Main Guidebook (With Copyright)

TOURISM GUIDEBOOK
FOR LOCAL GOVERMENT UNITS

Copyright © 2014
By Department of Tourism
Department of the Interior and Local Government
Department of Environment and Natural Resources
Development Academy of the Philippines
This knowledge product is produced through the collaboration among the Department of Tourism
(DOT), Department of the Interior and Local Government (DILG) and Department of Environment and
Natural Resources (DENR) with the funding support provided by the Government of Canada thru the
Local Governance Support Program for Local Economic Development (LGSP-LED) project and the United
Nations Development Programme (UNDP) thru the Biodiversity Partnership Project (BPP) and the
Center for Governance of the Development Academy of the Philippines (DAP).
Please direct your subscription and inquiries to the:

Office of Tourism Planning, Research and Information Management
Department of Tourism
5th Floor, 351 DOT Building, Sen. Gil Puyat Avenue, Makati City
459-5200 loc 506
mysay@tourism.gov.ph
www.tourism.gov.ph
ISBN 978-971-91303-9-0
This guidebook is owned jointly by the DOT, DILG, DENR and DAP, with each party having royalty free
non-exclusive and irrevocable license to use, publish, copy, reproduce or distribute the work for
government or public purposes.
Getting started...
Do you think your city, municipality, or province has potential for tourism
development that you want to harness?
Is tourism a thriving industry in your locality and you want to take better
advantage of it?
Do you currently observe undesirable impacts of tourism in your area that

you want to manage or control?
Then this Tourism Guidebook is for you.

Acknowledgment
Acknowledgment
The development of this Tourism Guidebook would not have been possible without the initiative and
collaboration of the Department of Tourism, Department of the Interior and Local Government, and
Department of Environment and Natural Resources, with vital funding support provided by the
Government of Canada thru the Local Governance Support Program for Local Economic
Development (LGSP-LED) project and the United Nations Development Programme (UNDP) thru the
Biodiversity Partnership Project (BPP).
This project owes its completion to the following members of the Technical Working Group (TWG)
for the Development of Tourism Guidebook for Local Government Units and to the consultants and
project staff from the Development Academy of the Philippines.
Department of Tourism
• Tourism Development Planning

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

Milagros Say – Officer-in-Charge
Warner M. Andrada- Chief, Planning and Product Development Division
Leni I. Pajarillo- Project Officer, Planning and Product Development Division
Department of the Interior and Local Government
• Bureau of Local Government Development

Anna Liza F. Bonagua, Career Service Executive Eligible (CSEE) - Director
Dennis D. Villaseñor - Assistant Director
Maria Matilde Go - Division Chief, Local Fiscal Resource Development Division
Luzviminda L. Fortaleza - Local Government Operations Officer V
Department of Environment and Natural Resources
• Biodiversity Management Bureau

Theresa Mundita S. Lim - Director
Meriden E. Maranan - OIC-Chief, Nature Recreation and Extension Division
Rochelle Cervantes – Ecosytems Management Specialist II
Acknowledgment
Development Academy of the Philippines
• Project Management Team

Magdalena L. Mendoza – Senior Vice President for Programs
Imelda C. Caluen – Managing Director, Center for Governance
Lilibeth L. Coronado – Project Supervising Fellow
Kim Dyan A. Calderon – Project Manager
Eugen R. Bunao – Deputy Project Manager
Ashley May Alison M. Monsanto – Project Staff
• Writers
Julie Catherine D. Paran, PhD.
Donna Paz T. Reyes, PhD.
Rodrigo P. Millares, Jr.
Kim Dyan A. Calderon
Lilibeth L. Coronado
• Peer Reviewer
Architect Maria Lisa V. Santos
• Copy Editor
Jeremaiah M. Opiniano
• Graphics and Lay-out Artist

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

Project (BPP)
Jose M. Regunay - Project Manager
Joy Reyes-Eugenio - Project Officer
Acknowledgment
Special thanks are given to the Local Chief Executives, Local Planning and Development
Officers, and the Local Tourism Officers and representatives of the following LGUs who par-
ticipated in the focus group discussions and pilot-testing activity for this project:
Provincial Government of Batangas

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

City Government of Tagbilaran
Municipal Government of Panglao
Municipal Government of Catigbian
Municipal Government of Tubigon
Municipal Government of Pilar
Municipal Government of Maribojoc
Municipal Government of Danao
Municipal Government of Dauis
Provincial Government of Davao del Norte

City Government of the Island Garden City of Samal
Municipal Government of New Corella
Provincial Government of Compostela Valley

Municipal Government of Mabini
Municipal Government of Nabunturan
Provincial Government of Negros Occidental

City Government of Bacolod City
City Government of Bago
City Government of Talisay
City Government of Sagay
City Government of Sipalay
City Government of Silay
City Government of San Carlos
City Government of Victorias
City Government of Kabankalan
Municipal Government of Pulupandan
Municipal Government of Don Salvador Benedicto
Municipal Government of Calatrava
Municipal Government of Murcia
Introduction
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 (UN WTO).
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.1
Beyond this, the Tourism Act emphasizes that Tourism development is a shared responsibility of both
the national and local governments. Thus, the DOT, DILG and LGUs shall integrate and coordinate
local and national plans for tourism development. The role of TPB and the TIEZA is also vital in that
they are mandated to promote and assist LGUs which successfully adopt and implement their
tourism development plans.2
LGUs, particularly those identified as priority Tourism Destination Areas, also need to understand the
following key tourism planning concepts which served as basis for the Destination Development
Framework used in the the National Tourism Development Plan (NTDP)
2011-2016:
• Tourism Sites (TSs) are the specific places which tourists come to see and experience. A
TS may be an existing natural attraction (volcano); an area of natural scenic beauty (national
park); or man-made attraction (heritage structure, beach/golf resort). It can also be a site or
area for potential development or enhancement for tourism such as a green field site for a
new resort, or a coastal area, which could be designated as a marine park.
• Tourism Development Clusters (TDCs) are identified and delineated using the following
criteria: existence of a sufficient number and range of tourism sites with capacity to meet long
term development possibilities; topographical features; contiguousness of land masses;
geographical size – large enough to contain extensive range of potential tourism products/
experiences; location of “gateway” centers and cities; location of significant brand/unique
features and/or “world class” attraction; robust, sustainable environmental base; and, access
transport linkages/connectivity.
• Tourism Development Areas (TDAs) consist of at least one, but more usually several
tourism sites. A TDA can either have considerable existing tourism activity or have the
potential for significant tourism development. By virtue of a combination of attractions,
facilities and amenities which meet tourists’ interests and needs, TDAs provide the
operational focus for the development of tourism within the various TDCs. Although TDAs are
not limited by geographical size, their boundaries correspond to administrative units –
barangay, municipality or province, depending on size.
• Strategic Destination Areas (SDAs) are a group of priority TDAs that are adjacent to each
Introduction
other and are within their respective clusters. The criteria used to identify the SDAs were: critical
mass of attractions, facilities and services in the area; capacity of environment to sustain tourism
development; capability of direct accessibility from key source markets; diversity of product offer
in a way that can be promoted to different niche markets, thereby facilitating product/branding;
area geographically large enough to allow different forms of tourist development to co-exist, for
example including particular areas for nature tourism only, other areas for more intensive use;
and, capable of being promoted as “stand alone” destination in the market place.3
Tourism contributes to the overall development of the LGU. Thus, in formulating the Local Tourism
Development Plan, LGUs need to ensure its alignment with other local plans like the Provincial
Development and Physical Framework Plan (PDPFP), Comprehensive Development Plan (CDP) and
Comprehensive Land Use Plan (CLUP). Alignment of the Local Tourism Development Plan and LGU
Business Plan is important to ensure that development of vital tourism-related investments or business
opportunities are considered.
Further, ensuring the linkages of the Local Tourism Development Plan with the PDPFP, CDP, and CLUP
helps mainstream two major development concerns like Disaster Risk Reduction and Climate Change
Adaptation (DRR/CCA), which significantly impact tourism development.
Photos by George Tapan

