Proceedings of the LED FUNDAMENTALS COURSE

AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 1

Proceedings of the LED FUNDAMENTALS COURSE Module 2 and 3 Sustainable Local Economic Development ALLAH VALLEY LANDSCAPE DEVELOPMENT ALLIANCE July 25-29, 2011 The Farm @ Carpenter hill, Koronadal City


Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Workshop Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

DAY 1- July 25, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Registration and Reception ..................................................................................................................................................... 5 Opening Remarks .................................................................................................................................................................... 5 Introduction of Participants .................................................................................................................................................... 5 Expectation Review ................................................................................................................................................................. 6 Introducing LGU Competitiveness .......................................................................................................................................... 7 Preparing a Tourism Economic Development Strategy ...................................................................................................... 10

DAY 2- July 26, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Guided Field Assessment of Key Tourism Destinations ..................................................................................................... 11

DAY 3- July 27, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Presentation of Outputs (AVLDA 15,000 or Less) ................................................................................................................ 14 Value Chain Approach in Tourism ......................................................................................................................................... 16 Presentation of Outputs (Value Chain Exercise ................................................................................................................... 16

DAY 4- July 28, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Monitoring LGU/Alliance LED Result ................................................................................................................................... 17

DAY 5- July 29, 2011 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 LGSP-LED Performance Roadmap and LED Application Workplanning ............................................................................ 18 Summary of Evaluation ......................................................................................................................................................... 18 !ANNEXES

A. Registration of Participants

B. Introducing LGU Competitiveness

C. Presentation: Preparing a Tourism Economic Development Strategy

D. Presentation: Value Chain Approach in Tourism

E. Presentation: Monitoring LGU/Alliance LED Result

F. AVLDA Performance Roadmap and Application Workplan

G. Training Evaluation !!!!!!!!

TABLE OF CONTENTS


Introduction Poverty reduction remains a huge challenge in the Philippines not only because absolute poverty in the country is still widespread, but also because the pace of its reduction is very slow compared with that of other Asian countries at broadly similar income levels. The slow reduction has to do with the rather low rate of economic growth, especially after accounting for the country’s rapid population growth. These findings require that critical constraints to private investment and growth be addressed, the most significant of which are, 1) tight fiscal situation due largely to weak revenue generation, 2) inadequate infrastructure, particularly transportation and electricity, and 3) low investor confidence owing to governance concerns, especially corruption and political instability. In the 2011 IMD-World Competitiveness ranking results, the Philippines dropped two notches to No. 41 out of 59 economies. The results were based on four major categories: economic performance, government efficiency, business efficiency and infrastructure. In terms of economic performance, the Philippines ranked No. 40 (from No. 42 last year), where its 7.3% gross domestic product (GDP) growth and strong rebound in exports were cited as strong points, but low foreign direct investment (FDI) and attractiveness to FDI remained its weakness. In the area of government efficiency, the Philippines slipped down to No. 37 from No. 31 last year. While the government did well in fiscal policy, ranking No. 13, it did poorly in business legislation, where it was at No. 51. The Philippines gained a notch to No. 31 in the area of business efficiency: the country’s labor market ranked No. 5 but it was only No. 43 when it came to productivity and efficiency. As for infrastructure, the Philippines continued to rank poorly in the bottom three. The pressure brought about by the poor rankings in global competitiveness and high governance standards have a direct bearing on local governments, who are at the forefront in addressing these concerns. It calls for effective local governments working with multiple stakeholders, including the private sector, to improve the delivery of services in pursuing local economic development (LED). One key impediment to sustainable LED is the limited skills and experience of many LGUs in achieving sustainable LED. There is also a general perception that corruption is prevalent at the local level. This can be attributed to two possible factors: 1) inefficient business development processes that perpetuate person-to-person contact and that provide opportunities for corruption; and 2) Local Chief Executives’ (LCEs’) lack of political will to implement reforms. Improving the LED capacity of LGUs calls for a breed of entrepreneurial-oriented public leaders that can harness the LGU’s political and corporate powers provided in the Local Government Code of 1991 in order to confront the challenges of unemployment, poverty alleviation and deal with this perception of corruption. Tourism is one of the fastest growing sectors in the Philippines. Tourism-based development approaches can be found in communities of all sizes. LGUs want to pursue a tourism-based development approach for several compelling reasons: (1) tourism can provide both direct and indirect economic benefits; (2) tourism can generate various social and cultural benefits; and (3) tourism can help achieve environmental objectives. Further, tourism-based development can often be applied in communities that may not have many other choices for encouraging economic development and this makes it a useful tool to address. The ability of tourism-based development to be applied to a variety of communities facing many different issues and challenges is appealing, and thus holds much potential. The Allah Valley Landscape Development Alliance (AVLDA) recognizes ecotourism as an economic driver to build on AVLDA’s unique natural features, generate income and employment for the poor, and it is strongly supported by both public and private sectors. These ideas evolve from their understanding of the framework of an ecotourism circuit that flows down from the upland destinations of Lake Sebu and Lake Holon (South Cotabato) down to the Bird Sanctuary and Lagbasan Cave (in Sultan Kudarat)!


