioned in subsection (a) and (b) hereof (mandatory and optional position); create such other offices as maybe necessary to carry out the purposes of the municipal government; consolidate the functions of any office with those of another in the interest of efficiency and economy (RA 7160).

• The tourism officer has the responsibility to determine the duties and powers of officials and employees Policy and Legal Framework in of the tourism office subject to the relevant provisions of the Code (RA 7160). • The tourism office is also empowered to determine the positions, salaries, wages, allowances and other emoluments and benefits of the officials and employees paid wholly or mainly from municipal/city/ Organizing a Local Tourism Office provincial funds and provide for expenditures necessary for the proper conduct of programs, projects, services, and activities related to tourism of the municipal/city/provincial government (RA 7160).

Republic Act 7160 or the Local Government Code (LGC) of 1991 provides the legal basis for the organization of a The organization of a local tourism office can be realized through the passage of an ordinance on the local tourism office. The LGC suggests that any local government unit can create and staff any office as it deems fit re-organization of the structure and staffing pattern of a municipality, city or province (see Annex 3). and necessary. An LGU may opt to organize one based on its service requirements and financial capability. The local tourism office can be under the Office of the City Mayor as in the case of City, Rizal and Office of the Municipal Mayor of Dolores, Quezon. The Municipality of Miag-ao placed the Office of the Tourism Promotion and Tour Packaging Service under the Office of the Municipal Economic Enterprise Office.

“Every Local Government Unit (LGU) shall design and implement its own organizational structure and Likewise, the Provincial Tourism Office (PTO) can be under the Office of the Provincial Governor but staffing pattern taking into consideration its service requirements and financial capability, subject to administratively supervised by the Office of the Provincial Administrator as in the cases of Davao del Norte and the minimum standards and guidelines by the Civil Service Commission”. Compostela Valley. The PTO of Northern is directly under the Office of the Governor manned by three permanent personnel headed by the Provincial Tourism Officer, and four Job Order staff (Berkman Consulting, Source: RA 7160 or Local Government Code (LGC) of 1991, 2011).

1Provincial Tourism Staff of Davao del Norte and Compostela Valley, November 2013 and January 2014.

10 - 1 10 - 2 Roles and Functions of a Local Tourism Functions/ Provincial City/Municipal Officer categories Tourism Officer Tourism Officer • Conducts data gathering activities on the tourism • Conducts inventory of tourism spots industry “Every province, city or municipality in which tourism is a significant industry shall have a permanent position for a tourism officer. He or she shall be responsible for preparing, Statistics and Research • Gathers data on tourism • Monitors tourism arrivals implementing and updating local tourism development plans, and enforcing tourism laws, rules (including sex-disaggregated data) • Computes for carrying and regulations”. capacity of accommodation establishments Source: RA9593 or the Tourism Act of 2009, Chapter II-A, Section 6-N – Structure of the Department • Encourages tourism establishments to engage in Public-Private Partnerships (PPPs)

Organizing a Local Tourism Office Organizing a Local Tourism Table 12 presents the roles and functions grouped according to the functions as suggested by the World Tour- Office Organizing a Local Tourism • Conducts tourism awareness through ism Organization (WTO), discussed in the earlier part of this supplemental reading. orientation in various LGUs, including • Manages the parks barangays • Implements tourism-related Table 1. Perceived Roles and Functions of a Local Tourism Officer • Organizes special groups that will policies with the help of the help in tourism (e.g. cave society, travel City/Municipal Planning and Education and Training Development Coordinator and tours operations, accommodation (CMPDC) Functions/ Provincial City/Municipal and security) categories Tourism Officer Tourism Officer • Builds the capacities of tourism • Performs all front-line services stakeholders through human resource in tourism development (e.g. tour guides) • Coordinates and aligns tourism projects of the LGU • Assists tourism enterprises in the accreditation process • Implements national initiatives under

Supplemental reading 10 Supplemental the DOT reading 10 Supplemental • Designates tourism zones • Regulates standards • Performs consultative and • Provides assistance to LGUs recommendatory functions to the LCEs Planning and Development • Aligns the strategic direction of the provincial tourism development to that • Helps develops destinations of the national plans • Sets the vision and mission of tourism development – positioning of tourism in the province • Coordinates with the City and Municipal Planning Office for the technical aspects in preparation for the development of the master plan

• Develops and markets competitive products and destinations Marketing Services • Prepares tourism brochures • Helps municipalities and cities promote tourism in their areas

2Derived from the focus group discussions conducted for the Development of the Tourism Guidebook project in the Provinces of Batangas, Bohol, Compostela Valley and Davao del Norte .

10 - 3 10 - 4 Example 1: Sample Ordinance on the Creation of a Local Tourism Officer Table 2 : Plantilla (Staffing Pattern) of the Davao del Norte Provincial Position Tourism Office

Salary Educational Relevant Position Job Description Training Eligibility Grade Requirements Experience ORDINANCE NO. 327, SERIES 2011

- Supervises the staff in the AN ORDINANCE CREATING THE POSITION OF SUPERVISING TOURISM OPERATIONS OFFICER performance of their tasks and functions AND PROVIDING FUNDS THEREOF. - Formulates policies, plans, program and projects for the development of the tourism industry - Advises the Governor on the The of the City of Surigao hereby ORDAINS: promulgation of resolutions relative to policies, plans, programs, and projects designed to promote and develop the SECTION 1. CREATION . – There is hereby created the position of Supervising Tourism Operations Of- tourism industry ficer with Salary Grade 22 in the Office of the City Mayor. - Coordinates with national government agencies,

Organizing a Local Tourism Office Organizing a Local Tourism Office Organizing a Local Tourism non-government organizations and SECTION 2. FUNCTIONS. – The Supervising Tourism Operations Officer who shall be responsible for Career Supervising local government units in the Bachelor’s 3 years of 16 hours Service the development and promotion of tourism of the city shall: Tourism promotion of tourism 22 degree relevant relevant of relevant (Professional a) Prepare tourism related portfolio showcasing tourist spots and destinations; - Facilitates the protection, Operations to the job experience training 2nd level maintenance and preservation of Officer eligibility) b) Produce and circulate tourist information; historical and natural assets which are tourist attractions with the appropriate government agencies or c) Publish or cause to be published tourism press releases in various media outlets; with the private sector and maintains a statistical data bank on the tourism d) Prepare travel tours and arrange itineraries for tourists and visitors seeking tourism assistance and industry - Upholds and assists the indigenous services; and people of their traditional arts, cus- toms and traditions e) Perform such other related functions as may be authorized by the City Mayor. - Represents the Governor in conferences and meetings concerning tourism and travel SECTION 3. EFFECTIVITY. This ordinance shall take effect in 2012. Supplemental reading 10 Supplemental reading 10 Supplemental - Designs programs to encourage private-sector investment as their Enacted on November 03, 2011. participation in tourism projects

------Undertakes research studies and surveys for the continuing analysis of the tourism industry I HEREBY CERTIFY to the correctness of the foregoing ordinance. - Monitors and evaluates programs and projects of tourism industry in the province - Coordinates and assists in the implementation of tourism-oriented NENITA G. LOAYON projects, plans of national and local Sanggunian Secretary government, those of private activities so as to make possible the accelerated and balanced growth and ATTESTED: APPROVED: development of tourism in the province Senior - Develops and conceptualizes new Career DANILO C. MENOR ERNESTO T. MATUGAS Tourism products which lead to enhancement Bachelor’s 2 years 8 hours of Service 18 of tourist sites and facilities degree relevant relevant relevant 9Professional City Vice Mayor City Mayor Operations - Initiates and coordinates with all to the job experience training 2nd level Presiding Officer Officer sectors, both government and private Eligibility) the development of the provincial plans and policies - Plans promotional campaigns through advertising and publicity and coordinates promotional efforts with the private sector through sales campaigns and information dissemination - Attends meetings/ conventions on tourism - Submits annual performance targets and semestral performance evaluation reports - Performs other related tasks assigned by the supervisor 10 - 5 10 - 6 Salary Educational Relevant Salary Educational Relevant Position Job Description Training Eligibility Position Job Description Training Eligibility Grade Requirements Experience Grade Requirements Experience

- Assists in the packaging, marketing - Assists in the implementation of and promotions of tourism products tourism oriented programs and -Organizes special events for the projects of the province promotion of local destinations - Keeps, maintains and updates - Coordinates with the Public records on the tourism profile of Information Office (PIO) in the conduct the province of pictorials of tourist spots and events - Receives and records incoming Career Completion of for tourism promotion material Tourism and outgoing communications Service (Sub two years None purposes and for souvenirs Operations 7 - Takes charge in the preparation None required Professional studies in required - Monitors and evaluates plans, and approval of disbursements 1st level Assistant college programs and projects of the province - Assists in the orientation and Eligibility) to ensure their effective organization activities on the implementation community level - Formulates operating standards for - Submits annual performance tourism oriented establishments targets and semestral performance including hotels and resorts, evaluation reports restaurants, inns, motels and other Career - Performs other related tasks Organizing a Local Tourism Office Organizing a Local Tourism Tourism related facilities and services and Bachelor’s 1 year of 4 hours of Service Office Organizing a Local Tourism assigned by the supervisor Operations 15 ensure a harmonious, positive and degree relevant relevant relevant (Professional Officer II constructive development of the to the job experience trainings 2nd level tourism industry Eligibility) - Sorts, indexes, files and binds - Conducts educational campaigns communications, records and other documents Career aimed to make Davaoeños aware and Completion of Administrative - Routes communications and Service (Sub able to appreciate their cultural two years None Aide IV 4 other documents received None required professional heritage including those of indigenous studies in required - Compiles statistics of basic data 1st level peoples and Muslim constituents of (Clerk II) college the province related to the work of particular Eligibility) - Coordinates with artists and cultural office groups and provide assistance in terms - Performs other related tasks of promoting their work for greater assigned by the supervisor understanding of the public - Provides continuous education/ training for the growth of the staff - Submits annual performance targets Supplemental reading 10 Supplemental and semestral performance evaluation reading 10 Supplemental reports - Performs other related tasks assigned by the supervisor

- Maintains updated data bank on both local/regional/national and foreign tourism-related information for public awareness and guidance - Researches, gathers, reviews and lays-out data and write-ups for production and guidance Career - Conducts tours/ exposure trips to Tourism Bachelor’s Service airport, port, bus terminals, luncheon None Operations 11 degree relevant None required (Professional and dinner receptions for visitors of required to the job 2nd level Officer I the Province assigned by the Division Eligibility) Head - Assists in the preparation for the conduct of Special ad Major Events of province - Attends/ conducts seminars, conferences, trainings and conventions for personal development as requested by the Division Head

10 - 7 10 - 8 Annex 3 – Ordinance of the Re-organization of the Organizational D. TEMPORARY APPOINTMENT - an appointment issued to a person who possesses all the qualifications for the position to be filled, except the appropriate civil service Structure and Staffing Pattern of the City Government of the Island eligibility. The appointment will be for a period of not more than twelve months. Garden City of Samal E. COTERMINOUS APPOINTMENT - an appointment issued to a person whose entrance and continuity in the service is based on the trust and confidence of the appointing authority or of the head of the organizational SANGGUNIANG PANLUNGSOD unit where assigned. It may also be co-existent with the incumbent or with the period for which an agency or office was created. 5th City Council F. CASUAL APPOINTMENT - issued to a person to do only essential and necessary services where there are not EXCERPT FROM THE MINUTES OF THE 59TH REGULAR SESSION OF THE SANGGUNIANG enough regular staff to meet the demands of the service. PANLUNGSOD OF THE ISLAND GARDEN CITY OF SAMAL, DAVAO DEL NORTE HELD ON AUGUST 16, 2011 AT THE SP SESSION HALL. G. CONTRACTUAL APPOINTMENT - issued to a person to undertake a specific work orjob for a limited period not to exceed one year. PRESENT: Hon. Al David T. Uy City Vice Mayor, Presiding Officer H. REAPPOINTMENT - is the re-issuance of an appointment during reorganization, devolution, salary Hon. Richard A. Guindolman SP Member standardization, re-rationalization or similar events. Reappointment presupposes no gap in the service. Hon. Napoleon P.G. Villarica SP Member Hon. Jaime A. Pichon SP Member Organizing a Local Tourism Office Organizing a Local Tourism Office Organizing a Local Tourism I. TRANSFER - is the movement of employee from one position to another which is of equivalent rank, level or Hon. Gaspar R. Valera SP Member salary without break in the service involving the issuance of an appointment. Hon. Glenn C. Colmenares SP Member Hon. Teresita B. Antalan SP Member J. DEMOTION - is the movement of an employee from one position to another with reduction in duties, Hon. Guillermo E. Olden SP Member responsibilities, status or rank which may or may not involve reduction in salary and is not disciplinary in nature. Hon. Isidro P. Requina, Sr. SP Member Hon. Nieljun C. Esdrelon SP Member K. REMOVAL - shall connote separation from the service as a result of reorganization. Hon. Metodio D. Gonato SP Member Hon. Godofredo M. Mara SP Member L. APPOINTING AUTHORITY - the person or body authorized by law to make appointments in the Philippine Hon. Samuel C. Rosario SP Member Civil Service. Hon. Joel L. Olivares Liga Representative M. PERFORMANCE - an employee’s accomplishments in terms of the requirements of the job and evaluated through a systematic method of appraisal.

Supplemental reading 10 Supplemental reading 10 Supplemental N. UPGRADING/RECLASSIFICATION - refers to the change in position title with the corresponding increase in City Ordinance No. 2011-181 salary grade.

“AN ORDINANCE ADOPTING THE REVISED ORGANIZATIONAL STRUCTURE AND O. PLACEMENT COMMITTEE - a committee to assist the appointing authority in the judicious selection and STAFFING PATTERN OF THE CITY GOVERNMENT OF THE ISLAND GARDEN CITY placement of personnel in order that the best qualified and most deserving persons shall be appointed in any OF SAMAL AMENDING FOR THE PURPOSE CITY ORDINANCE NO. 99-13 SERIES reorganization, composed of the following: OF 1999” - Two (2) members appointed by the head of department or agency Be it ORDAINED, by the Sangguniang Panlungsod of the Island Garden City of Samal in session assembled, - A representative of the Appointing Authority that: - One (1) member duly elected by employees holding positions in the first level of the career service - One (1) member duly elected by employees holding positions in the second level of the career service Section 1. TITLE. This Ordinance shall be known as “The Revised Organizational Structure and Staffing Pattern - A representative of an employee association duly registered in accordance with Executive Order No. 180 and of 2011” of the City Government of the Island Garden City of Samal. its implementing rules. - The members shall elect their Chairman. - A representative of the Civil Service Commission may be requested by the agency to render assistance to the Section 2. DEFINITION OF TERMS - Committee.

A. REORGANIZATION - a process of restructuring the bureaucracy’s organizational and functional set-up to make it more viable, in terms of economy, efficiency, effectiveness and make it more responsive to the needs of its public clientele as authorized by law.

B. TOTAL REORGANIZATION - the process of restructuring the whole agency’s organizational and functional set-up.

C. PERMANENT APPOINTMENT - an appointment issued to a person who possesses all the qualifications prescribed for the position to be filled, including the appropriate civil service eligibility.

10 - 9 10 - 10 Section 3. The revised Organizational Structure and Staffing Pattern of the City Government of the Island Section 4. Special Provision – Garden City of Samal duly indorsed by the Local Chief Executive as authorized by the Sangguniang Panlungsod in its Resolution No. 51, s. 2010 with the assistance of the Reorganization Committee created by the Local Chief a. The position of Security Guard under the Office of the City Mayor shall be automatically abolished when the Executive thru Executive Order No.15, s. 2010 who was tasked to make the necessary revisions in accordance present occupant is no longer qualified to the position. with the provisions of Republic Act No. 6656, s. 1988 and its Implementing Rules, Civil Service Commission Memorandum Circular No. 19, s. 1992, Section 76 and Section 325 of Republic Act No. 7160otherwise known b. The positions of Carpenter, Electrician, Park Attendant and Administrative Aide III shall be automatically as Local Government Code of 1991 and its Implementing Rules and Regulations and Republic Act No. 8471, s. abolished when the present occupants will retire, resign or terminated from the service. 1998 creating the Island Garden City of Samal, are hereby APPROVED which shall form as integral parts of this ordinance, to wit: Section 5. The Budget Allocation and Plantilla of Personnel of all Departments/Offices of the City Government of the Island Garden City of Samal shall be provided/prepared in accordance with the approved organizational A. Organizational Structure of the City Government of the Island Garden City of Samal. structure and staffing pattern.

B. Organizational Structures and Positions Chart of all Offices under the Executive and Section 6. Mandatory Review. The Sangguniang Panlungsod shall undertake a mandatory review of this Legislative Departments, to wit: Ordinance at least once every five (5) years and as often as it may deem necessary with the primary objective of providing a more responsive and accountable local government structure. B.1. Office of the City Mayor B.2. Office of the Sangguniang Panlungsod Section 7. REPEALING CLAUSE. That City Ordinance No. 99-13 series of 1999 is hereby repealed.

Organizing a Local Tourism Office Organizing a Local Tourism B.3. Office of the City Administrator Office Organizing a Local Tourism B.4. Office of the City Treasurer Section 8. This ordinance shall take effect upon confirmation by the and after post- B.5. Office of the City Assessor ing in at least three (3) conspicuous places in the city. B.6. Office of the City Accountant B.7. City Budget Office ENACTED AND APPROVED this 16th day of August 2011. B.8. City Planning and Development Office B.9. Office of the City Engineer B.10. City Health Office B.11. Office of the City Civil Registrar CERTIFIED CORRECT: ATTESTED: B.12. City Legal Office APPROVED: B.13. Office of the City Veterinarian B.14. City Social Welfare and Development Office ERNESTO A. GULBEN AL DAVID T. UY B.15. City General Services Office ANIANO P. ANTALAN SP Secretary City Vice Mayor B.16. City Agriculturist Office City Mayor Supplemental reading 10 Supplemental B.17. City Human Resource Management Office reading 10 Supplemental B.18. City Environment and Natural Resources Office B.19. City Investment and Tourism Office

C. Staffing Pattern of all Offices under the Executive and Legislative Departments, to wit:

C.1. Office of the City Mayor C.2. Office of the Sangguniang Panlungsod C.3. Office of the City Administrator C.4. Office of the City Treasurer C.5. Office of the City Assessor C.6. Office of the City Accountant C.7. City Budget Office C.8. City Planning and Development Office C.9. Office of the City Engineer C.10. City Health Office C.11. Office of the City Civil Registrar C.12. City Legal Office C.13. Office of the City Veterinarian C.14. City Social Welfare and Development Office C.15. City General Services Office C.16. City Agriculturist Office C.17. City Human Resource Management Office C. 18. City Environment and Natural Resources Office C.19. City Investment and Tourism Office

10 - 11 10 - 12 References

Alvia, Eric and Libosada Jr, Carlos (2009). Tourism Development for LGUs. GTZ-PSP SMEDSEP. Makati, Philippines.

Berkman Consulting (2011). Tourism Master Development Plan for Samar Island Final Report. Commissioned by the Department of Tourism, 2011.

Bohol Provincial Government (2010). Bohol Human Resources Management and Development (HRMD) Plan 2011 – 2015. Bohol Provincial Government.

Davao del Norte Provincial Government. Provincial Tourism Office Documents. Organizing a Local Tourism Office Organizing a Local Tourism Department of Tourism (2010). National Tourism Development Plan 2011–2016.

Documentation of Focus Group Discussions (FGDs) in Batangas, Bohol and Davao del Norte and Compostella Valley. Development of Tourism Guidebook Project. Development Academy of the Philippines. September 2013.

Republic of the Philippines (1991). Republic Act 7160: The Local Government Code of 1991

Republic of the Philippines (2009). Republic Act 9593: The Tourism Act.

Supplemental reading 10 Supplemental 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

10 - 13 Relevant Laws, Policies & Tourism-related Literature

Supplemental reading11 • Republic Act 9208, or the Anti-Trafficking in Persons Act of 2003. This supplemental reading of this Tourism Guidebook presents: • Republic Act 9262 or the Anti-Violence against Women and their Children Act of 2004, which includes • A compilation as well as weblinks of relevant laws, policies and literature on the crime of prostituting women and their children. tourism and related issues. • Republic Act 9710 or the Magna Carta for Women.

Relevant laws and policies Environment-related laws and policies

INVESTMENT-RELATED LAWS AND POLICIES BIODIVERSITY

• Implementing Rules and Regulations (IRR) of RA 6957 – An Act Authorizing the Financing, Construction, • Presidential Decree 984 – Pollution Control Law (1976). Operation and Maintenance of Infrastructure Projects by the Private Sector. • Presidential Decree 1219 – The Coral Resources Conservation and Protection Decree (1977). • Republic Act 7160 – The Local Government Code (LGC) of 1991 - Local budgets shall operationalize approved local development plan (Sec. 305). • Republic Act 7160 or the Local Government Code of 1991 (Section 20) provides that cities and municipalities may reclassify agricultural lands into non agricultural land uses within their respective jurisdictions, subject • Republic Act 7652. Investor’s Lease Act - Lease agreements of Filipino landowners with foreign investors are now to the limitation and other conditions prescribed. up to 75 years; 50 years renewable for another 25 years. • Republic Act 7586- National Integrated Protected Areas System (1992). • Republic Act 7718 – Expanded Built-Operate-Transfer (BOT) law. • Republic Act 8550 – Fisheries Code (1998). • Republic Act 7916 –Special Economic Zone Act – tourism development zones and tourism estates, upon registration with PEZA may be granted Special Economic Zone status subject to the issuance of the required • Republic Act 9072 – National Caves and Cave Resources Management and Protection Act (2001). Presidential Proclamation. • RA 9147 -- Wildlife Resources Conservation and Protection Act (2001). • Executive Order 63 – Foreigners investing US$50,000 in tourist-related project or in any tourist establishment may be granted a Special Investor’s Resident Visa (SIRV) for as long as the investment exists.

• Executive Order 226 – the Omnibus Investments Code of 1987 encourages private/Filipino and foreign investments that include tourism. The government can extend fiscal incentives to projects to recognize Water Quality and Water Pollution performance that contributes to economic development.

• Presidential Decrees 600 and 979. Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental

• Presidential Decree 1067 Water Code (old). WOMEN AND GENDER- RELATED LAWS -Governs the ownership, appropriation, utilization, exploitation, development, conservation and protection of water resources - Identifies rights and obligations of water users and the administrative agencies that • Republic Act 7192 – Women in Development and Nation Building Act - Government departments, enforce laws on water use and availment including its agencies and instrumentalities shall: - Include an assessment of the extent to which their programs and/or projects integrate women in • Marine pollution policies by National Pollution Control Commission. development process and of the impact of such programs or projects on women…” - Ensure the active participation of women and women’s organizations in the development • Enforcement by Philippine Coast Guard. programs and/or projects including … the planning, design, implementation, management, monitoring and evaluation..” • Republic Act 9275 – Clean Water Act of 2004. - Collect sex-disaggregated data and include such data in its program/project paper, proposal or strategy.”

• Republic Act 7877 or the Anti Sexual Harassment Act of 1995.

• Republic Act 8353 or the Anti Rape Law of 1997, which classifies rape as a crime against person, hence not a private crime.

• Republic Act 8505 or the Rape Victim Assistance and Protection Act of 1998. 11 - 1 11 - 2 Air Quality Tourism Related Policies of National • RA 8749- June 23, 1999 “An Act Providing For A Comprehensive Air Pollution Control Policy And For Government Agencies (NGAs) 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 Department of Agriculture (DA)

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

• RA 9003 – Ecological Solid Waste Management Act of 2001. - adopts the program of national integrated solid waste management which covers generation, segregation, collection, re-use, recycling, composting, transport and disposal of waste Department of Agrarian Reform (DAR) - formulates a national solid waste management framework which emphasized waste reduction goals, waste minimization techniques, and public participation in plan preparation - institutes measures to promote a more acceptable system which corresponds to the vision of • Executive Order 129-A, s. of 1987, mandates the Department of Agrarian Reform (DAR) to approve or sustainable development. Generally, it aims to merge environmental protection with economic disapprove the conversion, restructuring or readjustment of agricultural lands into non-agricultural uses. pursuits, recognizing the re-orientation of the community’s view on solid waste, thereby providing schemes for waste minimization, volume reduction, resource recovery utilization and disposal. - offers incentives for innovations to improve solid waste management practices - DENR Department Administrative Order N.-2001-34 issued on December 21, 2001 is the Implementing Rules and Regulations for R.A. 9003. Department of Interior and Local Government (DILG)

• Department Administrative Order No. 2009 – 07 issued on May 27 2009 spelled out the rules and regulations governing the issuance of permit over reclamation projects and special patents over reclaimed lands. This amended Section 4.1 and Sections 5 of DAO 2007 – 20. Others • Memorandum Circular No. 54 “Prescribing the Guidelines Governing Section 20 of RA 7160 otherwise known as the Local Government Code Of 1991 authorizing Cities and Municipalities to reclassify Agricultural Lands

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental • Republic Act 9572 – National Environmental Awareness and Education Act of 2008. reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental into Non-Agricultural Uses”.

• Republic Act 9729 – Climate Change Act of 2009.

• Republic Act 10121 – Disaster Risk Reduction and Management Act of 2010. Department of Environment and Natural Resources

• 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.