Using the Tourism Guidebook
This Tourism Guidebook has been developed as one of the support mechanisms to “enhance the
capability of LGUs to monitor and administer tourism activities, and enforce tourism laws, rules and
regulations in their respective jurisdiction.” 4
The Provincial, City and Municipal Tourism Officers can benefit a lot from this guidebook given their
responsibilities in the local tourism development. Local Tourism Officers play a central role not only
in tourism promotion but also in the preparation, implementation, and updating of local tourism
development plans, as well as enforcement of tourism laws, rules and regulations.
Being the coordinator
5
for all these activities, the tourism officer should be able to have good grasp of
the fundamental concepts and process of tourism development.
The Provincial, City and Municipal Planning and Development Officers can also use the guidebook to
properly integrate tourism development into the larger context of the land use and comprehensive
development of their respective LGUs. They should also work closely with the tourism officers to
ensure that planning standards are considered and other development concerns are addressed in
the implementation of tourism programs and projects.
Tourism development in the localities is not the sole function of the LGU as it requires concerted
effort of the whole community and active engagement of different stakeholders. Thus, this
guidebook may be used by stakeholders (who may also be members of the Tourism Council) so
that they can fully participate in each phase of local tourism development from planning,
implementation, and monitoring and evaluation.
This Tourism Guidebook is divided into two major parts:
• The guide in Formulating the Local Tourism Development Plan (TDP) contains
simplified discussions of concepts, methods, step-by-step processes and worksheets, including
examples to aid users in developing elements of the TDP.
• Supplemental Readings which can help you understand the different tourism concepts and
tourism planning processes better. The Supplemental Readings can be used separately,
depending on the needs of your LGU and the specific level of tourism development in the
destination. They may also be used in combination with other readings. The eleven
Supplemental Readings are as follows:
1) Profiling the Local Tourism Industry helps you prepare an inventory of tourism resourc-
es and assets; assess the tourism situation in your area; list down potential safety, security
risks and natural hazards; and prepare a profile of tourists and visitors in your locality.
2) Linking the Local Tourism Development Plan with the Local Mandated Plans outlines
how the TDP would be placed in the context of your CDP (Comprehensive Development
Plan) and CLUP (Comprehensive Land Use Plan), at the municipal/city level or the PDPFP
Provincial Development and Physical Framework Plan) at the provincial level.
3) Adopting the Local Tourism Development Plan Reading walks you through the steps
on mobilizing support and commitment towards plan institutionalization and provides
tools and tips to facilitate adoption and institutionalization of the TDP.
1
RA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared Responsibilities Of National And Local Governments, SECTION 37.
Local Tourism Development Planning.
2
RA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared Responsibilities Of National And Local Governments, Section 35. Coordination
between National and Local Governments.
3
DOT and JBIC, 2007. Sustainable Tourism Management Plan for the Central Philippines. Final Report.
4
RA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared Responsibilities Of National And Local Governments, Section 41. Local Government
Capabilities Enhancement.
5
RA 9593, Chapter II. Tourism Governance, Subchapter 11-E. Shared Responsibilities Of National And Local Governments, Section 42. Tourism Officers.
4) Preparing for Tourism Development Plan Implementation helps you in prioritizing and
ranking prioritized tourism projects for implementation. It also provides tools and
examples on capacity development to enhance success of plan implementation.
5) Financing the Tourism Development Plan guides you to outsource funds from public
and private sectors to finance the ranked tourism project and show the importance of
writing an effective tourism project proposal.
6) Monitoring and Evaluating the Tourism Development Plan presents a simplified

discussion of monitoring and evaluation (M&E) and recommends simple tools on
doing M&E.
7) Managing the Impacts of Tourism helps you identify and analyze the positive and
negative impacts of tourism and teaches you how to manage the impacts by enhancing
the positive and minimizing the negative impacts.
8) Developing Tourism Products and Marketing the LGU Destination aids you in
understanding how tourism products are developed and promoted to attract visitors.
It will also orient you on tourism marketing and promotions techniques.
9) Institutionalizing Tourism Standards assists you in understanding existing national and

international tourism standards and encourage you to develop your own local standards
based on local situation.
10) Organizing a Local Tourism Office helps you understand the legal framework in
organizing a local tourism office as it also suggests possible roles and functions of a local
tourism officer.
11) Relevant Laws, Policies and Tourism-related Literature presents relevant laws, policies
and tourism-related literature. It also presents web links on tourism-related laws and
policies as well as on development planning, the environment, gender and other issues.
List of Acronyms and Abbreviations
AIP Annual Investment Plan
ASEAN Association of Southeast Asian Nations
BLGD Bureau of Local Government Development
BMB Biodiversity Management Bureau
BOT Build-Operate-Transfer
BP Business Plan
BPP Biodiversity Partnership Project
CDP Comprehensive Development Plan
CDs Cluster Destinations
CENRO Community Environment and Natural Resources Office
CESO Career Service Executive Officer
CIDA Canadian International Cooperation Agency
CLUP Comprehensive land Use Plan
CPDO City Planning and Development Office
DA Department of Agriculture
DAO Department Administrative Order
DAP Development Academy of the Philippines
DAR Department of Agrarian Reform
DBM Department of Budget and Management
DDF Destination Development Framework
DENR Department of Environment and Natural Resources
DFA Department of Foreign Affairs
DILG Department of Interior and Local Government
DILG Department of the Interior and Local Government
DOF Department of Finance
DOT Department of Tourism
DOT-ROs Department of Tourism-Regional Offices
DRRCCA Disaster Risk Reduction and Climate Change Adaptation
DRRM Disaster Risk Reduction and Management
DRRMC Disaster Risk Reduction Management Council
EDP Economic Development Plan
EIA Environmental Impact Assessment
ELA Executive Legislative Agenda
EO Executive Order
ETC European Travel Commission
GAD Gender and Development
GAM Goal Achievement Matrix
GIS Geographic Information System
GREAT Women Gender Responsive Actions for the Transformation of Women
HLURB Housing and Land Use Regulatory Board
JICA Japan International Cooperation Agency
JMC Joint Memorandum Circular
KSA Knowledge, Skills and Attitudes
LAC Limits of Acceptable Change
LCCAP Local Climate Change Action Plan
LCE Local Chief Executive
LDC Local Development Council
LDIP Local Development Investment Plan
LDRRMP Local Disaster Risk Reduction and Management Plan
LGC Local Government Code
LGOO Local Government Operations Officer
LGSP-LED Local Governance Support Program for Local Economic Development
LGU Local Government Unit
LPC Local Planning Committee
LPDO Local Planning and Development Officer
LTO Local Tourism Officer
M&E Monitoring and Evaluation
MC Memorandum Circular
MCW Magna Carta of Women
MGB Mines and Geosciences Bureau
MICE Meetings, Incentives, Conventions and Exhibitions
MPDO Municipal Planning and Development Office
MRF Materials Recovery Facility
NAIA Ninoy Aquino International Airport
NEDA National Economic Development Authority
NGA National Government Agency
NGO Non-Government Organization
NIPAS National Integrated Protected Area System
NPAAAD Network of Protected Agricultural and Agri-Industrial Development Areas
NTA National Tourism Act
NTCC National Tourism Coordination Council
NTDP National Tourism Development Plan
NTPCMU National Tourism Program Coordination and Management Unit
OA Objective Analysis
OIC Officer in Charge
P/C/MPDC Provincial/City/Municipal Planning Development Coordinator
P/C/MPDO Provincial/City/Municipal Planning and Development Office
PA Problem Analysis
PADI Professional Association of Diving Instructors
PAMB Protected Area Management Board
PASU Protected Area Superintendent
PD Presidential Decree
PDP Philippine Development Plan
PDPFP Provincial Development and Physical Framework Plan
PENRO Provincial Environment and Natural Resources Office
PhD Doctor of Philosophy
PHILGBC Philippine Green Building Council
PIDWWO Pamilacan Island Dolphin and Whale Watching Organization
PIUs Project Implementation Units
PNTDP Philippine National Tourism Development Plan
PO People’s Organization
PPAs Programs, Projects and Activities
PPDO Provincial Planning and Development Office
PPP Public Private Partnership
PTO Provincial Tourism Office
RA Republic Act
RTCCs Regional Tourism Coordination Committees
RTPMUs Regional Tourism Project and Management Units
SB Sanggunian Bayan
SCDs Strategic Cluster Destinations
SDA Strategic Destination Areas
SOCA State of the City Address
SOMA State of the Municipality Address
SOPA State of the Province Address
SP Sanggunian Panlalawigan/Sanggunian Panlungsod
STMP Sustainable Tourism Management Plan
SWOT Strengths, Weaknesses, Opportunities and Threats
TBP Tourism Promotions Board
TDA Tourism Development Areas
TDC Tourism Development Cluster
TDP Tourism Development Plan
TEZs Tourism Enterprise Zones
TIEZA Tourism Infrastructure and Enterprise Zone Authority
TOWS Threats, Opportunities, Weaknesses and 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 United States Agency for International Development
USP Unique Selling Point
WTO World Tourism Organization
WTTC World Travel and Tourism Council
Formulating the Local
Tourism Development Plan
Tabl e 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? 21