Workshop Objectives

In propelling economic growth and stability, AVLDA LGUs face limited resources and inadequate knowledge and skills in entrepreneurial management. LCEs are compelled to change their practices based on the realities and demands of the environment to boost productivity and promote a robust growth for the local economy. Undertaking a facilitated and inclusive approach to planning and implementing LED helps achieve these changes and will help realize the local area’s LED vision and objectives, including strategies for business retention and expansion and programs for job creation and poverty reduction. At the end of five days, the LGU/Alliance LED team is able to: Module 2: Entrepreneurial LGU Management

1. Appreciate the drivers of a more business-friendly LGU/Alliance in initiating and growing the local economy 2. Discuss LGU/Alliance processes, its importance and the strategies for improving their business processes

in order to create a business investment climate that attracts investments and job opportunities 3. Discuss explicit ways of harnessing LGU corporate powers for LED

Module 3: Sustainable LED

1. Be familiar with the LED process: its importance, concepts, principles, benefits, practices and tools 2. Appreciate the importance of understanding the local economy and local economic profiling 3. Be introduced to value chain analysis as a tool in LED planning 4. Appreciate the process of LED strategy formulation, and LED action planning and prioritization 5. Be familiar with LED monitoring and evaluation methods 6. Gain knowledge on integrating gender equality and environmental sustainability (including climate change

adaptation) principles and concepts at various stages of the LED process


DAY 1 July 25, 2011 MONDAY

I . Registration A total of thirty-two (32) participants attended the AVLDA LED Fundamentals Course: Module 2 and 3 last July 25-29, 2011. The 5-day workshop was held at The Farm @ Carpenter Hills, Koronadal City, South Cotabato. The participants represented both the province of South Cotabato and Sultan Kudarat. A total of 22 male participants and 10 female participants attended the activity. A total of twenty-two (22) Local Government Unit from various LGUs and 2 provinces was represented during the activity. A mix of five (5) DILG regional and focal persons and five (5) coming from the private sector also attended the workshop. See Annex A- Registration Sheet I I . Opening Remarks Hon. Arthur Pingoy Jr. MD Governor, South Cotabato “ AVLDA program is a balance between the protection of the environment, human development and income generation – Gov. Pingoy”

Hon. Arthur Pingoy Jr. MD welcomed the participants and thanked them for attending the AVLDA LED Fundamentals Workshop. He said that the presence of abundant tourism resources and natural attractions in the two provinces could provide sustainable income opportunities in eco-tourism, if responsibly used. He informed the participants that in this 5-day workshop, participants would have the chance to visit and appreciate the attractions and the competitive edge of tourism in both provinces. He also thanked the LGSP-LED Team for their presence and willingness to assist AVLDA in the realization of its vision and objectives. As Chairman of AVLDA, he urged everyone to join hand to develop and implement the objectives of AVLDA.

I I I . Introduction of Participants Tina Abella Program Coordinator, LGSP-LED Using a get-to-know-you structured learning exercise, the participants were asked to introduce themselves by answering the question “ If you are an animal, what animal are you?” The participants were also asked to describe the characteristic of the chosen animals that best represents them.

0 50

Female

Male

0 20 40

Private Sector

DILG

LGU

Number of Participants


IV. Expectations Review Francis Gentoral Associate Field Director, LGSP-LED “Local economic development wil l help you understand your tourism economy to increase revenue and satisfy entrepreneurs” – F. Gentoral Using Meta cards, the participants were asked to share their expectations of the five-day workshop and of the program. (See box below) Mr. Francis Gentoral, Associate Field Director for LGSP-LED reviewed the expectations of the participants. The session reviewed the re-entry plans prepared in Module 1-Entrepreneurial Leadership Development. AVLDA has completed their commitment in the formation of the LED Team and the inventory of information resources for the understanding of their local economy. This session also helped the participants to distinguish and clarify their roles of LGUs and entrepreneurs in LED (see box). LGUs role is to create an enabling environment and catalyze local economic growth while entrepreneurs’ role is to initiate and create enterprises. The session also discussed a) AVLDA’s standing on the competitiveness drivers and the areas for enhancement, b) enhance LED Team’s understanding and the workings of the local economy-- what it takes to develop it and how to develop it, and c) requirements in the formation of a LED team and the profiling of the local economy to initiate the LED processes in the LGU. During the session, the following key points were emphasized: ! AVLDA’s competitive drivers need support for its further development ! There is a need to understand what Tourism is all about ! Identification and building champions in the various LED areas as part of understanding the local economy