11 - 3 11 - 4 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 Philippine National Tourism 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 Development Plan (NTDP) 2011 - 2016 being the main reasons for visiting. In the domestic market, the main sources are urban centres such as , , 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, Island, Camarines Sur, City, Davao City, (including Subic), Bohol, Executive summary Island, Negros Occidental, , Ilocos Norte, and . Overall, it is estimated by DOT and National Statistical Coordination Board (NSCB) that in 2010 domestic and international tourism contributed 5.76% to GDP and directly employed 3.69 million persons or 10.25 % of total employment in the country. Purpose: The Philippine National Tourism Plan (NTDP) aims to provide a strategic framework and an action plan to guide the Department of Tourism (DOT) and other stakeholders in the development of the tourism sector for Between 1995 and 2010, the annual average growth of international arrivals was 4.7% notwithstanding good the period 2011 to 2016. recovery in arrivals between 2009 and 2010 while between 2005 and 2010 the average annual rate of growth in the domestic market was 3.3%. These growth rates are quite low relative to the competing countries such as Method of Preparation: The plan has been developed using a process involving: Thailand, Indonesia, Malaysia and Viet Nam where long-term international arrivals have grown at +8% per annum and domestic tourism at +5% per annum. In terms of its position in ASEAN, the Philippines’ tourism performance • Preparation of a tourism sector situation analysis involving document review, consultations with industry by volume is ranked below all ASEAN countries except for Myanmar, Lao PDR and Cambodia. The main causes and stakeholders in the public and private sector, and conduct of site observations in the field. effects of the historic poor international and domestic tourism growth performance are summarized in Figure 1. • Identification of the main challenges facing the evolution of Philippine tourism, and its causes and effects; and doing a competitive analysis of internal strengths and weaknesses, and external opportunities and threats. • Conduct of consultations with stakeholders on the results of the situation analysis and to identify and agree on the overall destination development framework, the broad goal and vision for tourism development by 2016, and Figure 1. Diagnosis of Philippine Tourism the strategic directions and actions in the four (4) clustered regional tourism planning workshops held in the cities of Davao, Cebu and Manila and in Clark, . • 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 Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental from 42 foreign ports, and 3,000 flights with 348,000 seats per week on domestic routes in 2010. In addition, there reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental are 25 sea ports operated by the Philippine Ports Authority providing passenger and RORO facilities served by 45 RO-RO and inter-island shipping companies servicing a total of 184 routes; and 31,242.38 km of mainly asphalt and concrete paved national highway system served with 6,000 inter-island buses.

The country has an estimated 96,052 hotel and resort rooms with another 16,654 rooms either in the final planning stage or already under construction that will bring total rooms capacity to 112,706 by 2014 sufficient to handle an extra 4 million domestic and international guests. Around 314 inbound, domestic and outbound travel operators and 1,474 tourist transportation operators are accredited with the DOT. Many more are yet accredited.

Philippine tourism is regulated at the national level by the DOT as provided for by Republic Act 9593 or the Tourism Act of 2009. The DOT is responsible for tourism policy and planning, international and domestic marketing, facilitating investment, the accreditation of tourism enterprises, maintaining data on tourism and its economic impacts, and supporting through capacity building the tourism activities of the LGUs. Its activities are Notwithstanding the challenges facing the industry, the SWOT analysis indicates that there are significant financed through annual appropriations, contributions from the Philippine Travel Tax, and profits from the opportunities for large and sustained market growth given that the key constraints and weaknesses are effectively operations of Duty Free Outlets. At the local level, the LGUs under the Local Government Code of 1991 are addressed. If so, then market research indicates that between 2010 and 2016, the Philippines could increase its responsible for licensing the operation of tourist enterprises on payment of a business tax, inclusion of tourism current number of international arrivals from 3.52 million to around 6.7 million, and domestic tourism from 28.9 in their Comprehensive Land Use Plans (CLUPs) and zoning ordinances, regulating health, fire, and other safety million travelers to around 35million. If achieved, these levels of international and domestic tourism could sustain hazards, providing security in partnership with the Philippine National Police (PNP), and undertaking promotions direct gross value added of PhP 890,000 million or around 6.8% of GDP, and direct employment of around activities designed to attract tourists to their area. 6.5 million persons by 2016. Moreover, with careful targeting, a significant number of the additional 2.8 million 11 - 5 11 - 6 The following NTDP actions will be coordinated and undertaken at the national level: directly employed in the industry by 2016 would come from the poorer sectors of the population as well as provide new employment opportunities for returning overseas workers. 1. Improving Market Access & Connectivity:

Goal and Vision and Strategic Directions for Tourism to 2016: Figure 2 gives a snapshot of the stakeholder-based • Renegotiating Air Service Agreements with key growth markets to include all international airports goal and targets, overall vision, and based on addressing the challenges, the strategic directions and actions that as points that can be served by international carriers of other countries. the Philippines should take to achieve these.

• Reducing foreign carrier operations costs in the Philippines by removing ad hoc charges such as CIQS overtime costs, and eliminating the common carriers and tax on gross Philippine billings that reduce the competiveness of the Philippines as a destination through higher airfares.

Figure 2 Stakeholders’ Goal and Vision for Tourism Development in the Philippines • Simplifying border formalities and procedures for key growth markets such as China.

• Improving sea and road transportation services focusing on safety, reliability, frequency of service and ability to book a seat on-line.

2. Developing and marketing competitive destinations and products:

• Designating TEZs

• Designing and implementing the mandatory tourism enterprise accreditation system.

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

• Undertaking international and national level domestic marketing

3. Strengthening institutional governance and human resource capacities:

• Strengthening tourism institutional, policy formulation, and governance structures at the national level and providing the policy framework, resources and guidance for implementation in the clusters at the regional level.

• Strengthening DOT support for LGUs at the national level and providing the policy framework, resources and guidance for achieving this in the clusters at the regional or cluster level.

• Providing the policy framework for skills capability building at the national level and the resources and support mechanisms to implement this in the clusters at the regional level.

• Providing the policy framework and resources for improving labor relations and support mechanisms to implement this in the clusters at the regional level.

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental • Providing the policy framework and resources for professional tourism training and education at the national level, and support mechanisms to implement this in the clusters at the regional level. The stakeholders identified 21 strategic cluster destinations (SCD) covering 77 existing and emerging tourist development areas (TDAs) and their tourism transportation, infrastructure and development needs and • Providing the policy framework and resources for Human Resource (HR) recognition, networking, and deficiencies that could be effectively addressed through coordinated investment between 2011 and 2016, and development. help to deliver the targets of the goal and vision for the industry. The 21 clusters provide an inclusive destination framework designed to ensure that all Filipinos are able to participate in and enjoy the benefits of the tourist • Improving governance for tourism development at the national level, and providing the policy industry. Within the overall destination framework, there are nine (9) SCDs that also have international airports framework, resources and guidance for this in the clusters at the regional level. and thus serve as the main international gateways to the other SCDs. Ensuring that this function effectively is thus a priority in the NTDP action plan as ensuring that all SCDs maintain a good tourism growth momentum even • Establishing a Tourism Crisis Management Unit in the DOT, and providing the policy and support while the necessary market connectivity infrastructure and services are developed in the nine (9) gateway SCDs. mechanisms to coordinate activities in the clusters at the regional level. Action Plan: The action plan for implementing the strategic programs under each strategic direction of the NTDP is attached. Depending upon the nature of the activity and the agencies concerned, the action plan will be implemented by a series of initiatives both at the national and cluster level in the 16 regions.

11 - 7 11 - 8 The following actions will be undertaken at the level of the clusters within the regions:

1. Improving Market Access & Connectivity:

• Upgrading the secondary international airports to decongest and increase capacity to handle international tourists.

• Decongesting NAIA and increasing its capacity to handle more international tourists.

2. Developing and marketing competitive destinations and products:

• Designing and implementing services infrastructure projects in the tourist development areas of the SCDs.

• Implementing tourism site access and visitor infrastructure improvements.

• Encouraging private sector investment on tourism product within and outside TEZs.

• Facilitating business investment and simplifying business set-up and licensing procedures/costs at the LGU level.

• Safeguarding natural and cultural heritage sites, and vulnerable groups from the negative effects of tourism.

3. Strengthening institutional governance and human resource capacities:

• Implementing tourism institutional, policy, and governance strengthening programs at the LGU level.

• Implementing DOT support policies and mechanisms for strengthening LGUs.

• Implementing the policy framework for skills capability building.

• Implementing the policy framework for improving labor relations.

• Implementing the policy framework for professional tourism training and education.

• Implementing the policy framework for HR recognition, networking, and development.

• Improving governance for tourism development at the LGU level.

• Supporting the Tourism Crisis Management Unit in the DOT at the regional and LGU level. Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental 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.

11 - 8 11 - 9 Cost Estimates: The overall indicative cost of the NTDP between 2011 and 2016 is estimated at PhP 123,073 billion of which PhP 20,270 billion comprises public sector investment and PhP 102,803 billion comprises Timing Lead Strategy and Cost private sector investment. An initial assessment of the economic performance of the NTDP investment against Responsible Success Action Plan Description of Activities Estimate and Strategic Indicators the additional tourism expenditure generated indicates a fairly robust performance with EIRR of 23.9%, and Elements (PhP ‘000) NPV surplus of PhP 28,986.2 billion over a project life cycle of 20 years. Partners 2010 2012 2013 2014 2015 2016

1 Improving Access & Connectivity

1.1 Rapidly expand capacity of secondary international airports 3,902,990

1.1.1 • Clark, Mactan, and Davao x x 3,864,990 - DOTC/CAAP/ Renovation and Upgrading • , Puerto Prinsesa and Laoag & x x x Airport Authorities expansions Secondary - Private sector works and other International Airports Activities: stakeholders requirements • Improve city side aspects (e.g. terminal capacity, completed and poor access, lack of parking, and inadequate support operating services) • Improve air side constraints and limitations (e.g. , taxiway, air navigation system, fire and rescue service) • Improve airport management and operations limitations

1.1.2 •Complete renovation of Terminal 1 Arrival and x x x 38,000 - DOTC/CAAP/NAIA Renovation Increasing Departure areas - Private tourism works and other International Tourists • Complete renovation of Terminal 2 x x x companies where requirements at NAIA • Rationalize aviation operations at NAIA x x x appropriate, e.g. completed and • Improve Airport management and operations x x x airport operations operating and maintenance

1.2 Expand connectivity between Philippines and its key growth markets 40,000

11.2.1 • Forge an agreement of complete Scheduling of x x x 30,000 - DFA RAir Service Renegotiating Air ASA negotiations with main tourism growth market - DOT/CAB, Airports, Agreements Service Agreements countries Airlines and Other renegotiated with Key Growth • Consult with carriers and industry stakeholders to x x x Major Private Sector with main growth Markets prepare Philippine positions Stakeholders markets • Undertake negotiations x x x • Implement results x

1.2.2 • Conduct a comprehensive study of existing handling x x x 5,000 - DOTC/CAAP/NAIA Carrier taxes Reducing Air charges - Private tourism and surcharges International Air • Forge an agreement with key agencies on cost x x x companies where removed Operations Cost in the reduction approach appropriate, e.g. Philippines • Amend necessary laws and regulations x x x airport operations Implementation: The overall supervision of the implementation of the NTDP will be coordinated through the •Implement x and maintenance National Tourism Coordinating Council (NTCC). To support the NTCC and provide coordination at the 1.2.3 • Work with DFA and BI to provide visa free/visa on x x 5,000 - DOJ/BI Visa restrictions management level, a National Tourism Program Coordination and Management Unit (NTPCMU) will be Simplifying border arrival privileges for key growth markets - DFA relaxed for key established within the DOT. On the hand, to facilitate the execution of the NTDP programs in the strategic formalities / • Introduce long-term stay visa categories for medical x growth markets procedures for key and ”enjoy the sun” retiree markets of China and cluster destinations at the regional level, Regional Tourism Project Coordination Committees (RTPCC) will be growth markets • Implement revised visa program x India formed. A Regional Tourism Project Coordination Management Unit (RTPCMU) will be established within the DOT Regional Offices to support the RTPCCs and to provide coordination at the management level and 1.3 Implement a strategic access infrastructure program between secondary 30,653 implement the institutional strengthening and capacity building components of the NTDP. The overall international airports and strategic destinations organization structure for implementation is shown below. 1.3.1 • Improve, rehabilitate and expand airports that x x x x 15,653 - CAAP, CAB, DOTC, Access Design and connect to tourism clusters. (Improve, rehabilitate, DOT, NEDA, DBM, infrastructure implementation of and expand 23 domestic airports) PPA, MARINA, DPWH completed / strategic access • Improve, rehabilitate and expand seaport facilities x x x x x - LGUs, Tourism operating Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental infrastructure that connect tourism clusters. (Improve, rehabilitate, Councils, Regional Reduced safety subprogram and expand 21 seaports) Development and security • Improve, rehabilitate, and upgrade 28 strategic x x x x x Councils, CSOs incidences connecting roads with total distance of approximately 850kms

1.3.2 • Enlist support of existing sea and road x x 15,000 - DOT, DOTC (MARINA Access Improving sea and transportation operators for improved tourism and LTFRB), Office of infrastructure road transportation transportation services the President and the completed / services • Designate developmental sea and road “Open Service x x Congress operating Routes” - Sea and Road Reduced safety • Undertake transportation regulatory reforms x x x Transportation and security Operators and Private incidences Sector Stakeholders

11 - 10 11 - 11 Timing Lead Timing Lead Strategy and Cost Strategy and Cost Responsible Success Responsible Success Action Plan Description of Activities Estimate Action Plan Description of Activities Estimate and Strategic Indicators and Strategic Indicators Elements (PhP ‘000) Elements (PhP ‘000) Partners Partners 2010 2012 2013 2014 2015 2016 2010 2012 2013 2014 2015 2016

2 Developing and marketing competitive tourist destinations and products 2 Developing and marketing competitive tourist destinations and products

2.1 Implement a sustainable tourism destination infrastructure program 9,659,572 2.4 Safeguarding natural & cultural heritage and vulnerable groups 561,165

2.1.1 • Provide water and water treatment (6 locations), x x x 1,548,086 Operators and drivers 2.4.1 • Develop uniquely Filipino destinations and products x x x x x x 11,165 - DOT, DENR, DPWH, Training Designing and power (4 locations), and solid waste management in associations Safeguarding natural • Conduct conservation workshops x x x x x NCCA, LGU, ICOMOS, completion implementing (27 locations) & cultural heritage • Advocate the sustainable use of heritage sites x x x x x ESCUELA TALLER reports services infrastructure • Design and construct tourism information centers x x x • Increase the number of heritage sites for international x x x (INTRAMUROS), Visitor in tourist and support infrastructure (26 tourism development recognition - NCCA, ICOMOS, management development areas) • Provide a professional interface between sustainable x x x x UNESCO Philippines plans in place • Design and construct transport terminals and services x x x heritage and tourism for World Heritage an 91 community in (26 tourism development areas) MAB, IUCN, RAMSAR, participation Private Sector programs completed 2.1.2 • Prepare site evaluations for the 99 priority sites x x x x 8,111,486 - DOT (TIEZA), Major Program Number of new Designing and located in the strategic cluster destinations with Land Owners, site designed and sites listed implementing International airports managers (DENR, financing tourism site access • Design access and site visitor infrastructure x x x LGUs, etc.), Provincial structure 2.4.2 • Advocate change in the highest level of governance x x 550,000 - NGO’s suchs ECPAT, Reduced and visitor improvements at the sites and package for funding Government arranged and Safeguarding to generate support and with UN agencies incidence of infrastructure • Arrange funding with multi lateral / bi-lateral funding x x x - Investors and being vulnerable groups • Raise awareness developing mechanism at com- x x especially UNWTO trafficking, improvements institution Financial Institutions, implemented munity level exploitation and • Implement construction of site access and visitor x x LGUs, DENR, DTI, SEC, • Create tourism industry partnerships x x STDs infrastructure projects and BIR, Bilateral and • Link and partner with NGO’s such as ECPAT, and with x x x x • Improve, rehabilitate and upgrade an approximate x x x x x multi-lateral financial UN agencies especially UNWTO. 450 kilometers of roads in destination centers and to institutions, DTI 152 sites into all weather conditions (OTOP), DA, etc. Tour- • Maintain and operates x x x x ism Councils, CSOs, 2.5 PPP-based marketing strategy and action plan 4,450,660 DPWH, DA, DAR 2.5.1 • Create a country tourism brand x x 31,920 - OT (TPB) Brand established Strategic Marketing • Create tourism product development clubs x x 32,340 - Branding agency/ Pilot product 2.2 Develop diversified tourism products that engage local communities 14,245,573 Subprogram • Design and implement a marketing intelligence x x x 37,800 company Tourism clubs set up and information system private stakeholders operating 2.2.1 • Identify sites and forge an agreement on their devel- x x x x 13,895,640 - DOT (TIEZA), Major 8 Sites identified/ MIS established Developing Major opment with major landowners. Land Owners, site designed Mixed-use Tourism • Provide TEZ designation, zoning, permits and x x x x x x managers (DENR, Investment and complexes in the approvals, and incentives to support site development. LGUs, etc.), Provincial operators secured 2.5.2 • Define and readjust international and domestic mar- x x 563,938 - DOT (TPB) Regional offices vicinity of the • Provide infrastructure support to sites. x x x Government Construction in International and keting networks according to market priorities - Branding agency/ with local International Airports • Undertake construction of projects. x x x x x - Investors and progress Domestic Marketing • Develop business and management plans for market- x x company Tourism marketing • Support the marketing of the completed projects in x x x x Financial Institutions, Key projects Network Subprogram ing offices private stakeholders, representatives International and domestic tourism activities. LGUs, DENR, DTI, SEC, operational • Develop marketing office network capabilities. x x x Airlines, Hotels, etc. at country level and BIR, Bilateral and • Design Domestic Tourism Campaign x x in place multi-lateral financial • Develop and implement domestic tourism awareness x x x x x institutions, DTI campaigns (OTOP), DA, etc. Tour- ism Councils, CSOs, DPWH, DA, DAR 2.5.3 • Design product commercialization plan (direct x x x 3,784,662 - Branding agency/ orientated to Operational marketing, product lounges, road shows, partnership) company Tourism key, strategic and Marketing • Design promotion program involving travel trade x x x private stakeholders, opportunity/ 2.2.2 • Undertake consultations with affected communities x x 349,933 - DOT (TIEZA), Major 91 Sites Subprogram shows, workshops, and familiarization trips Airlines, Hotels, etc. niche markets Linking local and private sector operators Land Owners, site identified / • Design communication plan through country image x x x and products communities to • Design and provide funding of program x x x managers (DENR, designed brand, publications, trade/consumer advertising, & PR with substantial the tourism value • Implement program on progressive basis x x x x LGUs, etc.), Provincial Private sector • Design online marketing program for domestic and x x x funding, and chain created by the • Monitor and evaluate x x x Government partners + international tourism good market major mix use tourism - Investors and financing secured • Implement (upon completion of every design work) x x x x penetration complexes upgraded Financial Institutions, Physical and up to 2016) tourist sites in their LGUs, DENR, DTI, SEC, software vicinity and BIR, DTI (OTOP), elements 3 Improving tourism institutional, governance, and human resource capacities DA, etc. Tourism substantially Councils, implemented 3.1 Institutionalize roles and responsibilities of DOT and LGUs 418,320

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental 3.1.1 • Establish a National Tourism Policy advisory body to x 123,900 - DOT, LGUs, Policy body 2.3 Implement a PPP-based mandatory tourism enterprise accreditation system 87,410 Strengthening advise the Secretary of Tourism - Civil Society, NGOs, established and facilitate tourism investment and lower cost of business tourism governance • Review and adjust the constitutions of regional, x x Tourist Council’s structures provincial, and local tourism councils to make them (TCs) charter more effective. amended and 2.3.1 • Complete framework paper and TOR for enterprise x x 67,410 - DOT Accreditation Framework • Strengthen the structure of the DOT for effective x x DOT Design and accreditation and certification system and its sections, paper presented, destination management organization. reorganization implementation of a • Establish task force to supervise design / x x Regional Offices discussed and completed PPP-based mandatory implementation of the system (Implementation to - Private sector agreed tourism enterprise 2016) at National and Task Force 3.1.2 • Lobby and link with public government stakeholders x x 151,620 -- DOT, TIEZA, TPB, Partnerships accreditation system • Contract out consulting firm to design, pilot, set-up x x Regional/Provincial Established and Strengthening • Create a financial framework to facilitate the planning x LGUs in place with and provide training on the system levels constituted as meeting actively tourism policy & development of tourism infrastructure and - Tourism Private stronger financial • Roll-out implementation of the system x x x x x x Task to work Procurement formulation marketing activities. Sector, support. Private together with the of contractor approaches • Encourage Public-Private Partnerships (PPPs) in x x x x x sector strongly DOT in the design, completed tourism infrastructure and marketing development engaged in RDC, LGU System is rolled infrastructure & out in all regions marketing

3.1.3 • Expand DOT capacity to support local tourism x x 12,600 - DOT, LGUs (Provin- DOT Provincial 2.3.2 • Conduct study to identify annual private sector x 20,000 - LGU, DTI, Annual list of Strengthening DOT development at the provincial level. cial), CIDA, AUSAaid, Officers in place Facilitating business investment requirements in hotels and resorts, projects by value support for Local • Build capacity of provincial LGUs for tourism planning x x etc. Capacity building investment and • Undertake investment promotion drive x x x x x identified Government Units and development, destination marketing, and tourism - Tourism programs simplifying business • Provide investment incentive support x x x x x Annual (LGUs) enterprise accreditation and regulation. stakeholders on-going set-up and licensing • Coordinate with DTI program to simplify business x x x investment • Strengthen multi-stakeholder mechanisms and x x x x x Stronger TCs in procedures and cost set-up / business tax and licensing procedures at LGUs conference held institutions for partnerships in local tourism place Number and development value of TIEZA/ BOI endorsed projects Document processing time reduced to 10 working days.

11 - 12 11 - 13 Timing Lead Strategy and Cost Responsible Success Action Plan Description of Activities Estimate and Strategic Indicators Elements (PhP ‘000) Partners 2010 2012 2013 2014 2015 2016

3 Improving tourism institutional, governance, and human resource capacities

3.2 Develop a competent well motivated and productive tourism workforce 31,833

3.2.1 • Conduct capability building workshops to identify x x 6,175 - DOT, TESDA, DOLE Workshops Skills capability and finalize worker competencies certification process, - Tourism Private convened building accreditation of assessment centers and assessors Sector TESDA Skills • Establish TESDA Skills assessment centers and x x x centers disseminate new skills assessment system established / • Undertake compliance audit x x x x operating • Establish recognition for national certification for x x x x Certification and entry level positions audit system in place and functional

3.2.2 • Legislate extension of contractual employees from 6 x x x 795 - DOT, TESDA, DOLE Reduced labor Improving labor months to 3 years - Tourism Private incidences, and relations • Conduct information drive on correct x x Sector increased implementation of service charge distribution • Undertake benchmarking on acceptable ratio on x x tenured and non tenured employees

3.2.3 • Re-engineer tourism and hospitality education x x 17,163 - DOT, TESDA, DOLE, Enhanced Professional Tourism • Develop and implement graduate programs in x x x x CHED, DEPED employability Training and tourism and hospitality management - Tourism Private of entry-level Education • Introduce tourism in basic education x x x x Sector trainees • Create industry-academe linkages • Privatize all TESDA training centers x

3.2.4 • Form Association of Human Resources Managers in x 7,700 - DOT, AHRM, PMAP Annual Tourism HR Recognition, the tourism - Tourism Private HTD Conference Networking, and • Support the hosting of the “Mabuhay Awards” x x x Sector organized Development program and event • Organize a national tourism and hospitality human x x resource conference

3.3 Improve governance in the area of safety, security, and in dealing with tourists 646,000

3.3.1 • Create an Audit Committee in DOT that will oversee x 280,000 - Tourism Private Established Subprogram for and inspect all tourism-related activities, programs Sector, League of Host training Transparency and • Conduct training and education on tourism, x x x x x , International programs Host Community hospitality and entrepreneurship skills for host Grant ongoing Involvement communities

3.3.2 • Adopt “Mabuhay! Tuloy Po Kayo” Program for CIQS at x x x x x x 216,000 - DOT, BID, BOC, DILG, Mabuhay Tuloy Sub program for International Airports PNP, Po Kayo, and Improving • Expand DOT TOP-COP Program x x x x x - PCCI Tourism front-liners Governance for • Conduct Tourism Front-Liners Awareness and Values x Congress (and training ongoing. Tourism Development Training Program member trade TOPCOP program associations) LGU being expanded Leagues Formulation of the 3.3.3 • Conduct workshops with key stakeholders to x x 150,000 - DOT, NDCC, PNP, Crisis Establishing a Tourism establish TOR the crisis management unit DILG, management unit Crisis Management • Prepare organizational structure and staffing x established in

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Unit requirements of the crisis management unit the DOT reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Philippine National Tourism • Establish unit, recruit staff, and implement x x x x x Development Plan 2011-2016

11 - 14 11 - 15 Introduction Destination & Product Development

Although previous tourism plans attempted to focus destination development and marketing on a few selected priority tourism destinations, these efforts have generally been unsuccessful and slow to develop, while leaving Proposed Destination & Product Development Framework many stakeholders largely excluded. As a result, the destination and product development and marketing process and related investments done in the past has generally been organic rather than planned. This is amply illustrated The stakeholders deemed that in order to address the abovementioned issues it will be necessary to strengthen by the ad hoc, unplanned, poorly managed, and underfunded approach that has characterized the evolution of stakeholder support and commitment at the regional and LGU levels. This calls for developing and marketing Philippine tourist destinations. an inclusive market-thematic cluster tourist destination and product development framework. This framework should cover the main existing and emerging tourist development areas of the country that offer a wide range of Given the above situation, the purposes of this paper are to: to set out a logical framework to guide the DOT day visitor sites and activities including some that are “must experience” in nature—all stakeholders should feel and LGUs in the planning, development and regulation of tourism; help other national government agencies to that they are included in some way in the NTDP. However, as noted by the stakeholders, the rate of development converge their investments in infrastructure, human resource development and capacity building; and assist the of the existing and emerging destinations depend upon the extent of interest of the local stakeholders but what private sector in determining the location of viable tourism investments. was needed is an inclusive planning framework. The DOT is tasked to develop the said framework in close col- laboration with LGUs and other stakeholders.

