CHAPTER 1

THE TOURISM
PLANNING PROCESS
LEARNING OUTCOMES
After completing this lesson, you should be able to:

1.explain what tourism planning is, its nature, and its importance;
2.discuss the steps in the tourism planning process;
3.identify the macro- and microenvironmental factors that affect tourism
planning; and
4.explain the importance of the factors to tourism planning in the local
context.
Building a good tourism product requires a solid foundation,
and that foundation is having a good plan. This chapter
provides a guide in understanding the concept and rationale
for tourism planning, the essential steps involved in
planning, and the primary considerations in formulating such
a plan.
DEFINITION OF TOURISM PLANNING

Tourism planning is a deliberate process for identifying

the activities that enable a tourism enterprise or
destination to realize its goals. One definition of planning
that I like is "using the past to decide now what you want
to do in the future," In this definition, we can see that the
past, present, and future are interlinked.
THE NATURE OF
TOURISM PLANNING
Tourism plans may vary in terms of scope and timeline. Tourism planning is a
collaborative process and that involves organizing the planning team where different
experts are engaged. The number of people involved in the plan will depend on the
scope of work and the area's size to be covered. The DOT Tourism Guidebook for
Local Government Units (2017) outlines various tourism areas based on scope and
coverage. These include tourist destinations, sites, circuits, clusters, and development
areas, which can be planned at different geographic scales such as town/city, province,
region, country, or across borders. Tourism planning involves collaboration among
experts and stakeholders, with the planning team size determined by the project's
scope and area covered. Plans may range from specific branding initiatives to
comprehensive master plans.
TOURISM SITES (TS)

Are the specific places that tourists come to see

and experience. A TS may be an existing natural
attraction, an area of natural scenic beauty, or a
man-made attraction. It can also be an area for
enhancement for tourism such as a greenfield site
for a new resort.
TOURISM DEVELOPMENT CLUSTERS (TDCs)

(TDCs) are areas that have a sufficient number and range of

tourism sites with the capacity to meet long-term development
possibilities; topographical features; contiguousness of
landmasses; geographical size-large enough to contain an
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
TOURISM DEVELOPMENT AREAS (TDAS)
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resources, providing comprehensive experiences for visitors while fostering
tourism growth and sustainability.
STRATEGIC DESTINATION AREAS (SDAS)
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(TDAs) situated
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based on criteria such as a critical mass of attractions, sustainable
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key markets, diverse product
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various tourist activities, and potential to be promoted as stand-alone
destinations. SDAs play a vital role in concentrated tourism development
efforts, aiming to enhance their appeal, sustainability, and
competitiveness.
TOURISM PLANNING
Tourism development plans vary in time horizon,
typically aligned with local officials' terms, ranging from
one to three years, six years, or nine years. These align
with short, medium, or long-term planning conventions.
In other industries like space exploration, long-term
planning may span hundreds of years. Plans must be
hierarchical, aligning with larger-scale plans such as
provincial, regional, and national tourism development
strategies. They should also complement other planning
documents like the Comprehensive Development Plan
and Comprehensive Land-Use Plan.
A master planning team for tourism development comprises experts in various
fields including land use planning, human resource development, disaster risk
reduction, architecture, product development, marketing, finance, community
development, and environmental management. The project encompasses
hazard and impact analysis, tourism resource assessment, product and
infrastructure development plans, marketing strategies, gender development
initiatives, disaster risk management, financial and investment promotion
strategies, and institutional capacity building.

Government agencies often hire consulting firms to develop tourism plans,

which assemble teams of external experts. The firm's staff manage the project,
handling logistics and stakeholder coordination. They work closely with local
government units, the Department of Tourism, and other offices, organizing
site visits, interviews, and workshops. Funding is typically provided by the
Department of Tourism.
LOCAL CHIEF EXECUTIVES
Tourism councils (multi-sectoral representatives)

• Tourism officers • DILG local government operations officer

• Local planning and development coordinators • DENR local officer
• Sangguniang Bayan chairperson for tourism development • Philippine National Police
• Local agriculturist (for farm tourism) • Disaster Risk Reduction Management (DRRM)
• People's organizations Council
• Nongovernment organization in tourism • Transport sector
• Barangay captains of barangays with tourism attractions • Protected Area Management Board, if the area is in
• Academe
a protected area
• DOT regional office • National Commission for Culture and the Arts
• National Commission for Indigenous Peoples
In a community like Mauban in Quezon Province, various
stakeholders play crucial roles in supporting tourism initiatives.
These stakeholders range from resort owners, transient
homeowners, and boat operators to souvenir sellers, massage
therapists, and LGBTQIA+ organizations. Within this diverse
group, there exists a core group whose opinions carry significant
weight with local government units (LGUs) and tourism planners.

Tourism plans in such communities can vary in scope and focus.

