CHAPTER 2 SLIDE 2

CHAPTER 2
THE TOURISM PLANNING
PROCESS
 CHAPTER 2 SLIDE 3

LEARNING OBJECTIVES
After completing this lesson, 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 tourism 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.
 CHAPTER 2 SLIDE 4

PLANNING MODELS
Basic Planning Model (Patrick Geddes)

1. Survey 2. Analyze 3. Plan

Steps (Hall 1975)

1. Gather data and information.
2. Analyze the data collected and detect trends.
3. Make a plan.
 CHAPTER 2 SLIDE 5

Systematic Planning Process (Brian McLoughlin 1969)

1. Decide
to plan

2. Set
6. Monitor
goals and
results
objectives

5. Choose 3. Study
course of courses of
action action

4. Evaluate
courses of
action
 CHAPTER 2 SLIDE 6

Rational Planning Model (Hudson 1979 in Lew 2007)

Steps
1. Identify a problem.
2. Identify a goal or goals.
3. Collect background data.
4. Identify guidelines for assessing alternative plan
scenarios.
5. Identify alternative plan scenarios, including policies
and guidelines to achieve the goal.
 CHAPTER 2 SLIDE 7

6. Assess 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.
 CHAPTER 2 SLIDE 8

VICE Planning Model (New Zealand

•TRREC)
VICE – visitors, industry, communities, and environment
• TRREC emphasizes the central role of consultation
in the planning process.

Why consultation is important:

• to provide information to stakeholders
• to encourage stakeholders to present their views
• to explain the scope of consultation to all
stakeholders
• to give reasons for decisions by local authorities to
proceed or cancel a tourism project
 CHAPTER 2 SLIDE 9

Components of Strategic Planning

• Vision – the future state and achievements required
for tourism
• Goals – broad-based targets for tourism
(qualitatively stated)
• Objectives – specific measures of achievements
(quantitatively stated)
• Strategies – the methods by which objectives will be
achieved
 CHAPTER 2 SLIDE 10

National Tourism Development Plan (NTDP) Model

1. Situation analysis

2. Goals, vision, and strategies

3. Action plan

4. Budget estimates

5. Implementation mechanism
 CHAPTER 2 SLIDE 11

UN World Tourism Organization (UNWTO) Model

1.Study
preparation

2. Background
research

3. Objectives

4. Strategies

5.Report
writing and
presentation

6.
Implementation
and monitoring
 CHAPTER 2 SLIDE 12

Ecotourism Planning Model

1. Site Assessment 2. Ecotourism Plan

a.Preliminar a. Site profile

y site b.Touris
evaluation m
(PSE) situation
b.Full site c.Issues
assessment (FSA) and
concerns
planning for the
d. Ecotouris
site
m
e. Vision, goals,
and objectives
f. Component
strategies
 CHAPTER 2 SLIDE 13

1a. PSE Questions

i. Are there potential natural or cultural attractions in
the area?
ii. Can visitor access to the attractions be easily
established?
iii. Can the attractions be protected at an acceptable
level from the impacts of visitation?
iv. Is the area free of security problems or natural
hazards that cannot be effectively controlled by the
management of the area or local authorities?
 CHAPTER 2 SLIDE 14

v. Does the protected area (PA) have sufficient

management and administrative authority to
effectively manage implementation and monitoring
of an ecotourism program at site level?
vi. Is there a reasonable expectation that initial funding
needed to develop ecotourism will be available?
vii. Are the PA managers, tour operators, and
communities willing to conform to the ecotourism
guidelines?
viii. Will visitation improve biodiversity health or reduce
threats to conservation targets?
 CHAPTER 2 SLIDE 15

1b. FSA
i. Review of existing data
ii. Field work
iii. Interviews of key informants
iv. Questionnaire and surveys
v. Consultative meetings and workshops
vi. Preparation of an FSA Report
 CHAPTER 2 SLIDE 16

1bvi. FSA Report Coverage

1) Natural resources and features
2) Cultural resources
3) Protected area management
4) Visitor patterns, activities, and infrastructure
5) Tourism plans and policies
6) Communities (population and economic activities)
7) Partnerships
8) Marketing and promotion
9) Opportunities and threats
 CHAPTER 2 SLIDE 17