The assessment of AVLDA’s Level of Entrepreneurship recommended the following improvements: ! Tapping many business opportunities ! Developing more entrepreneurs ! Create a more entrepreneurial community ! Pro-active promotion of LED ! Lowering the cost of business ! Reliable LED Team

Long-term plan Participants

Open-minded

Sincere

Participative

Link of environment protection to

economic empowerment

Prepare an eco-tourism plan

Revenue generation

Poverty reduction

More understanding on

LED

At the end of 5 days


V. Introducing LGU Competit iveness Mr. Francis Gentoral Through the “Market Market” exercise, the participants were able to validate and analyze the situation of their local economies as against the six drivers of competitiveness. They also determine how they can enhance the enabling environment for LED in their respective areas. The participants were divided into 2 groups (Sultan Kudarat and South Cotabato); the 4 private sector representatives acted as investors and the DILG representatives as process observers. The groups were asked to caucus with their team and come up with a profile of their LGUs showing their current standing on the following drivers of tourism sector competitiveness:

1. cost of doing business 2. strength of the local economy 3. availability of human resources and training services; 4. availability of support infrastructure; 5. responsiveness to business needs and 6. quality of life.

Booths was set-up using materials around the room. The visual presentation their local tourism economy was posted on the wall or board so that it is visible to the visitors. They used the presentation to persuade the investors to set up their business in their places. Each delegation was given 10 - 15 minutes visitation per group. Group 1, Sultan Kudarat’s used the current branding “ Sikat KA”. They presented the Province as a peaceful place and with population that is highly educated. They have also highlighted the Province’s grandest provincial capitol. The group also presented the Province as having unique tourism features

Sultan Kudarat “Sikat Ka”

“Market – Market”

”The Investors”

VISIT – natural resources, bird sanctuary, ban-ban falls

EXPLORE/DISCOVER – caves, eagle, tarsier

TASTE – Coffee, muscovado sugar

EXPERIENCE – Kalimunan festival, Balut Island

INVEST – gold, copper, manganese, iron, palm oil

!


The discussion el ic ited the fol lowing comments:

Investor Comment/Input Group’s Comment/Input The presentation is attractive to tourist, but how about the investors? What can SK offer them to invest

! Streamlined business permits processing ! Scheduled tax holidays ! Provincial bus to take the investors around the Province ! Legislated revenue code

What are the incentives as indicated in your revenue code?

• Tax incentives is dependent on the type and amount of investment

What about road condition, transportation and communication, peace and order condition?

! 80%-90% roads are already concrete. Passable roads from Isulan to coastal areas

! 3 major telecommunication company are present in the province (SMART, GLOBE and SUN)

! The province’s marketing as “Mapayapang Sultan Kudarat” was launched. Since SK is quite far from Maguindanao province and only a number isolated case related to peace and order is happening in the province.

Tourist arrival data • The influx of foreign tourist are not as many as local tourist because of the bad publicity on the province’s peace and order situation

Health Service ! Good government and private hospitals (province/municipal) ! Hospitals offer leftist groups (MILF) primary health care free of

charge Existing Investments ! There are existing partnership with NESTLE Philippines for areas

with coffee plantation. The South Cotabato group used the branding “ Beyond Expectations” for their presentation . They presented the following competitiveness drivers:

South Cotabato “Beyond your Expectation”

Cost of Doing Business ! 10 municipalities, 1 city ! 3 gateway (Davao, Gen. Santos and Cotabato) ! Access (land, sea and air)

Strength of Local Economy

! Presence of natural resources ! Food supply

Avai labi l i ty of Human Resources

! Adequate training institutions ! Schools, academe and universities

Support Infrastructure

! Good Roads and bridges ! Adequate Water supply

Responsiveness to Business needs

! Supportive LGUs to needs of business Quality of Life

! Sanitary land-fill ! Sports capital for Region 12!! Supportive NGOs/POs!


Some of the questions raised and comments during the discussion were as follows: Investor Comment/Input Group’s Comment/Input Is Lake Sebu a protected area? • Yes, however the area adhere with the strict environmental code of

PAMB How many hours will it take from different point of entries?

