The Tourism Planning Process

Chapter 2

THE TOURISM PLANNING PROCESS

The Core Value of this course is to enable you to make a tourism plan. In order for you to do that, we will discuss the basic steps in tourism planning and the kinds of information that you need to have to prepare a plan. finally, we will discuss the tools for analyzing internal and external factors that impinge on a destination, evaluationg tourism assets and tourism sites, and making projections on demand and suplly. The tourism development plan digest is also provided to give you a general idea of what tourism planning at the local level entails.

Learning ObjectivesAfter reading this Chapter, you are expected to:

1. recognize different models of planning;

2. recall different tools and data needed for tourism planning;

3. name the major elements of a toursm development plan;

4. identify the special features of ecotourism planning process;

5. evaluate tourism resources and tourism sites according to established criteria;

6. make projections on supply of rooms; and

7. enumerate the components of a tourism development plan digest.

PLANNING MODELS

Basic Planning Model

The most basic planning sequence was proposed by the british planning pioneer patrick geddes; survey-analyze-plan. the first stage involvesdata and informantion gathering. the second stage is the analysis of the data collected and detection of trends that are likely to occur or continue in the future. the final stage is to make a plan, taking into account the facts and interpetations drived from the first two steps (Hall 1975).

Systematic Planning Process

Brian McLoughlin's Systematic planning process (1969 in Hall 1975) starts with the decision to adopt planning. the second step is to formulate thegoal(s) and objectives of the plan. the third step is to study possible courses of action, followed by an evaluation of the courses of action, taking into account the values of the organization and cost-benifit analysis. the fifth step is to decide on the action to be taken, which may, for example take the form of public investment or controll through private investment. the sixth and laststep is to review or monitor the results of the action in relation to the stated goals or objectives. the information is then fed back to step number 2 and use to modify or adjust the plan because of this loop, it can be said that this planning process is actually a cycle

Rational Planning Model

One of the most popular planning approaches is rational planning (hudson 1979 in Lew 2007). also known as synoptic pllaning and comprehensive planning, this approach was emulated from the urban planning tradition. this model appears to be an elaborate version of McLoughlin's Model described previously. the steps in the rational planning process have been summarize by Lew (2007) as follows;

1. identify a problem.

2. identify a goal (or goals).

3. collect background data.

4. identify guidlines for assessing alternative plan scenarios.

5. identify alternative plan scenarios, including policies and guidelines, to achieve the goal.

6. Asses alternative plan scenarios using the pre-defined assessment guidelines.

7. Select the preferred alternative.

8. implement the plan.

9. monitor evaluate and revise the implementation

10. identify new problems and begin the process again.

Although this is a step-by-step procedure, it is actually a cycle asdenoted by step number 10.

TTEC "VICE" Planning Model

New Zealand's Tourism recreation research and education centre (TRREC) presents a model that emphasizes the interest of visitors, industry, communities, and the environment (VICE). In this model these four major stakeholders are able to provide "inputs" into the local tourism planning framework.

TRREC emphasizes the central role of consultation in the planning process. Accourding to the organization, consultation is important for the following reasons:

1. to provide information to all those who might be affected by tourism development;

2. to encourage parties to present their views;

3. to explain the scope of consultation to all stakeholders, such as impact on the environment of a proposed new visitor activity; and

4. to give reason for decisions by local authorities to proceed or cancel a tourism project

The strategic planning toolkit is the second of TRREC's four tourism planning "toolkits". the other three toolkits are situation analysis (first set of "toolboxes"), Implementation (Third Set), and Monitoring (fourth set).

it consists of the following components:

1. Vision - the future state and achievements required for tourism

2. goals - board-based targets for tourism (qualitatively stated)

3. Objectives - Specific measures of achievments (quantitatively stated)

4. Strategies - the Methods by which objectives will be achieved

Tourism Planning Process in the National Tourism Development Plan

The Planning process which is derived from the sections of the (Philippine) national tourism development plan for 2011 to 2016 is as follows:

1. Situation Analysis

This section provides an analysis of natural and cultural resources, tourism infrastructure, transportation, accommodation capacities, tourism administration and governance, trends in turism arrivals and receipts and identifies strengths, weaknesses, opportunities, and threats (SWOT).

2. Goals, vision, and strategies directions

The started Strategic Vision is "to be a must-experience destination in Asia". The goal is "to have an environment and socially responsible tourism that delivers a more widely distributed employment and income opportunities..." The threemain strategic directions are (1) to improvemarket acccess and connectivity, (2) develop and market competitive tourist destination and products, and (3) improve institutional governance and human resource capacities

3. Action plans/timeline

This section provides a detailed listing of specific activities over a five-year period.

4. Cost Estimates/budget

The cost estimates are ballpark figures of the amount of money that will be needed to carry out the strategies

5. Implementation mechanism/Destination management Framework

This section presents the main entites that will translate the planat the strategic and tactical levels. strategies and tactics are sometimes interchanged but there are fundamentals difference between the two concepts, according to ardent consulting. first, a strategic plan is a roadmap to a vision, while a tactical plan is a map to a goal. thus, in the same way thata vision is comprised of goals, a strategy is composed of tactics. second, strategiesrequire more than a year to several decades to accomplish, while tactics take one year or less in time frame. third, strategies will involve the whole organization, while tactics involve only a part of an organization lastly, strategies are formulated by the highest management level in the organization, while tactics involve the lower level officers.

UNWTO Tourism Planning ModelHow Complex the tourism planning process gets depends on the scope

o f work to be done. in some cases, the objectives of the plan will already be determined by the pricipal or sponsoring organization, and the planner(s) will only have to undertake situation analysis to identify and justify the chosen strategies. For instance, when the UN World Tourism Organization recruits members of the planning team, they will already have a project Brife Which indicates that a background analysis has already been carried out, useally by a consultant or a team of consultants. Then the UNWTO sends out emails to prospective team members with an offer of compensation and the Terms Of Reference (TOR), which lists the expected outputs from the "experts"

There are five basics steps in crafting a tourism development plan.

1. Study Preparation

This step involves formulating the project TOR, selecting the technical team to carry out the study, appointing a steering committee, and organizing the study activities.