Strategies
Types of Tourism Strategies
Tourism Circuits
Developing Destination Themes
What tools can be used in strategy formulation?
What actions need to be done? 26

What are programs, projects and activities?
What tools can be used for project identification?
Identifying Programs and Projects within a Circuit
How will you measure progress? 28

Why is packaging your plan Important? 29
References 30-31
Annex A: Work Plan Worksheet 33
Annex B: Site/Attraction Evaluation Worksheet 34
Annex C: Site Prioritization Worksheets 36
Annex D: Site Prioritization Evaluation
Summary Worksheet 43
Annex E: Site Prioritization Ranking Worksheet 44
Annex F: Problem Identification Worksheet 45
Annex G: Tourism Goals, Targets And Success
Indicators Worksheet 46
Annex H: Worksheet 7: Swot Analysis Worksheet 47
Annex I: Scenario-Planning Worksheet 48
Annex J: Tourism Circuit/Cluster Worksheet 49
Annex K: Project Identification Worksheet 50
Annex L: Worksheet For Program, Projects
And Activities Identification Within Circuits 51
Annex M: Monitoring And Evaluation
Strategy Worksheet 52
Annex N: Tourism Plan Implementation
Monitoring Worksheet 53
List of Examples
Example 1: Executive Order Creating the Local Tourism Planning Committee
Example 2: Work Plan
Example 3: Site/Attraction Evaluation of Chocolate Hills
Example 4: Site Prioritization Scores Per Category
Example 5: Site Prioritization Evaluation Summary
Example 6: Site Prioritization Ranking
Example 7: Problem Identification Matrix
Example 8: Problem Tree Analysis: Destruction of Primary Tourism Resources
Example 9: Link Between Goals and Objectives
Example 10: Scenario Building of the Pamilacan Island Dolphin and Whale Watching Organization
Example 11: Scenario Planning for PIDWWO
Example 12: Tourism Goals, Targets and Success Indicators
Example 13: Sector Goals, Objectives, Targets and Success Indicators
Example 14: Objectives Analysis: Primary Tourism Resource (Coral Reefs) Protected.
Example 15: Translating Problems into Objectives
Example 16: Sebay Central Resort Price-based Strategy
Example 17: Turtle Surf Camp Differentiation Strategy
Example 18: Davao City Hybrid Strategy
Example 19: The Province of Bohol Focus Strategy
Example 20: The Bohol Countryside Tour
Example 21: HIPADA Eco-cultural Circuit, Province of Surigao del Norte
Example 22: SWOT Analysis as a Tool for Strategy Formulation
Example 23: Relationship of Goals and Objectives
Examples 24: Identification of Tourism PPAs
Examples 25: Identifying PPAs Within Circuits
Examples 26: M&E Strategy
List of Tables
Table 1: Guide Questions to Tourism Planning
Table 2: Steps in Conducting Site Evaluation
Table 3: Steps in Problem Analysis
Table 4: Steps in Objectives Analysis
Table 5: Steps in Developing Tourism Clusters/Circuits
List of Boxes
Box 1: Local Tourism Council
Box 2: Scenario Building Options
Box 3: Components of a Tourism Cluster/ Circuit
Box 4: Recommended Contents of the Tourismm Development Plan
List of Figures
Figure 1: Problem Analysis: An Example
Figure 2: Link between Goals and Objectives
Figure 3: Tourists Entertained by PIDWWO from 2003-2010
Figure 4: Sample Objectives Analysis
Figure 5: HIPADA Eco-Cultural Circuit, Province of Surigao del Norte
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 plan; and,
3. Provides templates, tools and tips to simplify and facilitate plan formulation.
Who should be involved in

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

following officials and representatives:
Box 1
Local Tourism Councils

• Local Chief Executive
In 1995, DILG issued Memorandum Circular (MC) • Tourism Council (private sector representative)
No. 95-162, encouraging Local Chief Executives (LCEs) • Tourism Officer
to organize Tourism Councils in their jurisdictions, • Local planning and development coordinator (LPDC)
composed of government and private sector
• Sangunnian Chairperson for tourism development
representatives to:
• 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
• Women’s organization involved in tourism
tapping local resources and funds;
• Non-government organization (NGO) working
assist in the regulation and supervision of
in tourism
tourism-oriented establishments thereby ensuring • Barangay Captains of barangays with tourism
wholesome and clean tourism activities; attractions
assist in monitoring the implementation of the LGC • Academe
on the matter of licensing of tourism establishments • Department of Tourism Regional Office (DoT-RO)
in the locality to ascertain safe and enjoyable stay of • Department of the Interior and Local Government
travelers; and Local Government Operations Officer (DILG LGOO)
strictly enforce sanitary standards in public restrooms • Local Department of Environment and Natural
frequented by public utility vehicles and tourist Resources (DENR)
transport services, i.e. gasoline stations, restaurants • Philippine National Police (PNP)
along main highways and bus stops.
• Disaster Risk Reduction Management Council
(DRRMC)
• Transport sector
All DILG Regional Directors (RD) are also tasked to
• Protected Area Superintendent (PASU), when there
disseminate this MC to LGUs and provide the needed
technical support on the matter if requested. is a NIPAS area located within the locality
• Other sectoral representatives and LGU offices
deemed important in tourism planning
1
The Local Planning and Development Office (LPDO) can serve as the secretariat of the Tourism Planning
Committee. To create the needed push and help ensure that the plan is developed within schedule, it is
highly recommended that an Executive Order (EO) creating the committee be issued by the LCE
(see sample below.)
Example 1: Executive Order Creating the Tourism Planning Committee

Republic of the Philippines
Office of the Governor/Mayor
Province/City/Municipality of _____________
Executive Order No. ____
Creating the Tourism Planning Committee
WHEREAS, local governments are mandated by the Local Government Code of 1991 otherwise known as R.A.
7160 to develop and promote tourism and the general welfare in their respective jurisdictions;
WHEREAS, DILG Memorandum Circular (MC) No. 95-162, encouraged Local Chief Executives (LCEs) to organize
Tourism Councils in their jurisdictions, composed of government and private sector representatives to
formulate programs and recommendations to develop local tourism facilities and attractions tapping local
resources and funds;
NOW, THEREFORE, I (Name of Governor/Mayor), Governor/Mayor of the Province/City/Municipality of__________,
by powers vested in me by law, do hereby order the creation of the Tourism Planning Committee.
I. Functions of the committee