Destination Development Principles

A key discussion point in the regional stakeholder consultations was the need to have a logical framework for destination development that would provide the stage on which the NTDP strategic directions and the related programs and projects could be implemented to achieve the NTDP’s overall goal, vision, and targets from 2011 and 2016. The principles adopted by the stakeholders in defining the logical destination framework are:

» the destination development framework must be as inclusive as possible—all major stakeholders at the national government, LGUs, and private sector level as well local communities, need to see that they are included; » the destination framework must be responsive not only to international market demand, but also to the much larger domestic market demand; » the framework must identify and align priorities for public sector planning, investment in infrastructure, marketing and promotions, as well as institutional organization and human resources development; » the framework must guide the type and location of private sector investment as well as Public-Private Partnership-based infrastructure investment opportunities. During the regional consultations with the stakeholders from the 16 Regions and the ARMM, and guided by the This approach recognizes that not all destinations in the Philippines can be international destinations. The reality approach adopted in the Sustainable Tourism Management Plan for the Central Philippines sponsored by JBIC, the is that the more flexible domestic market will drive most tourism investments and generate most of the economic stakeholders identified existing and emerging tourist development areas that comprised main tourism centers Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental benefits including poverty reduction. While it is true that much of the economic benefits of tourism will accrue reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental and clusters of tourist sites and activity areas based on the principle illustrated in the above diagram. to those destinations that are able to attract both international and domestic markets, the primary rationale for having a broader and more inclusive destination approach is that domestic market development even at a mod- A total of 77 existing and emerging tourist development areas (TDAs) were identified. The stakeholders also iden- est scale outside the main destinations requires less investment, can have significant income, employment, and tified the main transportation and destination infrastructure, product development and marketing, and institu- poverty reduction effects, and have lower environmental and social mitigation costs. tional and human resource development needs and deficiencies of each TDA. The detailed results of this exercise are contained in Volume 1: Philippine Tourism Situation Analysis and the key findings are that: In this context, the stakeholders adopted a destination framework that would support destination development throughout the Philippines, while at the same time giving priority to key destinations with the capacity to increase » The primary and secondary international airports are unable to handle rapid growth in international international and domestic tourism volumes quickly. The stakeholders deemed that while many areas of the tourism unless their capacity is quickly improved; Philippines may not attract international tourist either due to the lack of necessary attractions or access, facility » The air, sea and road access infrastructure and transportation connectivity between the main and and safety and security limitations, this should not prevent these destinations from pursuing domestic markets, secondary international airports and the TDAs need to be improved; especially those living in the vicinity of the destination such as in the case of where the » The destination center services such as water, power, sanitation and solid waste management must be domestic market is the mainstay of tourism development. The stakeholders thus opted for a parallel increased in many destinations if they are to cope with rapid increases in tourism activities without destination development strategy based on identifying destinations that should focus mainly on: (a) domestic adverse environmental impacts; market development in which the ratio of domestic market to the total market ratio is 95%; and (b) a mix of » Many destination centers must be decongested, their overall environment made more orderly, and domestic and international market development in which the maximum ratio of international market to total tourism support infrastructure such as information, sanitary rest areas, signage, lighting and market is 60%. landscaping provided and improved; and » The road and water access to 278 identified natural and cultural tourist sites, and site visitor infrastructure must be improved to increase their carrying capacity to provide a better, safer and more secure site experience. 11 - 16 11 - 17 Moreover, the stakeholders also identified the following: a) the additional investments needed in private sector Figure 1. Map of Strategic Cluster Destinations product developments such as resorts, hotels, convention and entertainment centers, wellness and medical tourism, retirement and sports tourism facilities, and theme attractions among others; b) the need to improve tourism planning, tourism human resource, and tourist facility and service standards; and © the need to improve the level of marketing and promotion of the destinations.

The 77 TDAs were further clustered into 21 thematic Cluster Destinations (CDs) based on their linkage to one or more main international and domestic tourist air, sea, and road gateways and then further divided into those that included an international airport—defined as international strategic cluster destinations, and those without— defined as domestic strategic cluster destinations. The layout of the CDs and their TDAs is shown in Figure 3 below. The 21 CDs were grouped into three (3) “greater regions” within the Philippines as follows:

» Northern Philippines based on North and Central , CAR, , 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 () based on Clark as international gateway; and CD-NP-7 (Metro Manila-CALABARZON) based on NAIA as international gateway. » Central Philippines based on , Bicol, and the 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 () 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 () with Iloilo, and 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 based on Zamboanga International Airport; and subject to completion, Laguindigan International Airport near Cagayan de Oro.

Table 1 lists the CDs under each of the international airports in the Northern, Central and Southern Philippines.

Table 1: International Airports and Linked Cluster Destinations Northern Philippines Central Philippines Southern Philippines Greater Tourism Area Greater Tourism Area Greater Tourism Area Laoag International Airport Daraga International Airport, Albay to service: Cagayan de Oro Laguindingan Inter- to service: national Airport to service: CP1 - Bicol Cluster, NP1 - Batanes-Cagayan Coast -Ba- CP7 – Cluster, SP2 - Agusan River Basin & Coastal buyan Islands Cluster, CP2 - – Cluster

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental NP2 - Laoag-Vigan Cluster, SP3 - Cagayan de Oro-Camiguin Island- reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental NP3 - Sierra Madre Cluster, and Puerto Princesa International Airport to Coast and Bukidnon Highlands NP4 - Cordillera Cluster service: Cluster

Clark and Subic International CP3 - - Calamian Cluster, and Davao International Airport Airports to service: CP4 - Palawan Cluster to service:

NP3 - Sierra Madre Cluster, Iloilo and Kalibo International Airports to SP5 - Davao Gulf and Coast Cluster, NP4 - Cordillera Cluster, service: SP6– - Saranggani Cluster. NP5 - Gulf Cluster, and (Note: Saranggani could also host inter- NP6 - Central Luzon Cluster CP5 - Western Visayas Cluster, national charter flights). CP6 - Western portions of the Central Visayas Manila International Airport Cluster Zamboanga International Airport to to service: service: Cebu-Mactan and Panglao International All other destination clusters Airports to service: SP4 - Zamboanga Peninsula Cluster, NP7 - Metro Manila and the CALA- SP7 - Archipelago- - BARZON Cluster, CP6 - Central Visayas Cluster, (ARMM) Cluster. CP1 - Bicol Cluster, CP7 – Eastern Visayas Cluster, CP2 - Marinduque – Romblon SP1 - Surigao – Cluster, and CP3 - Mindoro - Calamian Cluster, SP4 - Zamboanga Peninsula Cluster CP4 - Palawan Cluster, and

11 - 18 11 - 19 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 Prioritizing Tourism Interventions in the CDs future development potential, the key public sector infrastructure deficiencies and needs facilities, and the likely growth scenario for international and domestic arrivals between 2011 and 2016 is provided in Attachment 1 of For purposes of determining the priorities for planning market and product development, public sector this paper. investment, and private sector investment, the CDs and related TDAs located in the Northern, Central and Southern Philippines were evaluated according to the following criteria: (a) the extent of existing tourism In the CDs with international airports, priority should be given to: activities; (b) potential for domestic and international market growth to 2016; (c) connectivity to international airports; (d) private sector interest; (e) potential for direct international access; (f) environmental carrying capacity; » Improving their capacity to handle increased international tourists; (g) security and safety; and (h) level of poverty. The extent to which these CDs and their TDAs could cater to the » Improving infrastructure and transportation connections between them and other CDs without key, strategic and opportunity/niche product-market groups identified in the market research (see Attachment 1) international airports; was mapped in terms of: » Planning the expansion of services infrastructure in their TDAs and improving access and facilities at key tourist sites to enable them to get a good share of tourism growth going forward; » Key products capable of delivering higher growth potential, higher lengths of stay and expenditure, and » Designating TEZs in the vicinity of the international airports and developing mixed- use leisure, wider spread benefits comprising: (a) nature-based tourism, (b) sun and beach tourism, and (c) cultural entertainment convention and exhibition, resort, shopping and health and wellness products; tourism products targeting long haul markets in Europe, Middle East and North America, and selected » Developing a program to link the poorer sector in the Cluster to the tourism value chain; markets such as Australia and niche segments in the regional markets. » Improving institutional arrangements for tourism planning, investment, governance, regulation » Strategic products capable of attracting large regional markets with moderate length of stay and and marketing. expenditure comprising: (a) meetings, conventions, incentive and events, (b) leisure and entertainment and shopping complexes, (c) health and wellness, and (d) cruise tourism products targeting the regional markets especially China, South Korea, Japan, India, Taiwan, Malaysia, and Australia. In the remaining CDs priority should be given to: » Opportunity/niche products capable of delivering strong future growth with long average length of stay and expenditure comprising: (a) nautical, (b) educational, and (c) retirement products targeting » Improving connectivity infrastructure between them and the International CDs; Europe, Middle East and North America, and selected markets such as Australia and segments in the » Planning the expansion of services infrastructure in their TDAs and improving access and facilities at key regional markets. tourist sites to enable them to get a good share of tourism growth going forward; » Participating in domestic and international marketing campaigns designed to attract domestic and The capacity of the CDs and their TDAs to provide these key, strategic and opportunity/niche products is evaluated international markets interested in their existing product offering; and set out in Attachment 2 of this Paper. The major implications for each area of the Philippines are discussed » Developing a program to link the poorer sector in the Cluster to the tourism value chain connected with below. the TDAs and their tourist sites; and » Improving institutional arrangements for tourism planning, investment, governance, regulation Northern Philippines and marketing. The top three (3) CDs in the Northern Philippines were those containing TDAs with international gateways, i.e.: NP-6 Central Luzon based on Clark as the international gateway; NP-7 Metro Manila and CALABARZON with NAIA as the international gateway; and NP-2 Laoag-Vigan based on Laoag as the international gateway.

These CDs support the full range of key, strategic and opportunity/niche products and are already capable of attracting significant volumes of domestic and international markets. The remaining 4 CDs, i.e. NP1—Batanes- Babuyan Islands Cluster, the NP3—Sierra Madre Cluster, NP4—Cordillera Cluster, and NP5—Lingayen Gulf Cluster are dependent upon domestic air and road access links to the main international gateways and support mainly nature and culture based tourism products in the domestic market and to a smaller extent, the international market. In terms of TDAs, the top five ranked TDAs in the Northern Philippines are: Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental

» NP-6A Subic-Clark-Tarlac Corridor; » NP-2A Laoag-Pagudpud; » NP-7A Metro Manila and Environs; » NP-7B Nasugbu-Looc-Ternate- Coast; and » NP-6E Zambales Coast

Moreover, these TDAs have the capacity to support the full range of key, strategic and opportunity/niche products and are already capable of attracting significant volumes of domestic and international markets. The product- market focus of the remaining TDAs tends to be towards nature and culture based tourism where domestic tour- ism is the most important market but where with strategic air and road improvements, an increasing number of international tourists could visit.

11 - 20 11 - 21 Central Philippines Implications For Setting Development Priorities

As with the Northern Philippines, the top three CDs were those containing TDAs with international gateways, Given the analysis of tourism development potential of the TDAs and the CDs within which these are clustered, i.e. CP-6 Central Visayas based on MIA in Cebu, CP-5 Western Visayas based on Kalibo as the charter international and the identification of their transportation and destination infrastructure, and product development needs, it is airport, and Iloilo as the scheduled service international airport, and CP-4 Palawan based on Puerto-Princesa as clear that priority should be given to: the international airport. The TDAs in these CDs support a broad range of key, strategic and opportunity/niche products and are already capable of attracting significant volumes of domestic and international markets. The » Moving quickly to develop the capacity of the 9 international CDs in the Northern, Southern, and remaining 4 CDs, i.e. CP-1 Bicol, CP-2 Marinduque-Romblon, CP-3 Mindoro-Calamian, and CP-7 Eastern Visayas Central Philippines to handle increased international and domestic tourism based on offering a broad Cluster have the capacity to support either key products and markets such as the Bicol and Mindoro-Calamian range key, strategic and opportunity/niche products to international and domestic markets. cluster, or opportunity/niche products and markets driven mainly by the domestic market. In terms of TDAs, the This will entail: top five ranked TDAs in the Central Philippines are: » Improving the capacity of the international airports to handle increase international tourism arrivals by upgrading these airports through renovation and proceeding with the plans to expand existing » CP-6E Tagbilaran-; terminal capacity or completion new airport developments already in the pipeline such as » CP-6B -Mactan-Olango- Islands Laguindingan in Cagayan de Oro and Panglao Island in Bohol; » CP-4B Puerto Princesa; » Prioritizing the improvement of destination and site access and visitor infrastructure in the 9 » CP-1B Albay-Sorosogon- international CDs. » CP-5C Boracay Island-Northern -Kalibo » Promoting private sector investment in larger-scale key, strategic and opportunity/niche tourism products such as integrated resorts and leisure, entertainment and MICE facilities; Again, these TDAs have the capacity to support the full range of key, strategic and opportunity/niche products » Working with local government units and private sector partners to designate multiple and are already attracting or capable of attracting significant volumes of domestic and international markets. The municipality-wide Tourism Enterprise zones in the vicinity of the secondary international TDAs targeting product-market focus of the remaining TDAs tends to be towards nature and culture based tourism as well as sun investment in key, strategic and opportunity/niche products and supporting infrastructure. The roll out and beach and where domestic tourism is the most important market and where with strategic of TEZs should follow the following program: air and road improvements, an increasing number of international tourists could visit. It should be noted however, that the Boracay Island component of the Boracay Island-Northern Antique-Kalibo TDA is already considered to be By Q4 of 2011: designation of large LGU or private sector TEZs in the following locations: operating beyond its sustainable environmental carrying capacity and that there is a need to promote other TDAs - least one TEZ from the following TDAs: Laoag-Pagudpud, Nasugbu-Looc-Ternate-Cavite Coast, to de-concentrate tourism development in the Western Visayan Cluster. The most viable candidate for this is the or the Zambales Coast, closely 6th ranked Metro Iloilo- TDA. - the whole of CP-7E: Panglao Island as a TEZ in partnership with the LGUs, and - a major area (+400 has.) in the vicinity of Laguindingan International Airport that is to be completed in 2012. Southern Philippines By Q4 2012: designation of large LGU or private sector TEZs in the following locations: In the Southern Philippines, the top three ranked CDs included three with international airports either operating - at least one from the following TDAs in the Northern Philippines: Laoag-Pagudpud, or soon to be operated, i.e. SP-5 Davao Gulf and Coast, and SP-3 Cagayan de Oro City-Tangub Coast, and the SP-4 Nasugbu-Loc_Ternate-Cavite Coast, the Zambales Coast, or the La Union Coast, Zamboanga Peninsula cluster. The TDAs in these CDs support a broad range of key, strategic and opportunity/ - at least one from the following TDAs in the Central Philippines: Metro Cebu-Mactan- niche products and are already capable of attracting significant volumes of domestic and international markets. Olango- Islands Puerto Princesa; Albay-Sorosogon-Masbate, Boracay Island-Northern The TDAs in the remaining 4 CDs, i.e. SP-6 Cotabato – Saranggani, SP-7 ARMM, SP-2 Agusan River Basin, and SP-1 Antique-Kalibo, or Iloilo-Guimaras, Surigao Dinagat Islands support mainly key and strategic products tailored to Mindanao domestic tourism - at least one from the following TDAs in the Southern Philippines: Davao City - Samal Island - markets. In terms of TDAs, the top five ranked TDAs in the Southern Philippines comprise: Davao Del Norte, Gen Santos – Saranggani, -Sta Cruz-, and Bukidnon.

» SP-3B: Cagayan de Oro City/ Oriental Coast By Q4 2013: designation of large LGU or private sector TEZs in the following locations: » SP-5A: Davao City - Samal Island - Davao Del Norte - at least one from the following TDAs in the Northern Philippines: Laoag-Pagudpud,

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental » SP-6D: Gen Santos – Saranggani reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Nasugbu-Loc-Ternate-Cavite Coast, or the Zambales Coast, La Union, or » SP-4B: Zamboanga City-Sta. Cruz-Isabela; and -Baguio--Mt. Province, » SP-3E: Bukidnon - at least one from the following TDAs in the Central Philippines: Metro Cebu-Mactan- Olango- Islands Puerto Princesa; Albay-Sorosogon-Masbate, Boracay Island-Northern Of these, the top three (3) TDAs that have the capacity to support a wide range of key, strategic and opportunity/ Antique-Kalibo, Iloilo-Guimaras, or Bacolod-Silay, niche products although none of them is currently attracting any significant international markets due to security - at least one from the following TDAs in the Southern Philippines: Davao City - Samal Island - concerns in the case of Zamboanga and the limited or lack of direct international air connections in Davao and at Davao Del Norte, Gen Santos – Saranggani, Zamboanga City-Sta Cruz-Isabela, Bukidnon, Cagayan de Oro. The remaining TDAs offer mainly key nature and culture-based tourism products to the domestic or . market coming mainly from within the Southern Philippines itself. » Moving in parallel to improving air and road connectivity between each international CD and the other CDs in their orbit in order to develop an improved platform for increasing international and domestic tourism to these CDs and their TDAs. » Rolling out TDA-based tourism infrastructure development program that seeks to enhance service infrastructure, tourist support infrastructure, improve access and site visitor infrastructure targeting first the 8 CDs outside of Metro Manila and Environs with international airports; and then, the remaining CDs; and » Rolling out a program that seeks to engage local communities in the tourism value chain created by the investments in improved access, destination infrastructure, and site access and visitor facilities.

11 -22 11 -23 Strategic Cluster Destination Profile

Attachment 1 Name of Cluster NP-2 Laoag-Vigan Cluster The Cluster comprises two existing Tourism Development Areas: NP-2A Laoag-Pagudpud and Location & Composition Strategic Cluster Destination Profile NP-2B Vigan along the Ilocos Norte and Sur Coast in Northern Luzon Main Tourism The main tourism assets include the coastal beaches, marine environment, history especially Name of Cluster NP-1 Batanes - Cagayan Coast - Babuyan Islands Cluster Resources / Assets UNESCO listed Vigan and Paoya Church, and Ilocos culture, festivals and food. The Cluster comprises two emerging Tourism Development Areas: NP-1A Batanes Islands Access International Air Charters to Laoag from Macau, Taiwan and China, from Manila by air to Location & Composition (mainly , Batan, Ivuhos, and ), NP-1B Babuyan Islands (mainly Camiguin, Laoag, and by national road from Metro Manila via Central Luzon and La Union, and Calayan, Dalupiri and Fuga), NP-1C Cagayan Coast in Cagayan. Main Tourism The islands offer rich island marine life, small beaches, island scenery, indigenous cultures Tourist Accommodation Facilities 3 establishments with 522 hotel rooms (267 deluxe and 132 AAA) accredited with DOT. Many Resources / Assets and archaeological sites, e.g. Ivatan ethnic culture and historic sites of batanes (Basco small-scale inns, guesthouses and home-stays are present but not accredited. Lighthouse and island scenery), etc.. Tourism Metrics 232,381 arrivals in tourist accommodation in 2008 of which 22,513 were international and Access Basco in is accessible by air from Manila via SEAIR, Laoag via Sky Pasada and 209,868 were domestic tourists. Vigan: 2,073 international and 47,105 domestic arrivals. Batanes Air, Tuguegarao, Cagayan via Sky Pasada and Batanes Airlines, and by sea from Ilocos 2000-2008 CAGR was 4.09% Norte and Cagayan. The Babuyan Islands (Fuga, Clayan, and Babuyan Islands) are accessible from Claveria by sea banca and by regular from Sta. Ana in Cagayan. Development Potential Tourist Accommodation Facilities 8 establishments with 79 hotel rooms (15 economy and 27 Standard rooms accredited with Internal Strengths Internal Weaknesses DOT). Many small-scale accommodation inns, guesthouses and home-stays are present. Rich historic heritage and unique Ilocos culture Inadequate site access and visitor infrastructure and safety Tourism Metrics Estimated 8,562 arrivals in tourist accommodation in 2008 of which 951 were international Extensive beach/coastal wetlands compliance and 7,611 were domestic tourists. Only a small fraction of total arrivals occurred in the Proximity to extensive mountain ecotourism hinterland sites Inadequate air access to Vigan and lack of international sea cruise Babuyan Group of islands. 2000-2008 CAGR was -2.25% Established destination access, infrastructure and accommoda- terminal facility tions with capacity to expand Insufficient accommodation capacity to allow growth Development Potential Weak tourism governance

Internal Strengths Internal Weaknesses External Opportunities External Threats Rich marine environment Inadequate access, power, water, and solid waste handling infra- Unique Ethnic culture and history structure Increasing international and domestic tourism Uncontrolled development leading to pollution and loss of Still rustic, friendly and undeveloped Lack of accommodation capacity Improving international and domestic air, and international sea natural and cultural heritage values Relaxed lifestyle Limits of land and water carrying capacity access Typhoons, earthquakes and tsunamis Poor safety compliance Leverage off its international air access, historic, entertainment, Limited season due to poor weather and marine and hinterland environment Weak tourism governance External Opportunities External Threats Market Product Development Opportunities

Developing niche marine resort and wildlife encounter markets Uncontrolled development leading to pollution and loss of natu- Developing large integrated resort destinations at Laoag, Pagudpud and in Vigan Area; leisure, entertainment and MICE facilities Improving air and sea access infrastructure and services ral and cultural heritage vale in Laoag; and niche resort and ecotourism facilities with day trips based on nature and culture sightseeing, marine, and adventure- Capitalizing on unique assets of the Cluster. Typhoons, earthquakes and tsunamis based activities. Key Products: Nature Based, Sun and Beach, Cultural Tourism Market Product Development Opportunities Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness, Cruise Tourism Niche island resort, ecotourism, marine experiences such as humpback whale and dolphin encounters, , nautical tourism Opportunity/Niche: Nautical Tourism, Retirement Tourism and adventure-based activities Key Products: Nature Based, Sun and Beach, Cultural Tourism Key Development Deficiencies and Needs

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Strategic Products/Markets: Leisure & Shopping, Health & Wellness, Cruise Tourism reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Access & Connectivity Upgrade Mindoro Airport-Vigan Upgrade Curimao Seaport to handle international cruise passengers Opportunity/Niche: -- Improve last mile access roads Tourist Site & Attraction Improve solid waste management, visitor information, parking center, rest areas, restoration of sites Key Development Deficiencies and Needs Development and structures, and sustainable operations and maintenance of sites. Access & Connectivity Upgrade elevation and length and provision of all-weather passenger seaport Jetty improvements at all main Islands and at Claveria on the Cagayan Coast Tourist Accommodation Needs Develop large integrated beach resort properties (250 to 1,500) rooms Increase air and sea transportation services Niche beach and wetland and hinterland forest ecolodge facilities Improve telecommunications on Islands Develop major leisure, entertainment Improve water and power availability and solid waste management Forecasts Arrivals 2010 – 2016 Tourist information centers Tourist Site & Attraction Improve site access, information and visitor facilities especially sanitary rest rooms and solid waste Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Development management, and sustained operations and maintenance of these. Foreign: 19,670 Foreign: 22,152 Foreign: 58,734 Restore historic stone houses in Sabtang and adaptive reuse for home stay to maintain asset Domestic: 253,843 Domestic: 321,192 Domestic: 449,698 Tourist Accommodation Needs Niche (20 to 50 rooms) beach resort, and ecolodge facilities on main islands Total: 273,513 Total: 343,344 Total: 508,432 Forecasts Arrivals 2010 – 2016

Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Foreign: 951 Foreign: 951 Foreign: 1,274 Domestic: 7,611 Domestic: 7,611 Domestic: 10,199

Total: 8,562 Total: 8,562 Total: 11,473 11 -24 11 -25 Strategic Cluster Destination Profile Strategic Cluster Destination Profile