The TOR are formulated so that the study achieves its desired results and outputs. The TOR specify the economic, environmental and social issues, as well as the critical institutional elements and implementation techniques. the TOR format follows the typical planning process but is tailored to the unique characteristics and need of the area (e.g., a country) concerned. For Places with an already existing tourism development, The TOR may emphasize rejuvenation or improvement strategies and guidance on future expansion. A Single Study may include national, Regional and local level of planning. Local levelinvolves detailed planning for priority development areas, which must be specified in the TOR.

The actual work performed by the planning team is just the tip of the iceberg of the whole process. during the study preparation stage, costultations between the party requesting for technicial assistance and a development agency(eg., UNWTO) are carried out. the requesting party maybe a goverment unit such as state agency (democratic People's Public of Korea National Tourism administration), a local goverment unit (LGU), such asa province or group of provinces (e.g., the three samar island provinces), or part of a province (Northen part of leyte province) a city, or a town. in this stage, the funding source for the planning project is also discussed. financing for such projects may come from an international development agency (united nations development programme), the national tourism agency (department of tourism), or the LGU, Singly, or in partnership with the other

entities. The DOT encourages LGUs to conduct their own tourism planning, in which case assistance may be just in the provision of an expert adviser. however in case the LGU lacks the planning capacity. the DOT may do it for them but will work out a co-financing arrangement in a Memorandum Of Agreement (a ranking DOT official, personal communication, october 2013)

sometimes the client organization, such as the DOT, Will employ the services of a consulting firm (e.g., Berkman international), or individual consultants, to carry out the tourism planning project. after contract briefing sessions,the contract is finalized and signed between the two parties-(client organization and consulting firm). the contract states the mobilization period and project timeline, such as the scheduled submission of draft reports, workshops, site visit and plan presentation. a consulting firm may enter into individual contracts with the recruited experts, the experts having been chosen in consultation with the client. the contracts with the experts spell outthe TOR, which indicate the timetable of release of professional fees and dailyallowance, and the expected outputs along that timeline (Espino, Personal communication, October 2013). one reality of working in a team is that sometimes you have to work with people you have never met before it is important that team members are able to adjust to each other's idiosyncrasies. power play within the team must be managed to ensure smooth working relationship and timely submission of repots.

2. Background Research and Documentation

The second stage, background research and documentation, involves several methods. workshops and seminars may be held to obtain inputs from stakeholder representatives in the area concerned. the main outputs of such workshops are a vision statement, and identification of tourism sites. site visits or ocular inpections are another method. the purpose of the site visits isto evaluate the potential of tourism resources the team may spend time in local accommodation facilities and sample restaurants to assess the quality of services and facilities. they also conduct interviews with key informants, such as town officials and tourism officers, to obtain information about the LGUs' comphensive land use plan (CLUP) and tourism development plans, if there are any. talking with local officials also reveals local political dynamics, which has bearing on the implementation of plans.

3. Objectives

The third stage is the formulation of objectives based on the information derived from the stakeholder inputs during the workshop and sitevisits. for example, for the marketing component of the plan, the brand decision and target market identification will depend on the observed strenghts of the destination's tourism resources. the communication objective

(e.g., awareness, interest, desire, action) will depend on the level of awareness of the target market(s).

The Kind and Number of goals and objectives in a tourism plan will depend on the scope off the planning project. if it is a master plan, it may have sections om marketing, product development, design guidelines, gendersensitivity program, and financing, among others. the plan may also be focused on one issue and therefore may have a singular goal or objective, such as how to revitalize the coastal towns in Stri lanka that were devasteted by the indian ocean tsunami in 2004

4. Strategies

The fourth Stage is to Decide on the appropriate strategies to achieve the objectives again based on the analysis of the local situation. sometimes, consultants may debate on the choice of strategies. for example, one consultant will propose building a "world-class" tourism school as a strategy to develop human capital. Another would disagree with it, given the financial condition of the country. this consultant might suggest that it would be more feasible to improve the facilities of an existing tourism college and recruit volunteer teachers to conduct foreign language training.

The Strategies must be detailed in terms of action plans and programs.for example, the human resource development component of a north korea project in 2006 (whicch this author happened to lead) consisted of a six-country (Europe and asia) International Exposure Program for officials of the national tourism Administration. the program included a short-course trainingfor middle-level tourism officers in malaysia hotel operations training for rank and file; lecture-workshops for senior officials, and intensive foreign-laungagetraining in chinese, janapese, and english. Each of these action programs hadits own timeline.

5. Report Writing and Presentation

The Fifth step is the writing of the plan and presentation to the stakeholder groups. to some extent, the final content of the plan will reflect preferences expressed by a stakeholders, such as the local andministration. on one foreign assignment this author had to "rephrase" certain parts of a report to reflect a more positive image of the country, as "requested" by the counterpart officials.

Tourism plans must be in written form so that stakeholders and any other interested party can have a standard reference for implementation.

The last step is implementation and monitoring. however this stage is already carried out by the client or implementing agencies at the tourist

destination level. as such, the work of the consultants concludes with the submission of the final report. in many cases, the planning team is seldom informed of wheter the plan was even implemented the test of a good plan is in the results after its implementation, but some plans end up just "gathering Dust in shelves".

Ecotourism Planning ModelThe Department of Environment and Natural Resources administrative

order no. 2013-19 states the guidelines on ecotourism Planning and management in protected areas. the guidelines provide the basic steps in ecotourism planning in annex B, Shown below

Site Assesment

a. Preliminary Site Evaluation (PSE)

The preliminary site evaluation is a feature of ecotourism planning not commonly found in regular tourism plans. at this stage, it is assumed that the protected area (PA) has already undergone a site evaluation as a requirment for the preparation of the protected Area management plan. The International union for conservation of nature (2008) describes a protected area as "a clearly Defined geographical space, Recognised, dedicated and managed through Legal or Other Effective means,to achieve the long-term conservation of nature with associated ecosystem services and cultural values" IUCN Says that PAs Are a pillar of Biodiversity Conservation and also contributes to people's livelihoods, particularly at the local level, PAs Provide Food Clean water Supply,Medicines and protection from the impacts of natural disasters. they also help mitigate and adapt to climate change as the global network of protected areas stores at least 15% of terrestrial carbon.