1. Prepare a work plan for the preparation of the tourism plan
2. Formulate the tourism plan
3. Consult with residents and other stakeholders of tourism areas
II. Composition of the Committee. The Committee shall be headed by the
Governor/ Mayor who shall serve as the chairperson.
The members are the following:
Representatives from Government:

Member Office
(Name)
Representatives from Tourism Council:

Member Office
(Name)
Representatives from Civil Society:

Member Office
(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 identified in the work plan. The team shall
develop realistic goals, appropriate strategies and identify programs, projects and activities that best
contribute to the attainment of the tourism goals and objectives of the locality.
IV. Funding. The budgetary requirements for the conduct of activities and delivery of outputs shall be
sourced from __________________________.
V. Effectivity. This Executive Order shall take effect immediately.
(Signature)
(Name)
Governor/Mayor
Preparing the work plan
Once the Tourism Planning Committee has been created, the next step is to develop a work plan to deter-
mine in detail the specific activities, responsibilities, resource requirements and duration of the activities.
The duration for planning varies depending on the resources and requirements of the LGU. It may take
between three to six months.
A sample work plan is shown below. A pull out worksheet is found in Annex A.
Example 2: Work Plan

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 Officer/
2. Data gathering Baseline data March 6 - 31
Planning Officer
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 Officer 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. Identification 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 Officer with LPDC June 4 -13
development plan 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 different approaches to tourism planning and policy may be found
within one country” (Davidson and Maitland, 1997). Planning at the local level stresses specific, practical
actions and is more detailed than their national counterparts (Davidson and Maitland, 1997). Moreover,
there are no overarching solutions (Dredge and Jenkins, 2007) that can apply to all destinations.
Destinations apply to a variety of spatial scales – a country, region, local, to an individual attraction or site
(Davidson and Maitland, 1997, Dredge and Jenkins, 2007). In this guidebook, we define the destination
as either a province or a city/municipality. It is highly beneficial to plan, promote and market the whole
province as a destination than for individual municipalities/cities to sell their areas individually. A
destination needs to have a critical mass of tourism development – offering a rich variety of diverse
attractions and services to meet the needs of several market segments (Gunn, 1994). Planning for individual
attractions, no matter how well done, falls short if it is not related to the planning of the whole destination.
The final tourism product is the totality of the tourist experience (Ibid), so that it is important to plan the
province as a destination.
The participation of local or host communities that will be affected by tourism development is
important early on in the planning process as it drums up support for the industry and minimizes
resistance for any future project in the area.
The suggested steps to developing your tourism plan are:

• 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
Essentially, the Tourism Planning Committee have to answer four basic questions. These are shown in
Table 1 below:
As the Tourism Planning Committee goes through the different stages of tourism development plan
formulation process, it is essential to be guided by the following questions.
Table1: Guide Questions to Tourism Planning

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

STEP ACTIVITY OUTPUT
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
identified. Example 3 show 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 Site Prioritization Scores
Step 2
include Uniqueness and Natural Beauty (Worksheet 1), Historical/Cultural Per Category
Value (Worksheet 2), Accessibility (Worksheet 3), Availability of Basic
Utilities (Worksheet 4), Availability of On-Site Facilities (Worksheet 5),
Ownership of Property (Worksheet 6), Quality of Sorroundings (Worksheet 7)
The team then proceeds to fill 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.
5
Formulating the Local Tourism Development Plan Example 3: Site/Attraction Evaluation of Chocolate Hills
Province/City/Municipality Municipality of Carmen, Province of Bohol
____________________________________________
Site/Attraction Chocolate Hills

____________________________________________
Site Classification 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) 1 2 3 4 5
Beauty – how it appeals to all senses? (nice to see, hear, feel, smell, taste) 1 2 3 4 5
Natural/Undisturbed 1 2 3 4 5
Recognized tourist attraction by DOT 1 2 3 4 5
Criteria 2. Historical/Cultural Value

Built Heritage (50 years or above) 1 2 3 4 5
Festivals 1 2 3 4 5
Culinary experience 1 2 3 4 5
Museum 1 2 3 4 5
Criteria 3. Accessibility
Accessible all year (please specify vehicle type: all kinds of vehicle) 1 2 3 4 5
Regular/Commercial transport service available 1 2 3 4 5

Distance from service center 1 2 3 4 5
Distance from town center 1 2 3 4 5
(The maximum acceptable travel time from the service center is two hours; while from the town center is thirty minutes.)
Criteria 4. Availability of Basic Utilities

Clean water supply 1 2 3 4 5
Sufficient power supply 1 2 3 4 5
Communications (i.e. internet, telephone) 1 2 3 4 5
Drainage/sewerage system 1 2 3 4 5
Solid waste management system
Criteria 5. Availability of Onsite Facilities

Clean and safe restrooms for women and men 1 2 3 4 5
Good accommodation facilities 1 2 3 4 5
Clean and quality food service 1 2 3 4 5
Other activity facilities (picnic huts, pool, sports facilities, etc.) 1 2 3 4 5
Directional and information signage 1 2 3 4 5
6
Criteria 6. Ownership of Property

Characteristics Yes No
Local government owned 5 1
Privately owned/managed/leased 1 5
Under CARP or CARPable 1 5
Ancestral domain/land claimants 1 5
Criteria 7. Quality of Surroundings

Ancestral domain/land claima nts 1 5
(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
Uniqueness 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
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
Problem Identification

Surfacing critical issues and problems affecting tourism in your destinations is an important activity that
should be given attention in planning. The activity takes off from the inventory of tourism resources
undertaken in Supplemental Reading 1 – Profiling the Local Tourism Industry. Alternatively, problem
identification can also be done once you have prioritized a circuit for development.
You may find the pull-out worksheet in Annex F.
You may also refer to Example 7 to guide you in filling out the worksheet.
Example 7: Problem Identification 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 has only six hours of

Other infrastructure
electricity a day
Accommodations Basic accommodation facilities.
There are no restaurants/eating 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 identified are for instructional purposes only, and may not necessarily reflect the real situation of the site.
9
Problem Analysis
Problem analysis (PA) is a tool that can be used to break down a problem into small, detailed
parts to understand the problem better. The PA aids in identifying the causes and effects of
problematic situations and its output can be used in pinpointing goals, objectives, programs,
project and activities. The step-by-step guide to doing PA is found below.
Table 3: Steps in Problem Analysis

Define 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 effects of the problem and position them above the problem.
Step 5 Establish the cause-effect relationship among the problems identified.

Review the diagram as a whole. Verify the cause and effect 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
effect
Decreasing tourist
arrivals
Destruction of primary tourism

Problem
resource (coral reefs)
Careless boating, Destructive Poor fishing

Algal bloom Fishing practice
snorkeling and diving
(Muro-ami)
Cause
Pollution from Pollution from

liquid waste liquid waste
What do you want to achieve?