! Via Cotabato – 1 and 1.2 hours ! Via Gen. Santos – 1 and 1.2 hours

Peace and order situation ! Peace and order situation in S. Cotabato is very stable ! There is strong support from PNP and AFP ! A signed agreement with AFP and the province on their role on the

peace and order in the area ! 600 peace keepers were mobilized

General Feedback from the Process Observers (DILG): The process observers made the following feedback on the presentation: For Sultan Kudarat ! Limited data/information on support infrastructure ! The presentation is very detailed ! Systematic presentation on the tourism side ! Branding is good “Sikat Ka” ! Opportunities presented are also limited

For South Cotabato ! Accessibility was well described ! Presentation was good on both investors/tourist Sincerity/honesty in inviting investors

A presentation on the LGU competitiveness was done after the “Market-Market” Exercise. ( See Annex B for detailed presentation)


VI. Preparing a Tourism Economic Development Strategy Dr. Randi Alampay Program Manager, Governance and LED “Objectives are the framework of the LED Strategy. They define priorit ies for economic development and are the basis upon which actions are ult imately decided”- Dr. Randi Alampay Dr. Randi Alampay, Program Manager for Governance and LED discussed and reviewed “Strategic Local Economic Development” He reiterated “WHO” will composed the LED Team and “WHAT” will the LED team follow in analyzing and planning for LED. The objective of the analysis and planning session provided a road map for AVLDA in facilitating stakeholders to develop a tourism competitiveness strategy and a multi-stakeholder-driven tourism action plan. As part of the presentation, the LED Process was explained; this supports the underlying strategy for LED. The following steps were also explained, a) understand the economy, b) preparing the strategy, c) implementing the LED action, and d) reviewing the LED results (See Annex B) Several analytical tools were discussed which can be used for strategic planning for LED are as follows ! Porter’s Diamond Model – is a framework for strategically organizing

the local economic information from an industry perspective ! SWOT Analysis – integrates internal and external LED factors, this tool is

also called as internal-external analysis ! Sett ing Objectives - this are the framework of LED Strategy. They define

priorities for economic development and are the basis upon which actions are ultimately decided.


DAY 2 July 26, 2011 TUESDAY

I . Guided Field Assessment of Key Tourism Destinations In profiling the economy, it is important that the LED Team understands the structure and interrelationships of the key players in a specific industry. The guided field assessment of the key tourism destinations was done and presentation of key observations using the following process: The participants were randomly organized into five (5) groups, ensuring a good mix of public and private sector members in each group. Each group seek possible answer to the reflection questions given using the background information about the area, the tourist destination, and/or the stakeholders, based on their personal observations and experiences, as well as the data that they gathered/encountered throughout the activity. The participants assessed the strengths and weakness of the various tourist attractions, activities, accommodation facilities and amenities of AVLDA, from the perspective of a private tourist, individually make notes about the potential positive and negative impacts of tourism that they observed at any point during the tour. The participants took pictures of the attractions, facilities and any other features of the tour. At the end of the day, each group prepared a power point presentation using pictures taken during the trip. The pictures should illustrate the following based on the groups’ opinion: ! Possible Strengths: Features of the various attractions, activities, facilities, or services in the tour that you like

very much (possible strength). ! Possible Weaknesses: Features of the various attractions, activities, facilities, or services in the tour that you

DO NOT like or are very disappointed in. ! Crit ical Natural Resources: Natural features of the place that help create the distinctive character of the

destination OR natural resources that may be put at risk from increased tourism activity or development. ! Cultural Heritage: Tangible or intangible cultural resources that help create the distinctive character of the

destination OR cultural assets (including ways of life) that may be put in danger from commercialization or increased tourism development.

! Where are they?: Pictures that illustrate how women, indigenous people, and the poor participate in or benefit from the tourism activities. Or pictures that illustrate how women, indigenous people, or the poor are prevented or limited from gaining more benefits from tourism.

With the template provided, the group added pictures and text to the last slide only. Each slide has no more than 2 pictures only. For the final slide, the group gave 3 most important recommendations from the group to improve the competitiveness of tourism in AVLDA. The observations and learnings incorporated the dimensions of gender equality, environmental sustainability and poverty reduction. The discussion focused on the following key questions: 1)) how to integrate nature (environmental management), wealth (economic concerns), and power (good governance)? 2)) How is it possible to facilitate (a) sustainable utilization and improved management of natural resources, (b) economic growth and poverty alleviation, and (c) empowerment and enfranchisement. The tourism sites visited are presented in the next paragraphs:


Fortune Field Resort , Punta Is la Resort, Mountain Log Some good resorts in Lake Sebu, with guided boat tours, recreational facilities and hotel accommodation The restaurants and most resorts are specialized in the native cuisine that mainly consists of tilapia dishes. These fishes are kept in net-enclosed bamboo fish pens and taken out only when ordered, so the freshness of catch is guaranteed.