According to court (2013), a Oritected Area management plan (PAMP) is a Document that guides authorities in looking after a protected area. the basic objective of a PAMP is the conversation and management of the biodeversity of the PA. the PAMP also indicates under whose jurisdiction a protected area is the PA.s Significance the threats the PA is Subjected to, and the strategies for protecting the PA. The Complexity Of a PAMP will vary Depending on a Host of factors, such as the size of the PA the Number of communities involved, The Kinds of threats the PA is Faced with, the degree of competing interests, the level of stakeholder involvement, and even the issue emanating from outside the PA itself

Republic Act No 7586 or the National Integrated protected areas

system (NIPAS) Act of 1992, Further provides that the management plan should "promote the adoption and implementation of innovative management techuniques, including, if necessary, the concept of zoning buffer zone management for multiple use and protection habitat conservationand rehabilitation, diversity management community organizing, socioeconomic and scientific researchers, site-specific policy development, pest management and fire control'

The information derived from the site evaluation may already be used for purposes of the PSE. The PSE determines whether a particular site is appropriate for ecotourism development, and therefore needs to continue with the planning process for ecotourism in the area.

Questions to be addressed are:

Are there potential natural or cultural attractions in the area?

Can visitor access to the attractions be easily established?

Can the attractions be protected at an acceptable level from the impacts of visitation?Is the area free of security problems or natural 'hazards .that cannot be effectively controlled by the management of the area or local authorities?Does the PA have sufficient management and administrative authority to effectively manage implementation and monitoring of an ecotourism program at site level? Is there a reasonable expectation that initial funding needed to develop ecotourism will be available? Are the protected area managers, tour operators, and communitieswilling to conform to the ecotourism guidelines (e.g., tourism that is lowimpact, involve small groups, subjected to impact monitoring, and activelyinvolves local communities)? Will visitation improve biodiversity health or reduce threats to

conservation targets.?The response to all these questions must be positive to determine if

ecotourism is appropriate for the area. If there is a 'negative response, afocused group discussion will be organized and the participants willdeliberate on whether to proceed to the next step, which is the full siteassessment.

b. FUN Site Assessment (FSA) The full site assessment will involve the following methods:1. Review of existing data - review of existing plans, policies, laws,

inventories, and maps that pertain to the site being studied.2. Field work - validation of information about the area; includes

photo, observations, notations on maps, field notes.3. Interviews of key informants, such as tourists, government workers in

the PA, academic and scientific researchers, people involved in projects in the area, etc.

4'. Questionnaire and surveys - may be used when specific data is needed.

5. Consultative meetings and 'workshops.6. Preparation of an FSA Report, which shall cover the following:_ . .

a. Natural resources and features (flagship species, endangered species, scenic attractions, critical areas needing protection);

b. Cultural resources (historical, heritage, or archeological attractions, presence of indigenous peoples, traditions);

c. Protected area management (zoning, PAMP, adequate staff in the PA Office, visitor impacts, research conducted, monitoring, ancestral domain);

d. Visitor, patterns, activities, and infrastructure (accessibility, information and educational campaigns or IEC, user fees, visitorstatistics by gender);

e. Tourism plans and policies (existence Of an ecotourism plan for the area);.

f. communities (population and economic activities);

g. Partnerships (NGQs, LGUs, and people's organizations (POs), and other stakeholders);

h. Marketing and promotion (promotional activities; IEC); and

i. Opportunities and threats.

Ecotourism PlanData from the site assessment will become inputs to the ecotourism

plan. The major elements of the ecotourism plan are:

Site profile;1. Tourism situation;2. Issues and concerns of developing and sustaining ecotourism;3. Ecotourism planning for the site;4. Vision, goals, and objectives; and5. Component strategies.

a. Zoningb. Visitor site plan and designc. Sustainable facilities designd. Visitor managemente. Revenue generation

Zoning identifies 'where specific activities will take place(Drum and Moore 2002). Zoning is necessary to preventconflicting use and for safety reasons. For example, swimmingareas and boat docking stations should be located in separateareas of an island.

Visitor site plan and design consists of a detailed, large-scale map of the specific site where ecotourism activities willoccur. They indicate where infrastructure will be located in away that will minimize impact upon the site's natural resources.The design should optimize the relationship between thedifferent infrastructure elements at the site (Drum and Moore.2042).

Visitor site planning should consider the following: Capacity - determines limits based on site sensitivity; Density; Slope - steep slopes should-be avoided; Vegetation - refrains from landscaping; retains as much of .

The original plants in the area; Wildlife - preserves and conserves; Views - should be maximized; Natural hazards - should be avoided; Energy and utilities - use environmentally appropriate

technologies for lighting and waste management; Water - use of water, including rainwater, safely and

efficiently; and Visitor circulation - lodging and rails must optimize visitor

movement, minimize disturbance to sensitive areas, and must have low impact.

According to Queensland (Australia) Ecotourism Guidelines,sustainable facilities design requires that structures and associated

activities are "fully integrated and in harmony with the ecosystem andits environmental features and constraints." An ecotourism facility isconsidered ecologically sustainable if they:

preserve ecosystems, natural landscapes, and special species; minimize habitat loss and weed and pest invasions; incorporate natural landscape features in the site design,

layout, and construction design; minimize environmental impacts and suit the

landscape (or seascape); use water and energy efficiently and in a sustainable manner;

minimize waste and adopt recycling strategies; and Minimize impacts from noise and lighting sources and on air

quality.

Ecotourism facilities should aim to present and appreciate an area's natural and cultural values, and not modify the natural environment.

Candrea and Ispas (2009) described visitor management as anadministrative action which is aimed at maintaining the quality of parkresources and visitor experiences. The purpose of visitor management is"to minimize the negative impacts resulting from unrestrained visitoractivity and to create and maintain opportunities for visitors to view,experience, learn about, and appreciate their natural and culturalheritage."