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

Planning should adopt the 3Ps approach - Tourism for People, Planet and Profit
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 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
the short to
Improved access
to tourism
+ Improved quality
of tourism
+ Improved
tourist facilities
medium attractions products and services
term?
Goals and objectives are logically linked to the issues and concerns affecting tourism in a destination.
Tools that can be used to ensure the linkage are the problem analysis and objective analysis (see Table 4
and Table 5).
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 need to develop
measures that matter – those which provide and deepen stakeholders understanding of success and
progress in the implementation of the plan. As a guide, the question that needs to be answered is: what
information will provide stakeholders with a good understanding of the performance in tourism?
One has to consider the ease of gathering data in identifying success indicators. Indicators need to be
simple and easy to measure. If the data requirements for a particular indicator are difficult to obtain or not
cost effective to gather, a proxy indicator that can perform the same function can be chosen. In Table 2 for
instance, one can opt to use the indicator for E1 instead of E3.
Targets
A target is an explicit and definitive statement of a result (goal or objective) you want to achieve. It answers
the question: what do you want to achieve concretely and when will it be achieved?
Baseline Data
Baseline data shows the situation to be addressed by the tourism development plan prior to the planning
period. For tourist markets, it is advisable to establish historical data for at least three to five years. Historical
data answers the question: Where have you been? The data is useful in planning ahead. Supplemental
Reading 1 - Profiling the Tourism Industry presents a more detailed discussion on baseline data. Baseline data
need to be gathered from the onset – they serve as the starting point for scenario building and can also later
be used in evaluation studies, and are useful for measuring the performance of the tourism industry, as a
whole.
Scenario Building

Scenario Building There are two ways of looking at how the future may evolve for tourism
Box 2
One may choose to construct: in your areas, namely 1) forecasting; and 2) scenario planning.
exploratory scenarios with Forecasting shows where you are headed if you stay on the current
a few different futures to course. It tries to predict the future by extrapolating from the present
highlight the different and assuming that existing trends will continue. In tourism however, it
relationships between factors is more beneficial to visualize scenarios of the future. Scenario planning
under different logics, or allows understanding of your environment and what it means through
normative scenarios, often with alternative views of the future. Scenarios identify significant events,
only one ‘desired future’. This is main actors and their motivations, and convey how the world functions.
sometimes done as a consensus They are based upon possibilities that are grounded in current
- building exercise. However, if knowledge and experience. These provide the basis for action (Yeoman,
consensus becomes difficult, it Pearce and Moriarty, n.d.).
may be beneficial to start with
an undesired future – since it
is often easier for everyone to It may be challenging to grapple with multiple plausible futures, which
agree upon what they do not is why it is recommended that only three to five scenarios are done in a
want (Slocum, 2005). single workshop (Slocum, 2005).
Scenarios are defined as “narrative descriptions of potential futures that focus attention on
relationships between events and decision points” (Slocum, 2005). Scenario building helps establish the
effects of strategies and interventions (i.e. programs, projects, activities, and legislation) 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, specifically when:
the problem is complex and many factors need to be considered

there is a high probability of significant change
the dominant trends may not be favorable and thus must be analyzed
the time-horizon is relatively long (Slocum, 2005).
Building scenarios should be well-informed so that realistic futures can be developed. In identifying
trends, it is important to base your assessment on evidence rather than supposition. Ensure that trends
are built on sound foundations (Mindtools, 2014).
13
Example 10 : Scenario Building of the Pamilacan Island Dolphin and
Whale Watching Organization
A community-based approach to ecotourism was introduced in Pamilacan Island in 1997 to provide fishers with
an alternative livelihood after whaling and poaching was banned in 1992. The whale and dolphin tour was
initiated in 1998, a year after the Pamilacan Island Dolphin and Whale Watching Organization (PIDWWO) was
formed. It has been considered as best practice in sustainable tourism management (Heah, 2006), and has also
been a recognized both locally and internationally. The World Travel & Tourism Council (WTTC) acknowledged
Pamilacan’s Dolphin Watch as finalist in the 2006 Tourism for Tomorrow Awards at the 6th Global Travel and
Tourism Summit for the Conservation Award Category. Tourism for Tomorrow Awards recognizes and promotes
best practices in tourism development all over the world. In 2001, the number of tourists engaged in whale
watching was 260 (Baclayon MPDC, 2001). Tourist arrivals in the island slowly increased from 2003 to 2006, with
PIDWWO, being the sole provider of the dolphin and watch tour. While tourism arrivals in the island has 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
Diversify ecotourism
Tourist arrivals in the island has been Intensifying competition Increased number of tourists products to be offered by
increasing but PIDWWO has been from private sector in entertained by PIDWWO by PIDWWO
losing out to competitors from Bohol Bohol Mainland 100% from its 2010 level by
mainland and Panglao 2016 Invest in marketing
Social media and the through social media and
PIDWWO product has been mainly internet is becoming an the internet
whale and dolphin watching increasingly important
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 web
To aid you in coming up with coherent tourism development goals, targets, and performance
indicators, fill out the worksheets found in Annex G.
Example 12 shows targets and success indicators per tourism goal. Example 13 on the other hand
illustrates more examples of goals, objectives, targets and success indicators.
Example 12 : Tourism Goals, Targets and Success Indicators

Tourism Goals Targets Success Indicators
Economic
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 tourists 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
Significant cultural heritage sites At least two significant cultural Number of cultural heritage sites
En1
conserved heritage sites protected by legislation
Natural condition of biodiversity No physical damage or alterations No physical damage or alterations

En2 maintained/protected to particular biodiversity from 2012 to particular biodiversity observed/
• mangrove/seagrass/seaweed cover baseline recorded
Hectarage increased by 10% from

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

En4 Coral reefs protected to particular biodiversity from 2012 particular biodiversity observed/
baseline recorded
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
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 business
tourism-related businesses tourism businesses owned by
permits issued by LGU
owned by community community members
Environment
Number of significant cultural

Significant cultural heritage sites At least two significant cultural heri-
Goal heritage sites protected by
conserved tage sites
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
50% increase in access to electricity

Improved well-being of island host Number of households with access
Goal of island host community from 2012
communities 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 com-
Objective 2 trained in tourism are employed by members employed due to skills
munity
the industry training (male and female)
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 affecting tourism in their localities. Stakeholders bring their heads together
to probe deeper into what ails tourism in their areas using a problem tree and objective tree. Well-artic-
ulated problem statements are important starting points to identifying actions that are appropriate to
their situations. The step-by-step guide to objective analysis is shown below.
Table 4: Steps in Objectives Analysis
Step-by-Step Guide to Objective 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 legislation.
Step 3 Review the diagram as a whole and verify its validity and completeness. Revise the statements as necessary.
Source: Adapted from Pabalan, Paran and Caluen, 2004.

Example 14: Objective Analysis - Primary Tourism Resource (coral reefs) Protected
Goal
Increased tourist arrivals
Primary tourism resource
Objective
(coral reef) protected
Development of Development of
ordinance banning diving, snorkeling, and
destructive and poor boating protocol
fishing practice
Development of
ordinance establishing a Solid Waste
PPALs
septage management Management Program
system
Development of
ordinance establishing Liquid Waste
a solid waste Management Program
managementsystem
Example 15: Translating Problems into Objectives

Problem Analysis Objective Analysis
Negative Statements Positive Statements
Components Components
Effect Decrease in tourist arrivals Goal Increased tourist arrivals
Destruction of primary tourism Primary tourism resource (coral

Problem Objective
resource (coral reefs) reefs) protected
Careless boating, snorkeling and Programs, Projects, Activities • Development of diving,

Causes
diving and Legislation 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 fishing banning destructive and poor
fishing practice
Poor fishing practice (muro-ami)
Note: Matrix form of the PA and OA example (see Exampe 8 and Example 14).
18
What paths do you take?

