TOURISM

GUIDEBOOK
ORIENTATION
Department of Tourism
Overview on Formulating the
Local Tourism Development
Plan
Who should be involved in TP?  LCE  Academe
 Tourism Council (PS)  Barangay Captains of
 Tourism Officer barangays with tourism
attractions
 LPDC
 DoT-RO
 Sangunnian
Chairperson for  DILG LGOO
tourism development  Local DENR
 Local agriculturist (if  PNP
the LGU plans on
 DRRMC
venturing into farm
tourism)  Transport sector
 POs working in tourism  PASU
areas  Other sectoral reps &
 Women’s organization LGU offices deemed
involved in tourism important
 NGOs
Preparing the Work Plan
What are the steps in Tourism
Planning?
 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
1 Analyze the
Situation
Where are you at present?
 Analyzing the tourism situation
follows from the inventory of tourism
resources and assets
 Tourism planning requires an
analysis of the present situation in
order to determine the desired future
of tourism in a destination
 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
 Direct observation
 Mapping
 Oral interviews
 Questionnaires,
 Focus group discussions,
 Workshops

Source: Sugaya, 2013

Steps in Conducting Site Evaluation
Example: Site/Attraction Evaluation
Site Prioritization Scores per Category
Site Prioritization Evaluation Summary
Site Prioritization Ranking
Problem Identification (Matrix)
Problem Analysis
2 Formulate
Goals and
Objectives
What do you want to Achieve?

 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
 Refer to them often and use them to
guide you in succeeding steps
Goals and Objectives
 3Ps Approach to
Tourism
 Tourism for
 People
 Planet
 Profit.
Goals and Objectives
 Goals tell us what we want to
achieve in the long term (i.e. nine
years and above)
 Objectives tell us what we want to
achieve in the short to medium term
(i.e. three to six years)
 Goals and objectives are intimately
interrelated that the attainment of
objectives will lead to the
achievement of a goal (LGSPA, 2009)
Link between Goals and Objectives
Success Indicators (SI)

 Measure the extent of achievement of

desired results.
 Needed for both goals and objectives.
 Measures performance qualitatively or
quantitatively.
 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?
Success Indicators (SI)

 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
Targets
 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
 Baseline data need to be gathered from
the onset –
 they serve as the starting point for scenario
building
 can also be used in evaluation studies, and
are useful for measuring performance
What tool 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
 The OA can be used as basis for
identifying programs, projects and
activities
 Both the PA and OA are highly
participatory instruments that allow the
planning team to scrutinize and discuss
issues affecting tourism in their
localities.
Problem Analysis
Objectives Analysis
Two ways of looking at how the
future may evolve for tourism
1. Forecasting
 Shows where you are headed if you stay on
the current course
 Predict the future by extrapolating from the
present and assuming that existing trends
will continue
2. Scenario planning
 Allows understanding of your environment
and what it means through alternative views
of the future
 Scenarios identify significant events, main
actors and their motivations, and convey
how the world functions
 Based upon possibilities that are grounded
in current knowledge and experience which
provide the basis for action (Yeoman,
Pearce and Moriarty, n.d.)
Scenario Building
 Scenarios are defined as “narrative
descriptions of potential futures that
focus attention on relationships
between events and decision points”
(Slocum, 2005)
 Helps establish the effects of
strategies and interventions (i.e.
programs, projects, activities, and
legislation) and consequences of
current trends
Scenario Building
 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)
Scenario Building Example
Figure 3: Tourists entertained by PIDDWO 2003-2010

3000
2460
2500
Number of Visitors

2000 1782

1500 1412 1302

1062
1000 740 701
500 380

0
2003 2004 2005 2006 2007 2008 2009 2010
Year
Data Source: PIDWWO, 2010
3 Develop
Strategies
What paths do you take?
 Strategies are means to achieve goals
and are undertaken to gain competitive
advantage over rivals
 Strategy is the direction and scope of an
organization over the long term to meet
the needs of markets and to fulfill
stakeholders expectations
 The tourism products to be offered by a
destination can be underpinned by a
strategy
 An effective strategy can result in the
attainment of objectives such as
increased number of tourists at a
destination or improved well-being of host
communities
Types of Tourism Strategies
1. Priced-based Strategy
 Tries to find competitive advantage by
offering the lowest prices in the industry
 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).
Price-based Strategy: Sebay
Types of Tourism Strategies
2. Differentiation Strategy
 Offer something that stands out – a
better quality or unique product.
This can be done through a number
of ways
 investing in design,
 innovation,
 attention to quality, and
 Advertising
 As a guide, one can ask: Does the
tourism product or service offer
improved quality or value added
over the competition?
Differentiation Strategy
 The development of destination themes
which features the unique tourism
resources of the locality is a good
example of a differentiation strategy.
value added over.
 Province-wide themes which showcase
the unique features of the locality and
packaging them as a packaged tour
product can make a good strategy
 The Turtle Surf Camp in Siargao: All-
inclusive vacation package (other
competitors offer the components
separately)
 Accommodation
 Surf lessons
 Surfari trips (friendship included)
Types of Tourism Strategies
3. Hybrid Strategy
 Provide high quality products at low
prices
 Hard to achieve since adding value
adds to costs which increases price
 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”
Types of Tourism Strategies
4. Focus Strategy
 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
Bohol: Focus Strategy
 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
 Dolphin and whale-watching in Pamilacan
 Cambuhat River and Village Tour in
Buenavista,
 Candijay Mangrove Adventure Tour,
 Birding in Rajah Sikatuna,
 Variety of adventure tours in Rajah
Sikatuna National Park.
Types of Tourism Strategies
5. The Cluster Strategy
 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
Types of Tourism Strategies
Tourism Circuits
 A popular version of the cluster is the
tourism circuit
 Used as a strategy to increase the total
number of visits to all the destinations
within the circuit
 Provide tourists with a more rewarding
experience and value for money by
providing a mix of attractions and
activities in a destination.
 Attractions within the circuit should not
be separated by long distances so that
a visitor who enters should be
motivated to visit all the places within
the circuit
Types of Tourism Strategies
Components of a Tourism Circuit
 Set of compatible attractions
 Enroute facilities such as restaurants,
restrooms, etc.
 Transport infrastructure and services
 Service center which provides
accommodations and other needs of
the tourist
 Entry and exit points
Destination Themes
 Destination or holiday themes can be
powerful in promoting tourist
destinations
 Themes can be varied and the
possibilities are endless.
 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).
Bohol Countryside Tour
HIPADA Eco-Cultural Circuit, PSDN
4 Identify
and
prioritize
actions
What actions need to be done?
 Programs, projects and activities (PPAs)
are means towards the achievement of
results (Goals and Objectives)
 A project is defined as an undertaking
that involves the use of resources (e.g.
human resources, money), addresses a
well-defined purpose, undertaken within
a specific timeframe, with a start and an
end
 A program on the other hand is defined
as a package of interrelated projects
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
 Develop a
Monitoring

5 and
Evaluation
Strategy
How will you measure progress?
 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
 Evaluation results can be useful in
replicating successes and correcting
mistakes, and can also serve as an
accountability and learning tool for
LGUs
How will you measure progress?
 The M&E strategy should not be an
afterthought, but should be 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 PPALs
M&E Strategy
Questions?
Thank you!