Candrea and Ispas outlined four strategic approaches to reduce the negative impacts of visitors in protected areas:

1. Managing the supply of tourism or visitor opportunities, such asby increasing the space available or the time available td accommodate more use;

2. Managing the demand for visitation, such as by restricting of length of stay, total numbers, or type of use

3. Managing the resource capabilities to handle use, such as by hardening the site or specific locations, or developing facilities; and

4. Managing the impact of use, such as by reducing the negative impact of use by modifying the type of use, dispersing, or concentrating use.

According to them, visitor management techniques include: regulating access by area (zoning);

regulating visitation by visitor type (through pricing);implementing entry or user fees; providing interpretation programmers and facilities; regulating visitor behavior (codes of conduct); and Concentrating on allowing accredited organizations to bring

visitors to the site.

TOOLS AND DATA REQUIREMENTS FOR TOURISM PLANNINGThe main tools that can be used for the situation analysis are published

toolkits, websites, government documents, statistical reports, and existingplans. The material for this section was taken mainly from DOT-JICA'sTourism Development Planning Guidebook for Local Government Units.

Situation AnalysisThe Situation Analysis section of a tourism plan is carried out to

establish where the destination stands in terms of (1) socio-economic data,(2) land use, (3) infrastructure, (4) tourist attractions, (5) visitors, and (6)existing plans and programs. Examples of data requirements for eachvariable are shown below.

1. Socio-economic situation Population at base year and at projected year Economic indicators at base year and projected year (GDP, GRDP) Employment in tourism at base year and projected year

2. Land Use (Source: LGU's Comprehensive Land Use Plan) Land use classification [Forest,. agriculture, settlement

(urban/rural residential area), zones specified for tourism use, etc.]

Area in hectares and percent of total area: Land use maps maybe prepared digitally or manually.

3. InfrastructureData on infrastructure can be from topographic maps or from

the provincial Geographic Information System. A planner or engineer can help locate infrastructure information to provide a copy of an infrastructure map.

Inventory of InfrastructureIn coming up with a list of infrastructure, you have to get the name,

the length, capacity, any issues with current facilities, and future plans, such as building a new one, expanding the current facility, or just improvingit

No. Infrastructure Type Attributes

1 Airport Name of airportRunway length or capable aircraft typePassenger terminal capacity/ sizeAny problems/ constraints on existing facilitiesFuture plan (new/ expansion/ improvement)

2 Seaport Name of seaportNumber of piers or wharfs for passenger vesselsPassenger Terminal CapacityAny problems/ constraints on existing facilitiesFuture plan (new/ expansion/ improvement)

3 Road: (by classification of National, Provincial, Municipal road)

Total length of road network in LGU/ province by classificationTotal length of paved road by classificationMap of road network by classificationAny problems/ constraints on existing facilitiesFuture plan (new/ expansion/ improvement)

4 Water Supply Name of water supply company/ organizationLocation of water treatment plants and capacityAny problems/ constraints on existing facilitiesFuture plan (new/ expansion/ improvement)

5 Sewerage System Name of company/ organizationLocation of sewerage treatment plants and capacityAny problems/ constraints on existing facilitiesFuture plan (new/ expansion/ improvement)

6 Power Supply (Electricity)

Name of power supply company/ organizationLocation of power plant and generating capacity'Service area or main power supply line locationAny problems/constraints on existing facilitiesFuture plan (new/ expansion/ improvement)

7 Telecommunication Name of telecommunication companyService area coverageAny problems/ constraints on existing facilitiesFuture plan (new/ expansion/ improvement)

You have to present this information on a map, which you can makeusing computer software or manually. Use different map symbols for plannedand existing infrastructure information (for- example, solitariness for currentand dotted or broken lines for planned infrastructure).

4.Tourist AttractionsFor tourist attractions, you have to list them by name, type, and

category. Then you have to map their using standard symbols. You rriustalso collect these useful information about the attractions, perhaps with thehelp of a tourism officer, like policies (e.g., conservation, land use control,financial support, etc.), historical background (unique aspects), and accessfrom major airports, seaports, and land transportation terminals (distance;travel time, frequency, schedule, fare, and seating capacity). If there is an

existing. Tourist attraction-distribution map in the destination, it can be.used as the basis for preparing a standardized tourist attraction- distributionmap. The location needs not be precise as the tourist attraction-distributionmap is simply for preliminary planning and not for engineering purposes. Usethe standard symbols. Provided in the DOT-JICA Guidebook.

Tourist Attractions by Types and Categories

Nature mountains

highland

Lakes and pond

River and landscape

Coast and landscape

marine park

diving spot

otherunique land formation and landscape

History and Culture Fort and castle

Cathedral and church

Garden

Street and townscape

Historical road and path

Historicremains

Museum

Art Museum

Zoo and botanical garden

Aquarium

Other Structures and building

Industrial Tourism Agro-forestry tourism

Farm and ranch for tourism

Fishery tourism

art and craft

Other industrial facilities for visitors

Sport and recreational facilities Golf

Tennis

Cycling road and area

Hiking-course

camping ground

Nature trail and path

Beach for sea bathing

Marina and harbor pressure boat

Large-scale park

Leisure-land, theme park

Sports and resort complex

Other sports and recreational facilities

Shopping Shops, shopping area/ mall

Open air Market, sunday market, traditional marketarea, etc.

Local specialties and restaurant

Costoms and traditions Event and festival

Folk Music and dance

Local cuklture and traditionsSpecial Events Exposition

ConventionOther events

Health and Wellness Medical treatmentSpaAesthetics

Others Casino

The inventory may include volume of domestic and foreign visitations if data is available.

Sample Inventory Table for Attractions

Number Name Type Category Annual Tourist ArrivalsDomestic Foreign

5. Visitors and Supply. DataVisitor Data

Visitor arrivals at major entry points (airports/seaports) Visi tor profi le

The survey on visitor arrivals at the entry point will yield data that will be useful for calculating the demand for rooms or commercial accommodation.