Name of Cluster NP-3 Sierra Madre Cluster Name of Cluster NP-4 Cordillera Cluster The Cluster comprises three Tourism Development Areas: NP-3A Tuguegarao-Tabuk, NP-3B Ila- The Cluster comprises three Tourism Development Areas: NP-4A Central Cordillera, NP-4B Location & Composition gan & Isabela Coastal Areas, and NP-3C TDA located on the Pacific Coast of Northern Location & Composition Benguet-Baguio-Ifugao-, and NP-4C located in the central and Central Luzon mountain region of Northern Luzon. Main Tourism The main tourism assets include the Pacific coastal beaches and marine environment, the Main Tourism The main tourism assets of the Cluster comprise its mountain forest environment, scenery Resources / Assets mountain forest and rich biodiversity, as well as its history and culture of local peoples. Resources / Assets and cool climate; its ethnic tribal groups and their unique mountain culture including the UNESCO listed Rice Terraces, the highland resort city of Baguio. Access International Air Charters to Laoag then by national highway to Cagayan portion of Sierra Madre; International air transportation to Clark then by national highway to all portions of Access International Air from Laoag, Clark, and NAIA, and by national highway from international the Cluster, and international transportation to NAIA and by national road. airports. Tourist Accommodation Facilities 451 hotel rooms accredited with DOT located mainly in urban centers operating at +60% Tourist Accommodation Facilities 2,606 hotel rooms accredited with DOT located mainly in urban centers operating at +60% room occupancy. Many small-scale inns, guesthouses and home-stays are present but not room occupancy. Many small-scale inns, guesthouses and home-stays are present but not accredited. accredited. Tourism Metrics 307,504 arrivals in tourist accommodation in 2008 of which 17,457 were international and Tourism Metrics 996,554 arrivals in tourist accommodation in 2008 of which 121,565 were international and 47,105 domestic arrivals. Average length of stay is 1 night with up to 3 persons per room. 874,989 were domestic arrivals. Average room occupancies are of the order of +60%. 2000- 2000-2008 CAGR was 18.45%. 2008 CAGR was -1.91% Development Potential Development Potential

Internal Strengths Internal Weaknesses Internal Strengths Internal Weaknesses Largely untapped rich natural mountain forest biodiversity and Inadequate airport access Largely untapped rich natural and cultural heritage Unreliable all weather internal road access wildlife Inadequate site access and visitor infrastructure and safety com- Presence of major city mountain resort center at Baguio Poor tourist site access and visitor infrastructure and safety Extensive Pacific beach/coastal and island marine environment pliance Reasonable good road access to perimeter of Cluster compliance Reasonable road access to key points Insufficient accommodation capacity to allow growth Insufficient accommodation capacity Weak tourism governance Overdevelopment/congestion in main mountain centers e.g. Security concerns Baguio City Weak tourism governance External Opportunities External Threats External Opportunities External Threats Expanding international and domestic tourism markets Uncontrolled development leading to pollution and loss of natu- Improving international and domestic air and road access ral and cultural heritage value Expanding international and domestic tourism markets Uncontrolled development leading to overdevelopment, Leveraging off the unique and unspoiled mountain forest and Typhoons, earthquakes and tsunamis Improving international and domestic market road access congestion, pollution and loss of natural and cultural Pacific coast assets Out of control security situation Leverage off improving access and connectivity to expand heritage values market to other centers outside Baguio City Typhoons and earthquakes Market Product Development Opportunities Market Product Development Opportunities Developing niche, small to medium scale marine resorts at key points such as Baler; developing mountain forest and marine ecolodg- es, and developing day trip marine wildlife, adventure, and sightseeing activities. Developing niche, small to medium scale mountain resorts, hotels, and ecolodges; expanding existing and developing new mountain resort centers and developing meeting and convention facilities in the main mountain centers where capacity permits; and providing Key Products: Nature Based, Cultural Tourism new mountain trekking, sport, and nature and culture sightseeing activities. Strategic Products/Markets: MICE Tourism Key Products: Nature Based, Cultural Tourism Opportunity/Niche: -- Strategic Products/Markets: -- Key Development Deficiencies and Needs Opportunity/Niche: -- Access & Connectivity Upgrade Tuguegarao and Cauayan airports Key Development Deficiencies and Needs Upgrade road connections to Cluster from central Luzon

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Undertake road improvements to key areas of the Cluster reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Access & Connectivity Upgrade road connections between the main centers within the Cluster and to the main road gateways from outside the cluster Improve last mile access roads to key mountain forest and marine tourist sites Tourist Site & Attraction Upgrade telecommunications facilities Improve solid waste management, visitor information, parking center, rest areas, restoration of sites Development and structures, and sustainable operations and maintenance of sites. Improve last mile access roads to key tourist sites Tourist Site & Attraction Improve solid waste management, visitor information, parking center, rest areas, restoration of sites Development Tourist Accommodation Needs Niche and medium sized beach resort properties (50 to 150) rooms and structures, and sustainable operations and maintenance at key tourism sites and activity areas. Niche mountain forest ecolodge facilities Tourist Accommodation Needs Small to medium scale mountain resorts and hotels Forecasts Arrivals 2010 – 2016 Niche hotels and ecolodges Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Forecasts Arrivals 2010 – 2016

Foreign: 28,789 Foreign: 36,427 Foreign: 51,001 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Domestic: 580,141 Domestic: 777,444 Domestic: 1,027,755 Foreign: 108,901 Foreign: 137,795 Foreign: 192,925 Total: 608,930 Total: 813,871 Total: 1,078,756 Domestic: 1,160,180 Domestic: 1,231,554 Domestic: 1,554,752

Total: 1,269,081 Total: 1,369,349 Total: 1,747,677

11 -26 11 -27 Strategic Cluster Destination Profile Strategic Cluster Destination Profile

Name of Cluster NP-5 Lingayen Gulf Cluster Name of Cluster NP-6 Central Luzon Cluster The Cluster comprises four Tourism Development Areas: NP-5A La Union Coast, NP-5B The Cluster comprises seven Tourism Development Areas: NP-6A Subic-Clark-Tarlac Corridor, Location & Composition Lingayen Coast and Islands, NP-5C Western Pangasinan Loop, and NP-5D Eastern Pangasinan Location & Composition NP-6B , NP-6C Pampanga, NP-6D , NP-6E Zambales, NP-6F Coast and Tourism Circuit located in the northeastern part of Central Luzon. Hinterland, and NP-6G . Main Tourism The main tourism assets of the Cluster comprise its coastal and island landscape, its protected Main Tourism Coastal beaches and coves, protected forested mountain landscapes and ecotourism Resources / Assets mountain hinterland and ecotourism resources, as well as leisure, entertainment, sport and Resources / Assets resources, rich cultural heritage—historic sites and buildings, customs, tradition, cuisine and meetings facilities. festivals of its peoples, and its leisure, entertainment, sport and meetings facilities. Access By road from NAIA, Clarke and Laoag international airports and charter flights and domestic Access Direct international air services to Clarke and Subic and by road (mostly expressway) from air services to San Fernando Airport. Metro Manila, as well as from Northern Luzon. Tourist Accommodation Facilities 729 hotel rooms accredited with DOT located mainly in urban centers operating at +60% Tourist Accommodation Facilities 2,089 hotel rooms accredited with DOT located mainly in urban centers operating at +65% room occupancy. Many smaller scale hotels, resorts, inns, and guesthouses are not accredited. room occupancy. Many smaller scale hotels, resorts, inns, and guesthouses are not accredited. Tourism Metrics 119,384 arrivals in tourist accommodation in 2008 of which 15,400 were international and Tourism Metrics 533,847 arrivals in tourist accommodation in 2008 of which 165,322 were international and 103,984 were domestic arrivals. 2000-2008 CAGR was -1.81% 368,525 were domestic arrivals. 2000 to 2008 CAGR was 10.65%. The Subic-Clark-Tarlac Cor- ridor accounted for around 60% of total arrivals. Development Potential Development Potential Internal Strengths Internal Weaknesses Internal Strengths Internal Weaknesses Contains the iconic 100 islands Poor tourist site access and visitor infrastructure Proximity to Clark and Subic and Baguio Insufficient accommodation capacity to allow for Largely untapped rich natural and cultural heritage Substandard access and visitor infrastructure at most tourist sites Presence of existing resort and hotel developments sustained growth Presence of major city mountain resort center at Baguio Insufficient accommodation capacity to allow for Good road access to and within Cluster Weak tourism governance Reasonable good road access to perimeter of Cluster sustained growth Weak public sector coordination and tourism governance External Opportunities External Threats External Opportunities External Threats Expanding international and domestic tourism markets Uncontrolled development leading to overdevelopment, Repositioning the Cluster as a beach and island resort, leisure, congestion, pollution and loss of natural and cultural Expanding international and domestic tourism markets Uncoordinated and uncontrolled development leading to entertainment sport and ecotourism center heritage values Positioning the Cluster as a major mixed use tourism destination overdevelopment, congestion, pollution and loss of natural Leverage off the capacity of main cities, coastal and mountain Typhoons and earthquakes attracting niche to mass international and domestic markets and cultural heritage value hinterland ecotourism resources Consolidate Clark as the premier international tourism gateway Volcanic eruptions --Mt. Pinatubo, earthquakes and to the Philippines Typhoons Market Product Development Opportunities Market Product Development Opportunities Developing beach and island resort, leisure, entertainment sport and ecotourism facilities as well as multi-purpose convention facilities directed at the regional international and domestic tourist markets supported by broad range of nature and culture Developing beach and island resort, leisure, entertainment sport and ecotourism facilities as well as major multi-purpose convention sightseeing activities. and exhibition facilities directed at the regional international and domestic tourist markets supported by broad range of nature and culture sightseeing activities. Key Products: Nature Based, Sun and Beach, Cultural Tourism Key Products: Nature Based, Sun and Beach, Cultural Tourism Strategic Products/Markets: -- Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness, Cruise Tourism Opportunity/Niche: -- Opportunity/Niche: Nautical Tourism, Education, Retirement Tourism Key Development Deficiencies and Needs Key Development Deficiencies and Needs Access & Connectivity Upgrade airport at San Fernando to handle regional international charter air services and complete the new airport at Alaminos in Pangasinan. Access & Connectivity Complete phase 2 of terminal 1 (budget carrier terminal) and second terminal at Clark Complete national road improvements linking the provinces within the cluster and to the clusters Improve last mile access road and/or jetty access to key coastal, island and mountain landscapes to the North. Tourist Site & Attraction and protected areas Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Development Improve solid waste management, visitor information, parking center, rest areas, restoration of sites Improve last mile access road access and at-site visitor infrastructure and operations and Tourist Site & Attraction and structures, and sustainable operations and maintenance at key tourism sites and activity areas. maintenance to key natural and cultural heritage tourist sites coastal, island and mountain Development landscapes and protected areas. Tourist Accommodation Needs Expand small to medium scale resorts and hotels Develop a diverse range of ecotourism-based accommodations Tourist Accommodation Needs Develop small, medium and large beach resorts . Develop mixed-use city-based leisure, entertainment, wellness-spa, shopping and multi-purpose Develop major leisure, entertainment, sport, and convention and events facilities in Clark and Subic convention centers. and Tarlac. Develop extensive day tour sightseeing, theme attraction, adventure, and sport products. Forecasts Arrivals 2010 – 2016 Forecasts Arrivals 2010 – 2016 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Foreign: 20,627 Foreign: 20,627 Foreign: 31,834 Domestic: 183,826 Domestic: 183,826 Domestic: 246,344 Foreign: 145,767 Foreign: 195,342 Foreign: 435, 258 Domestic: 446,338 Domestic: 598,136 Domestic: 790,715 Total: 204.453 Total: 204,453 Total: 278,178 Total: 592,105 Total: 793,478 Total: 1,225,973

11 -28 11 -29 Strategic Cluster Destination Profile Strategic Cluster Destination Profile

Name of Cluster NP-7 Metro Manila and CALABARZON Cluster Name of Cluster CP-1 Bicol Cluster The Cluster comprises five Tourism Development Areas: NP-7A Metro Manila and Environs, The Cluster comprises two Tourism Development Areas: CP-1A Camarines & Catanduanes, and Location & Composition Location & Composition NP-7B Nasugbu-Looc-Ternate-Cavite Coast, NP-7C de bay, NP-7D Batangas Peninsula, CP-1B Albay-Sorsorgon-Masbate located in the Southern Luzon area. NP-7E Quezon Coast and Islands. Main Tourism Coastal beaches, coves, islands, marine biodiversity, protected volcanic mountain landscapes, Main Tourism Coastal beaches, coves, lakes, protected volcanic mountain landscapes, National Capitol, rich Resources / Assets rich cultural heritage—historic sites, customs, tradition, cuisine and festivals. Resources / Assets cultural heritage—historic sites and buildings, customs, tradition, cuisine and festivals, major leisure, entertainment, sport and meetings facilities. Access International air access via NAIA with and domestic airports at Naga, Legaspi, , Pili, Caramoan, and Masbate; by good quality national road from Metro Manila; and RORO Access Direct international and domestic air services through NAIA and by road (mostly expressway) connections to Masbate, Samar and from Cebu. from Metro Manila to most parts of the Cluster. Tourist Accommodation Facilities 6,646 hotel rooms accredited with DOT located mainly in urban centers operating at +50% Tourist Accommodation Facilities 32,407 hotel rooms accredited with DOT located mainly in urban centers operating at +70% room occupancy. room occupancy. Tourism Metrics 1,307,782 arrivals in tourist accommodation in 2008 of which 249,237 were international and Tourism Metrics 4,789,797 arrivals in tourist accommodation in 2008 of which 1,250,313 were international 1,058,545 were domestic arrivals. 2000 to 2008 CAGR was 15.77%. Camarines Sur and Naga and 3,539,484 were domestic arrivals. 2000 to 2008 CAGR was 4.76%. Metro Manila and accounted for 55% of total arrivals. Laguna accounted for 69% of total arrivals. Development Potential Development Potential Internal Strengths Internal Weaknesses Internal Strengths Internal Weaknesses Position between Metro Manila and Cebu—good road and rail Weak internal road and RORO connectivity NAIA international/domestic gateway Runway and terminal congestion at NAIA access to the cluster from Metro Manila Poor access and visitor infrastructure at most tourist sites Well developed road access to and within the cluster Poor access and visitor infrastructure at most tourist sites Diversity of tourism attractions Weak public sector coordination and tourism governance Diversity of tourism attractions including major sites such as Weak public sector coordination and tourism governance Strong public sector interest in developing tourism Intramuros and city leisure and entertainment and MICE centers External Opportunities External Threats External Opportunities External Threats Increasing international and domestic tourism Uncoordinated and uncontrolled development—overdevelop- Rationalizing NAIA operations to make room for more Uncoordinated and uncontrolled development leading to Positioning the Cluster as a city, beach and island resort, marine ment, congestion, pollution and loss of natural and cultural heri- international tourism arrivals overdevelopment, congestion, pollution and loss of natural and forest-based ecotourism and adventure destination offering tage value Positioning the Cluster as a global leisure, entertainment, and cultural heritage value a broad range of day trip activities Volcanic eruptions—Mt. Mayon, earthquakes, typhoons convention and exhibition, and resort destination attracting Volcanic eruptions—Taal, earthquakes, and typhoons and tsunamis mass markets with broad range of day trip activities Market Product Development Opportunities Market Product Development Opportunities

Developing major city leisure, entertainment, medical and wellness, and convention and exhibition facilities, developing small, Developing city leisure, entertainment, shopping, medical and wellness, and multi-purpose convention facilities, developing niche medium and large scale satellite resort destinations in the provinces outside Metro Manila, and developing a broad range of nature and medium scale beach and island resort destinations, developing marine and forest adventure ecotourism products, and culture heritage sightseeing activities. and supporting these with a broad range of nature and culture heritage sightseeing and adventure activities. Key Products: Nature Based, Cultural Tourism Key Products: Nature Based, Sun and Beach, Cultural Tourism Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness, Cruise Tourism Strategic Products/Markets: Health & Opportunity/Niche: Nautical Tourism, Education Tourism Opportunity/Niche: Nautical Tourism Key Development Deficiencies and Needs Key Development Deficiencies and Needs

Access & Connectivity Rationalize NAIA to handle increased international arrivals Access & Connectivity Upgrade existing domestic airports to improve air operations and reduce congestion and support Complete national road improvements linking Metro Manila with key resort and tourism activity daily rail services from Metro Manila areas in the surrounding provinces Upgrade national road links including RORO access between the main tourist development areas

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental in the cluster. Improve last mile site access road access and site visitor infrastructure Tourist Site & Attraction Undertake major restoration of Intramuros and seek UNESCO listing for it and consider adaptive Tourist Site & Attraction Improve last mile tourist site access road access and site visitor infrastructure including restoration Development reuse for public sector buildings to generate revenue for O&M. Development of historic sites and structures with sustained operations and maintenance. Tourist Accommodation Needs Develop small, medium and large beach resorts in provinces outside Metro Manila Tourist Accommodation Needs Develop small and medium scale beach and island resorts in areas outside the main provincial capi- Develop major leisure, entertainment, sport, and convention and events facilities in Manila Bay tols and expand network of community-based marine, coastal, and forest-based ecotourism sites Area, and Batangas Develop mixed use leisure, entertainment, shopping, sport, and multi-purpose convention and Improve and expand existing day tour activities for sightseeing circuits, theme attractions, events facilities in main urban centers of the cluster. adventure, sport, and other products. Improve and expand existing range of day activity products. Forecasts Arrivals 2010 – 2016 Forecasts Arrivals 2010 – 2016

Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Foreign: 1,669,578 Foreign: 2,237,394 Foreign: 2,957,759 Foreign: 324,243 Foreign: 434,517 Foreign: 968,184 Domestic: 3,575,659 Domestic: 4,146,668 Domestic: 5,518,320 Domestic: 1,159,471 Domestic: 1,344,631 Domestic: 2,054,074

Total: 5,245,237 Total: 6,384,062 Total: 8,476,079 Total: 1,483,714 Total: 1,779,148 Total: 3,022,258

11 -30 11 -31 Strategic Cluster Destination Profile Strategic Cluster Destination Profile

Name of Cluster CP-2 Marinduque-Romblon Cluster Name of Cluster CP-3 Mindoro-Calamian Cluster The Cluster comprises two Tourism Development Areas: CP-2A Marinduque Island, and CP-2B The Cluster comprises three Tourism Development Areas: CP-3A , CP-3B Location & Composition Location & Composition Romblon Islands. Southwest Mindoro Coast and Hinterland, and CP-3C Busuanga-Coron- Islands. Main Tourism Coastal beaches, coves, islands, marine biodiversity, protected marine and forest landscapes Main Tourism Coastal beaches, coves, islands, internationally protected marine reserves, WWII wrecks, Resources / Assets as well as a rich cultural heritage—historic sites, customs, tradition, cuisine and festivals. Resources / Assets marine karst, and forest landscapes; indigenous cultures; other cultural heritage including historic sites, customs, tradition, cuisine and festivals. Access International air access via NAIA with domestic connections to and Tug- dan Airports; and by RORO from City (Marinduque) and Batangas (Romblon). Access International air access via NAIA with domestic connections to Busuanga, and San Jose Airports; and ferry services between Batangas to Puerto Galera and San Jose, and to Coron. Tourist Accommodation Facilities 83 hotel and resort rooms accredited with DOT located mainly in urban centers operating at +50% room occupancy. Over 57 establishments with 341 rooms not registered. Tourist Accommodation Facilities 1,677 hotel and resort rooms accredited with DOT located mainly in urban centers operating at +50% room occupancy. Many smaller establishments not accredited. Tourism Metrics 15,650 arrivals in tourist accommodation in 2008 of which 789 were international and 14,861 were domestic arrivals. 2000 to 2008 CAGR was 6.21%. Tourism Metrics 470,641 arrivals in tourist accommodation in 2008 of which 168,980 are estimated to be international and 301,661 were domestic arrivals. 2000 to 2008 CAGR was 13.08%. Development Potential Development Potential Internal Strengths Internal Weaknesses Internal Strengths Internal Weaknesses Pristine and unspoiled nature of Romblon Islands Poor air and sea accessibility High marine and forest biodiversity Poor access and visitor infrastructure at tourist sites Well-developed small-scale resort base at Puerto Galera Poor air and sea accessibility Extensive cultural historic heritage Weak public sector coordination and tourism governance Pristine and unspoiled nature of the Busuanga-Coron-Culion Poor access and visitor infrastructure at tourist sites Strong public sector interest in developing tourism Islands Limited capacity of key sites High marine and forest biodiversity Poor reputation of some sites External Opportunities External Threats Indigenous cultural heritage Weak public sector coordination and tourism governance Increasing international and domestic tourism Uncoordinated and uncontrolled development External Opportunities External Threats Positioning Marinduque and Romblon as island beach Impact of mining and logging activities in Romblon and espe- and marine and forest ecotourism destinations cially Marinduque Increasing international and domestic tourism Uncoordinated and uncontrolled development Earthquakes, typhoons and tsunamis Positioning the Cluster as a an eco-resort destination based on its Impact of extractive industries (mining and logging) island beach and marine and forest ecotourism assets Security concerns on Mindoro Market Product Development Opportunities Typhoons, earthquakes and tsunamis (Mindoro) Developing niche and small scale beach and island resort destinations, developing marine and forest adventure ecotourism products, Market Product Development Opportunities and supporting these with a broad range of nature and culture heritage sightseeing and adventure activities. Developing niche and small scale beach and island eco-resort and wellness-spa destinations, developing marine and forest adventure Key Products: Nature Based, Sun and Beach, Cultural Tourism ecotourism products, developing diving and nautical tourism facilities, and supporting these with a broad range of nature and culture Strategic Products/Markets: Health & Wellness, Cruise Tourism heritage sightseeing and adventure activities. Opportunity/Niche: Nautical Tourism Key Products: Nature Based, Sun and Beach, Cultural Tourism Key Development Deficiencies and Needs Strategic Products/Markets: Health & Wellness Tourism Opportunity/Niche: Nautical Tourism Access & Connectivity Upgrade existing domestic airports to improve air operations from NAIA and Clark International Airports. Key Development Deficiencies and Needs Upgrade RORO access and provide fast ferry services from Lucena City, as well as Batangas and Manila. Access & Connectivity Upgrade existing domestic airports to improve air operations from NAIA and Clark International Airports, and improve fast ferry access from Batangas and Manila and upgrade RORO access. Tourist Site & Attraction Improve last mile tourist site road and sea access as well as site visitor infrastructure including resto- Upgrade road access between Puerto Galera and San Jose, and Ferry/RORO connections to Development ration of historic sites and structures with sustained operations and maintenance. Busuanga-Coron-Culion Islands. Tourist Accommodation Needs Niche and small scale beach and island resorts Tourist Site & Attraction Improve last mile tourist site road and sea access as well as site visitor infrastructure including Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Network of community-based marine, coastal, and forest-based ecotourism sites reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Development restoration of sites and structures with sustained operations and maintenance. Develop appropriately sized mixed use leisure, entertainment, shopping, sport, and multi-purpose convention and events facilities in main urban centers of the cluster Tourist Accommodation Needs Niche and small-scale beach and island eco-resorts. Improve and expand existing range of day activity products. Network of community-based marine, coastal, and forest-based ecotourism sites Develop appropriately sized mixed use leisure, entertainment, shopping, and multi-purpose Forecasts Arrivals 2010 – 2016 convention facilities in San Jose Improve and expand existing range of day activity products. Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Foreign: 60,344 Foreign: 60,344 Foreign: 106,903 Forecasts Arrivals 2010 – 2016 Domestic: 31,799 Domestic: 42,614 Domestic: 56,334 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016

Total: 92,143 Total: 102,958 Total: 163,237 Foreign: 91,897 Foreign: 154,120 Foreign: 212,563 Domestic: 217,093 Domestic: 384,593 Domestic: 502,149

Total: 308,990 Total: 538,713 Total: 714,712

11 -32 11 -33 Strategic Cluster Destination Profile Strategic Cluster Destination Profile

Name of Cluster CP-4 Palawan Cluster Name of Cluster CP-5 Western Visayas Cluster The Cluster comprises three Tourism Development Areas: CP-4A San Vicente-El Nido-Taytay, The Cluster comprises three Tourism Development Areas: CP-5A Bacolod-Silay, CP-5B Location & Composition Location & Composition CP-4B Puerto Princesa, and CP-4C Southern Palawan. Iloilo-Guimaras, and CP-5C Boracay-Northern Antique Main Tourism Coastal beaches, coves, islands, internationally protected marine reserves (UNESCO listed Main Tourism Coastal and island beaches, coves, marine reserves; karst and forest landscapes; and cultural Resources / Assets Tubbatha ), karst geological features—including UNESCO listed St Paul’s Underground Resources / Assets heritage (indigenous cultures), and Silay historic sites (UNESCO Site at Miagao), River, and highland forest landscapes; and cultural heritage (indigenous cultures), historic customs, tradition, cuisine and festivals. sites, customs, tradition, cuisine and festivals. Access Domestic air from Manila, Cebu and Davao to Iloilo and Bacolod Airports as well as RORO and Access Domestic air access from NAIA to Puerto Princesa, Taytay and Elnido, by road from Puerto Passenger ferry connectivity between Manila and Cebu. Princesa, and by sea from Manila. Tourist Accommodation Facilities 3,212 hotel and resort rooms accredited with DOT located mainly in urban centers operating Tourist Accommodation Facilities 4,298 hotel and resort rooms accredited with DOT located mainly in urban centers operating at +65% room occupancy. Many smaller establishments not accredited. at +55% room occupancy. Many smaller establishments not accredited. Tourism Metrics 1,269, 247 arrivals in tourist accommodations in 2008 of which 198,084 were international Tourism Metrics 260,233 arrivals in tourist accommodation in 2008 of which 35,915 are estimated to be and 1,071,163 were domestic arrivals. 2000 to 2008 CAGR was 10.62%. international and 224,318 were domestic arrivals. 2000 to 2008 CAGR was 9.39%. Development Potential Development Potential Internal Strengths Internal Weaknesses Internal Strengths Internal Weaknesses Range of urban and rural cultural and natural tourism attractions/ Inadequate solid waste management Existing airport at Puerto Princesa Poor international air connectivity sites with capacity for expansion Poor tourist site access and visitor support infrastructure and Well-developed small-scale resort base at Puerto Princesa and Poor road and sea connections between the TDAs of the cluster Modern international standard domestic airports capable compliance with safety standards El Nido-Taytay, and compliance with safety standards of charter operations Poor quality of existing RORO and ferry terminal facilities linking Presence of two UNESCO sites Inadequate water, sewerage, power, and solid waste Well-developed small-medium scale hotel and resort base the key areas in the cluster High marine and forest biodiversity management Strong public and private sector interest and organization Inadequate road connectivity between TDAs in cluster Indigenous cultural heritage Poor access and visitor infrastructure at tourist sites and limited in tourism Weak public sector coordination and governance Strong public and private sector interest in tourism site carrying capacities Weak public sector coordination External Opportunities External Threats External Opportunities External Threats Increasing international and domestic tourism Uncoordinated and uncontrolled development Spreading tourism development to Guimaras Island and Silay Security concerns Increasing international and domestic tourism Uncoordinated and uncontrolled development Providing international passenger facilities in Iloilo Airport Typhoons and earthquakes Upgrade Puerto Princesa to international airport status and Impact of extractive industries (mining and logging) Developing and linking ecotourism resources in Guimaras Island Weak governance complete Security concerns in Southern Palawan to resort development Positioning the Cluster as a global eco-resort destination based Typhoons on activities linked to its island beach and marine and forest Market Product Development Opportunities ecotourism assets Niche, small and medium-scale beach and island resort and wellness-spa developments; marine and forest adventure ecotourism Market Product Development Opportunities products; health and wellness tourism; leisure, entertainment, and multi-purpose convention centers; supporting with provision of a wide range of culture and nature based sightseeing activities. Developing niche and small scale beach and island eco-resort and wellness-spa destinations, developing marine and forest adventure ecotourism products, developing diving and nautical tourism facilities, and supporting these with a broad range of nature and culture Key Products: Nature Based, Sun and Beach, Cultural Tourism heritage sightseeing and adventure activities. Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness Tourism Key Products: Nature Based, Sun and Beach, Cultural Tourism Opportunity/Niche: Nautical Tourism, Retirement Tourism Strategic Products/Markets: Health & Wellness Tourism Key Development Deficiencies and Needs Opportunity/Niche: Nautical Tourism Access & Connectivity Undertake renovation of Iloilo Airport, improve RORO port facilities. Key Development Deficiencies and Needs Improve telecommunications system.

