TOURISM POLICY PLANNING AND DEVELOPMENT
(CHAPTERS 6-11)
CHAPTER 6: IMPLEMENTING THE TOURISM
DEVELOPMENT PLAN
A tourism development plan that does not get
implemented is a waste of resources. Therefore,
implementing the TDP is the logical next step. However,
there are a few more steps to take for this to happen. A
crucial step is to get the plan adopted by the local
government unit. That way, the TDP gains a legal basis
for projects indicated in the plan for subsequent resource
allocation. formally adopt the plan; prioritizing tourism
projects; and capacity building of local stakeholders.
This tourism development plan will be realized if the
concerned LGU executes the following steps:
1. formally adopt the plan;
2. prioritizing tourism projects; and
3. capacity building of local stakeholders
Adoption of the plan
− According to the Tourism Guidebook for LGUs
Supplemental Reading Number 3 (DOT et al.,
2014), the TDP must first be approved by the city
or town mayor (local chief executive) to pave the
way for its implementation. For this reason, the
LCE should be a strong advocate to tourism in
their LGU. if there is no meeting of minds between
the LGU and tourism stakeholder on this issue,
the TDP could very well end up as a finished but
forgotten document.
Prioritizing programs, Projects and Activities
− After the adoption by the LGU, the next step is to
prioritize the programs, projects, and activities
(PPAs) that were specified in the TDP. The list of
tourism projects should including the following
information: the name of project, estimated cost,
the timeframe in years, and the implementing
office. The timeframe should be within three
years to reflect the term of LCE. Project whose
timeframe is more than three years may
potentially be implemented by another LCE.
According to the tourism Guidebook for LGUs
Supplemental Reading Number 4 (DOT, 2014) the
following steps should be followed in prioritizing projects.
1. Categorizing the projects in terms of urgency
2. Constructing a table showing the selected
tourism projects
3. Ranking the project
Categories by urgency
There are six categories of projects based on urgency,
ranging from urgent (highest) to deterrable (lowest) (DOT
et al., 2014). The complete range are listed as follows:
1. Urgent - Projects that cannot be postponed
because they will remedy conditions dangerous
to public health, safety and welfare, respond to
emergency situations, and the like.
2. Essential - Projects that are required to complete
a major public improvement. The project is self-
liquidating; and prolong funding may be sourced
externally.
3. Necessary - Projects that have clearly identified
and anticipated needs, will replace obsolete or
unsatisfactory facilities, or prolong serviceability
of existing facilities through repair and
maintenance.
4. Desirable - Projects that expand current
programs, and initiate new programs.
5. Acceptable - Projects that can be postponed
without jeopardizing current operations if financial
resources get depleted.
6. Deferrable - Projects that can be postponed or
removed from immediate consideration in the
current local development investment plan (LDP).
they could be projects that do not meet overall
needs, inadequately planned, or untimely.
Ranking the Projects
According to the DOT et al. (2014), ranking the projects
involves four steps:
(1) establishing a rating scale;
(2) assigning a corresponding weight;
(3) constructing a goal achievement matrix (GAM);
(4) ranking the projects based on GAM; and
(5) formulating action plan for highest ranking projects.
❖ The first step is to establish a rating scale. The
scale ranges from maximum of +3 ( great
contribution to the goal), to a minimum of -3 (
greatly inconsistent with the goal.)
+3 A great contribution to the goal
+2 Moderate contribution to the goal
+1 Slight contribution to the goal
0 no contribution
-1 Slightly inconsistent with the goal
-2 Moderately inconsistent with the goal
-3 Greatly inconsistent with the goal
❖ The second step is to assign a corresponding
weight (W) on each goal from the TDP. The total
weight should equal 100% or 1.0.
G1 Generate employment 40% 0.4
G4 Generate livelihood 30% 0.3
G3 Protect natural assets from pollution 20% 0.2
G4 Foster community pride 10% 0.1
total: 100% 1.0
❖ The third step is to construct a GAM. This matrix
shows the results based on the ratings multiplied
by the weight of each goal. Shown in the following
table are a hypothetical list of projects, and their
assigned ratings (R) per goal, the assigned
weights (W) per goal, and the product of two
values (RW)
❖ The fourth step is to rank the projects based on
the sum of the rating multiplied by the weight of
the goals.