Number of Visitors Who Will Use Commercial Accommodation =

Total Number of Visitors Surveyed (Returning Residents + Same-dayVisitors + Domestic Travelers Who are Visiting Friends and Relatives)

Note that foreigners who are visiting friends and relatives (VFR) arepresumed to prefer to stay at commercial accommodation establishments.

Demand data that need to be-organized are:a.Total Overnight Visitors (V) = Total Number of Respondents -

(Residents + Same-day Visitors + Domestic VFR Tourists)b. Total Guest-nights (GN) = V X Average Length of Stay in Nights

(LOS)c.Occupancy Rate (OR) = Total Number of Rooms Occupied/Total

Number of Rooms AvailableNote that the computation is not based on total number rooms but

on available rooms because some rooms may be under maintenance or renovation.d. Room-nights = Number of Rooms Occupied (R) x LOSe. Total Guest-night (GN) = Room-nights (RN) x Average Number of

Guest/Roomf. Rooms Needed/per Tirne Period = [(V .x LOS)/Average Number of

Persons per Room]/Average Occupancy Rates/Number of Nights per Time Period

The demand data that have been collected for over a year or longer can reveal seasonality patterns.

The estimates of overnight visitors and total guest-nights for a tourism atea are helpful in choosing the strategy for that area. For example:

If an area has the biggest number of visitors and guest-nights,that area can be considered as the tourist base or staging point. Awide range of services and amenities for the tourists should beprovided.

If an area has almost the same values for visitors and guest-nights compared with other areas, then the visitors might not staylong. Consider adding new activities and attractions to make thevisitors stay longer.

Visitor profiles can be analyzed from reviewing the questionnairesurvey. The questions within the questionnaire survey include place ofresidence (name of province Or name of country); age; sex; nights of

stay; the number and type of companion; and places visited. Theinterview surveys are usually done at the ports of entry. The interviewsurvey also includes visitor profile questions similar to the questionnairesurvey conducted at accommodation establishments (AEs): place ofresidence; purpose of visit; nights of stay; the number of persons travelingtogether; anc expenditure. With this data, various visitor profile analysesbecome possible.Supply DataAccommodation Establishments

Total number of rooms available by size Total number of AEs by type (hotel, condotel, tourist inn, serviced

residence, apartelles, motel, pension house, homestay site, etc.) Number ofrooms by type Classification of AEs by size:

Large: 60 or more rooms

Medium: 20-59 rooms

Small: 19 or less roomsTourism Service Industries

Tour operators Travel agents Tour guides Souvenir shops RestaurantsMake a list of these service providers with information such as business

name, major activities and specialty, contact person, website, telephone, email, among others.

6.Existing Plans and ProgramsIn preparing new plans, you will have to refer to existing plans and

programs. This will save a lot of time and effort and avoid costly mistakes.

Look for:a. Comprehensive Land Use Plan. This is the basis of land use

planning at the LGU level. The socio-economic section of this document can provide data common for tourism development. This can be obtained from the LGU Planning Department/Office.

b. Comprehensive Development Plan. This is a five-year or three-year development plan with a capital improvement plan. The document may contain an infrastructure plan that can inform tourism development planning.

c. Provincial Physical Framework Plan. A copy of this plan may be requested from the Provincial Planning and Development Office, if this is not available at the city or town level.

d. Regional Tourism Development Plane. National Tourism Development Planf. Philippine Medium-Term Development Plan by the National

Economic Development Authority.

Tools for Situation Analysis SWOT Analysis

The Strengths, Weaknesses, Opportunities, and Threats (SWOT)analysis is something that all tourism students should be familiar with. Asyou know, it is a grid used to identify and organize internal (SW) andexternal factors (OT) that have potential to affect your destination.Strengths

These include all the tings your destination is best in, as well as all thecontrollable factors: attractions, local infrastructure, festivals, specific foods,beach quality, accommodation capacity and quality, strong tourism policies,etc.

Strengths can be developed around aspects of the destination thatare (1) unique, (2) excellent, (3) authentic, (4)- indigenous, (5) original, (6)historic; and (6) have superlative characteristics (highest, longest, smallest,etc. (de Leon n.d.).

A strength can be the basis for the destination's comparative andcompetitive advantage(s). A comparative advantage is an attribute of thedestination that gives it a distinct edge over other places in a particularaspect of tourism. For example, Siargao' has a comparative advantage as _a surfing destination because of the superior quality of its surf. Thisadvantage is attributed to its location along the Pacific Coast of thePhilippines where the winds whip up the iconic tubes that appeal to highlyexperienced surfers. Another example is Dubai's strategic location whichmakes it the ideal hub to serve Africa, Europe, and Asia. Mt. Everest's locationin Nepal made the country the mountain-climbing capital of the world.Likewise, Malaysia's affinity with the Arab world makes it a favoritedestination of Middle Eastern tourists. A destination must utilize thisadvantage to fully benefit from it. For example, person who is seven-foottall would be better off developing his basketball playing skills if he couldplay in the NBA than studying to be an engineer. Likewise, Maldives was ableto exploit its comparative advantage by specializing in beach/marine

tourism.

Competitive advantages are what people can do to make use of thecomparative advantage or offset a _weakness. For example, destinationswhich do not have distinct natural tourism assets can still acquirecompetitive advantage by manipulating price, human resources,infrastructure, environment, and technology (Pike 2008). Eas Vegas wasjust a desert town before it found its niche in gaming, and later familyentertainment. Singapore has few major natural assets but makes up forthis deficiency through constant innovation and service quality. Japanwas able to compensate for limited summer/beach season by havingartificial beaches which could be covered in case of inclement weather.

WeaknessesThese are internal factors that are under your control but need

improverrient, such as lack of experienced or knowledgeable staff, securityissues, lack of infrastructure, or transportation access, dirty environment,and lack of local tourism plans.