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Complete road connectivity projects in Iloilo, Guimaras and Bacolod-Silay. Access & Connectivity Upgrade Puerto Princesa Airport to handle international traffic, complete the development of San Vicente Airport, and upgrade Taytay and El Nido Airports Tourist Site & Attraction Improve last mile tourist site road and sea access as well as site visitor infrastructure including Upgrade Puerto Princesa Seaport to handle Calls Development restoration of sites and structures with sustained operations and maintenance. Improve telecommunications facilities throughout Cluster Tourist Accommodation Needs Niche, small and medium scale beach resorts on Guimaras Island Upgrade road connections between Puerto Princesa and other areas. Thematic leisure, entertainment, medical tourism, shopping and multi-purpose convention centers Tourist Site & Attraction Improve last mile tourist site road and sea access as well as site visitor infrastructure including in Iloilo and Bacolod with associate city hotels. Development restoration of sites and structures with sustained operations and maintenance. Forecasts Arrivals 2010 – 2016 Tourist Accommodation Needs Larger scale resorts in Puerto Princess and San Vicente, and niche and small-scale beach and island eco-resorts in sensitive marine and forest areas with lower carrying capacities. Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Network of community-based marine, coastal, and forest-based ecotourism sites Foreign: 70,719 Foreign: 82,012 Foreign: 125,283 Develop appropriately sized mixed use leisure, entertainment, shopping, and multi-purpose Domestic: 670,341 Domestic: 800,422 Domestic: 1,187,550 convention facilities in Puerto Princesa. Total: 741,060 Total: 882,434 Total: 1,312,833 Forecasts Arrivals 2010 – 2016

Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Foreign: 69,831 Foreign: 93,580 Foreign: 161,523 Domestic: 335,599 Domestic: 449,735 Domestic: 594,534

Total: 405,430 Total: 543,315 Total: 756,057

11 -34 11 -35 Strategic Cluster Destination Profile Strategic Cluster Destination Profile

Name of Cluster CP-5C Boracay-Northern Antique Name of Cluster CP-6 Central Visayas Cluster

Location & Composition CP-5C Boracay Island-Northern Antique-Kalibo area in Northern , central Philippines. The Cluster comprises five Tourism Development Areas: CP-6A Northern Cebu-Bantayan- Location & Composition Malapascua, CP-6B Metro Cebu-Mactan-Oango Islands, CP-6C Southern Cebu, CP-6D Negros Main Tourism Coastal and island beaches, coves, marine reserves; upland karst and forest landscapes; and Oriental--, and CP-6E Tagbilaran-Panglao Island. Resources / Assets cultural heritage (indigenous cultures), historic sites, customs, tradition, cuisine and festivals. Main Tourism Coastal and island beaches, coves, marine reserves; forest landscapes; and cultural heritage Access Charter international and domestic air access to Kalibo, domestic air access to Caticlan, and Resources / Assets (indigenous cultures), historic sites, customs, tradition, cuisine, and festivals. RORO access from Batangas to Caticlan via Mindoro, and ferry access from Manila, and road access from Iloilo. Access Direct international access to Cebu-Mactan, and domestic access by air and sea from Manila, Iloilo, and Mindanao. Tourist Accommodation Facilities 7,557 hotel and resort rooms accredited with DOT located mainly in urban centers operating at +65% room occupancy. Many smaller establishments not accredited. Tourist Accommodation Facilities 23,987 hotel and resort rooms accredited with DOT located mainly in urban centers operating at +65% room occupancy. Many smaller establishments not accredited. Tourism Metrics 736,662 arrivals in tourist accommodation in 2008 of which 246,969 are estimated to be international and 489,693 were domestic arrivals. 2000 to 2008 CAGR was 15.56%. Tourism Metrics 2,118,378 arrivals in tourist accommodations in 2008 of which 782,758 were international and 1,335,620 were domestic arrivals. 2000 to 2008 CAGR was 9.77%. Development Potential Development Potential Internal Strengths Internal Weaknesses Internal Strengths Internal Weaknesses Existing international charter operations at Kalibo Inadequate water, sewerage, power, and solid waste Well-developed small-medium scale resort base at Boracay management International airport at Mactan and good air connectivity to main Poor road access conditions between Cebu and other main Strong public and private sector interest in tourism in area Poor access and visitor infrastructure at tourist sites Boracay domestic markets development areas island - limited site carrying capacities and poor compliance with Well-established tourism industry with full range of Inadequate solid waste management outside while safety standards accommodations at Cebu-Mactan potable water services need to be improved Weak public sector coordination and governance Strong public and private sector interest and organization in Poor access and visitor support infrastructure and compliance tourism with safety standards at tourist sites External Opportunities External Threats Capacity for expansion outside Cebu and Mactan Weak public sector coordination and governance Spreading tourism development to Northern Antique (Pandan) Uncoordinated and uncontrolled development External Opportunities External Threats and (Nabas) Security concerns Upgrading Kalibo airport and completion of Caticlan Airport Typhoons Increasing international and domestic tourism Uncoordinated and uncontrolled development expansion Poor governance Improving and expanding international passenger terminal Typhoons and earthquakes Leveraging off its existing resort base and ecotourism resources facilities at Mactan-Cebu Weak tourism governance of Nabas and Northern Antique Leveraging off its city and rural natural and cultural heritage to Safety and security spread tourism development to other areas outside Market Product Development Opportunities Cebu-Mactan

Niche, small and medium-scale beach and island resort and wellness-spa developments; destinations; marine and forest adventure Market Product Development Opportunities ecotourism products; diving and nautical tourism; and providing a wide range of heritage sightseeing and adventure activities. Niche, small and medium-scale beach and island resort and wellness-spa centers; marine; leisure, entertainment, medical tourism, Key Products: Nature Based, Sun and Beach, Cultural Tourism and convention and exhibition facility; expanding range of culture and nature based sightseeing activities. Strategic Products/Markets: MICE, Health & Wellness, Cruise Tourism Key Products: Nature Based, Sun and Beach, Cultural Tourism Opportunity/Niche: Nautical Tourism, Retirement Tourism Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness, Cruise Tourism Key Development Deficiencies and Needs Opportunity/Niche: Nautical Tourism, Education, Retirement Tourism

Access & Connectivity Complete planned airport upgrading at Kalibo and Caticlan, and reopen Jose Airport Key Development Deficiencies and Needs Provide Jetty Port at Barangay Pook, a passenger terminal at Cagban Jetty Port, a RORO link to Masbate, and at Caticlan Seaport, a cruise ship terminal Access & Connectivity Upgrade and expand Mactan-Cebu International Airport. Upgrade road connections between Caticlan and Kalibo and Pandan in Antiques. Develop cruise ship terminal and marina in Cebu

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Undertake road connectivity improvements from Cebu to other TDAs Tourist Site & Attraction Improve last mile tourist site road and sea access as well as site visitor infrastructure including Provide improved solid waste management and more reliable power supply Development restoration of sites and structures with sustained operations and maintenance. Tourist Site & Attraction Improve last mile tourist site road and sea access as well as site visitor infrastructure including Tourist Accommodation Needs Larger scale resorts in Nabas area with niche and small-scale beach resorts in Pandan. Development restoration of sites and structures with sustained operations and maintenance. Develop network of community-based marine, coastal, and forest-based ecotourism sites in Northern Antique and Aklan. Tourist Accommodation Needs Niche, small, medium and large scale beach resort and hotel developments Thematic leisure, entertainment, medical tourism, shopping and convention and exhibition center Forecasts Arrivals 2010 – 2016 in Cebu.

Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Forecasts Arrivals 2010 – 2016 Foreign: 307,085 Foreign: 411,523 Foreign: 544,020 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Domestic: 546,441 Domestic: 732,283 Domestic: 968,054 Foreign: 874,614 Foreign: 1,014,284 Foreign: 2,023,035 Total: 853,526 Total: 1,143,806 Total: 1,512,074 Domestic: 1,492,358 Domestic: 1,730,678 Domestic: 2,303,158 Total: 2,366,972 Total: 2,744,962 Total: 4,326,193

11 -36 11 -37 Strategic Cluster Destination Profile Strategic Cluster Destination Profile

Name of Cluster CP-7 Eastern Visayas Cluster Name of Cluster SP-1 Surigao-Dinagat Islands Cluster The Cluster comprises six Tourism Development Areas: CP-7A Northeastern Leyte – Basey The Cluster comprises two TDAs: SP-1A Surigao-Dinagat Islands, and SP-1B Surigao City-Lake Location & Composition Location & Composition Marabut Area, CP-7B Northwestern Leyte – Area, CP-7C , CP-7D Western Mainit Samar, CP-7E Area, CP-7F Area Main Tourism Island and coastal beaches, coves, lakes (Mainit), wetlands (Del Carmen Wetland), marine Main Tourism Coastal and island beaches, coves, marine reserves; forest landscapes; colonial and modern Resources / Assets karst, and marine environment; and cultural landscape based on customs, traditions, cuisine Resources / Assets historic sites, customs, traditions, cuisine and festivals. and festivals. Access Air access from Manila and Cebu-Mactan, and RORO access between Luzon. Bohol and Cebu. Access Air access from Manila and Cebu-Mactan via Surigao City then RORO to Siargao Island or by air direct to Siargao Island. Access to Dinagat is via ferry, while access to Lake Mainit area is Tourist Accommodation Facilities 483 hotel and resort rooms accredited with DOT located mainly in urban centers operating at by road. +65% room occupancy. Many smaller establishments not accredited. Tourist Accommodation Facilities 718 hotel and resort rooms accredited with DOT located mainly in urban centers operating at Tourism Metrics 133,028 arrivals in tourist accommodations in 2008 of which 17,908 were international and +50% room occupancy. Many smaller establishments not accredited. 115,120 were domestic arrivals. 2000 to 2008 CAGR was -0.24%. Tourism Metrics 129,763 arrivals in tourist accommodations in 2008 of which 18,887 were international and Development Potential 110,876 were domestic arrivals. 2000 to 2008 CAGR was 7.66%. Internal Strengths Internal Weaknesses Development Potential

Proximity of Mactan-Cebu International airport Limited air, sea, and road connectivity to main markets, and Internal Strengths Internal Weaknesses Relatively undeveloped and pristine state of tourism resources between main TDAs in the Cluster Large carrying capacity for tourism development Inadequate solid waste management Relatively undeveloped and pristine state of tourism resources Insufficient air, sea, and road connectivity to main markets, Strong public and private sector interest and organization in Poor access and visitor support infrastructure and compliance Large carrying capacity for tourism development and between main TDAs in the Cluster tourism with safety standards at tourist sites Strong public and private sector interest and organization in Inadequate water and power on islands, lack of solid waste Weak public sector coordination and governance tourism management Poor access and visitor support infrastructure and compliance External Opportunities External Threats with safety standards at tourist sites Increasing international and domestic tourism Uncoordinated and uncontrolled development weak public sector coordination and governance Improving air, sea and road connectivity to key markets and gate- Typhoons, earthquakes and tsunamis External Opportunities External Threats ways Weak tourism governance Leveraging off the capacity of its main cities, untapped marine Increasing international and domestic tour Improving air, sea and Uncoordinated and uncontrolled development and forest resources, and WWII history and cultural assets. road connectivity to key markets and gateways Flooding, earthquakes and tsunamis (Cebu, Davao, Manila and Clark) Safety and security concerns Market Product Development Opportunities Leveraging off its Island marine, wetland, lake and city resources Weak tourism governance Niche, small and medium-scale beach and island resort and wellness-spa centers; marine; leisure, entertainment, spa, and convention Market Product Development Opportunities facilities; marine and forest community-based ecotourism developments; and nature and culture based sightseeing activities. Niche, small and medium-scale island resort and wellness-spa centers supporting marine based soft and hard adventure sports such Key Products: Nature Based, Sun and Beach, Cultural Tourism as kayaking, diving, snorkeling, surfing, para-surfing, sail-boarding, etc.; city-based leisure, entertainment, shopping, wellness spa, Strategic Products/Markets: Health & Wellness Tourism and convention facilities; community-based island and lake ecotourism developments; and nature and culture based sightseeing activities. Opportunity/Niche: Nautical Tourism Key Products: Nature Based, Sun and Beach, Cultural Tourism Key Development Deficiencies and Needs Strategic Products/Markets: -- Access & Connectivity Upgrade and expand air, sea and road connections to main international gateways and Opportunity/Niche: Nautical Tourism domestic markets. Undertake road connectivity improvements between the Clusters TDAs Key Development Deficiencies and Needs Provide improved solid waste management Access & Connectivity Upgrade and expand air, sea and road connections. Tourist Site & Attraction Improve last mile tourist site road and sea access as well as site visitor infrastructure including Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Improve road and sea connectivity between Surigao City and Dinagat and Siargao Islands and road Development restoration of sites and structures with sustained operations and maintenance connectivity on the Islands Tourist Accommodation Needs Niche, small and medium scale beach resort and city hotel developments Improve telecommunications on Islands Thematic leisure, entertainment, wellness-spa shopping and multi-purpose convention facilities Improve water supply, power, sewerage treatment and solid waste management Community-based ecotourism development linked to beach and city resorts and hotels. Improve last mile tourist site road and sea access as well as site visitor infrastructure including Tourist Site & Attraction restoration of sites and structures with sustained operations and maintenance and compliance Development Forecasts Arrivals 2010 – 2016 with safety standards Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Tourist Accommodation Needs Niche, small and medium scale beach and lake resort/city hotel developments Foreign: 10,861 Foreign: 14,555 Foreign: 19,241 Thematic leisure, entertainment, wellness-spa shopping and multi-purpose convention facilities Domestic: 109,610 Domestic: 146,888 Domestic: 169,161 Community-based ecotourism linked to beach/city resorts and hotels.

Total: 120,471 Total: 161,443 Total: 188,402 Forecasts Arrivals 2010 – 2016

Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Foreign: 17,415 Foreign: 20,196 Foreign: 23,338 Domestic: 175,528 Domestic: 209,590 Domestic: 235,224

Total: 192,943 Total: 229,786 Total: 258,562

11 -38 11 -39 Strategic Cluster Destination Profile Strategic Cluster Destination Profile

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

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Tourist Site & Attraction reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Access & Connectivity Complete Laguindigan International Airport and its operation by private sector, upgrade Camuigin sites and structures with sustained operations and maintenance Development and Labo Airports, improve ferry links to Camuigin Island from new airport and reopen Silanga Comply with safety standards. Wharf RORO service. Tourist Accommodation Needs Niche, small and medium scale beach and lake resort/city hotel developments Improve highway connections between TDAs Thematic leisure, entertainment, wellness-spa shopping and multi-purpose convention facilities Improve last mile tourist site road access as well as site visitor infrastructure including restoration in Butuan City Tourist Site & Attraction of sites and structures with sustained operations and maintenance with improve compliance with Marine centers in Tandabg and Bislig including pocket cruise passenger terminals, marinas, and Development safety standards related cultural pavilions, shopping, entertainment and restaurants Community-based ecotourism developments linked to beach/city resorts and hotels. Tourist Accommodation Needs Niche, small and medium scale beach resort/city hotel and ecolodge developments Thematic leisure, entertainment, marine, wellness-spa shopping and multi-purpose convention Forecasts Arrivals 2010 – 2016 facilities in main cities Community-based ecotourism developments linked to beach/city resorts and hotels. Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Foreign: 11,313 Foreign: 13,120 Foreign: 15,161 Forecasts Arrivals 2010 – 2016 Domestic: 269,905 Domestic: 322,281 Domestic: 361,699 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Total: 281,218 Total: 335,401 Total: 376,860 Foreign: 49,090 Foreign: 56,929 Foreign: 65,785 Domestic: 1,459,806 Domestic: 1,743,085 Domestic: 2,070,763

Total: 1,508,896 Total: 1,800,014 Total: 2,136,548

11 -40 11 -41 Strategic Cluster Destination Profile Destination Profile

Name of Cluster SP-4 Zamboanga Peninsula Cluster Name of TDA SP-4D & SP-4E -Dapitan Cluster The Cluster comprises three TDAs: SP-4A , SP-4B Zamboanga City-Sta. Location & Composition Location & Composition SP-4D Dapitan/, and SP-4E Dipolog/Zamboanga del Norte Cruz-Isabela, and SP-4C City- Main Tourism Coastal and island beaches and wetlands, city, and mountain forest tourism resources, with Main Tourism Coastal and island beaches, wetlands and marine, city, and mountain forest tourism Resources / Assets extensive cultural landscape including indigenous groups, historic sites, and range of cus- Resources / Assets resources; and extensive cultural landscape including indigenous groups, historic sites, and toms, traditions, cuisine and festivals. range of customs, traditions, cuisine and festivals. Access Air access from Manila and Cebu to , RORO access from Dumaguete to Dapi- Access International charter air access and domestic air access from Manila, Cebu and Davao to tan, and road connection to other parts of Mindanao. Zamboanga, Manila and Cebu to , sea ferry access from Manila-Cebu, and road connection to other parts of Mindanao. Tourist Accommodation Facilities 330 hotel and resort rooms accredited with DOT located mainly in urban centers operating at +55% room occupancy. Many smaller establishments not accredited. Tourist Accommodation Facilities 349 hotel and resort rooms accredited with DOT located mainly in urban centers operating at +55% room occupancy. Many smaller establishments not accredited. Tourism Metrics 50,559 arrivals in tourist accommodations in 2008 of which 1,542 were international and 49,017 were domestic arrivals. 2000 to 2008 CAGR was 4.93%. Tourism Metrics 466,099 arrivals in tourist accommodations in 2008 of which 37,292 were international and 399,336 were domestic arrivals. 2000 to 2008 CAGR was 1.15%. Development Potential

Development Potential Internal Strengths Internal Weaknesses

Internal Strengths Internal Weaknesses Relatively undeveloped and pristine state of tourism resources Insufficient air, sea and road access infrastructure and suited to beach and ecotourism transportation service connectivity Relatively undeveloped and pristine state of tourism resources Insufficient air, sea and road access infrastructure and Presence of a medium scale resort facility (Dakak) Poor road and sea connectivity infrastructure between TDAs suited to beach, ecotourism, city transportation service connectivity Large carrying capacity for tourism development Poor tourist site access and visitor support infrastructure and Presence of a medium scale resort facility (Dakak) Poor road and sea connectivity infrastructure between TDAs Strong public and private sector interest and organization in compliance with safety standards Large carrying capacity for tourism development Poor access and visitor support infrastructure and compliance tourism Weak public sector coordination and governance Strong public and private sector interest and organization in with safety standards at tourist sites tourism Weak public sector coordination and governance External Opportunities External Threats External Opportunities External Threats Increasing international and domestic tourism Uncoordinated and uncontrolled development Improving air, sea and road connectivity to key markets and Volcanic eruption, earthquakes, flooding Increasing international and domestic tourism Uncoordinated and uncontrolled development gateways Safety and security concerns Improving air, sea and road connectivity to key markets and Volcanic eruption, earthquakes, flooding Leverage off the undeveloped and pristine state of tourism gateways Safety and security concerns resources. Leverage off the undeveloped and pristine state of tourism resources and Zamboanga hospitality. Market Product Development Opportunities

Market Product Development Opportunities Niche, small and medium-scale beach and community-based ecotourism products targeting international and domestic holiday markets; and city-based leisure and marine tourism products targeting nautical markets. Niche, small and medium-scale beach resorts, and community-based ecotourism products targeting Mindanao holiday markets; city-based leisure and entertainment and convention products targeting Mindanao business markets; and nature and culture Key Products: Nature Based, Sun and Beach, Cultural Tourism sightseeing products targeting domestic markets from Mindanao. Strategic Products/Markets: -- Key Products: Nature Based, Sun and Beach, Cultural Tourism Opportunity/Niche: Nautical Tourism Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness Tourism Key Development Deficiencies and Needs Opportunity/Niche: Nautical Tourism Access & Connectivity Upgrade Dipolog Airport and improve Pulauan Port Key Development Deficiencies and Needs Improve highway connections between Dipolog and Dapitan and key tourist areas and public transportation services Access & Connectivity Upgrade terminal facilities at Zamboanga International Airport, improve communications facilities Improve last mile tourist site road access as well as site visitor infrastructure including restoration at Pagadian Airport and upgrade passenger terminal at Zamboanga Sea Port Tourist Site & Attraction

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental of sites and structures with sustained operations and maintenance Improve highway connections between Zamboanga and other TDAs as well as tourist friendly Development public transportation services Improve compliance with safety standards Improve last mile tourist site road access as well as site visitor infrastructure including restoration of Tourist Accommodation Needs Niche, small and medium scale beach resort/city hotel and ecolodge developments Tourist Site & Attraction sites and structures with sustained operations and maintenance Marine tourist centers in Dipolog and Dapitan City Development Improve compliance with safety standards Community-based ecotourism developments linked to beach/city resorts and hotels. Tourist Accommodation Needs Niche, small and medium scale beach resort and ecolodge developments Forecasts Arrivals 2010 – 2016 City hotel in association with multi-purpose convention and leisure and entertainment center. Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Forecasts Arrivals 2010 – 2016 Foreign: 3,245 Foreign: 3,245 Foreign: 3,763 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Domestic: 94,422 Domestic: 112,745 Domestic: 126,535

Foreign: 65,174 Foreign: 65,174 Foreign: 75,582 Total: 97,667 Total: 115,990 Total: 130,298 Domestic: 433,579 Domestic: 502,819 Domestic: 532,979

Total: 498,753 Total: 567,993 Total: 608,561

11 -42 11 -43 Strategic Cluster Destination Profile Strategic Cluster Destination Profile