Strategies
Strategies are means to achieve goals and are undertaken to gain competitive advantage over rivals
(Tribe, 2004). “Strategy is the direction and scope of an organization over the long term: which achieves
advantage for the organization through the configuration of resources within a changing environment,
to meet the needs of markets and to fulfill stakeholders expectations (Johnson and Scholes, 2001: 10 in
Tribe, 2004)
The tourism products to be offered by a destination can be underpinned by a strategy (Dredge and
Jenkins, 2007). A well researched and realistic tourism strategy can be a very effective tool to the ad-
vantage of residents, their environment, and the tourism industry in general (Davidson and Maitland,
1997). An effective strategy can result in the attainment of objectives such as increased number of
tourists at a destination or improve the well-being of host communities.
There are a number of steps in the development of strategy. These are (Tribe, 2004):
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 either
by selling a product that is:
cheaper than the competition;

better than the competition;
cheaper and better product (Tribe, 2004).
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, 2004).
“The attraction of a destination arises from a mix of resources and services. Without such a mix, a place
will not work as a destination. The mix varies from one place to another, and this variation gives each
destination its individual character – its different total tourism product.”
(Davidson and Maitland, 1997)

Types of Tourism Strategies
Priced-based Strategy
A priced-based strategy tries to find competitive advantage by offering the lowest prices in the industry
(Tribe, 2004). One way to achieve this is to reduce costs by offering a “basic, standardized, mass-produced,
no frills product with inessential aspects stripped out of the value chain” (Tribe, 2005: 127).
Example 16: Sebay Central Resort Price-based Strategy
The Sebay Surf Central Resort tries to gain competitive advantage by offering the lowest prices for a surfing
tour package in La Union. The table below shows the budget prices for a package of one hour surfing lessons
with instructor, surf board rental, and 3 days/2 nights standard air conditioned room accommodation with
breakfast.
La Union Resorts 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.
Differentiation Strategy
Getting ahead in the tourism sector entails creativity and inventiveness. A differentiation strategy can
be employed to offer something that stands out – a better quality or unique product. This can be done
through a number of ways which includes, among others investing in design, innovation, attention to
quality, and advertising (Tribe, 2005).
Consumer perception is important in tourism. As a guide, one can ask: Does the tourism product or
service offer improved quality or value added over the competition? (Tribe, 2010)
Example 17: Turtle Surf Camp Differentiation Strategy
The development of destination themes which features the unique tourism resources of the locality is a good
example of a differentiation strategy. The Turtle Surf Camp in Siargao which “offers accommodation, surf lessons
and surfari trips (friendship included) to all individuals, couples or groups” shows innovation and creativity
making the package stand out. The all-inclusive vacation package which provides “hassle free stay” provides
value added over other competitors offering the components separately.
Similarly, province-wide themes which showcase the unique features of the locality and packaging them as a
packaged tour product can make a good strategy.
Hybrid Strategy
One can opt to adopt a hybrid strategy by providing high quality products at low prices. However, this
is hard to achieve since adding value adds to costs which increases price. 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 effort between the Local Government Unit of Davao, the malls of the city, and the Department
of Tourism XI to offer the lowest retail prices in a city-wide sale is a good example of a hybrid strategy. The
endeavor is geared towards establishing the city as a unique, fun and preferred shopping and dining destination
in the country and improving the image of Davao as a thriving destination for business and investment. Dubbed
as The Big Davao Fun Sale!, the city takes a big tourism leap as it plays host to the first ever four-week long
shopping frenzy in the Philippines with the city’s major malls offering fantastic deals like unique activities,
freebies, awards, parties and discounts as high as 80%. The event marks the start of the festivities to celebrate the
inauguration day of the city.
Focus Strategy
The LGU can make use of a focus strategy and customize products and services for a particular
market segment rather than to the whole market. A focus strategy may take the form of cost
focus or differentiation focus (Tribe, 2005).
Example 19: The Province of Bohol Focus Strategy
The Province of Bohol has opted to develop their locality as an ecotourism destination. Community-based
eco-tourism organizations in the province have established their market niche and have developed ecotours such
as dolphin and whale-watching in Pamilacan Island in the Municipality of Baclayon, the Cambuhat River and
Village Tour in Buenavista, the Candijay Mangrove Adventure Tour, Birding in Rajah Sikatuna, and a variety of
adventure tours in Rajah Sikatuna National Park.
The Cluster Strategy

Cost is one of the factors which affect the choice for a holiday destination. More important than cost,
however is value for money. Tourists want to go home feeling that the price they paid was fair for the
quality or standard of the goods or services they purchased, or for how good or unique an experience
was (British Tourist Authority, 2003).
Clustering increases the economic viability of attractions, and offers the tourist value-for-money
destinations.
Clustering of compatible attractions can be done physically or by tour. A good example of clustering
attractions by tour is the Bohol Countryside Tour.
“…a destination with high tourism potential is certain to bring together, within a cohesive geo-spatial framework,
an ample range and variety of complementary tourism assets. The precise range of facilities, services and attractions
within easy access of one another, will depend on the place.”
-Doswell, 1997
21
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 offer the tour with
several variations but with major attractions being included in the package. The day tour spans several
municipalities in the province and the package includes entrance fees, land transfers, tour guide, river cruise,
and lunch during the river cruise. Pick-up & drop-off points are pre-arranged but usually are from Tagbilaran
seaport, airport, or major hotels. The following is a sample itinerary:
Blood Compact Site (Tagbilaran City) – Cultural attraction which showcases the spot where the Spaniards and
the Filipinos fostered friendly relations through blood.
Baclayon Church (Baclayon) – Considered as one of the oldest stone church in the Philippines with a museum
that contains religious relics dating back to the early 16th century.
Loay Backyard Industry (Loay) - Local craftsmen are seen forging bolos and other metal crafts; and making
traditional roofing materials out of nipa palm leaves.
Clarin Ancestral House (Loay) - Declared by the National Historical Institute as a heritage site, the well preserved
home contain collections of the Clarin Family.
Tarsier (Loboc) – Sightings of the smallest monkey in the world along the Loboc River.
Man Made Forest (Bilar) – A linkage corridor showcasing a Mahogany Forest.
Chocolate Hills (Carmen) – A major attraction in the province, the attraction has one thousand two hundred sixty
eight (1,268) haycock hills which turn brown during dry season.
Loboc-Loay River Cruise (Loboc) – Lunch is served while cruising the river, with locals providing local music. The
river is flanked with nipa palm plantation with the occasional wild ducks.
Moreover, clustered attractions are more efficiently serviced with infrastructure of water, waste disposal,
police, fire protection, and power (Gunn, 1979).
The linkage between attraction-services is important. Attractions need support by travel services. Park
plans, for example, are incomplete if the non-attraction needs of travelers are ignored. Food service,
lodging, and supplementary services (purchases of film, drugs and souvenirs) must be within reasonable
time and distance reach of travelers. A number of attractions (i.e. protected areas) need to be planned for
day-use only, with majority of services available in nearby communities where they can be serviced more
efficiently. This results in gain for local businesses. More remote attraction features, however, may require
minimum services within the attraction, such as food service, toilets, and visitor centers (Gunn, 1979).
Tourism Circuits Components of a Tourism

Box 3
Cluster/Circuit
A popular version of the cluster is the tourism circuit. Attractions within The cluster/circuit comprises
the following key components:
the circuit should not be separated by long distances. A visitor who
enters should be motivated to visit all the places within the circuit. • Set of compatible attractions
• Enroute facilities such as
Tourist circuits are used as a strategy to increase the total number of restaurants, restrooms, etc.
visits to all the destinations within the circuit as well as provide tourists • Transport infrastructure
with a more rewarding experience and value for money by providing a and services
mix of attractions and activities in a destination. • Service center which
provides accommodations,
Develop principal packages based on distinctive elements of the and other needs of the
destination, and the market which you want to attract (e.g. adult, tourist
family or short-stay market as against long- stay market).
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. Vigan Heritage Tour; “Walk This Way” Intramuros Tour); cuisine themes (i.e. Binondo Food
Trip); wildlife (dolphin and whale watching in Pamilacan, Bohol); religious themes (e.g. Ilocandia Church
Tour), aquatic theme (e.g. Calaguas Beachy Escapades and Bagasbas Surfing).
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- Profiling the Local Tourism Industry..
Identify secondary sites/attractions. Secondary sites/attractions (e.g. cultural) may or may not be developed
depending on resources, potential and other objectives set in the plan.
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.
23
Example 21: HIPADA Eco-Cultural Circuit, Province of Surigao del Norte
Source: Surigao del Norte Sustainable Tourism Plan, 2006 - 2015