South Cotabato Seven Fal ls Zip l ine On top of its breath-taking waterfalls, 3 scenic natural lakes and rich T’boli culture, South Cotabato added a 740-meter zip line ride above 5 of Lake Sebu’s towering waterfalls. This is the highest zip line in the country.

COWHED (T’bol i Hand-made crafts) One of the must-visit places while in Lake Sebu, South Cotabato is the T’Boli Trade and Crafts, or popularly known as COWHED. Cowhead is actually an acronym that stands for Cooperative of Women in Health and Development. This is where the T’boli women would gather and weave the T’nalak fabric, or make jewelries out of beads. Pasalubong items like traditional T’Boli dresses, hegalong (T’boli guitar), wallets made of T’nalak, and jewelries made of colorful beads. T ’bol i Community Museum T’boli Cultural Community located at West of Lake Sebu. A number of minorities live in the mountains of Lake Sebu. Among them are Tasaday cave dwelling people who have live in isolation in high caves (4,800 ft. above sea level) in primary forest area. T’boli Museum located at Lake Sebu. It houses historical, archeological and ethno-cultural collections including crafts and novelty items.

Mountain Lake Eco Resort Mountain Lake Eco Resort is owned and operated by the Integrated Cooperative Towards Unified Service (ICTUS). It is a multipurpose cooperative owned by its strong 11,000 members. The cooperative operates within the three provinces of SOCSKSARGEN Region in Southern Mindanao. The cooperative’s main business is savings and credit. It has operated its branches in Surallah, Koronadal City, Tboli, Sto. Nino and Lake Sebu in South Cotabato.

Esperanza Hot and Cold Spring Resort Barangay Marquez is endowed with a natural scenic panorama due to its location, which is more than a thousand feet above sea level. Coupled with its invigorating climate and poetic atmosphere, there is a spot where hot water continuously sprouts from a hidden spring, one of the best tourist spots in the country when properly developed. Situated about eight kilometers from the Poblacion, it can be easily reached by any land transportation within fifteen minutes ride. The Local Government of Esperanza manages the operation of the resort thru the office of the Municipal Engineer.


Provincial Capitol Bui lding Sultan Kudarat The Capitol Building is five (5) floors in all, including the basement and rooftop area. The Capitol is the best Capitol Building in the Philippines, and the third best in all of Asia.

Baras Bird Sanctuary The Baras Bird Sanctuary in Brgy. Baras is home to some 20,000 black crowned herons (locally known as Lapay) and five sub-species of Egrets (locally known as Tulabong or Tagak). The sanctuary covers an area of 1.0 hectare. Bird watching in the sanctuary can be done throughout the day considering that the herons are nocturnal birds. They leave the sanctuary at sundown to hunt for food in the nearby Buluan Lake, Lake Sebu, Liguasan Marsh and even as far as the Celebes sea in Lebak, Kalamansig & Palimbang.


DAY 3 July 27, 2011 WEDNESDAY

I . Presentation of Outputs AVLDA Tourism 15,000 Words or less Dr. Randi Alampay The field assessment outputs elicited the following presentations and findings:

Summary of Findings as Presented: AVLDA Tourism in 15,000 Words or Less GOOD NOT SO GOOD Accommodations ! Convenient rooms, clean, comfortable yet affordable ! SK Room talagang “SIKAT KA” ! Fortune Field willing to take extra steps to meet

customer needs ! Air-conditioned rooms, clean, H/C water, TV

! Electrical wires (spaghetti) outside-unsightly and risky

! Some rooms don’t have hot and cold water ! Toilet facilities ! Not yet consistent quality of rooms ! CR’s outside the cottage

Transportation ! Good roads to Lake Sebu (generally good roads) ! Provincial tourist bus, good means of transport ! Public bus transport, vans in the province are

available at reasonable cost

! Parking area, no signage’s ! Unpaved roads ! Overloaded tricycles and habal-habal. Lack of

local transport Tourist Attractions ! Bird sanctuary – really an attraction ! Zip line enjoyable ! Nature ! Flowers ! Mountain Eco-park lodge ! Overall, variety of attractions is good