Name of Cluster SP-5 Davao Gulf and Coast Cluster Name of Cluster SP-6 Cotabato-Saranggani Cluster The Cluster comprises three TDAs: SP-5A Davao City-Samal Island-Davao del Norte, SP-5B The Cluster comprises five TDAs: SP-6A Cotabato-Mt Apo, SP-6B Cotabato-Lake Sebu, SP-6C Location & Composition Location & Composition , and SP-5C Compostella Valley- , SP-6D -, and SP-6E Main Tourism Coastal gulf and island beaches, wetlands, marine, city, and mountain forest tourism Main Tourism Coastal gulf and island beaches, wetlands, marine, city, and mountain forest tourism re- Resources / Assets resources (Iconic Mt. Apo highest mountain in Philippines) with extensive cultural landscape Resources / Assets sources (Iconic Mt. Apo highest mountain in Philippines) with extensive cultural landscape including indigenous groups, historic sites, range of customs, traditions, cuisine & festivals. including indigenous groups, historic sites, range of customs, traditions, cuisine & festivals. Access International air access from Singapore and Manado and domestic air access from Manila, Access International air access via Davao, and domestic air access from Manila. Sea ferry access from Cebu, Iloilo, Cagayan de Oro and Zamboanga to Davao International Airport, sea ferry access Manila-Cebu-Davao, and road connection from other centers in Mindanao. from Manila-Cebu, and road connection to other centers in Mindanao and Cagayan de Oro. Tourist Accommodation Facilities 594 hotel and resort rooms accredited with DOT located mainly in urban centers operating at Tourist Accommodation Facilities 4,814 hotel and resort rooms accredited with DOT located mainly in urban centers operating +55% room occupancy. Many smaller establishments not accredited. at +55% room occupancy. Many smaller establishments not accredited. Tourism Metrics 652,061 arrivals in tourist accommodations in 2008 of which 8,421 were international and Tourism Metrics 875,334 arrivals in tourist accommodations in 2008 of which 58,331 were international and 643,640 were domestic arrivals. 2000 to 2008 CAGR was 15.8%. 81,003 were domestic arrivals. 2000 to 2008 CAGR was 9.91%. Development Potential Development Potential Internal Strengths Internal Weaknesses Internal Strengths Internal Weaknesses Relatively undeveloped and pristine state of tourism resources Poor air access infrastructure and transportation service International airport and seaport Inadequate international air and sea access infrastructure and suited to beach, ecotourism, adventure, and connectivity Relatively undeveloped and pristine state of tourism resources transportation service connectivity development Poor road connectivity infrastructure between TDAs suited to beach, ecotourism, city tourism Poor road and sea connectivity infrastructure between TDAs Large carrying capacity for tourism development Weak telecommunications coverage Existing well organized tourism establishments and operations in Poor tourist site access and visitor support infrastructure and Insufficient accommodations city and Samal Island compliance with safety standards Poor access and visitor support infrastructure and compliance Large carrying capacity for tourism development Weak public sector coordination and governance with safety standards at tourist sites Strong public and private sector interest and organization Weak public sector coordination and governance in tourism External Opportunities External Threats External Opportunities External Threats Increasing domestic tourism Uncoordinated and uncontrolled development Increasing international and domestic tourism Uncoordinated and uncontrolled development Improving air connectivity to domestic markets Volcanic eruption, earthquakes, tsunamis and flooding Improving international regional air connectivity Volcanic eruption, earthquakes, tsunamis and flooding Leverage off the undeveloped and pristine state of tourism Safety and security concerns Leverage off the undeveloped and pristine state of tourism Safety and security concerns resources in the cluster focusing on Mt. Apo, Sarangani Bay, Lake Extractive activities (mining and logging) resources in the cluster focusing on Mt. Apo, Samal Island, and Sebu, and cities. Davao, and Market Product Development Opportunities Market Product Development Opportunities Mt. Apo—ecotourism, Sarangani—beach resort and ecotourism, Lake Sebu—cultural ecotourism, cities—leisure, entertainment and Mt. Apo—ecotourism, Samal Island—resort and ecotourism, Davao City—Marine, leisure, entertainment and conventions, Tagum multi-purpose events centers, with pocket themed attractions and resorts in other areas with nature and culture based-sightseeing City—leisure, entertainment and multi-purpose events center, Digos City—multi-purpose sports center, and pocket themed products where security permits. Target markets are domestic mainly from Mindanao. attractions and resorts in other areas with nature and culture based-sightseeing products. Key Products: Nature Based, Sun and Beach, Cultural Tourism Key Products: Nature Based, Sun and Beach, Cultural Tourism Strategic Products/Markets: MICE, Leisure & Shopping Tourism Strategic Products/Markets: MICE, Leisure & Shopping, Health & Wellness, Cruise Tourism Opportunity/Niche: Nautical Tourism Opportunity/Niche: Nautical Tourism, Education, Retirement Tourism Key Development Deficiencies and Needs Key Development Deficiencies and Needs Access & Connectivity Complete M’lang Airport at M’lang in North Cotabato and President Quirino Airport in Sultan

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Access & Connectivity Upgrade and expand terminal facilities at Davao International Airport and improve airport facilities reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Kudarat, passenger terminal at Port of General Santos, and provide passenger terminal at Port of at Mati Glan in Sarangani Improve highway connections between Davao City and other TDAs including RORO connections to Improve telecommunications, water, electricity, solid waste management infrastructure in main Samal Island, seaport passenger facilities at MACO and Seaports, as well as tourist friendly tourist centers. public transportation services Improve last mile road access as well as visitor infrastructure including restoration of sites and Improve telecommunications and other utility infrastructure Tourist Site & Attraction structures with sustained operations and maintenance at key tourist sites Development Improve last mile tourist site road access as well as site visitor infrastructure including restoration of Improve compliance with safety standards. Tourist Site & Attraction sites and structures with sustained O&M Development Tourist Accommodation Needs Niche, small and medium scale thematic beach/dive/adventure/ecotourism establishments. City Improve compliance with safety standards hotels in association with multi-purpose convention and leisure and entertainment centers. Tourist Accommodation Needs Niche, small and medium scale thematic beach/dive/adventure/ecotourism/marine establishments. City hotels in association with thematic multi-purpose convention, wellness-spa, Forecasts Arrivals 2010 – 2016 leisure, entertainment and shopping Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Forecasts Arrivals 2010 – 2016 Foreign: 8,421 Foreign: 9,766 Foreign: 11,285 Domestic: 643,460 Domestic: 768,540 Domestic: 862,539 Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Foreign: 66,032 Foreign: 76,577 Foreign: 88,489 Total: 652,061 Total: 778,306 Total: 873,824 Domestic: 842,256 Domestic: 1,006,020 Domestic: 1,129,065

Total: 908,558 Total: 1,082,597 Total: 1,217,554

11 -44 11 -45 Strategic Cluster Destination Profile

Name of Cluster SP-7 Autonomous Region Muslim Mindanao GAD checklist for the tourism sector The Cluster comprises two TDAs: SP-7A --Tawi Tawi, and SP-7B Lanao del Sur-Ma- Location & Composition guindanao This checklist brings together the guidelines prepared by the Local Governance Support Program for Local Main Tourism Coastal and island beaches, wetlands, and lakes (lake Lanao); marine coral biodiversity; Economic Development (LGSP-LED) and that crafted by the Department of Tourism (DOT) with support from the Resources / Assets mountain forests; and extensive cultural landscape including indigenous groups, historic Gender Responsive Economic Actions for the Transformation of Women (GREAT Women) Project. LGSP-LED and the sites, range of customs, traditions, cuisine & festivals. GREAT Women Project are projects of the Philippine Program of the Department of Foreign Affairs, Trade and Access Air access via Zamboanga from Davao, Manila and Cebu. Sea ferry access from Zamboanga, Development (DFATD, formerly the Canadian International Development Agency, or CIDA) of the Government of and road connection between mainland TDA and other centers in Mindanao. Canada. Harmonization of the guidelines was facilitated by the Advancing Philippine Competitiveness (COMPETE) Tourist Accommodation Facilities Project of the United States Agency for International Development (USAID).

Tourism Metrics 210,003 arrivals in tourist accommodations in 2008 of which 23,513 were international and 186,490 were domestic arrivals. The tourism sector is composed of the public and non-public sector. The former includes national Development Potential government agencies, mainly the Department of Tourism (DOT) and its various offices and agencies, and local Internal Strengths Internal Weaknesses government units, while the latter consists of the private sector (business enterprises in various areas of tourism), nongovernment organizations (NGOs), academic institutions, and, more importantly, communities. This Undeveloped and pristine state of tourism resources suited to Poor air and access infrastructure and transportation service beach, ecotourism, adventure, and city tourism development connectivity gender and development (GAD) checklist applies to tourism-related programs and projects of key tourism stake- Large carrying capacity for tourism development on mainland Weak telecommunications coverage holders. Insufficient accommodations Poor tourist site access and visitor support infrastructure The GAD checklist for the tourism sector seeks to bring gender-related aspects of tourism to the attention and compliance with safety standards weak public sector coordination and governance of policymakers and program or project developers, especially the issues of women’s employment in the tourism industry and women’s participation in tourism planning and management. In compliance with Republic External Opportunities External Threats Act (RA) No. 7192 (Women in Development and Nation Building Act) and, more recently, RA 9710 (Magna Carta Increasing domestic tourism from ARMM and selected Uncoordinated and uncontrolled development of Women, or MCW), DOT, through the Inter-agency Committee on Gender and Development that was created international markets from region Safety and security concerns under Administrative Order No. 94-07, continuously implements various GAD programs, activities, and projects Improving air connectivity to domestic and international markets Leverage off the undeveloped and pristine state of tourism addressing gender issues and concerns in the tourism industry. resources in the cluster focusing on Tawi Tawi Market Product Development Opportunities

Tawi Tawi—Maldives style island beach resort and community-based marine and forest ecotourism products directed at domestic and regional international markets. Key Products: Nature Based, Sun and Beach, Cultural Tourism Strategic Products/Markets: -- Opportunity/Niche: Nautical Tourism Key Development Deficiencies and Needs

Access & Connectivity Upgrade Tawi Tawi airport and seaport passenger terminals, upgrade local roads, and develop inter-island jetty system. Improve water, electricity and solid waste management infrastructure in main tourist centers.

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Improve last mile road access as well as visitor infrastructure including restoration of historic sites reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Tourist Site & Attraction and landscapes with sustained operations and maintenance at key tourist sites Development Improve compliance with safety standards. Tourist Accommodation Needs Niche island resorts following Maldives style of development supported by themed marine-shopping-leisure center at . Forecasts Arrivals 2010 – 2016

Baseline (2010) Low Growth Scenario 2016 High Growth Scenario 2016 Foreign: 23,513 Foreign: 23,513 Foreign: 27,268 Domestic: 186,490 Domestic: 186,490 Domestic: 216,271

Total: 210,003 Total: 210,003 Total: 243,539

11 -46 11 -47 - 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). Gender issues and strategies The diversion of water for use in resorts and golf courses can heighten water scarcity in the local communities. Moreover, prices of essential commodities escalated during peak tourist season, creating difficulties to poor households, particularly the women who had to The tourism industry offers vast income-generating opportunities, from employment to operation of enterprises. manage the household budget. It is essential therefore, for projects to include measures to It is labor-intensive, providing a wide range of job openings that the poor with vocational skills training can access. ensure that poor households are able to benefit from tourism initiatives. Tourism also creates economic prospects for small entrepreneurs, as there are many support services that can be established with minimal start-up costs. • Issues related to management of the sector The Magna Carta of Women (MCW) instructs DOT, like other government agencies, to “pursue the adoption of gender mainstreaming as a strategy to promote and fulfill women’s human rights and eliminate gender - Women’s influence in the development of tourism policymaking and programming is discrimination in their systems, structures, policies, programs and processes” (MCW Implementing Rules and limited, as they are not well represented in decision-making and policymaking bodies, and Regulations, Rule VI, Section 37, pp. 104-105). It also stresses the importance of the non-discriminatory and may lack the capacities for planning and budgeting. non-derogatory portrayal of women in media and film, including commercials and promotional materials used for tourism, among a number of purposes (MCW Implementing Rules and Regulations, Rule IV, - Analysis of relevant gender issues and tracking of gender-related results of tourism are Section 37, pp. 65; and Section 19). The MCW promotes women’s rights to representation and participation, hampered by the lack of sex-disaggregated data and information on the negative impact of including undertaking “temporary special measures to accelerate the participation and equitable tourism in tourism statistics. representation in the decision-making and policy-making processes,” and instructs appointing authorities to ensure the representation of women or women’s groups in policymaking and decision-making bodies - Sexual harassment in the workplace can take various forms. One is when sexual favor is (MCW, IRR, Rule IV, Section 14, pp. 53−54.). Further, it provides that girl children “shall be protected from all forms made as a condition for hiring or employment, re-employment, or continued employment of of abuse and exploitation (MCW IRR, Rule V, Section 35, Article B, page 103).” said individuals or for granting said individuals favorable compensation, terms, conditions, promotions, or privileges. The United Nations Environment and Development UK Committee report on Gender and Tourism (Report prepared for the 2002 Earth Summit) shows that, worldwide, tourism is a particularly important sector for - Lack of awareness of gender issues in tourism among tourism sector employees leads to the women, who make up 46 percent of the tourism labor force. This statistic masks several gender issues related to inappropriate portrayal of women and children in tourism commercials and advertisements. workers in the sector: The last cluster of issues pertains to gender mainstreaming will require actions from tourism agencies. These • Gender-role stereotyping. In formal sector employment in tourism-related industries, the quality actions can include naming woman members to tourism bodies, building the capacity of agency personnel and type of work available to women is heavily influenced by sex stereotyping and sex for planning and budgeting establishing a gender-aware tourism database, and instituting measures to combat segregation. Women are usually employed as waitresses, chambermaids, cleaners, travel agency sexual harassment in the workplace. sales persons, flight attendants, and front desk personnel. Meanwhile, men are employed as barmen, gardeners, construction workers, drivers, pilots, etc. Gender stereotyping arises partly because Training of tourism agency staff and workers in tourism industry establishments, especially involving hotel and traditional gender roles and gender identity help create notions of women and men as being suitable homestay operations, can include sessions on relevant laws protecting women and children, as well as their ac- for certain, gender-appropriate occupations. companying implementing rules and regulations, among others: RA 9208, or the Anti- Trafficking in Persons Act of 2003; RA 7877, or the Anti-Sexual Harassment Act of 1995; RA 9262, or the Anti Violence against Women and • Gender inequalities in occupational distribution. Gender bias in occupations and positions in the their Children Act of 2004, which includes the crime of prostituting women and their children; RA 8353, or the tourism industry occurs because of not just horizontal segregation but, as important, vertical Anti Rape Law of 1997, which classifies rape as a crime against person, hence, not a private crime; and RA 8505, or gender segregation of labor that places women and men in different occupations. The typical “ the Rape Victim Assistance and Protection Act of 1998. These sessions must include discussions of possible actions gender pyramid” is prevalent in the sector, with women dominating lower levels and that may be taken by the hotel staff, homestay operators, and the community in general to prevent trafficking, occupations offering few career development opportunities and men dominating key managerial sexual harassment, and other forms of abuse and exploitation. The Women’s Desks of the local police force positions.

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental can also be strengthened and its capacity built to recognize signs of violence and human trafficking. Links with NGOs working to address these concerns can also be forged. • Limited access to capital of woman micro entrepreneurs for tourism-related enterprises. While tourism opens up prospects for the establishment of tourism-linked businesses (such as the Training of women working in hotels and relevant tourism-related services (e.g., tour guides) must include production of handicrafts and souvenir items), women’s lack of access to adequate credit may limit sessions on their rights and the laws that protect them. Local tourism bodies must prohibit advertising and women from taking advantage of such opportunities. Establishment of credit windows that do not marketing strategies that use stereotypical images of women or portray women as sexual objects. require land-based collateral can benefit women.

• Negative impact of tourism. Although tourism creates economic opportunities and brings in foreign exchange, it also causes adverse social and environmental problems, including:

- Prostitution, sexual exploitation of children, and human trafficking. Tourism can worsen social problems, such as prostitution, sexual exploitation of children, and human trafficking. These lead to more problems, including increase in the incidence of HIV/AIDS. Sexual exploitation of women and children (boys and girls) is particularly linked to the notion of certain places as destinations for .

- 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) 11 -48 11 -49 Gender equality and women's Gender analysis questions

empowerment results The discussion of gender issues in the previous section serves as a reference for the gender analysis that must be conducted when identifying and designing tourism programs or projects. Gender analysis should be done at two points: as part of project identification and analysis of the development problem, and as an assessment of the Recognition of the above issues can help planners design interventions that can ensure tourism projects likely impact of the project design. The gender analysis questions related to the definition of the development benefit women and men equally. The Philippine Development Plan (PDP) 2011−2016 seeks to “encourage LGUs to (tourism) problem are as follows: develop tourism related-products and services using the community-based and ecotourism approaches as implemented by innovative and entrepreneurial local governments in Bohol, Palawan, and Bicol, and have Gender division of labor and gender needs contributed to poverty reduction, protection of the environment, and gender equality in local areas.” With respect to wage and self-employment, the PDP notes: “In providing opportunities for formal or • What is the age−gender composition of the tourism-sector workforce? What do the women/men do in self-employment or access to credit, government shall take particular cognizance of the special needs of tourism-related enterprises? Alternatively, how are woman/man workers represented in the different women, whose potentially large social contributions to social and economic development are stunted by their parts of the tourism value chain? Do these patterns suggest gender-role stereotyping or gender-based domestic and other social circumstances” (page 30). biases in occupations? Gender equality outcomes or results should be linked with the changes in the gender issues that have been • What are the gender-related problems encountered by female/male tourism workers and tour operators identified. Examples of gender equality results are: (e.g., sexual harassment or advances, demand of tourists for sexual services or sex-related entertainment, prostitution)? • Increased employment of women, particularly in management and non-traditional occupations; within tourism government agencies, increased number of women in third-level CESO (Career Executive Access to and control of tourism services and benefits Service Officer) positions; • What resources (training, capital, information, market linkage, etc.) do woman/man workers or owners • More positive, realistic portrayals of women and children in advertising and marketing campaigns of tourism-related enterprises need to improve their efficiency, productivity, and/or effectiveness? and collaterals; If there are differences between women and men, why? • Safer workplaces for woman workers, or reduced incidence of sexual harassment; Constraints and opportunities • Reduced incidence or elimination of human trafficking and prostitution; • What competencies or skills need to be developed among relevant staff of tourism agencies and establishments for them to be able to identify gender issues and address these? • Increased woman-owned or operated tourism-related enterprises; • What are the current (pre-project) opportunities present for micro-entrepreneurs supplying • Improved productivity and incomes of woman-owned or operated enterprises; tourism- related products and services? • Greater access of women to higher credit levels and technical support; • What gender-based factors hinder or constrain women/men from participating in tourism-related initiatives or enterprises? From accessing resources, including training opportunities, that can • Higher level of stakeholder awareness/consciousness of gender issues in tourism; improve their productivity, efficiency, or effectiveness as tourism-sector workers or entrepreneurs? • Improved representation of women and men as stakeholders of tourism development; After the project design has been completed, it is necessary to subject the design to a gender analysis. There are

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental • More active promotion of gender equality, respect for human rights, and economic empowerment of reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental ten questions listed in box 24 below, summarizing the possible gender impact of the designed project, as fol- women in tourism through more gender-sensitive tourism-related establishments; and lows: • Increased knowledge and skills of tourism sector employees and applied GAD tools in policymaking, Gender division of labor and gender needs planning, and budgeting. • Will the project help in determining policy reforms that will safeguard the interests and concerns of women in tourism?

• Will the project, as designed, improve the portrayal of women and girls in tourism promotional materials, standards, and regulations?

• Will the project be able to reduce gender-role stereotyping, particularly among workers in the target venture?

• Has the project design considered how contributions of women and men to the project will affect their other responsibilities?

• Will the project, as designed, promote safety and security in the workplace, including control of sexual harassment and other forms of gender bias?

11 -50 11 -51 Access to and control of tourism services and benefits

• Will the project help the tourism sector and its stakeholders in improving women’s access to jobs and Possible GAD monitoring indicators employment in tourism development areas?

• Will the project enable women to maximize economic opportunities, improve their status in local Listed below are examples of monitoring indicators for tourism initiatives that have been developed for the Local communities, and develop leadership capability and ability to manage the natural and cultural Governance Support Program for Local Economic Development (LGSP-LED). A separate list for capacity resources? development is also presented, since capacity development activities are usually part of various initiatives. The choice of GAD indicators, however, should be guided by the program’s or project’s GAD outcomes or • Does the project design ensure that information on tourism opportunities will be readily available to outputs. women and men? Entrepreneurial leadership development • Will women be engaged in decision making on the focus and direction of the project’s technical assistance? On the distribution of opportunities among members of business service organizations? • Percentage change in the number of women in management positions in tourism-related businesses and organizations

Constraints and opportunities • Presence/absence of gender equality core messages in leadership courses

• Will the project, as designed, enhance the implementation of the GAD Plan of the tourism sector? Entrepreneurial systems improvement

• Is the project design socially or culturally acceptable, and will it make the project and its resources • Number of legislation and policies passed that consider the differential impact of the issuance on accessible to women? women and men, or address the social problems that may escalate with increased tourism

• Will women’s participation in the project affect the attitudes of women and men toward women? • Presence/absence of gender-aware organizations in policy consultations

• Will the project consult women’s groups, women-in-business organizations, and woman labor union • Number of partnerships built that enhance outreach and improve access of poor women and men to leaders? Or, has the project consulted woman and man beneficiaries? tourism resources and benefits and/or help prevent or reduce social problems that may be aggravated by increased tourism • Does the project offer facilities or services that will maintain women’s involvement at different stages of the project? • Presence/absence of sex-disaggregated data and gender-related information in knowledge management systems • Will the project improve women’s representation in qualifying for third-level positions? • Increase/decrease in the use of sex-disaggregated data and gender-related information in policy and systems development, planning, and the like

Enterprise development

• Number of jobs created for women and men

• Maximum amount of credit of loan windows for women versus that for men

• If project involves the creation of groups or organizations: Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental -­‐ 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.

11 -52 11 -53 Capacity building program e. For Element 5.0, “partly yes” means having gender equality strategies or activities but no stated gender issues to match the activities while a full “yes” means there is an identified • Proportion of women to total training participants. gender issue and there are activities seeking to address these issues.

• Proportion of woman trainers and resource persons to total trainers and resource persons f. For Element 6.0, a “partly yes” response to any of the items and questions is associated with superficial or partial effort to address the likely impact of the project, particularly in terms of • Presence/absence of modules in training programs that build awareness of gender laws and the ensuring women’s and men’s equal access to resources provided by the project; improving rights of women and children women’s and men’s efficiency in their chosen fields in the tourism sector; providing equal opportunities for participation of women and men; creating strategies for avoiding or • Presence/absence of gender-fair language, messages, and graphics in training materials minimizing negative effects on the status and welfare of women and girls; adhering to the Media and Gender Equality Committee Guidelines; promoting environmental sustainability; • Extent to which gender core messages are embedded in course content and materials and respecting the cultural sensitivities of communities and their woman and man members. In contrast, a full “yes” involves a coherent, if not a comprehensive, response to the items or questions.

g. For Element 7.0, “partly yes” means the project monitoring plan includes sex-disaggregated indicators but no qualitative indicator of empowerment or status change. A full “yes” means Guide for accomplishing the checklist the inclusion of both quantitative and qualitative indicators to measure the reduction in gender gaps or improvement in the empowerment and status of women and girls and men Box 24 enumerates the ten requirements for a gender-responsive tourism sector project. Each requirement and boys. is usually accompanied by a set of guide questions. The guide for accomplishing the checklist and the interpretation of the total GAD rating are reproduced below for easy reference. h. For Element 8.0, “partly yes” means the project requires the collection of sex-disaggregated reduction in gender gaps or improvement in the lives of women girls, and men and boys. A full Guide for accomplishing box 24 “yes” means all sex-disaggregated data and qualitative information will be collected to help track the reduction in gender gaps or minimization of the incidence of gender issues. 1. Put a check √ in the appropriate column (2a to 2c) under “Response” to signify the degree to which a project has complied with the GAD element: under col. 2a if nothing has been done; under col. 2b if an i. For Element 9.0, a “partly yes” response to Q9.1 means there is a token budget for gender element, item, or question has been partly answered; and under col. 2c if an element, item, or question training programs that aim to build competencies in promoting GAD in the project; and to Q9.2 has been fully complied with. means there is a budget for GAD–related activities but this is too little to ensure the project will address relevant gender issues or help achieve its GAD objectives and targets. 2. A partial and a full yes may be distinguished as follows. j. For Element 10.0, a full “yes” response to Q10.1 means the project is in line with the agency’s a. For Element 1.0, a “partly yes” response to Question 1.0 (or Q1.0) means there have been much policies and guidelines for gender-responsive tourism; and to Q10.2 means there will be fewer women than men in consultations to validate or determine the needs, gaps, and status convergence/ collaboration with other agencies/stakeholders in the implementation of of women and men in the community. A full “yes” means women constitute at least 40 percent a gender-sensitive tourism project, particularly through formal, signed agreements, of the people consulted. e.g., MOAs. A “partly yes” response to Q10.3 implies that there are GAD initiatives but no local regulations to strengthen the GAD rule; to Q10.4 indicates that there is a mention of the b. For Element 2.0, “partly yes” means some gender-related information and sex-disaggregated agency’s GAD plan but there is also a need to ensure that the project requires developing or data from research surveys, business trends, and profiles of current enterprises and reinforcing the commitment to empower women; and to Q10.5 signifies that the project microenterprises or enterprise-related training programs are reflected in the project concept has a sustainability plan for its GAD efforts but makes no mention of how this may be paper, but these may not be relevant in identifying gender issues or problems related to the institutionalized within the implementing agency or its partner.