2. Ecotourism Plan Components

a. Site profile
b. Tourism situation
c. Issues and concerns
d. Ecotourism planning for the site
e. Vision, goals, and objectives
f. Component strategies
 CHAPTER 2 SLIDE 18

2f. Component Strategies

i. Zoning – identifies where specific activities will take
place
ii. Visitor site plan and design – consists detailed, large-
scale map of the specific site
iii. Sustainable facilities design – requires that structures
and activities are “fully integrated and in harmony with
the ecosystem and its environmental features and
constraints”
iv. Visitor management – an administrative action aimed at
maintaining the quality of park resources and visitor
experiences
v. Revenue generation – activities that serve to make
money for the site such as user fees
 CHAPTER 2 SLIDE 19

2fii. Visitor Site Plan and Design Considerations

• Capacity
• Density
• Slope
• Vegetation
• Wildlife
• Views
• Natural hazards
• Energy and
utilities
• Water
• Visitor circulation
The entrance to the Puerto Princesa Underground River.
Photo credit: Helen de la Cruz
 CHAPTER 2 SLIDE 20

2fiii. Facilities are sustainably designed if they:

• preserve ecosystems, natural landscapes, and
special species;
• minimize habitat loss and weed and pest invasions;
• incorporate natural landscape features;
• minimize environmental impacts and suit the
landscape (or seascape);
• use water and energy efficiently;
• minimize waste and adopt recycling strategies;
and
• minimize impacts from noise, lighting sources, and
on air quality.
 CHAPTER 2 SLIDE 21

2fiv. Visitor Management Strategic Approaches

• Managing the supply of tourism or visitor
opportunities (space and time availability)
• Managing the demand for visitation (restricting
length of stay, total numbers, or type of use)
• Managing the resource capabilities to handle use
(site hardening )
• Managing the impact of use (modifying the type
of
use, dispersing, or concentrating use)
 CHAPTER 2 SLIDE 22

Visitor Management Techniques

• Regulating access by area (zoning)
• Regulating visitation by visitor type (through
pricing)
• Implementing entry or user fees
• Providing interpretation programmes and
facilities
• Regulating visitor behavior (codes of
conduct)
• Concentrating on allowing accredited organizations
to bring visitors to the site
 CHAPTER 2 SLIDE 23

TOOLS AND DATA REQUIREMENTS

FOR TOURISM PLANNING
Situation Analysis
1. Socio-economic situation
2. Land use
3. Infrastructure
4. Tourist attractions
5. Visitor and supply data
6. Existing plans and programs
 CHAPTER 2 SLIDE 24

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

2. Land Use (LGU’s Comprehensive Land Use Plan)

• Land use classification
• Area in hectares and percent of total area
 CHAPTER 2 SLIDE 25

3. Infrastructure
• Airport (e.g., name, runway length, terminal
capacity, problems and constraints)
• Seaport
• Roads
• Water supply
• Sewerage
• Power supply
• Telecommunication
 CHAPTER 2 SLIDE 26

4. Tourist Attractions
• Policies (e.g., conservation, General Types of Attractions
land use) • Natural
• Historical background • Historical
• Access from ports and • Cultural
terminals • Industrial
– Distance
• Sports and recreational
– Travel time
• Shopping
– Frequency
• Customs and traditions
– Schedule
• Special events
– Fare
• Health and wellness
– Seating capacity
 CHAPTER 2 SLIDE 27

5. Visitor and Supply Data

• Visitor arrivals at major entry points
(airports/seaports)
• Visitor profile
 CHAPTER 2 SLIDE 28

Visitor (demand ) data that need to be organized:

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 Available
 CHAPTER 2 SLIDE 29

d. Room-nights (RN) = Number of Rooms Occupied (R)

x LOS
e. Total Guest-night (GN) = Room-nights (RN) x
Average Number of Guest/Room
f. Rooms Needed/per Time Period = [(V x
LOS)/Average Number of Persons per
Room]/Average Occupancy Rates/Number of Nights
per Time Period
 CHAPTER 2 SLIDE 30

Visitor Profile (from questionnaire survey)