In analyzing the strengths and-weaknesses of a destination; the followinguse of the As of tourism as a framework is recommended:

1. Attractions: natural and cultural resources2. Advantages: existence of tourism resources not found

anywhere else3. Access: location of the destination, travel time,

transportation, terminals, infrastructure; connectivity4. Accommodation: hotel, homestay; camp sites;'etc.5. Amenities: banking, shopping and health facilities6. Activities: what can be done at the destination7. Atmosphere: peace and order situation; safety8. Ability: quality of human resources for tourism, such as

marketing and service skills9. Administration: presence or absence of a tourism

organization; ordinances affecting tourism; data gathering system for tourism planning

10.Attitude: acceptance and support for tourism by local stakeholders

11.Affluence: financial muscle of the destination12.Affordability: relative prices of goods and Services in the

destination

13.Arrival: visitor trafficOpportunities

These are external factors that can enhance-the-viability of a-destination, such as robust growth in key source markets, national levelsupport for tourism program; growing interest by the international marketin tourism products offered in your destination.

ThreatsThese are uncontrollable factors that could place your destination at

risk, such as lack of up-to-date statistics from national government, newcompetitors, war or economic downturn in the source markets, and climatechange.

Aside from the SWOT analysis, you may also use: PEST (political, economic, socio-cultural, technological) - a tool for

analyzing the macro-environmental forces that affect tourism in thedestination. A variation of this framework is STEEPL (Socio-cultural,Technological, Environmental, Economic, PoliticaLand

Butler's Tourism Area Life Cycle (TALC) can help identify the stage di' thelife cycle a. destination is in.

Ansoff Matrix - a tool for analyzing whether a destination is facing a challenge of market development, product development, or both.

Boston Consulting Group (BCG) Growth-Share Matrix - a portfolio planning model for categorizing products into star, problem child, cash cow or dog, with implication on whether to harvest, maintain, ordivest the product. The BCG Matrix was developed by BGC's Bruce Henderson in the 1970s. It classifies a company's business units based on combinations of market growth and market share in relation to the largest competitor. Market growth represents industry attractiveness, while relative market share stands for competitive advantage. The matrix locates the business units within the grid constructed from these two important determinants of profitability (www. netmba.com)

VRIO model a tool that analyzes tourism resources in terms of their value, rarity, inimitability, and being organized (e.g., if it is already partof tour offerings of tour operators). One that gets a nod in all four criteria can be considered a competitive advantage, and one that gets a no in all four criteria is a competitive disadvantage.

Evaluation Tool for Tourism Attraction and SitesTourist sites are designated based on the evaluation of tourist

attractions. The evaluation should consider accessibility and the politics inthe area. Official designation of tourist sites requires stakeholder

consultations, especially the local chief executive, such as the barangaycaptain or mayor.,

The major criteria for evaluating attractions are (1) tourist appeal, (2)accessibility, (3) activities and products, and (4) facilities and services.DOT-JICA uses a scoring range of 4 (excellent), 3 (good), 2 (fair), and 1 (poor).

Tourist Appeal Criteria z Tourist appeal has four criteria: (1) uniqueness, (2) historical value, (3)

socio-cultural value, (4) natural aesthetic, and (5) visitor traffic.

Uniqueness4: One of a kind3:2-3 similarities2: 4-5 similarities1: 6 or more attractions

Historical Value 4:100 years or more3: 50-99 years2: 11-49 years1: ten years or less

Socio-cultural Value4: Very important3: Important2: Less important 1: No importance

Natural Aesthetic

4: All natural excellent3: 1-2 enhanced structures2: 3-4 enhanced structures1: 5 or more enhanced structures

Presence of Visitor Traffic4: 100,000 or more per annum3: 50,000-99,999 per annum2: 1,000-49,999 per annum1: No record

AccessibilityDistance4:0-10 km3:11 km - 20 km 2:21 km - 30 km 1:31 km and above

Travel Time4: Within 1 hour3: More than 1 hour - 2 hours2: More than 2 hours - 3 hours1: More than 3 hoursType of Road4: Paved (asphalt/concrete)3: All weather (no potholes)2: All weather (with potholes)1: No roadMeans of Transport4: Anytime3: Scheduled2: By chance1: NoneActivities and Products

4: With 4 or more tourism activities or products3: With 3 tourism activities/products2: With 2 tourism activities/products 1: With 1 tourism activities/products

Facilities and Services4: With 6 or more tourism facilities and services3: With 4 - 5 tourism facilities and services2: With 2 - 3 tourism facilities and services1: With at least 1 tourism facility/service

The scores given the tourist attractions will be used for selectingthe attractions that will comprise a tourist site. The higher scoringattractions will be prioritized (priority attractions). (Note that the scoring

system may be modified by the stakeholders .at the early stage of theplanning process.)

The priority attractions will be plotted on a preliminary tourist-site-

distribution map.

Evaluation Criteria for Designating Tourism Development Areas

For the purpose of designating a TDA, the facilities located in theplaces will be evaluated on the basis of (1) transportation, (2) tourismservice facilities, (3) accommodation establishments (AE), and (4)infrastructure.

The required data for this evaluation are1. Inventory of tourism attractions;2. Number of rooms by type of AE;3. Development plan of LGU (Comprehensive Land Use Plan or

Provincial Planning Framework Plan); and4. Maps showing location, network or service areas of

infrastructure - airport, ports, roads, water supply, sewerage system, power supply, and telecommunications (CLUP/PPFP).

TransportationTravel time from airport or provincial main seaport an hours) to TDA service center 4: Less than 1.03: 1.0-2.02: 2.0-4.01: more than 4.0Conditions and capacity of airport or main seaport4: Well established and can expand easily for future3: One (airport or seaport) is okay but the other2: Both have limited capacity; no room for expansion1: Only one port available; no room for expansionTransport services at airport or main seaport

4: Meet international standard and operation3: Meet international standard but operated for domestic2: Meet domestic service standard1: Only for local services

Road conditions from gateway town to TDA service center4: Good (paved and more than 7m-wide carriageway)3: Paved and 2-lane highway but less than 7m-wide carriages2: All weather but not concrete pave1: Unpaved and not all weather

Tourism Service FacilityGuide signs and information board for tourists:4: Well provided along the access road3: Exist but not appropriate or do not meet the standard2: Only sign board; no guide sign1: Not provided

Visitor service facility at TDA/TDC service center or town4: Information center with shops and toilet/rest space3: Shops and toilet/ rest space2: Public toilet only1: NoneAE Facilities within the TDA/TDC