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental planned tourism project. A full “yes” means gender information and sex-disaggregated reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental data have been used in the analysis of tourism issues that the proposed project must address. 3. After ascertaining whether a GAD requirement has been done or not, enter the appropriate score for an element or item under column 3. c. For Element 3.0, a “partly yes” response to each of the questions means a superficial or partial analysis has been done by focusing on only one aspect of the set of concerns (e.g., gender a. To ascertain the score for a GAD element, a three-point rating scale is provided: “0” when roles, needs, and perspectives; access to and control of resources; constraints and the proponent has not accomplished any of the activities or questions listed under an element opportunities to participation; and negative effects of tourism). A full “yes” response to or requirement; a score that is less than the stated maximum when compliance is only partial; Q3.1 signifies that the needs of both men and women have been considered in developing and “2” (for the element or requirement), or the maximum score for an item or question, the situation analysis. To Q3.2 and Q3.4, a full “yes” implies that a gender analysis of the when the proponent has done all the required activities. differences in access and control (Q3.2) and constraints and opportunities between women and men and their participation in the tourism project (Q3.4) is reflected in the document. b. The scores for “partly yes” differ by element. For instance, for Elements 1.0, 2.0, 5.0, 7.0, and 8.0, To Q3.3, a full “yes” indicates that the negative effects of tourism have been fully discussed in the score for “partly yes” is “1.” For other elements that have two or more items or questions the analysis of the development problem. (such as Element 3.0), the rating for a “partial yes” is the sum of the scores of the items or questions that fall short of the maximum “2.” d. For Element 4.0, “partly yes” means women are identified in the project objectives but only in connection with traditional roles or economic activities (Q4.1), or the project has token gender c. For Element 3.0, which has four items (3.1, 3.2, 3.3, and 3.4), the maximum score for each item equality outputs or outcomes (Q4.2). A full “yes” means the project’s outputs or outcomes is “0.50” while that for “partly yes” is “0.25.” Hence, if a project scores a full “0.50” in one question include the expansion of opportunities for women and men (Q4.1) or significant reduction in but “0” in the other, or if a project scores “partly yes” (or 0.25) in each of the two items, the total gender gaps or incidence of gender-related issues (Q4.2) rating for Element 3.0 will be “partly yes” with a score of “0.50.” If a project scores “partly yes” in one item but “no” in the other, then the total rating for the element will be “0.25.”

11 -54 11 -55 4. For an element (col. 1) that has more than one item or question, add the scores for the items and enter Box 24. GAD checklist for designing and evaluating tourism projects the sum in the thickly bordered cell for the element. Response (col. 2) Score for the Result or 5. Add the scores in the thickly bordered cell under column 3 to come up with the GAD score for the Element and item or guide question Partly item/ element comment project identification and design stages. (col. 1) No Yes yes (2a) (2c) (col. 3) (col. 4) (2b) 6. Under the last column, indicate the key gender issues identified (for proponents) or comments on the proponent’s compliance with the requirement (for evaluators). 4.1 Do project objectives explicitly refer to women and men? Specifically, does the project aim to improve women’s access and opportunity to benefit from tourism Box 24. GAD checklist for designing and evaluating tourism projects initiatives, as well as men’s? (possible scores: 0, 0.5, 1.0)

Response (col. 2) Score for the Result or Element and item or guide question 4.2 Does the project have gender equality outputs or Partly item/ element comment outcomes? (See examples in text.) (possible scores: 0, (col. 1) No Yes yes 0.5, 1.0) (2a) (2c) (col. 3) (col. 4) (2b)

1.0 Involvement of women and men 5.0 Matching of strategies with gender issues (possible scores: 0, 1.0, 2.0) Have prior consultations (possible scores: 0, 1.0, 2.0) Do the strategies and included women and women’s groups to validate the activities match the gender issues and gender equality data and determine the gender gaps, and the needs and goals identified? That is, will the project reduce gender status of women and men in the community? gaps or inequalities, or minimize the negative gender effects of tourism?

2.0 Collection of sex-disaggregated data and gender-related information 6.0 Gender analysis of the likely impact of the (possible scores: 0, 1.0, 2.0) Have gender information and project (max score: 2.0; for each item or question, 0.2) sex-disaggregated data on the community, industry, or sector (from official statistics, research survey, business trends, or profiles of current enterprises, microenter- 6.1 Will the project build on women’s and men’s prises, or enterprise-related training programs) been knowledge and skills? (possible scores: 0. 0.1, 0.2) considered in crafting the project concept, particularly in the analysis of the development/tourism issue or problem? 6.2 Will the project enable women and men to take on non-traditional, non-gender-stereotypical roles and jobs? (possible scores: 0, 0.1, 0.2) 3.0 Conduct of gender analysis and identification of gender issues (max score: 2.0; for each item or question, 0.5) (See text for articulation of the gender analysis questions.) 6.3 Will women and men have equal access to training, gender-related tourism information (e.g., needs of tourists), and other resources (including additional income-earning opportunities) provided by the project? 3.1 Are the needs of both women and men (possible scores: 0, 0.1, 0.2) considered in the situation analysis? (possible scores: 0, 0.25, 0.50) Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental 6.4 Will the project help women and men become more efficient in their chosen fields in the tourism sector? 3.2 Are there gender-based differences in access to (possible scores: 0, 0.1, 0.2) and control of resources (skills, capital, information, etc.) between women and men, and is the analysis of these differences reflected in the project document? (possible scores: 0, 0.25, 0.50) 6.5 Does the proposed project offer equal opportunities for women and men to participate in project activities, including planning and decision making? (possible scores: 0, 0.1, 0.2) 3.3 Has the analysis of the development problem considered the negative effects of tourism (e.g., sexual harassment, child trafficking, prostitution)? (possible scores: 0, 0.25, 0.50) 6.6 Has the project designed measures to address constraints to equal participation and benefits of women and men? (possible scores: 0, 0.1, 0.2)

3.4 Is there an analysis of gender-based differences in constraints and opportunities related to women’s and men’s participation in tourism projects? (possible scores: 6.7 Has the project included strategies for avoiding or 0, 0.25, 0.50 ) minimizing negative impact on the status and welfare of women and girls? Specifically, has the project design provided measures to avoid or reduce the negative 4.0 Gender equality goals, outcomes, and outputs effects of the project in terms of sexual harassment, (max score: 2.0; for each item or question, 1.0) prostitution, child pornography, and the like? (possible scores: 0, 0.1, 0.2) 11 -56 11 -57 Box 24. GAD checklist for designing and evaluating tourism projects Box 24. GAD checklist for designing and evaluating tourism projects

Response (col. 2) Response (col. 2) Score for the Result or Score for the Result or Element and item or guide question Element and item or guide question Partly item/ element comment Partly item/ element comment (col. 1) No Yes (col. 1) No Yes yes yes (2a) (2c) (col. 3) (col. 4) (2a) (2c) (col. 3) (col. 4) (2b) (2b)

6.8 Will the proposed project’s tourism promotional and 10.3 Will the project support the implementation of IEC materials and advertisements conform to existing relevant local ordinances that reinforce national gender gender-sensitive policies and guidelines (e.g., the Media laws in project sites? (possible scores: 0.1, 0.2, 0.4) and Gender Equality Committee Guidelines, or MGEC)? (possible scores: 0, 0.1, 0.2) 10.4 Will the project build on or strengthen the agency’s commitment to empower women? (possible scores: 0.1, 6.9 Will the project, as designed, promote environmen- 0.2, 0.4) tal sustainability? (possible scores: 0, 0.1, 0.2)

10.5 Does the project have an exit plan that will ensure 6.10 Does the designed project respect the cultural the sustainability of the GAD efforts and benefits? sensitivities of communities and their woman and man (possible scores: 0.1, 0.2, 0.4) members? Of female and male tourists? (possible scores: 0, 0.1, 0.2) TOTAL GAD SCORE FOR PROJECT IDENTIFICATION AND DESIGN (Add the scores for each of the ten elements.) 7.0 Monitoring targets and indicators (possible scores: 0, 1.0, 2.0) Does the project have an M&E system that includes gender equality/gender-responsive targets and indicators for welfare, access, consciencitization, participation, and control? Interpretation of the GAD Score 8.0 Sex-disaggregated database requirement (possible scores:0, 1.0, 2.0) Does the M&E system include the collection of sex- disaggregated data and qualitative 0 - 3.9 GAD is invisible in the project (proposal is returned). information that will track the reduction in gender gaps or changes (improvements) in the lives of women and Proposed project has promising GAD prospects (proposal earns a “conditional pass,” pending identification of men? 4.0 – 7.9 gender issues and strategies and activities to address these, and inclusion of he collection of sex- disaggregated data in the monitoring and evaluation plans)

Proposed project is gender-sensitive (proposal passes the GAD test). 9.0 Resources 8.0 – 14.9 (max score: 2.0; for each item or question, 1.0) 15.0 – 20.0 Proposed project is gender-responsive (proponent is commended).

9.1 Has the project allocated a budget for gender training programs that will build competencies (within DOT, communities, and other stakeholder groups) in Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental promoting GAD in the project? (possible scores: 0, 0.5, reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental 1.0) References Republic of the Philippines (2000). Magna Carta for Women (Implementing Rules and Regulations (IRR). 9.2 Will the project fund activities that will help achieve its GAD objectives and targets? (possible scores: 0, 0.5, 1.0) • Rule VI, Section 37, pp. 104−105. • Rule IV, Section 19, p.65; • Rule IV, Section 19, Article A, p.66. 10.0 Relations with the agency’s /LGU GAD efforts • Rule IV, Section 14, pp. 53−54. (max score: 2.0; for each item or question, 0.4) • Rule V, Section 35, Article B, p. 103

UNED-United Kingdom (2002). “Gender & Tourism: Women’s Employment and Participation in Tourism.” Report 10.1 Is the project in line with the existing agency prepared for the 2002 Earth Summit. Retrieved from www.earthsummit2002.org/toolkits/women/current/ policies and guidelines for gender-responsive tourism? gendertourismrep.html (possible scores: 0.1, 0.2, 0.4)

10.2 Will there be collaboration with other agencies/ entities in the implementation of a gender-sensitive tourism project? (possible scores: 0.1, 0.2, 0.4)

11 -58 11 -59 Document Title Abstract/Description Bibliographic Entry Tourism-related Literature Type

The guidebook is designed for tourism planners Document Title Abstract/Description Bibliographic Entry in promoting sustainable tourism by utilizing the Type best and most relevant information possible. It uses a set of indicators focused on both impact and sustainability for tourism. The Guidebook is This supplementary volume for Asia and the most useful to tourism planners and managers at Pacific is designed to be used in conjunction with the destinations sites. Many managers operate in the core volume (Guide for Local Authorities on an environment which can be considered as Developing Sustainable Tourism) – they should be data-rich but information-poor. Indicators can help used in combination to provide comprehensive to select, process, analyse and present data to guidance for developing tourism at the local level better link with sustainability issues. Decision-makers are often inundated by large in the region. This supplementary World Tourism Organization. quantities of data, and often find it difficult to volume is structured around two major sections: (2004). Indicators of Indicators of Sustainable determine which data are important. Indicators Sustainable Development Development for Tourism Guidelines development will occur at several scales, but the Section 1 – Tourism in Asia and the Pacific for Tourism Destinations (A examines quantitative and qualitative tourism Destinations (A Guidebook) primary focus of this Guidebook is at the World Trade Organization. Guidebook). (p. 507). Madrid: trends in the region, reviews the major destination level – with destinations being defined (1999). Guide for Local World Tourism Organization. opportunities and constraints for developing generally in terms of the marketable destination, Guide for Local Authorities on Authorities on Developing tourism in the region, identifies some special which may range in size from a small nation to a Developing Sustainable Tourism Sustainable Tourism Guidelines considerations that must be made in region, or to a specific resort or site. (Supplementary Volume on Asia (Supplementary Volume on developing tourism in Asia and the Pacific, and This Guidebook, produced by the World Tourism and the Pacific) Asia and the Pacific). (p. 92). describes efforts that are being directed toward Organization, is intended to help the managers Madrid: World Tourism regional cooperation on of tourism companies and destinations, their Organization tourism in the region. partners and other stakeholders to make better decisions regarding tourism. It focuses on the use Section 2 – Case Studies of Tourism of indicators as a central instrument for improved Development in Asia and the Pacific presents planning and management, bringing managers several case studies of various types of tourism the information they need, when it is required, and development in Asia and the Pacific that in a form which will empower better decisions. illustrate the planned and sustainable approach to development. The case studies reflect principles that have application to other Making Tourism More Sustainable: a Guide for local areas in the region and therefore will be of Policy Makers builds on United Nations value to local authorities in different areas. Environment Programme’s and World Tourism Organization’s previous work on different aspects of sustainability, undertaken over the past ten or so The Department of Tourism has prepared the years. In addition to earlier work by WTO and UNEP, National Tourism Development Plan (NTDP) that an extensive research survey was undertaken seeks to address the key challenges of the sector within WTO Member States, in 2003 and 2004, to over the next five years. The National Tourism identify specific policies and tools applied in their Development Plan led by the Department of territories that had effectively contributed to mak- Tourism is the result of the combined inputs of the ing their tourism sector more sustainable. The national government agencies, local government conclusions drawn and the policies and tools units, the private sector including the Chambers of recommended in this Guide are therefore based Commerce, and concerned non-government on real cases, collected from around the world, United Nations Environment that have proven to be effective and successful in Programme. , & World Tourism

Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental organizations. The NTDP, as mandated under reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental achieving the aims of sustainable development. Organization, (2005). Making Republic Act No. 9593, provides a framework Department of Tourism. Making Tourism More Policies and Tourism more Sustainable to guide the Department of Tourism (DOT) and Department of Tourism, Sustainable (A Guide for Standards The guide defines what sustainability means in (A Guide for Policy Makers). stakeholders in the private and public sector, at Office of Tourism Planning, Policy Makers) the national, regional, and local levels, to harness Research and Information tourism, what are the effective approaches for (p. 207). Paris: United Nations National Tourism Development Policies and the potential of the tourism sector as an engine for Management. (2012). developing strategies and policies for more and World Tourism Plan 2011-2016 Standards sustainable growth. This is in line with the Presi- National Tourism sustainable tourism, and the tools that would make Organization. dent’s 16-point agenda, the goals and targets of Development Plan 2011-2016. the policies work on the ground. It shows clearly the Philippine Development Plan 2011-2016 that Manila: Department of that there is no ‘one-fits-all’ to address the focuses upon inclusive socio-economic growth, Tourism. question of sustainability in tourism and the designation of the tourism sector by Joint development. It does, however, highlight one key Chambers of Commerce as one of seven (7) key universal message: to succeed in making tourism growth sectors in the economy. The NTDP has more sustainable it is crucial to work hand in hand been built upon the following: with all relevant stakeholders, within and outside (a) comprehensive diagnosis of the tourism government. The purpose of this document is to sector’s competitive strengths, weaknesses, op- provide governments with guidance and a portunities and threats; (b) extensive consultations framework for the development of policies for with more than 1,380 stakeholders throughout more sustainable tourism as well as a toolbox of the country; (c) the lessons learned from previous instruments that they can use to implement those tourism strategies and plans. policies.

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With this book, the World Tourism Organization The link between protected areas and tourism is intends to strengthen its efforts to achieve tourism as old as the history of protected areas. Protected sustainability worldwide. It particularly seeks to areas need tourism, and tourism needs protected provide technical guidelines and methodological areas. Though the relationship is complex and instruments to local authorities, public service sometimes adversarial, tourism is always a critical officials operating at the local level, as well as component to consider in the establishment and private tourism developers, enabling them to management of protected areas. These guidelines assume their responsibilities in this field with aim to build an understanding of protected area Eagles, P., McCool, S., & more effective, up-to-date technical know-how. tourism, and its management. They provide a Haynes, C. (2002). Sustainable These guidelines are eminently practical and easy theoretical structure, but are also intended to help Tourism in Protected Areas to apply. The numerous examples of sustainable managers in practical ways. The underlying aim is (Guidelines for Planning and Sustainable Tourism in Protected tourism best practices contained in this volume to ensure that tourism contributes to the purposes Management). (p. 183). Gland, Areas (Guidelines for Planning Guidelines and the supplementary volumes on sub-Saharan of protected areas and does not undermine them. Switzerland, and Cambridge: and Management) Africa, Asia and the Pacific, North Africa and the The main purpose of these guidelines is to assist IUCN, Cardiff University, Americas should be readily adaptable to the World Tourism Organization. protected area managers and other stakeholders United Nations Environment particular conditions and level of development of (1998). Guide for Local in the planning and management of protected Programme and World Tourism Guide for Local Authorities on each country, region and local territory. To assist Authorities on Developing areas, visitor recreation and the tourism industry, Organization. Guidelines Developing Sustainable Tourism local authorities in making better decisions on Sustainable Tourism. (p. 194). so that tourism can develop in a sustainable developing tourism, this guide has been prepared Madrid: World Tourism fashion, while respecting local conditions and on the planning, development and management Organization. local communities. A key message is the of tourism at the local level. The guide will also be importance of managing resources and visitors very useful to regional and national tourism agen- today, so that tomorrow’s visitors can also cies who need to understand tourism develop- experience quality sites, and the conservation ment at the local level in order to provide direction values that these places represent. and assistance to local authorities. This is an interactive guide that involves its users. It includes checklists, diagrams and questions for discussion by local authorities about developing tourism in This compilation, initiated in July 2002, aims at their areas. An underlying principle of this guide providing a structured, easy to understand is achieving sustainable development of tourism. description of exemplary practices especially in The fundamental importance of the sustainable small ecotourism businesses. It has been widely approach for all types of development including recognized that small businesses represent the tourism is now universally accepted, if not always core of the ecotourism segment, given that the practiced as it should be. majority of private ecotourism operations provide specialized services for small tourist groups or individual tourists, while the related facilities they use (accommodation, transportation) also tend to This is the second publication launched by the be small. The compilation contains rich details on World Tourism Organization (WTO) in a series on methodologies and business approaches World Tourism Organization. Tourism and Poverty Alleviation. The first one, applied successfully by a wide range of ecotourism (2003). Sustainable Sustainable Development of launched on the occasion of the World Summit on small and medium sized companies; they provide a Development of Ecotourism EcoTourism (A Compilation of Sustainable Development in August 2002, valuable well of information that can serve for (A Compilation of Good Good Practices in Small and Good Practices examined a number of cases where tourism has generating ideas and adapting sustainable Practices in Small and Medium- Medium-sized been fundamental in reducing poverty levels in ecotourism practices to the specific local sized Enterprises (SMEs). (p. Enterprises((SMEs)) various countries. The present book provides World Tourism Organization. conditions elsewhere. The experiences presented 305). Madrid: World Tourism further evidence of the contribution that tourism (2004). Tourism and Poverty in this book come directly from the field, from the Organization. Tourism and Poverty Alleviation Theoretical/ can make to achieving one of the most pressing Alleviation Recommendations people who have developed these initiatives and Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Recommendations for Action Conceptual reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental United Nations (UN) Millennium Development for Action. (p. 47). Madrid: who are daily in charge of these business ventures. Goals: alleviating poverty. Based on a more World Tourism Organization. They reflect well the complexity of small business- extensive analysis of successful experiences, it es, the great challenges and opportunities they gives clear and practical recommendations - to face, and the endless creativity that this business governments, private tourism companies, allows for. The objectives of this publication are also international and bilateral development agencies in line with the resolutions of the World Summit on and other stakeholders - on the various ways and Sustainable Development (Johannesburg 2002), its means they can utilize to use tourism as a poverty specific recommendations on sustainable tourism, alleviation tool. biodiversity and local communities, and with the wider aims of poverty reduction through tourism.

This document takes into account the preparatory process, as well as the discussions held during the Quebec Declaration on World Ecotourism Summit on May 2002. It is the Ecotourism. (2002). Soft result of a multi stakeholder dialogue, although it is Quebec Declaration on Policies and law – Declaration/ not a negotiated document. Its main purpose is the EcoTourism Standards Recommendation World setting of a preliminary agenda and a set of Ecotourism Summit, Quebec recommendations for the development of City, Canada. ecotourism activities in the context of sustainable development.

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This handbook is aimed at a variety of professional This WTO report presents a summary of the users, both within the tourism industry and for current status of tourism in Small Island people who welcome and manage visitors to their Developing States (SIDS), while providing evidence destination or site, including also public tourism, of the key importance it has for the sustainable cultural and natural authorities. For the many development of many islands and for the different people in the tourism industry it provides achievement of the UN Millennium Development recommendations for how they might positively Goals. It also addresses the key issues that need contribute to the minimization of tourism to be considered by small island nations in order congestion. For destination and site managers it for the tourism industry to be more sustainable provides a range of recommendations for World Tourism Organization. in the long term. It provides policy orientations, Tourism Congestion managers to build a well-informed understanding (2004). Tourism Congestion guidelines and other tools to the National Tourism Theoretical/ Management at Natural and of their places and their visitors, and provides Management at Natural and Authorities (NTAs), the tourism industry and other Conceptual Cultural Sites recommendations for upgrading the operational Cultural Sites. Madrid: World tourism stakeholders in SIDS on how to develop and physical capacities of their areas to handle Tourism Organization. and manage tourism in a sustainable manner for high levels of tourism activity to and from sites. The the benefit of their population. A set of WTO handbook has been written to provide very recommendations, existing guidelines, key practical recommendations, using illustrations measures, policies and new initiatives are World Tourism Organization. from the case studies. Some users will be famil- presented in the context of SIDS such as the (2004). Making Tourism Work iar with many of the recommendations and will Making Tourism Work for Small Tourism Satellite Account, guiding principles for for Small Island Developing already have implemented some of them in their Island Developing States (A Guidelines sustainable tourism development for SIDS, States (A Guide for day-to-day activities. Others will find new Guide for Policy Makers) Sustainable Tourism Indicators, certification issues, Policymakers). (p. 87). Madrid: information or suggestions that they can apply as the Global Code of Ethics for Tourism and World Tourism Organization. appropriate to their circumstances. Sustainable Tourism for the Elimination of Poverty (ST-EP Programme). With these guidelines and tools, the WTO intends to: 1) demonstrate the importance of tourism in SIDS and the need to This publication is a result from the collaboration support its sustainable development by both, between WTO and PlaNet Finance (an organization governments and international and bilateral for international solidarity with a mission to reduce development assistance agencies; poverty worldwide by developing microfinance). 2) examine the various areas that need to be This report gives an overview of the impact of World Tourism Organization. considered by governments and the private tourism on poverty reduction. It helps to bring (2005). Tourism, Microfinance Tourism, Microfinance and sector if they wish tourism to contribute tourism and microfinance together, identifying and Poverty Alleviation Poverty Alleviation successfully to the overall economic, social and opportunities for tourism to reduce poverty in (Recommendations to Small (Recommendations to Small and Guidelines environmental sustainability of their territories; developing countries and pinpointing the and Medium-sized Enterprises Medium-Sized Enterprises and to and 3) assist governments and other stakeholders potential role and the reality of microfinance in and to Microfinance Institu- Microfinance Insitutions) in SIDS in their efforts to develop a tourism indus- solutions for tourism micro projects. The report tions). (p. 62). Madrid: World try that is sustainable in the long term, maximizing also aims to promote cooperation between Tourism Organization. the social and economic benefits and reducing the microfinance institutions (MFI) and the tourism negative impacts on the environment of SIDS. sector as a whole, encouraging these institutions to adapt their conditions for granting loans to the specific characteristics of tourism activity. The Tourism Planning Toolkit (TPT) is a resource to help local government understand and plan for This document provides a summary of the tourism. It provides resource for territorial local analysis on the possible courses of actions Davos Declaration on Climate authorities (TLAs) to respond to the opportunities following the Second International Conference on Change and Tourism. (2007). Davos Declaration on Climate Policies and and challenges tourism presents. The kit consists of Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Climate Change and Tourism in Davos, Switzerland. Declaration Second reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Change and Tourism Standards a series of toolboxes, each dealing with It also contains a list of the main agreements international conference on different aspects of tourism planning and established in the Conference. climate change and tourism. management which can be used together or separately. The four (4) main sections of the kit are: Tourism Recreation Research Situational Analysis, Strategic Planning, and Education Center. New This advanced summary is based on an extensive Implementation, and Monitoring. Within these Zealand Tourism Recreation report commissioned to an international team of sections are the toolboxes that contain checklists, Research and Education experts by the World Tourism Organization good practices/case studies, methodologies for Center, (2006). Tourism obtaining data, additional materials, and Planning Toolkit for Local (UNWTO), the United Nations Environment Tourism Planning Toolkit for Lo- Guidelines frameworks/diagrams showing various process Government (810387 - Programme (UNEP) and the World Meteorological cal Government Organization (WMO), in order to provide back- and relationships in one or more sections 578239). Retrieved from ground information for the Second International Climate Change and mentioned above. The intended audience for the website: http://www.med.govt. Conference on Climate Change and Tourism Tourism Responding to Global Tourism Planning Toolkit includes planners, nz/sectors-industries/tour- Davos Declaration on Climate (Davos, Switzerland, 1-October 2007). This advance Challenges. (2007). Advance economic development officers, and environment ism/pdf-docs-library/Tourism Change and Tourism Responding Policies and summary and the full report to be released are Summary Second Interna- officers in TLAs. It also includes regional tourism policy/tourismplanningtoolkit. to Global Challenges (Advance Standards principally aimed at the tourism industry and tional Conference on Climate organizations (RTOs), private planning firms which pdf Summary) government organizations at the different levels, Change and Tourism, Davos, work with TLAs, and anyone else with an who will have the primary responsibility of Switzerland. association with or interest in tourism planning. developing mitigation and adaptation strategies The Tourism Planning Toolkit aims to enable local to respond to the challenges that global climate authorities to take a comprehensive, sustainable change will bring to the tourism sector. The report approach to tourism planning. This might involve will also constitute an important tool for developing a full tourism strategy for a region, or international agencies, nongovernmental improving specific aspects of existing tourism organizations (NGOs) and financial institutions. planning or management.