• Place of residence (province/country)
• Age
• Sex
• Number of nights of stay
• Number and type of companion
• Places visited
• Expenditure
 CHAPTER 2 SLIDE 31

Supply Data
• Accommodation Establishment (AE):
– Total number of rooms available by size
– Total number of AEs by type (e.g., hotel,
homestay)
– Number of rooms by type
– Classification of AEs by size (small, medium,
large*)
* Refer to textbook for ranges
 CHAPTER 2 SLIDE 32

• Tourism Service Industries (business name, major

activities and specialty, contact person, website,
telephone, email)
– Tour operators
– Travel agents
– Tour guides
– Souvenir shops
– Restaurants
 CHAPTER 2 SLIDE 33

6. Existing plans and programs from the following

sources:
• Comprehensive Land Use Plan (CLUP)
• Comprehensive Development Plan
• Provincial Physical Framework Plan
• Regional Tourism Development Plan
• National Tourism Development Plan
• Philippine Medium-term Development Plan
 CHAPTER 2 SLIDE 34

Tools for Situation Analysis

• Analysis of Strengths, Weaknesses, Opportunities
and Threats (SWOT) Analysis
– Strengths – internal, controllable factors
where
you are good at
– Weaknesses – internal controllable factors that
need improvement
– Opportunities – external uncontrollable trends
that can enhance the viability of a
destination
– Threats – external uncontrollable trends that
could place your destination at risk
 CHAPTER 2 SLIDE 35

• Strength can be the basis for the destination’s

comparative and competitive advantage(s).
– Comparative advantage is an attribute that gives
the destination a distinct edge over other places in a
particular aspect of tourism (e.g., Siargao – surfing;
Malaysia – affinity with Islamic culture).
– Competitive advantages are what people can do to
make use of the comparative advantage or offset a
weakness (e.g., technology, management, etc.).
 CHAPTER 2 SLIDE 36

• Strengths can be developed around aspects

that are (Prof. de Leon Jr.):
– unique;
– excellent;
– authentic;
– indigenous;
– original;
– historic; and
– have superlative characteristics.
 CHAPTER 2 SLIDE 37

• As of Tourism Framework
– Attractions
– Advantages – Administration
– Access – Attitude
– Accommodation – Affluence
– Amenities – Affordability
– Activities –Arrival
– Atmosphere
– Ability
 CHAPTER 2 SLIDE 38

• Other Analytical Tools

1. PEST (Political, Economic, Socio-cultural,
Technological) – a tool for analyzing the macro-
environmental forces that affect tourism in the
destination
Variation: Socio-cultural, Technological,
Environmental, Economic, Political, and Legal
(STEEPL)
2. Butler’s TALC – can help identify the stage of
the life cycle a destination is in
3. Ansoff Matrix – a tool for analyzing whether a
destination is facing a challenge of market
development, product development, or both
 CHAPTER 2 SLIDE 39

4. BCG Growth-Share Matrix – a portfolio planning

model that classifies a company’s business units
based on combinations of market growth and
market share in relation to the largest competitor
5. VRIO Model – a tool that analyzes tourism resources
in terms of their value, rarity, inimitability, and being
organized
 CHAPTER 2 SLIDE 40

Evaluation Tool for Tourism Attraction and Sites

Criteria
1. Tourist appeal
2. Accessibility
3. Activities and products
4. Facilities and services
 CHAPTER 2 SLIDE 41

1. Tourist Appeal Criteria Each criterion is rated on a

• Uniqueness scale of 1 to 4, with 4
being the highest.
• Historical value
• Socio-cultural value
For example: uniqueness
• Natural aesthetic
4: One of a kind
• Visitor traffic
3: 2–3 similarities
2: 4–5 similarities
1: 6 or more
attractions
 CHAPTER 2 SLIDE 42

2. Accessibility Criteria Example: travel time

• Distance 4: Within 1 hour
• Travel time 3: More than 1 hour to 2
• Type of road hours
• Means of transport 2: More than 2 hours to 3
hours
1: More than 3 hours
 CHAPTER 2 SLIDE 43

3. Tourism Activities and Products Criterion:

Variety
4: With 4 or more activities/products
3: With 3 activities/products
2: With 2 activities/products
1: With 1 activity/product
 CHAPTER 2 SLIDE 44