Number of roomsSanitation (sewerage (sewerage system and solid waste collection)4: 501 and above3: 201-5002: 51-2001: Less than 50

Infrastructure at TDA Service Center/TownWater supply (Distance from supply main or water plant/ water resource)4: Available at site2: Less than 5 'KM2: More than 1 km but can be connected1: Only independent generator can provide

Sanitation (sewerage (sewerage system and solid waste collection)4: Available for both sewerage and garbage collection3: Independent sewerage system and garbage collected availabie

2: Garbage dumping site provided by the public1: No sanitation system provided at present

Power [Distance from supply main or power plant (linear meters)]4: Available at site3: Less than 1 km2: More than 1 km but can be connected

Telecommunications4: All means of telecommunication facilities available3: Landline and mobile available2: Mobile phone service but no landline1: Special means (VHF, satellite phone)

Target Setting MethodsThe local tourism plan indicates future targets for (a) tourist arrivals, (b) number of rooms

required, and (c) number of jobs generated.Targets can be set based on local estimates or the national figures, as indicated by the

current national tourism development plan.Target for visitor arrivals can be based on average growth rate during the past several

years (e.g., past five years).Targets for employment are based on the assumption that ingeneral terms, three to five people are employed directly and indirectly for every room of anaccommodation establishment. It can be assumed that at least two direct employments, out ofthe five, would be generated by one AE room as the national average of the.Philippines .(JICA-DOT)._ .

So, if an additional 10,000 rooms are built in a tourist de .stination area that will translate into 20,000 new direct jobs and 30,000 indirect jobs.

To calculate for the total number of rooms required, the following formula may be applied:

TRR = (TRN)/AOR/ 365 (nights)

Where,TRR = total number of rooms required; TRN = total room nights; andAOR = average occupancy rate.

Further,TRN = (TGN)/AGR

Where,TGN = total guest-nights;AGR = average number of guests per room; and

TGN = OV x ALOS.

Where,OV = overnight visitors; and ALOS = average length of stay.

Let us say that these are the following variables for a destination:OV = 100,000;ALOS = 2.0 nights;AGR = 1.5 persons; andAOR = 70%.

Step 1. Compute for total guest-nights (TGN).TGN = OV x ALOSTGN = 100,000 guests (2 nights)TGN = 200,000

Step 2. Compute for total room nights (TRN).TRN = TGN/AGRTRN = 200,000 guest-nights/1.5 guests per roomTRN = 133,333.33

Step 3. Compute for TRR.TRR =TRN/AOR/355 .TRR = 133,333.33 room nights/.70/365 nightsTRR = 521.85 (rounded to 522)

The final targets set may be lower or higher than national averagedepending on expected socio-economic impact of development projects inthe area. For example, if transport conditions are expected to improveconsiderably due to the opening of a new international airport in thedestination area, then the expected increase in arrivals, rooms, and jobswill be greater than the - national average. On the other hand, if thedestination had been damaged- bye-major typhoon, such as Yolanda, thenthe projected values might be a lot less as tourism capacity would havetremendously shrunk.

According to DOT-JICA, the final targets should be made in consultationwith stakeholders to get inputs regarding the following:

Does the industry feel the targets are attainable? Does the public investment plan for infrastructure meet future

increased demand and its attendant impacts? For example, will therebe a new airport to accommodate the projected increase in arrivals?

Are there sufficient human resources available in the LGU that canbe hired and trained as hotel staff?

Is the capacity of the water and electricity Utilities enough to accommodate the increased demand?

How a Plan Is Adopted

How does a plan get to be approved? In the case of a regional tourismplan covering the Island of Samar, the plan had to be presented in publichearings at the LGU level aid at the Regional Development Council beforethey are finally given approval for implementation. These publicconsultations are meant to ensure that the inputs of the stakeholders areincorporated into the plans. There might be some difficulties encounteredwhen, for example, local politicians or congressmen withhold approval ofthe plan until their political units are made part of the priority tourismdevelopment areas. Otherwise, they would feel that their respective placeshad been ignored. After a successful defense of the plan, the plan isadopted. Whether or not the plan is implemented is a different story. Insome cases, the written document becomes the output of the wholeplanning exercise.

TOURISM DEVELOPMENT PLANNING DIGESTLocal tourism development plans must be prepared into a tourism

development planning digest. This document summarizes the tourismdevelopment plans of cities and municipalities and serves as acommunication tool among stakeholders, decision makers, and potentialinvestors. The digest is prepared and distributed to all planning participantsprior to discussions/consultations.. _

The tourism development planning digest consists of eight pages, thesample layout of which is shown on pages 46-53 of the DOT-JICA Guidebook.

The cover page should show the title "Tourism Development PlanningDigest" and the name of the province/city/town, the names of thegovernor/mayor, city/town planning and development officer, and thetourism officer.

The body of the digest should have:

1. Background of the plan and the outline of presentation .2. Present Condition and Identification of Development Issues" in

tabular _format showing the following information:

a. Location (region, province) and location mapb. Land use area compositionc . Po p u l a t i o nd . E m p l o y m e n te. Major Industries

f. Access ib i l i tyg. Top fi ve tourist attractionsh. Estimated number of overnight visitors during the previous

yeari. Seasonality: peak, lean, or off-season monthsj. Accommodation establishments' supply data (number of rooms,

number of establishments, employment data)k. Accommodation establishments' demand data (number of guests

check in, guest-nights, length of stay, average occupancy rate)l. Number of visitor arrivals at the port of entry broken down into

residents/ visitors, foreign visitors/domestic visitors according to overnight or same-day visitors

m. Visitor profile according to origin and characteristics and market segments. Origin may be domestic from what region; foreign from what country, age, sex, etc. Market segments may be by group, activity, or purpose.

n. Tourism service industry (number of tour operators, travel agents, tour guides, handicraft shops, etc.)

o. Conservation of attractions (policies)

3. Tourist attraction maps for beaches, festivals, structures, wildlife, etc. (with photos and descriptions)4. Formulation of development frame and strategies showing:

a.Direction, policy, and strategies related to tourism according to policy levels national (DOT, NEDA), regional (DOT, NEDA), local (PPFP, CLUP).

b. P o p u l a t i o nc. E m p l o y m e n td.Development direction (descriptions of vision, mission, goals,

image)5. Target-settings (Years -XXXX--XXXX)

a. Number of overnight visitors and growth rateb. Number of accommodation establishments and growth ratec. Average occupancy rate and growth rated. Average length of stay and growth ratee. Direct employment and growth rate

6. Target markets and market segments (select and describe each)7. Tourist sitesby munrcipatfty or-city (names and descriptions)

This section can contain diagrams, charts, photos, and maps with accompanying descriptions.