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The Global Sustainable Tourism Criteria are an In its second decade, the Community-Based Forest effort to come to a common understanding of Management (CBFM) Program faces the challenge sustainable destinations, and are the minimum of alternative sources of income for the forest undertakings that any tourism management occupants. Thus, an essential component of CBFM organization which wishes to be sustainable is the initiation of community-based enterprises. should aspire to reach. To satisfy the definition of The Department of Environment and Natural sustainable tourism, destinations must take an Resources has produced this DENR Community interdisciplinary, holistic and integrative approach Enterprise Development and Management which includes four (4) main objectives: to Guidebook to encourage the commercial (a) demonstrate sustainable destination production of forest-based and forest-friendly management; (b) maximize social and economic goods, and provide decent livelihood alternatives benefits for the host community and minimize to forest communities. The intended users of this Department of negative impacts; (c) maximize benefits to guidebook are the DENR Technical Staff, People’s Environment and Natural communities, visitors and cultural heritage and Organizations, LGUs, and other entities that may Community Enterprise Resources. Department of minimize impacts; and (d) maximize benefits to the be interested in forest-based and forest-friendly Development and Management Guidelines Environment and Natural environment and minimize negative impacts. The goods and consumers, traders, producers, and are Guidebook Resources, (2006). Community criteria are designed to be used by all types and interested to partner with People’s Organizations enterprise development and scales of destinations. The criteria and Global Sustainable Tourism to pursue mutual benefits from a Community management guidebook indicators were developed based on already Council. (2012, October 12). Enterprise. The guidebook is divided into eight recognized criteria and approaches including, for Global Sustainable Tourism (8) sections representing phases in the cycle example, the UNWTO destination level indicators, Criteria for Destinations. applied to a community-based enterprise. It should Global Sustainable Tourism Policies and Global Sustainable Tourism Council’s (GSTC) Retrieved from http://www. be noted that this document is referred as a Criteria for Destinations Standards Criteria for Hotels and Tour Operators, and other gstcouncil.org/ guidebook to differentiate it from a manual of widely accepted principles and guidelines, sustainable-tourism-gstc- procedures or a compilation of rules and certification criteria and indicators. They reflect criteria/criteria-for- regulations. It is a practical reference that certification standards, indicators, criteria, and best destinations.html summarizes DENR’s experiences to date, in practices from different cultural and geo-political supporting Community Enterprises implemented contexts around the world in tourism and other in forestlands. It is a synthesis of “must be” and sectors where applicable. Potential indicators were “must do” that have been found to spell the screened for relevance and practicality, as well as difference for success. their applicability to a broad range of destination types. The Global Sustainable Tourism Criteria for Destinations were conceived as the beginning of a process to make sustainability the standard This report argues that sustained growth is practice in all forms of tourism. The criteria indicate necessary to achieve the urgent development what should be done, not how to do it or whether needs of the world’s poor and that there is the goal has been achieved. This role is fulfilled by substantial scope for growing cleaner without performance indicators, associated educational growing slower. Green growth is necessary, materials, and access to tools for implementation efficient, and affordable. It is the only way to from public, NGO and private sector providers all reconcile the rapid growth required to bring of which are an indispensable complement to the developing countries to the level of prosperity to Destination Level Global Sustainable Tourism which they aspire with the needs of the more than one (1) billion people still living in poverty and the Criteria. The World Bank. (2012). imperative of a better managed environment. Inclusive Green Growth the Inclusive Green Growth The Indeed, green growth is a vital tool for achieving Theoretical/ Pathway to Sustainable Pathway to Sustainable sustainable development. But sustainable Conceptual Development (10.1596/978-0- After various efforts in formulating and proposing Development development has three pillars: economic, Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental 8213-9551-6). Washington, DC: programs, laws, and policies on Cave Management, environmental, and social sustainability. We cannot The World Bank. this handbook provides a versatile, handy, and very presume that green growth is inherently inclusive. useful reference for everyone in need of informa- Green growth policies must be carefully designed tion about caves. The handbook serves as a ready to maximize benefits for, and minimize costs to, Department of Environment reference on basics about caves, their the poor and most vulnerable, and policies and and Natural Resources- management, protection, and classification. actions with irreversible negative impacts must be Protected Areas and Wildlife The handbook also aims to impart to cavers and avoided. The report is comprised of frameworks Bureau. Department of every other individual the value of caves and the and strategies in designing inclusive green growth The Philippine Cave Handbook Guidelines Environment and Natural wildlife fauna found therein. Part 1 discusses cave policies, as well discussions on the implications of Resources, Protected Areas and conservation and management while Part 2 the latter in terms of human, natural, and physical Wildlife Bureau. (2009). The presents the Department Administrative Order capital. Philippine Cave Handbook. 2007-04 or Guidelines for Cave Classification. Other Quezon City: important considerations in classifying caves are provided in Part 3. Also included are annexes on other pertinent information about caves that are deemed necessary for cavers as well as the general public.

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The “Key Biodiversity Areas” (KBA) approach This report presents the consensus of more than presents an appropriate framework for identifying 300 scientists and decision makers from more than fine-scale conservation priorities in the Philippines. 100 local and international institutions, on the These globally significant sites provide the building most biologically important areas in the blocks for landscape-level conservation planning Philippines. The intent of the report is to present Conservation International and for maintaining effective ecological networks the results of the Philippine Biodiversity (2002). P. Ong, L. Afuang & R. Philippines, Department of aimed at preventing biodiversity loss. Conservation Priority-Setting Program (PBCPP) in Rosell-Ambal (Eds.), Philippine Environment and Natural Governments, international organizations, NGOs, order to influence the conservation and Biodiversity Conservation Resources-Protected Areas and the private sector, and other stakeholders can use development planning throughout the Philippines. Priorities: A Second Iteration Wildlife Bureau, Haribon KBA as a tool for expanding the protected area The results contained herein are intended for of the National Biodiversity Foundation for the network in the Philippines, and more generally, policy makers within the government and the Strategy and Action Plan. Conservation of Nature, & for targeting conservation action on the ground. private sector, as well as for activists, scientists, and Quezon City: Department Critical Ecosystem Partnership Through this approach, the aim is to identify, Philippine Biodiversity research institutions. They provide the biological of Environment and Natural Priority Sites for Conservation in Fund, Department of Policies and document, and protect networks of sites that are Conservation Priorities: A Second justification and recommendations for geographic Resources-Protected Areas and the Philippines: Key Biodiversity Environment and Natural Guidelines Standards critical for the conservation of globally important Iteration of the National Biodi- areas in need of conservation. Preservation of these Wildlife Bureaus, Areas Resources, Protected Areas and biodiversity. Here, a “site” means an area of any size versity Strategy and Action Plan areas is a prerequisite if the wholesale extinction of Conservation International Wildlife Bureaus. (2012). that can be delimited, and actually or potentially Philippine biodiversity is to be averted. The infor- Philippines, Biodiversity Priority Sites for Conservation managed for conservation. KBAs are identified mation in this document is based on decades of Conservation in the Philippines: Key using simple, standard criteria based on the combined field experience, expert opinion, and Program-University of the Biodiversity Areas. Quezon conservation planning principles of vulnerability two years of data accumulation, processing, Philippines Center for City: Department of and irreplaceability. Vulnerability is measured by analysis, and consensus-building. Chapter 1 Integrated and Development Environment and Natural the confirmed presence of one or more globally provides a background on Philippines’ biodiversity Studies, and Foundation for the Resources-Protected Areas and threatened species, while irreplaceability is and conservation initiatives in the country; Chapter Philippine Environment. Wildlife Bureaus. determined through the presence of 2 explains the methodology employed throughout geographically concentrated species. Inside the the priority-setting process; Chapter 3 presents the report are maps of the key biodiversity areas in the results and maps. Chapter 4 provides a discussion Philippines, including tables that provide a more and analysis of the results; and, Chapter 5 discusses detailed profile of these areas. the recommendations for their implementation.

The Philippines is now included in the list of The book compiles the profiles of the identified biodiversity endangered countries in the world. ASEAN Heritage Parks from the following ASEAN Much effort is exerted to formulate management countries: Brunei Darussalam, Cambodia, strategies that will address this pressing concern, Indonesia, Lao PDR, Malaysia, Myanmar, and one of these is ecotourism. Nowadays, Philippines, Singapore, Thailand and Vietnam. It ecotourism is fast becoming a popular buzzword features as well brief profiles of the biodiversity and for both local and foreign tourists, nature natural resources of each of the member states of enthusiasts, and other individuals who view nature the ASEAN, and some glimpses about the cultural and nature-based tourism as educational, history and heritage of some indigenous peoples ASEAN Centre for Biodiversity. recreational, and a form of relaxation. With the within the region. Indigenous and local people (2010). The ASEAN Heritage Department of Tourism’s (DOT) current slogan “It’s The ASEAN Heritage Parks are inherent to conservation sites as their culture Policies and Parks a Journey to the Natural more fun in the Philippines!” and the many positive A Journey to the Natural and traditions are basically tied to nature, and their Standards Wonders of . responses to it, the national government expect a Wonders of Southeast Asia indigenous knowledge systems provide lessons in (pp. 1-310). Los Banos, Laguna: big lift in the country’s tourism industry. For 2012, conservation management. This book aims to ASEAN Centre for Biodiversity. the DOT is optimistic to attract at least 4.2 million encourage greater appreciation for the ASEAN’s Calanog, L. A., Reyes, D. P. T., & tourists. In line with this target, the need to natural heritages, as well as generate greater sup- Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Eugenio, V. F. (2012).Making reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Making Ecotourism Work A conserve and protect the country’s biodiversity port for their protection and conservation and Ecotourism Work A Manual on Manual on Establishing while supporting the livelihood of local encourage more collaborative activities for their Establishing Community-based Community-based Ecotourism Guidelines communities, ecotourism is considered as an sustainable development and management. It also Ecotourism Enterprise (CBEE) Enterprise (CBEE) in the Philip- alternative approach. More than advocacy, tries to capture the essence of each Park’s integrity in the Philippines. Makati City: pines ecotourism is now viewed as an “enterprise” that, and naturalness for one to understand why these Japan International if properly developed, will benefit not only local have to be preserved and/or conserved for Cooperation Agency. communities, but most importantly, the very local everybody’s enjoyment, appreciation, and benefit. resources that local people heavily depend on. This manual, therefore, hopes to contribute in attaining this cause. Specifically, it aims to: 1) provide a guideline on how to make ecotourism work at the community level; 2) cultivate local talents, skills, and indigenous knowledge, and translate them into productive community-based ecotourism enterprise; and 3) integrate and mainstream ecotourism, including its processes and technologies, into their specific needs without compromising local culture. The manual tackles the planning and development, strategies, setting-up, and operations and management of CBEEs.

11 -68 11 -69 Document Title Abstract/Description Bibliographic Entry Type Document Title Abstract/Description Bibliographic Entry It was identified that the lack of statistical data and Type maps in planning documents is a common difficulty encountered by government officials in the tourism sector. Cities and municipalities This series of guides aims to compile good prepare the comprehensive land use plans and practices that support biodiversity conservation development plans for their jurisdictions; however, and poverty reduction in a number of different most of them do not have tourism related data, or development sectors. It is hoped that these guides target visitor profiles as part of their planning provide practical direction for governments, documents. As a response, this guidebook was development agencies, businesses, and created to: 1) improve the tourism planning non-governmental organizations working to situations in cities, municipalities, and even ensure that biodiversity conservation and provinces, by introducing a tourism statistics data Department of Tourism. , & poverty reduction activities go hand in hand. To gathering system that was developed to be Japan International this end, the guide aims to: 1) outline the status initiated in the regions, and eventually nationwide Cooperation Agency, Tourism Development Planning and trends of global tourism in terms of its effects in the future; and 2) to improve the graphic Department of Tourism, on biodiversity and development; 2) introduce Guidebook for Local Govern- Guidelines Convention on Biological communication skills of tourism officers in small- (2012). Tourism development public decision-makers to the available toolbox of ment Units Diversity. , & , (2010). Tourism scale-tourism offices that possess limited planning guidebook for local Tourism for Nature and techniques, technologies and procedures that for Nature and Development A resources. How the data are used and presented government units. Manila: Development A Good Practice Good Practices optimize the social and environmental Good Practice Guide. Montreal: are the central themes of this guidebook. The Department of Tourism. Guide contributions of tourism and minimize negative Secretariat of the Convention guidebook is fashioned to reflect the three basic impacts; 3) introduce good practices on the on Biological Diversity. elements of tourism development planning. They interface between tourism, development and are (1) tourist attractions, (2) facilities and biodiversity; 4) assist Parties to the Convention on (3) market/visitors. It is also divided into Biological Diversity in establishing tourism five (5) parts: Part I is the introductory portion. development policies, strategies, plans and Part II is on the current state, or situation. How to projects that consider poverty reduction and organize tourism related data and information is biodiversity; 5) provide suggestions for organizing included in this part. Part III covers the evaluation tourism training and workshop sessions; 6) provide of mainly facilities, tourist sites and TDAs. Part IV is a checklist of good-practices to assess the degree on target setting. Part V covers the tourism to which the recommendations of the guide have development-planning digest. been adopted in a specific destination, region, or country; and 7) provide sources and references where readers can find more detailed information. This manual provides basic information and appropriate forms to guide the gathering and reporting of tourism statistics at the regional, Eco-city planning is putting the emphasis on the provincial, city and municipal levels. Through a environmental aspects of planning while simplified and uniform system for collection and sustainable planning treats equally the economic, compilation of tourism supply and demand data, social and environmental aspects. Eco-city the LGUs would be able to embark on greater task planning and management are based on the to prepare development plans, marketing principle of a cyclical urban , strategies and investment programs to harness Department of Tourism. , & minimizing the use of land, energy and materials, the tourism potentials of their localities. The LGUs’ Japan International and impairment of the natural environment, Tourism Statistics Manual for adoption and utilization of this manual will Cooperation Agency, (2012). Guidelines ultimately leading to zero carbon settlements. The Local Government Units institutionalize and standardize collection of Tourism Statistics Manual for rest of this book is divided into three parts, tourism statistics at the local level. It is prepared Local Government Units. covering (a) macro-level policies issues, mainly for tourism officers at LGUs to establish a Manila: Department of Tourism. (b) practice and implementation experiences, and uniform-tourism-statistics-survey system in the (c) micro-level sustainable design and (2011). T. Wong & B. Yuen (Eds.), Republic of the Philippines. To support the Eco-city Planning Policies, Theoretical/ management measures. The intent is to provide Eco-city Planning Policies, activities of LGUs, some of the activities of DOT Practice and Design Conceptual both big picture as well as issue-specific discussion Practice and Design (pp. 1-319). Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental officials at the regional and central levels are reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental on eco-city planning, development and Singapore: Springer. included. This manual has two major parts: management. Each chapter is written by fundamental demand and supply data collection, specialist authors. This book volume has also processing and analysis; and visitor surveys which mentioned international “green” evaluation consists of interview survey and questionnaire systems for individual buildings, mostly survey. commercial. More recently, recycling friendliness has been added to be another assessment criterion, using the “cradle to cradle” approach. The digest for Tourism Development Planning is an This book gives a number of glimpses about the exercise designed to incorporate the initial multiplicity of eco-planning assets. It constitutes a capacity development on tourism statistics of local welcome addition to the literature about eco-city government units (LGUs), while advancing into the planning and opens important perspectives for complex area of tourism development planning, further research. as well as being a valuable source of information Department of Tourism. , & for future planning purposes. During the process Japan International of preparing this Digest recognition has been of Tourism Development Cooperation Agency, Guidelines the relationship and value of tourism statistics to a Planning Digest Department of Tourism, (2012). Tourism Development Plan, ultimately placing Tourism Planning Digest. further emphasis on the importance of tourism Manila: Department of Tourism. statistics. The selected digests contained herein are for , 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. 11 -70 11 -71 Document Document Title Abstract/Description Bibliographic Entry Title Abstract/Description Bibliographic Entry Type Type

This book has, at its heart, a concern with taking The main objective of this publication is to stock, 20 years on from the influential Brundtland disseminate good practices relative to the Report (WCED, 1987), of the concept of sustainable planning, development, marketing, management development and its implications for the conduct and monitoring of ecotourism activities by of public policy. There is little doubt about the providing specific examples of projects, World Tourism Organization. prominence of the term ‘sustainable development’ enterprises and other initiatives in various (2001). Sustainable in contemporary debates about environmental Sustainable Development of countries of the world. For the purposes of the Development of Ecotourism (A and resources policy specifically and development Ecotourism (A Compilation of Good Practices International Year of Ecotourism, the WTO has Compilation of Good policy more generally. Indeed, if anything the term Good Practices) decided to use the concept of ecotourism for “all Practices). (p. 261). Madrid: itself has suffered from overuse alternatively as forms of tourism in which the main motivation (2007). G. Atkinson, S. Dietz & E. World Tourism Organization. a panacea for all modern ills or as a meaningless of tourists is the observation and appreciation of Neumayer (Eds.), Handbook of Handbook of Sustainable Theoretical/ catch-all theme to which all policy challenges nature, which contributes to its conservation, and Sustainable Development (pp. Development Conceptual (no matter of what complexion) are somehow which minimizes negative impacts on the 1-505). Massachussets: Edward inextricably linked. Nor is there consensus about natural and socio-cultural environment where it Elgar Publishing, Inc. what sustainable development is, which has led takes place”. to another source of criticism. All this has led some critics to dismiss the concept altogether as one further example of the triumph of rhetoric over substance. Such criticisms are understandable but This guide was produced to assist local ultimately undeserved and, in reflecting within decision-makers and planners in implementing a these pages on what sustainable development is, sustainable approach to the tourism development how it can be achieved and how it can be in their communities. “Local level” refers to any measured, it is the aim of this volume to provide homogenous places capable of tourism ample demonstration of this. development such as cities, towns, villages, major tourist attraction sites, and rural areas, below the national and regional levels of planning and (1993). G. McIntyre, development. Often referred to as the A. Hetherington, E. Inskeep, Department of Interior and A document detailing the planning structure and Sustainable Tourism community level of planning, this is an important and WTO, Sustainable Tourism Local Government, Bureau of systems for local governments. It tackles both the Development: Guide for Guidelines level of tourism planning and development Development: Guide for Local Existing Plans Local Government and Rationalized Local Planning Comprehensive Land Use and Comprehensive De- Local Planners because community decision-makers and Planners (pp.1-166). Madrid, and Development. (2005). System velopment Planning Processes. Tools for planners, ideally in consultation with their Spain: World Tourism Framework Rationalized local planning Implementation and Monitoring and Evaluation constituents, can greatly influence the success of Organization system Department of Interior are also included in this volume. sustainable tourism. This Guide acquaints local and Local Government. decision-makers and planners with the concepts, principles and techniques of planning for integrated and sustainable tourism development This program is designed to develop and sustain a in their areas. Community involvement in the tourism workforce capable of supplying accurate planning and development process is also information and providing services of emphasized. globally-competitive standards to visitors traveling around the country. A combination of lecture discussion, group dynamics exercises, immersion tour, workshops, and case studies will be used. This booklet serves as a guide for local government Trainings and problem-solving sessions will also be units (LGUs) in assessing local attractions that have conducted to assist LGUs build their a potential for tourism development. It is intended (1993). G. McIntyre, Department of Interior and respective tourism profiles, strategies, initiatives to aid local chief executives in: a) recognizing the A. Hetherington, E. Inskeep, Local Government, Local and investment programs. The specific objectives functions that make up the domestic tourism and WTO, Sustainable Tourism Governance Support Program Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental of this Module are: 1) To promote tourism reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental Tourism Development for LGUs Guidelines industry; b) acquainting them with the range of Development: Guide for Local for Local Economic Module 6.0 Sustainable Tourism awareness among LGU tourism stakeholders and activities involved in the sector; c) identifying areas Planners (pp.1-166). Madrid, Module Development. (2012). Module Development (Draft) equip them with knowledge relating to tourism within their jurisdiction with tourism potential; and Spain: World Tourism 6.0 Sustainable Tourism planning, promotions, standards and regulation, d) understanding the competitive advantages of Organization Development (Draft). etc.; 2) Demonstrate LED planning knowledge and the LGU within the framework of the tourism value Department of Interior and skills using the following tools and methods on chain. Local Government. tourism development: a. Tourism profiling, b. Value chain analysis, c. Tourism action plan agenda preparation; 3) Outline the elements of LED action plan, investment program and pre-feasibility studies for a tourism project by de- veloping local industry potentials for tourism en- terprises; and 4) Explain gender equality and climate change adaptation concepts and principles as applied in tourism development.

11 -72 11 -73 News Releases: DOT and DENR Bare Ecotourism Strategy and Action Plan Related web links http://www.tourism.gov.ph/Pages/DOTandDENRbaresecotourismstrategyandactionplan.aspx Republic Act 8749. Clean Air Act http://www.emb.gov.ph/mmairshed/Policies/ra8749-clean%20air%20act.pdf Republic Act 9593. Tourism Act of 2009 http://www.tourism.gov.ph/Downloadable%20Files/RA%209593.pdf Solid Waste Management http://www.emb.gov.ph/laws/solid%20waste%20management/ra9003.pdf The Local Government Code of 1991 http://ppp.gov.ph/wp-content/uploads/2010/11/The-Local-Government-of-the-Philippines.pdf Other Environment-related Laws

ASEAN Tourism Standards http://www.pcsd.ph/Related%20Laws/republic_acts/ra9147.htm http://www.aseantourism.travel/media/files/20130111081324_asean_tourism_standards_book.pdf http://www.pcsd.ph/Related%20Laws/republic_acts/ra9072.htm http://www.lawphil.net/statutes/presdecs/pd1977/pd_1219_1977.html Heritage Law http://www.gov.ph/downloads/1998/02feb/19980225-RA-8550-FVR.pdf http://www.ncca.gov.ph/downloads/RA%2010066%20Heritage%20Law.pdf http://www.denr.gov.ph/policy/basicpol/envcode/pd984.pdf http://www.coastguard.gov.ph/index.php/related-laws/189-presidential-decree-no-600 Memorandum Circular re Guide to Comprehensive Development Plan (CDP) Preparation for Local Government http://www.lawphil.net/statutes/presdecs/pd1976/pd_1067_1976.html Unit http://www.emb.gov.ph/eeid/2010/factsheet/RA%209275.pdf http://www.dilg.gov.ph/PDF_File/reports/DILG-Reports-2011712-1939d5d3d3.pdf

The National Tourism Development Plan: Strengthening the Philippines Strategic Process http://asiapacific.unwto.org/sites/all/files/pdf/philippines_5.pdf

Rationalizing the Local Planning System http://www.dilg.gov.ph/PDF_File/reports/DILG-Reports-2011712-ea7ba5859e.pdf

Planning Strategically: Guidelines for the Application of the Strategic Planning Process in the Preparation of the Comprehensive Land Use Plan (CLUP) and to Important Urban Area issues and Problems - 2001 http://hlurb.gov.ph/wp-content/uploads/services/lgu/Vol4.pdf

Public Private Partnership http://ppp.gov.ph/?page_id=5779 http://ppp.gov.ph/wp-content/uploads/2011/01/Republic-Act-7718.pdf

Omnibus Investment Code http://invest.cfo.gov.ph/pdf/part2/omnibus-investment-code-of-1987.pdf http://www.lawphil.net/executive/execord/eo1987/eo_226_1987.html

Republic Act 6957 – An Act Authorizing the Financing, Construction, Operation and Maintenance of Infrastructure Projects by the Project Sector, and for Other Purposes http://www.gppb.gov.ph/laws/laws/RA_6957.pdf Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental reading 11 Relevant Laws, Policies & Tourism-related Literature Supplemental

Republic Act 7652 – An Act Allowing the Long Term Lease of Private Lands by Foreign Investors http://www.chanrobles.com/republicactno7652.htm#.U37D_9KSy3k

Magna Carta for Women http://pcw.gov.ph/law/republic-act-9710

Republic Act 9208 Anti-Trafficking in Persons Act: A briefer http://www.pcw.gov.ph/publication/republic-act-no-9208-briefer

Harmonized Gender and Development Guidelines http://www.neda.gov.ph/?page_id=1081

Republic Act 7877 An Act Declaring Sexual Harassment Unlawful in the Employment, Education or Training Envi- ronment and for Other Purposes http://www.ecop.org.ph/downloads/presentations/march20/RA-7877-Anti-Sexual-Harassment-Law.pdf

Department of Environment and Natural Resources- Department Administrative Order (DENR-DAO) 25 http://www.psdn.org.ph/chmbio/dao25.html 11 -74 11 -75