They may be part of a larger development plan or stand-alone
strategies. These plans could range from broad master plans to
specialized ones like marketing or crisis management plans.
Additionally, they can be tailored to different territorial levels,
from national to site-specific plans.
IMPORTANCE OF TOURISM PLANNING
Tourism planning is essential for effective tourism development
programs, helping to avoid past mistakes, establish timelines, and make
informed decisions. It provides a framework for utilizing resources
efficiently and aligning development with community needs. In
complex industries like tourism, planning is crucial due to the diverse
range of resources, stakeholders, and legal considerations involved. A
well-crafted plan enables local governments to allocate funds
effectively, minimizing negative impacts such as environmental
degradation and social displacement. Moreover, with the Seal of Good
Local Governance Act, having a tourism plan has become mandatory
for local governments, emphasizing the importance of strategic
planning in sustainable tourism development.
PLANNING VERSUS DEVELOPMENT
Planning and development in tourism are interconnected, with a poor plan often resulting in subpar
development outcomes. The quality of a plan relies on accurate and timely data and the chosen development
paradigm. Inaccurate or outdated data can lead to incorrect projections, while a focus solely on mass tourism
can incur significant environmental, social, and economic costs. A good plan encompasses a well-selected and
complete set of development components, whereas a flawed plan lacks essential elements. Planning involves
intellectual foresight and detailed consideration of tourism development, aiming to shape the future.
Development, on the other hand, involves implementing the plan's components to transform natural, cultural, or
historical resources into tourism destinations, whether by creation, restoration, or enhancement.

The components of tourism development, often referred to as the A's of tourism, include accessibility,
accommodation, activities, amenities, ability, administration, awareness, and attitudes. Accessibility involves
infrastructure and transportation, such as airports, seaports, roads, bridges, and terminals, as well as land, water,
and air transportation modes. Planning for accessibility aims to provide both entry and exit points to the
destination and internal connectivity, with seamless transportation interconnections. For instance, an airport
with direct connections to rail or bus lines ensures convenient travel to the final destination.
 STEPS IN TOURISM PLANNING
Tourism planning involves producing a written plan, often referred to as a roadmap, which provides consistent
guidance and information to concerned parties. These plans are typically formulated by government planning
and development offices at various levels, such as provincial or municipal LGUs. Due to limited resources and
capacity, many LGUs seek technical assistance from government agencies or consulting firms, which then
assemble planning teams comprising individual experts.

The planning process begins with a preliminary site assessment, utilizing existing data and site visits to
determine the need for further development. This phase helps LGUs decide whether to proceed with tourism
development, saving resources if the project is deemed unwarranted. A full assessment follows, forming part of
the initial situation analysis in tourism planning.

Overall, the tourism planning process involves careful evaluation and strategic decision-making to ensure
sustainable and effective development.
STEP 1
SITUATION ANALYSIS
In tourism planning, situation analysis, often conducted through SWOT analysis, assesses the current state of an
LGU or destination. This involves identifying strengths, weaknesses, opportunities, and threats, both internally and
externally. The aim is to leverage strengths and opportunities while addressing weaknesses and mitigating threats.
Planners also review past tourism plans and legal documents to ensure consistency and avoid duplication.
Compliance with national, regional, and provincial tourism development plans is essential.

Attention is given to comprehensive land use plans, statutory requirements, and environmental regulations, such as
those outlined in the NIPAS Act. Additionally, tourism plans should incorporate disaster risk reduction and climate
change adaptation strategies.

Analyzing trends in tourist arrivals is crucial for planning. While destinations typically aim for increased visitation,
events like the Boracay closure and the COVID-19 pandemic highlight the need to consider sustainability and
public safety. Carrying capacity, especially in protected areas, must be taken into account to manage tourism
volume effectively.
MICROENVIRONMENTAL FACTORS
Microenvironmental factors, or internal assessment, are crucial
components of the situation analysis in tourism planning. These
factors pertain to attributes internal to a planning unit, such as a
tourist destination or LGU. Strengths and weaknesses within these
factors, including geography, natural and cultural resources,
infrastructure, and people, are identified. Strengths are attributes
that can be leveraged to achieve goals, while weaknesses hinder
goal attainment. Correcting weaknesses, such as inadequate
infrastructure, is essential for destinations to optimize their
potential.
 MICROENVIRONMENTAL FACTORS

A destination's internal assessment should cover the following:

• the place of tourism within the broader development plans;
• review of laws and local ordinances;
• training needs analysis;
• tourism resources inventory and prioritization; and
• current and ongoing tourism-related projects

Broader tourism development plans, such as the National Development Plan, National Tourism Development
Plan, and Provincial Development Plan, provide frameworks for sustainable growth, yet many LGUs lack
updated versions. Legal frameworks, like the Tourism Act of 2009 and the Local Government Code, guide
tourism development. Compliance with laws ensures inclusive and safe infrastructure, while the NIPAS Act
regulates development in protected areas.