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

Environment
- Presence of national park with - High poverty incidence of
high biodiversity communities in small islands
- Presence of unique cultural - Absence of electricity in small
assets; islands
External - Presence of small islands - Very limited fresh water in
Environment surrounded by white sand small islands
beaches, with high marine
biodiversity
- Excellent coral cover
OPPORTUNITIES (O) S-O Strategies W-O Strategies
- Ecotourists on the rise Develop new tourism products Development of

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

dolphin watch ecotour at a very circuits that include small islands
low price. as part of the tour package
- Similar island resources with
neighboring province (corals)
25
Example 23: Relationship of Goals and Strategies
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 defined as an undertaking that involves the use of resources (e.g. human
resources, money), addresses a well-defined purpose, undertaken within a specific timeframe, with a
start and an end. A program on the other hand is defined as a package of interrelated projects.
Programs and projects are classified as ‘soft’ or ‘hard’. Developing successful tourism destinations
combines soft (e.g. marketing and promotions) and hard programs (e.g. infrastructure) in a creative
manner. All program and projects however need to be linked with all other components in a smooth
manner, with each development contributing to the overall attractiveness of the destination.
Tourism programs and projects can be simple or complex. A one-off training project to improve the
capacity of the tourism planning team is an example of a simple project. The project becomes more
complicated when one undertakes a capacity building program which includes various components
such as a series of training activities, to setting up the tourism office.
What tool can be used for project

identification?
The Problem Tree and Objective Tree analysis are practical tools that can be used in identifying PPAs.
With proper analysis of social, economic, and environmental issues and concerns facing the local
tourism industry, and a little creativity, the Tourism Planning Committee can identify PPAs that can
address them.
The project identification matrix can help you align your programs, projects and activities with the
goals, objectives and strategies of your tourism plan. An example of this is provided in Example 22.
The Project Identification Worksheet for you to accomplish is found in Annex K.

Example 24: Identification 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 • Homestay 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 identified and prioritized a circuit, identifying
programs and projects can revolve around development within the cluster. The aim would be to provide
all infrastructure facilities and other requirements necessary to make it ready for tourists.
If the LGU has identified several circuits for development, it is more prudent for the LGU to develop them
in stages. Tag circuits can be developed in the short (0-3 years), medium (4-6 years) and long term (7-9
years). The timetable for development can be included as criteria for choosing priorities.
You may find the pull-out Worksheet for Programs, Projects and Activities Identification Within Circuits in
Annex L.
You may also refer to Example 25 to guide you in filling out the worksheets.
Example 25: Identifying PPAs within Circuits

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.
27
Programs, projects, and activities identified to address tourism impacts in Supplemental Reading 4 –
Preparing for Plan Implementation, need to be included in the long list for prioritization. Equally
important is to incorporate the list of legislation in the legislative agenda of the Sanggunian.
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
efficiency and effectiveness of strategies, programs, projects and activities that have been implemented in
the destination. Evaluation results can be useful in replicating successes and correcting mistakes, and can
also serve as an accountability and learning tool for Local Government Units.
The development of an M&E strategy should not be an afterthought, but should be undertaken as an
integral part of the planning phase. The M&E mechanism serves as the perfect ending for your local TDP,
which started with goals and proceeds up to programs, projects and activities. (See Example 26 below as
well as worksheets found in Annex M (Monitoring & Evaluation 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 Office
businesses owned issued by LGU related businesses Office and Tourism Officer
by host with owners from owned by
community host community community
Why is packaging your plan

important?
Packaging puts a face and identity into your tourism plan. It affects the marketing of your plan to
potential donors who can help in providing funding requirements for the programs projects and
activities that need to be implemented. It also helps in mobilizing support from the various
stakeholders that are critical in fulfilling the requirements of the plan.
Naming your plan is also an important concern in packaging. A name describes and provides an identity
to your plan document. For example, the Province of Surigao del Norte named their 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 governments
put too many things 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

Box 4
Tourism Council Resolution endorsing the Tourism Development Plan

Sanggunian Resolution/Ordinance adopting the Tourism Development Plan
Location Map
Introduction
1. Tourism Profile
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 eating establishments
iii. Shops
iv. Banks
v. Tourist information offices
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 affecting local tourism
b. Tourism goals, objectives and targets
i. Economic (i.e. growth scenarios)
ii. Social
iii. Environmental
3. Strategic Directions/Strategies and Programs, Projects and Activities
4. Implementation Plan for Priority Programs, Projects and Activities
5. Priority Capacity Development Needs
6. Monitoring and Evaluation
29
References
British Tourist Authority. Why Does Value Matter? 2003.

http://www.visitbritain.org/britaintourismindustry/tourismaffairs/value/
Chapman, Alan. SWOT Analysis, 1995-2014. http://www.businessballs.com.
Davidson, Robert and Robert Maitland. Tourism Destinations. London: Hodder and Stoughton, 1997.
Doswell, Roger. Tourism: How effective management makes the difference.

Oxford: Butterworth-Heinemann, 1997.
Dredge, Dianne and John Jenkins. Tourism Planning and Policy. Milton:
John Wiley & Sons Australia, Ltd, 2007.
Economic and Social Commission for Asia and the Pacific. Guidelines on Integrated Planning
for Sustainable Tourism Development. United Nations, 1999.
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.
Leones, Julie and Douglas Dunn. Strategies for Monitoring Tourism in Your Community’s Economy.
Tucson: University of Arizona, 1999.
Metayer, Estelle. Running a Strategic Planning Session. B.I.P. (Executive Resource), 2000.
http://www.refresher.com/Archives/!session.html
MindTools.com. (2013). Root Cause Analysis. [Online]. Available from:

http://www.mindtools.com/pages/article/newTMC_80.htm. [Accessed: December 10, 2013].
MindTools.com. (2014). Scenario Analysis: Exploring Different Futures. [Online].

Available from: http://www.mindtools.com/pages/article/newSTR_98.htm. [Accessed: April 19, 2014].
Olsen, Erica. Strategic Planning Kit for Dummies. John Wiley and Sons, 2011.
Paran, Julie. The Nexus between Ecotourism, Empowerment and Sustainable Development: A Case Study
of Pamilacan Island. (Doctoral dissertation). 2013
Pender, Lesley and Richard Sharpley. The Management of Tourism. London, SAGE Publications Ltd., 2005.
Rose, Edgar A. “Philosophy and Purpose in Planning.” In The Spirit and Purpose of Planning, edited by
Michael J. Bruton, 31-65. London: Hutchinson, 1984.
Ruhanen, Lisa. “Strategic Planning for Local Tourism Destinations: An Analysis of Tourism Plans.”
Tourism and Hospitality Planning & Development. Routledge, 2004.
References

Site Attraction Evaluation Sheet.
Site Prioritization Scores Per Category.
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_files/fileCh8v2.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.
United Nations Development Programme Evaluation Office. Handbook on Monitoring

and Evaluating Results. New York. 2002.
World Food Program (WFP). Evaluation: Measuring results, sharing lessons. 2013.
http://www.wfp.org/evaluation.
World Tourism Organization. National and Regional Tourism Planning: Methodologies and Case
Studies. London: Routledge, 1994.
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.
31
Annexes
pull-out worksheets
Tourism Guidebook for Local Government Units Formulating the local tourism development plan
Annex A: Work Plan Worksheet
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 Worksheet
Province/City/Municipality ____________________________________________
Site/Attraction ____________________________________________
Site Classification ____________________________________________