! Construction materials ! Eyesore (unfinished construction) ! Lack of planning, lack of attention to detail in

development of attractions

Food/Restaurant Service ! Good service and food in the resorts ! Presentation is good ! Use of local, indigenous food as well as ways of

cooking ! Good food

! Kitchen area (fortune field), food preparation area looks unsanitary

! Inconsistent quality ! Unsafe conditions (LPG located outside) ! Unsanitary food preparation area behind CR, no

hairnets Shopping and Other Amenit ies ! Souvenir items available ! Urinals and toilet facilities


Summary of Findings as Presented: AVLDA Tourism in 15,000 Words or Less GOOD NOT SO GOOD ! Good products ! Souvenir shops are okay ! Reasonable products, good quality (e.g. COWHED) ! Organized display of products ! Bead makers do not compete on price (cooperation

within the community)

! Needs improvements in displays ! Ambulant vendors provided common selling area,

but needs improvement, not comfortable for vendors

Environment ! Very rich natural resources ! Waste water allowed to drain directly to Lake ! Open canals ! SWM still needs work, plastic being thrown into waterways

Fish cages (eyesores and risk to lake) Cultural Heritage ! Very rich cultural heritage including culture of settlers from other regions ! Tinalak weaving (most unique element of Lake Sebu ! Materials are conserved, but presentation (museum) needs improvement ! Preservation of traditions, hopefully will continue with entry of progress ! Needs more know how on proper maintenance and display of artifacts Indigenous People ! Collection of “Keting” ! Generally involved in handicrafts Women ! More entrepreneurial (handicrafts) ! Generally in souvenir items ! Women are very vulnerable segment of society, especially tourism ! Many front-liners are women Poverty ! There is a role of everybody to play ! Child labor ! Few economic opportunities in the area Most important “TO Do’s” (Marketing and Information) 1. Information Education Campaign (advocacy for tourism) 2. Unified or centralized promotional activities 3. Increase availability of information materials (brochures, maps) Most Important “TO Do’s” (Standards) 1. Ecotourism certification 2. Sanitation and hygiene 3. Oversight or accreditation body to assess tourism amenities Most Important “TO Do’s” ( Infrastructure) 1. Roads development 2. Sanitation and hygiene 3. Improved roads and infrastructure leading to tourism sites Most Important “TO Do’s” (Tourism Institut ions) 1. Creation of Ecotourism Special Body 2. Enabling environment for tourism: Laws and policies, business-friendly investment codes, peace and order) 3. Organize eco-tourism stakeholders for self-check and capacity building


I I . Value Chain Approach in Tourism Jean Roxas Local Init iatives Coordinator “Unlike commodity specific value chains, tourism value chain l inks are from the time tourist begins the journey up unti l he/she goes back to his/her origin.” – J. Roxas The session on value chain approach in tourism started with the observations made during the field assessment. A synthesis- lecture-discussion on tourism value chain analysis started by defining value chain, its uses and steps in value chain analysis and development. The value chain approach helps identify the various processes that are involved in producing goods (and services), starting with raw materials and ending with the delivered product. It encompasses the full range of activities and services required to bring a product or services to its final market. Value chain means the sequence of productive processes from the provision of specific inputs for a particular product to primary production, transformation, and marketing and up to final consumption. It is also an inst itut ional arrangement linking and coordinating producers, processors, traders and distributors of a particular product, service and support providers. It is an economic model, which combines the selection of a product and the appropriate technology with a particular way of organizing the actors in order to access the market. The steps include: 1) determine the main attraction, major and minor products; 2) determine the tourism markets; 3) identify the service providers, 4) economic analysis of the tourism products, 5) identify SWOT; 6) determine tourism vision, and 7) formulate the upgrading strategy. (See Annex C for detailed presentation) A value chain exercise followed after the presentation I I . Presentation of Outputs Value Chain Exercise Prior to the presentation, the group was divided into two (2) groups and was tasked to do the following: ! Map out industry players and their functions ! Identify support providers ! Define the opportunities and challenges ! Visioning and upgrading strategies

Key points/feedback during the presentation of outputs for both groups were: ! Strategies for increased tourism arrivals ! Target market for local, regional and international tourist ! Awareness of the visitors of the area ! Presence of facilities and support services ! Goal statement instead of vision statement was used since it is more

achievable ! Presence of tourism office in LGUs


DAY 4 July 28, 2011 THURSDAY

I . Monitoring LGU/All iance LED Result Francis Gentoral Associate Field Director, LGSP-LED

“Poverty impact doesn’t happen overnight”