Training needs analysis is vital, covering technical, operational, and entrepreneurial skills. Training
programs by TESDA and DOT-certified centers enhance professionalism. Planners must consider
ongoing projects to avoid redundancy and allocate funds based on project stage and impact.
MACRO-ENVIRONMENTAL FACTORS
Macro-environmental Factors
The other half of the situation analysis involves the assessment of macro-environmental
factors. Macro-environmental factors refer to those that are external to a planning unit,
which was explained previously. As such, this is also known as external assessment.
This is an important step in identifying opportunities and threats.

Circumstances or trends that occur in the macro-environment that can be acted upon to
advance a planning unit's goals are called an opportunity. On the other hand, events or
situations that prevent a planning unit from achieving its goals are a threat.

The macro-environment can be systematically analyzed using the acronym

PESTLE. This acronym stands for political, economic, social, technological, legal, and
environmental events. The tourism planners' task is to sift through data to identify
trends relevant to tourism and the destination.
 THE FOLLOWING TABLE SHOWS SOME
DEVELOPMENTS THAT HAVE AFFECTED THE TOURISM
INDUSTRY.
• Political
• Decentralization of tourism functions
• Economic
• The rise of the BPO industry
• Social
• Liberal attitudes to solo or couple travel
• Technological
• The adoption of an online booking platform
• Legal
• Stricter statutory requirements for environment, safety, and PWD access
• Environmental
• COVID-19 virus

Competitive analysis is also part of the macro-environmental assessment. A destination needs to evaluate how it fares relative to
other destinations. Destinations compete based on natural or cultural endowments, uniqueness or rarity, location, climate, costs,
and image.

On a global scale, the World Travel and Tourism Council's Competitiveness Index contains the following subindices: enabling
environment, Travel and Tourism policy and enabling conditions, infrastructure, and natural and cultural resources.
PILLARS CONSTITUTE EACH OF THE SUBINDICES:

• Enabling environment
• business environment
• safety and security
• health and hygiene
• human resources and labor market
• Information and Communication Technology readiness
• Travel and Tourism policy and enabling conditions o
prioritization of Travel and Tourism o international openness
• price competitiveness o environmental sustainability
• Infrastructureo air transport infrastructure o ground and port
infrastructure o tourist service infrastructure
• Natural and cultural resources o natural resources
• cultural resources and business travel
STEP 2
SETTING GOALS AND OBJECTIVES
After assessing the current situation, the next step in tourism planning involves defining goals and
objectives to determine where the destination or LGU wants to be in the future. Goals are broad,
long-term aspirations, while objectives are specific, measurable, attainable, realistic, and time-
bound targets derived from these goals.

For example, a goal could be to increase women's participation in the tourism industry, while
corresponding objectives might include increasing the proportion of locally hired staff by 5% over
five years, boosting the proportion of locally sourced produce, and providing training to women in
souvenir making.

Traditionally, tourism development goals focused on economic targets like arrivals, revenue,
employment, and livelihood generation. However, modern tourism plans also address poverty
alleviation, micro-business generation, gender equality, risk reduction, and climate change response
to ensure holistic and sustainable development.
STEP 3
FORMULATING STRATEGIES

The third task is to formulate strategies. Strategies tell us how to go

from where we are to where we want to be. Planners state strategies in
broad strokes. Tourism development strategies will be explained in a
separate chapter.
STEP 4
DETERMINING AN ACTION PLAN
In tourism planning, strategies are translated into action plans or implementation plans
by planners. These action plans detail specific programs, projects, and activities,
assigning responsibility to entities or individuals. For example, the Tourism Road
Infrastructure Program, a collaboration between the DOT and DPWH, aims to improve
accessibility to priority tourism sites through road construction, benefiting local
communities and enhancing security. Another project, Accreditation on Wheels,
facilitates accreditation of tourism establishments by bringing DOT offices directly to
them. These initiatives exemplify how action plans drive the implementation of tourism
development strategies.
STEP 5
MONITORING AND EVALUATION
Monitoring and evaluation are crucial components of any tourism plan, enabling
comparison of results with stated goals and objectives. Deviations from these objectives
prompt adjustments in implementation by LGUs and other entities involved.
Benchmarks or milestones, known as indicators, are used for monitoring, covering
environmental, economic, and social aspects based on the plan's priorities. For example,
employment generation may be monitored through job numbers, while environmental
impact could be assessed through pollution indices. Effective monitoring ensures
alignment with desired outcomes and informs necessary adjustments in tourism
development efforts.
MONITORING WILL REQUIRE THE FOLLOWING
INFORMATION:

Monitoring will require the following

information:
• success indicators;
• targets per indicator;
• data sources for stated indicators;
• collection method;
• frequency of collection; and
• responsible entity.
THANK YOU FOR
LISTENING