(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

Criteria 2. Historical/Cultural Value

Built Heritage (50 years or above) 1 2 3 4 5
Festivals 1 2 3 4 5
Culinary experience 1 2 3 4 5
Museum 1 2 3 4 5
Criteria 3. Accessibility
Accessible all year (please specify vehicle type: all kinds of vehicle) 1 2 3 4 5
Regular/Commercial transport service available 1 2 3 4 5
Characteristics Least Nearest

Distance from service center 1 2 3 4 5
Distance from town center 1 2 3 4 5
(The maximum acceptable travel time from the service center is two hours; while from the town center is thirty minutes.)
Criteria 4. Availability of Basic Utilities

Characteristics Least Available
Clean water supply 1 2 3 4 5
Sufficient power supply 1 2 3 4 5
Communications (i.e. internet, telephone) 1 2 3 4 5
Drainage/sewerage system 1 2 3 4 5
Solid waste management system
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 1 2 3 4 5
Good accommodation facilities 1 2 3 4 5
Clean and quality food service 1 2 3 4 5
Other activity facilities (picnic huts, pool, sports facilities, etc.) 1 2 3 4 5
Directional and information signage 1 2 3 4 5
Criteria 6. Ownership of Property

With tenants/residents 1 5
Ancestral domain/land claimants 1 5
Criteria 7. Quality of Surroundings

Landfill/dumpsite 1 and 5 1 5
Mining site 1 5
Informal settlements 1 5
Beautiful vista/view 5 1
Presence of support services 5 1
(Surroundings refer to areas which are within 5 kilometers radius from the site.)
Source: Adapted from Site/Attraction Evaluation Sheet.

35
Annex C: Site Prioritization Worksheets
Worksheet 1: UNIQUENESS AND NATURAL BEAUTY
Uniqueness Natural/ With Tourism Recognized

Site/Attraction Location Beauty Total
Attraction Undisturbed Activity by DOT
Worksheet 2: HISTORICAL/CULTURAL VALUE
Built Heritage
Culinary
Site/Attraction Location (50 years and Festivals Museum Total
Experience
above)
37
Worksheet 3: ACCESSIBILITY
Regular/ Com-
Type of Accessible all mercial Transpor- Distance from Distance from
Location Total Points
Attraction year tation Services Service Center Town Center
Available
Worksheet 4: AVAILABILITY OF BASIC UTILITIES
Communications Solid Waste

Type of Clean Water Drainage/ Sew- Total
Location Power (Internet, Management
Attraction Supply erage System Points
telephone) System
39
Worksheet 5: AVAILABILITY OF ON SITE FACILITIES
Clean and Safe Good Clean and Other Directional &

Type of Total
Location Restrooms for Accommodation Quality Food Activity Information
Attraction Points
Women and Men Facilities Service Facilities Signage
Worksheet 6: OWNERSHIP OF PROPERTY
Privately Ancestral
Local
Type of Owned/ Under CARP With Tenants/ Domain/ Total
Location Government
Attraction Managed/ or CARPable Residents Land Points
Owned
Leased Claimants
41
Worksheet 7: QUALITY OF SURROUNDINGS
Presence
Type of Landfill/ Informal Beautiful Total
Location Mining Site of Support
Attraction Dumpsite Settlements vista/view Points
Service
Annex D: Site Prioritization Evaluation Summary Worksheet
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
Annex E: Site Prioritization Ranking Worksheet
Site/Attraction Total Points Ranking

Annex F: Problem Identification Worksheet
Site/ Attraction/ Circuit Component Problems/Issues
45
Annex G: Tourism Goals, Targets and Success Indicators Worksheet
Tourism Goals Targets Success Indicators
Economic
E1
E2
E3
E4
Social
S1
S2
Environment/ Ecological
En1
En2
En3
En4
En5
En6
Annex H: Worksheet 7: SWOT Analysis Worksheet
STRENGTHS WEAKNESSES
Opportunities Threats
47
Annex I: Workshop 8: Scenario-Planning Worksheet
Situation Scenario Goal/ Objectives Strategies

Annex J: Tourism Circuit/Cluster Worksheet
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
Annex K: Project Identification Worksheet
Goal Objectives Strategy Programs/Projects/Activities

Annex L: Worksheet for Program, Projects and Activities Identification within Circuits
Timeframe for
Name of Circuit Issues and Concerns Programs and Projects
Development (in Years)
51
Annex M: Monitoring and Evaluation Strategy Worksheet
Data Source to
Goals & Success Targets per Collection
Assess Frequency Responsibility
Objectives Indicator Indicator Methods
Performance
Annex N: Tourism Plan Implementation Monitoring Worksheet
Annual/End-of-Term Accomplishment Report

Municipality of ________________
Programs, Outcome/
Beneficiary Coverage Project Actual
Projects, Output Target Accomplishment Remarks
Sector Area Cost (Php) Disbursement
Activities Indicators
53
with support from
This knowledge product is produced through the collaboration among the Department of Tourism (DOT), Department
of the Interior and Local Government (DILG) and Department of Environment and Natural Resources (DENR) with the
funding support provided by the Government of Canada thru the Local Governance Support Program for Local Economic
Development (LGSP-LED) project and the United Nations Development Programme (UNDP) thru the Biodiversity
Partnership Project (BPP) and the Center for Governance of the Development Academy of the Philippines (DAP)

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TOURISM GUIDEBOOK

FOR LOCAL GOVERMENT UNITS

Please direct your subscription and inquiries to the:

Do you currently observe undesirable impacts of tourism in your area that

Then this Tourism Guidebook is for you.

• Tourism Development Planning

• Office of Tourism Planning, Research and Information Management

Department of the Interior and Local Government

• Bureau of Local Government Development

Department of Environment and Natural Resources

• Biodiversity Management Bureau

• Project Management Team

• Graphics and Lay-out Artist

• United Nations Development Programme (UNDP) through the Biodiversity Partnership

Provincial Government of Batangas

Provincial Government of Bohol

Provincial Government of Davao del Norte

Provincial Government of Compostela Valley

Provincial Government of Negros Occidental

Photos by George Tapan

This Tourism Guidebook is divided into two major parts:

6) Monitoring and Evaluating the Tourism Development Plan presents a simplified

9) Institutionalizing Tourism Standards assists you in understanding existing national and

Who should be involved in tourism planning? 1

What do you want to achieve? 13

What paths do you take? 21

What actions need to be done? 26

How will you measure progress? 28

1. Presents a step-by-step guide to formulating a Tourism Development Plan for

Who should be involved in

It is suggested that the committee be composed of the

Local Tourism Councils

Example 1: Executive Order Creating the Tourism Planning Committee

I. Functions of the committee

Representatives from Government:

Representatives from Tourism Council:

Representatives from Civil Society:

III. Roles of the Committee.

Example 2: Work Plan

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

8. Packaging of the tourism Packaged tourism

The suggested steps to developing your tourism plan are:

Table1: Guide Questions to Tourism Planning

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

Formulating the Local Tourism Development Plan

Table2: Steps in Conducting Site Evaluation

As a team, conduct on-site investigation and individually accomplish

The team then proceeds to fill out Site Prioritization Evaluation

Site/Attraction Chocolate Hills

Site Classification Existing

Travel Time (From Tagbilaran Approximately 1 hour

Criteria 1. Uniqueness and Natural Beauty

Criteria 2. Historical/Cultural Value

Characteristics Least Most

Criteria 4. Availability of Basic Utilities

Criteria 5. Availability of Onsite Facilities

Formulating the Local Tourism Development Plan

Criteria 7. Quality of Surroundings

Source: Adapted from Site/Attraction Evaluation Sheet.

Example 4. Site Prioritization Scores Per Category

UNIQUENESS AND NATURAL BEAUTY

Uniqueness Natural/ Recognized by

Chocolate Hills Carmen 5 5 3 5 18