4. Tourism Facilities and Services

4: With 6 or more facilities and services
3: With 4 to 5 facilities and services
2: With 2 to 3 facilities and services
1: With at least 1 facility/service
 CHAPTER 2 SLIDE 45

Evaluation Criteria for Designating Tourism

Development Areas
1. Transportation
2. Tourism service facilities
3. Accommodation establishments
4. Infrastructure
 CHAPTER 2 SLIDE 46

Required Data for Evaluation

1. Inventory of tourism attractions
2. Number of rooms by type of AE
3. Development plan of LGU (CLUP or PPFP)
4. Maps showing location, network, or service
areas of infrastructure
 CHAPTER 2 SLIDE 47

1. Transportation 3. AE Facilities within the TDA/TDC:

• Travel time from airport or Number of Rooms
provincial main seaport (in 4. Infrastructure at TDA Service
hours) to TDA service center Center/Town
• Conditions and capacity of • Water supply (distance from
airport or main seaport supply main or water
• Transport services at plant/water resource)
airport
• Sanitation (sewerage system
or main seaport
• Road conditions from and solid waste collection)
gateway town to TDA • Power [distance from supply
service center main or power plant (linear
2. Tourism Service Facility meters)]
• Guide signs and information • Telecommunications
board for tourists
• Visitor service facility at
TDA/TDC service center or
town
 CHAPTER 2 SLIDE 48

Target Setting Methods

• Local tourism plan indicates future targets for (a)
tourist arrivals, (b) number of rooms required,
and (c) number of jobs to be generated.
• Targets can be based on local estimates or the
national figures.
• Total number of rooms required (TRR) is
computed using the following formula:
TRR = (TRN)/AOR/365 (nights)*
Where:
TRN = total room nights and AOR = average
occupancy rate
 CHAPTER 2 SLIDE 49

• Visitor arrival target can be based on average growth

rate during the past years (e.g., past five years).
• Employment target includes 3–5 people per room
built; with 2 direct employments out of 5 per room
built.
• The final target set may be lower or higher than
national average depending on expected socio-
economic impact of development projects in the
area.
• Final targets should be made in consultation with
stakeholders.
 CHAPTER 2 SLIDE 50

TOURISM DEVELOPMENT
PLANNING DIGEST
• a summary of the tourism development plans of cities
and municipalities
• serves as a communication tool among stakeholders,
decision makers, and potential investors
• consists of eight (8) pages
• with cover page title: “Tourism Development Planning
Digest”; the name of the Province/City/Town; the names
of the Governor/Mayor, City/Town Planning and
Development Officer; and the Tourism Officer
 CHAPTER 2 SLIDE 51

COMPONENTS OF A
TOURISM MASTER PLAN
• Gender and development
• Product development
• Infrastructure development plan
• Site plan (facilities)
• Marketing plan
• Human resource development plan
• Investment plan
(Each section must contain its own situation analysis,
statement of objectives, strategies, action plan, and
budget.)
 CHAPTER 2 SLIDE 52

DISCUSSION QUESTIONS
1. 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?
5. What do you think is the purpose of a digest?
 CHAPTER 2 SLIDE 53

EXERCISES
1. Compute the following using the given:
a. Total overnight visitors (V)
• Number of domestic tourists
b. Total rooms required (TRR) visiting friends and relatives =
205,000
Given:
• Number of same-day foreign
• Total number of arriving tourists = 16,000
passengers surveyed = 502,300
• Number of foreign tourists
• Number of residents of the visiting friends and relatives =
island = 203,000 10,000
• Number of same-day • Average length of stay = 3
domestic nights
tourists = 45,000
• Average number of guest per
room = 1.5
• Average occupancy rate =
80%
 CHAPTER 2 SLIDE 54

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?
 CHAPTER 2 SLIDE 55

ACTIVITY
1. 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 promoted according to the evaluation criteria
proposed by the DOT-JICA as presented in this
chapter. Your group must deliberate on your scores.
Be able to justify your choices.
 CHAPTER 2 SLIDE 56

2. Visit your City or Municipal Tourism Office and ask

about their tourism planning procedure.
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?