8. Ongoing and proposed projects and programs by name, profile, location, period

(year) to complete project, development body in charge (national, province, LGU, private, NGO, etc.), cost, and target beneficiaries. This should be accompanied by maps, diagrams, schemes, and descriptions.Examples of Project/Programs:

Airport, seaport, road, water supply, other infrastructures Parking area, signboard, tourist map, toilet in the tourist areas

(improvement of tourist sites) Promotion of private investment, such as

hotel/resort/commercial/theme park Promotion of CBT and/or eco-, agro-tourism project Promotion to potential tourists (website, pamphlet, trade fair, etc.) Promotion to potential investors (brochure, investment guide) Promotion of MICE (Meeting, Incentive, Conference, Events) Landscape/townscape control, zoning regulation, tourism code Waste management campaign Development and promotion of souvenir, handicraft Human resource development Institutional and organizational improvement Implementation of basic and/or visitor surveys

9.Action plans, such as capacity building, advocacy for community tourism awareness,private-public partnership promotion

The back cover should have the following contact details .: address, phone, email, and web URL, if available.

The digest must be distributed and revised accordingly. For municipalities withlimited printing capacity, a pdf file using Adobe Acrobat or equivalent may bedistributed to stakeholders, decision makers, and potential investors. This could beeither a soft copy or uploaded on the LGU website.

Revise the digest periodically as socio-economic data and planning information get updated.

COMPONENTS OF TOURISM MASTER PLANA tourism master development plan may contain the following elements (or sections):1. Gender and development2. Product development3. Infrastructure development plan . _4. S i te p lan (faci l i t ies)5 . M arke t i ng p l an

6. Human resource development plan7. Investment plan Each section must' contain its own' situation analysis, statement of objectives, strategies; action plan, and budget.

Discussion Questions1. What are the different models of planning?2. What are the major elements (sections) of a tourism master development plan?3. How does ecotourism planning differ from the mainstream (regular) tourism planning?4. What are the components of a tourism development plan digest? What do you think is the

purpose of a digest?

Exercises1. Compute the following:

a.Total overnight visitors (V)b.Total rooms required (TRR)

Given: Total number of arriving passengers surveyed = 502,300 Number of residents of the island = 203,000 Number of same-day domestic tourists = 45,000 Number of domestic tourists Visiting Friends and Relatives = 205,000 Number of same-day foreign tourists = 16,000 Number of foreign tourists Visiting Friends and Relatives = 10,000 Average length of stay = 3 nights Average number of guest per room = 1.5

Average occupancy rate = 80%

2.Answer the following based on your computation.a. is there a shortage or oversupply of rooms if the.town has a total of 250 rooms?b. How can you increase the demand for rooms if the number of overnight tourists

actually declined? How can you make tourists stay longer?c. If the number of rooms cannot be increased, what else can you do to accommodate

the increased number of tourists?3. Form a group of four members each. Go to a city or town website. Come up with an

inventory of tourism resources. Prioritize the resources to be developed or promotedaccording to the evaluation criteria proposed by the DOT-JICA as presented in this chapter.YOur group must deliberate on your scores. Be able to -ifistify ydur thoites.

4. Visit your City or Municipal Tourism Office and ask about their tourism planning procedure.Answer the following questions:

a.How does it compare with the tourism planning models you learned in this chapter?b.What are the key issues (problems, constraints, concerns) they face in tourism

planning?c.How does planning for a city or town's tourism development differ from planning for

a tourism enterprise?

d.How does ecotourism planning differ from other tourism planning process?

References

Brian McLoughlin and the systems 'approach to planning. European Planning Studies. Special Issue: J. Brian McLoughlin: In Memoriam. 5(6) 1997.

Candrea, A. N. & lspas, A. (2009). Visitor management, a tool for sustainable tourismdevelopment in protected areas. Bulletin of the Transilvania University of Brasov, 2 (51).Series V: Economic Sciences.

Carlizal, R. personal communication, October 20, 2013.

Court, S. (2013). Information And Guidelines For Writing A Protected Area Management Plan,Solomon Islands. Coral Triangle Initiative on Corals, Fisheries and Food Security (CTI-CFF).

De Leon, F. Jr. (n.d.). Understanding the Filipino (a PowerPoint presentation).

Department of Environment and Natural Resources (2013). Administrative.Order No. 2013-19: Guidelines on Ecotourism Planning and Management in Protected Areas.

Department of Tourism, Republic of the Philippines and Japan International Cooperation Agency (2012). Tourism Development Planning Guidebook for Local Government Units. DOT and JICA.

Drumm, A. & Moore, A. (2002). Ecotourism Development - A Manual for Conservation Planners and Managers, Volume 1. Arlington, Virginia, USA:The Nature Conservancy.

Espino, E. personal communication, October 20, 2013.

Hall, P. (1975). Urban and Regional Planning. Middlesex, England: Penguin Books, 312 pages.

Lew, A. (2007). Invited Commentary: Tourism Planning and Traditional Urban Planning Theory: Planners as Agents of Social Change. Leisure/Loisir: Journal of the Canadian Association of Leisure Studies, 31(2):383-392.

Pike, S. (2008). Destination Marketing. Butterworth-Heinemann.

Queensland Government (no date). Queensland Ecotourism Investment Opportunities Implementation Framework: Ecotourism Facilities on National Parks.

Tourism Recreation Research and. Education Lenter (TRREC) (2006). Tourism Planning Tooikitfor Local Government. 149 pages. Retrieved from www.med.govt.nz .