The monitoring and evaluation (M&E) process is designed to track performance and identify where and when adjustments in plan implementation at the project level need to be made and where more fundamental changes to the LED plan vision or objectives might need to occur. It will also discuss how this information can be harnessed to report to various constituencies. The objective of the presentation was to enable the LED team and stakeholders to determine how its LED strategy is progressing, whether it is making any mistakes in implementing its strategy, and how these mistakes might be rectified. This session introduced the M&E tool and provided an overview of the process. At the end of the session, the participants were able to understand the importance of having standard measures in tracking progress and success in local economic development. (See Annex D for M&E presentation)

One highlight of the presentation is measuring the LED results (investments and jobs) of a LED project, the metaphor of “splash and ripples” can help stakeholders understand and use results measurement in reviewing LED. The rock is like a material Input; the person holding the rock is like a human resource Input. The act of dropping the rock is like an Activity. When the rock reaches the water, it creates a SPLASH. These are your Outputs. The r ipples , spreading out from the splash are like your Outcomes, and then later your Impact. The edge of the pond represents the geographic and population boundaries of your project.

T ime Splashes (outputs) become Ripples (outcomes) which move outward over time. The idea is that Outputs are immediate and flow directly from Activities. Outcomes take the lifetime of your project to show and are at least one step removed from Activities. Impacts take longer than the life of your project to show and are many stages away from Activities. The ripples (Outcomes) take their own course, affected by other disturbances in the pond. You can influence the ripples, at least those ripples that are closer to the original splash. To use this influence, you must know how to deal with the Constraints and Enablers. The more you know about the Splash and Ripple effect of your LED project, the better able you are to add to or alter your Inputs and Activities to yield better LED results.


DAY 5 July 29, 2011 FRIDAY

I . LGSP-LED Performance Roadmap and LED Application Workplanning Mr. Alfred Allaga Partnership Adviser, LGSP-LED With a better understanding of how the tourism economy works and an appreciation of the LED process, ideas on how to proceed with the conduct of the tourism value chain and other related activities for the next six months was planned-out after the discussions on the LED Performance Roadmap and the presentation of the template for the LED Application work plan . See Annex E for the agreed workplan for the next six months. I I . Summary of Evaluation In terms of the participants’ knowledge on Sustainable LED and the LED Process BEFORE the training session indicated a 2. 2 rating on the level of understanding, however AFTER the session, their appreciation on Sustainable LED and the process increased to 4.3, representing more than a 100% increase. Most participants gave a high rating of 4.6 on the methodologies used such as lectures, workshops and field visits. All were satisfied with the facilitators and resource persons as indicated by an excellent rating of 4.9. The over-all organization of the workshop was rated 4.8, in terms of level of participation, the participants rated their level of participation at 4.7 while the participation of their co-participants at 5. The participants rated the venue is conducive and the food is satisfactory. For the succeeding activities, they have recommended that the following should be covered as well: ! Sustainability of existing investments ! Emphasize that we are doing this as an alliance ! Group dynamics ! Value chain analysis They have also recommended that the organizers should sustain the support to the alliance; maintain the good participation and interactive process of learning and more training to be conducted. See Annex F for the accomplished training evaluation.

2.2

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Before After


The summary ratings are presented below: Evaluation Mean Key Learnings Application My knowledge on Sustainable LED and the LED Process BEFORE the session

2.2

My knowledge on Sustainable LED and the LED Process AFTER the session

4.3

Relevance of Topics ! Introducing LGU Competitiveness 3.2 ! Potential of AVLDA for

tourism need to be understood and explored further

! Preparing a Tourism Economic Development Strategy

4.1 ! Tourism is a viable economic activity

! Impact of tourism knowledge

! The LED process in developing plans, simplified and meaningful

! Prepare the tourism economic development strategy

! Guided Field Assessment of Key Tourism Destinations

4.3 ! Tourist spots

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! Monitoring LGU/Alliance LED Results 4.3 The methodologies used (lectures, workshops, field visits)

4.6

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support of all concerned

! Active participation ! Full support in

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on equal participation

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CIRCULATION NETWORK Transportation linkages that connect the community-attraction complexes

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CIRCULATION NETWORK Promotes visitor mobility and pleasure (in addition to general mobility and commerce)

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DESTINATION ZONE Geographic unit that encompasses a community, its surrounding area, its attractions, features, and access linkage

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DESTINATION ZONE Provide basic infrastructure for visitors and residents. Offer governance.

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!

Annex D Presentation: Value Chain for Tourism

1

ValueLinks The Value Chain approach

Presentation Part I - VC : an introduction - VC Approach in Tourism Part II - Example of VC applied in Tourism Project

(Ms. Jean Roxas, LGSP-LED)

2

Value Chain – a definition

!  the sequence of productive processes (functions) from the provision of specific inputs for a particular product to primary production, transformation, marketing and up to final consumption

“Value chain” means!.

!  an economic model which combines the selection of a product and the appropriate technology with a particular way of organizing the actors in order to access the market

!  an institutional arrangement linking and coordinating producers, processors, traders and distributors of a particular product; service and support providers, enablers

8/12/11 3

Categories of operators in value chains and their relations

Final Con- sumers

Specific Input providers

Farmers, (primary producers)

Packers, Agro- industry

Traders

Basic sequence of functions in an agribusiness value chain

Trade

Transport Distribute Sell

Con- sumption

Prepare Consume

Specific Inputs

Provide - equipment - inputs

Production

Grow, harvest Produce the primary stage etc.

Trans- formation

Classify Process Pack

Value Chain: Visualization as “map”

4

But, tourism VC is different from the commodity VC

2

8/12/11 5

Tourism Product Concept

8/12/11 6

1) Determine your main attraction, major and minor tourism products

Culture and Nature

Heritage Site

Museum Cultural Show

Trekking

Nature Trail

Bird Watching

Attraction

Major Products

Minor Products

8/12/11 7

2) Determine your tourism markets (Based on statistics available, if not, conduct a survey)

Segments: •  Origin (country, city) •  Age •  Spending power •  Others (backpackers, families, ecology-conscious,

educated couples/honeymooners)

8

3

8/12/11 9

2) Identify the service providers along the VC Example: Trekking

8/12/11 10

3) Economic Analysis of a Tourism Product

8/12/11 11

4) Identify the SWOT of VC stages •  Booking •  Transportation (connectivity) •  Local transportation •  Accommodation •  Major and minor attractions •  Food

8/12/11 12

5. Determine the Tourism Development Vision

4

8/12/11 13

6. Formulate the Upgrading Strategy (a)

On the Value Chain

8/12/11 14

6. Formulate the Upgrading Strategy (b)

On the Destination Quality

8/12/11 15

6. Formulate the Upgrading Strategy (c)

On local value added

8/12/11 16

Part II:

Tourism Project in Solo Raya, Indonesia

5

8/12/11 17 8/12/11 18

8/12/11 19

7 Reasons to Visit Solo

8/12/11 20

6

8/12/11 21 8/12/11 22

8/12/11 23 8/12/11 24

7

8/12/11 25

Thank you.

[email protected]

!

Annex E Presentation: Monitoring LGU/Alliance LED

Result

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Reviewing LED Results

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Splash and Ripple! Splash and Ripple !

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Inputs!

• Are the human and physical resources that make a program or project possible.

• Links results logic budgeting

Activities • Describe the essential work of the program or project – what you DO

• Should be summarized in no more than 5 to 8 statements.

• Less is better

Immediate Outcomes

• Short term !a change that is observable

as you complete the activity. • Each output relates to one activity.

• You have substantial control • Involves a very specific group of people - those directly involved in the activity

Intermediate Outcomes! •  Medium term

!describing the key changes you want to make

•  Observable at or shortly after the completion of the program or project.

•  You have influence, but not control

•  Usually involves a larger group of people than those directly involved in the program or project.

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Impact! •  Long term

!a picture of a preferred future; the reason why the progarm or project is important.

•  You can only make a contribution and have an indirect influence.

•  The change usually involves an even wider group of people

•  Is observable well after the program or project is complete.

Indicators! •  Point to information you

need to determine if the LED program or project is creating the results you want.

•  Can be both quantitative and qualitative.

•  Help the program or project make wise management decisions.

•  Should be cost effective

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•  :89-4;8<-4-5%7)+)768=%/0%1>?.%8/%)@9)78%)45%9-8)64%AB.64-..-.%64%8<-69%,/7),68=%

•  3479-).-5%4B*A-9%/0%9-;6.8-9-5%AB.64-..-.%64%8<-%,/7),68=%C9-4-D-5%)45%4-DE%

•  3479-).-5%1>?%9-F-4B-.%./B97-5%09/*%,/7),%AB.64-..%8)(-.%)45%-7/4/*67%-48-9+96.-.%

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•  1'2%640/9*)J/4%)F)6,)A,-%)8%8<-%1>?%,-F-,%

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&%

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•  4+5%+6%7893%/*:;-*-(<(=%/(>-32*-(2%:,+*+<+(%:,+=,1*3%

•  4?*@-,%+6%7893%A/2B%7+01;%.(>-32*-(2%1()%.(0-(<>-%C+)-"D,)/(1(0-E%

•  4?*@-,%+6%@?3/(-33-3%2B12%,-(-A-)%2B-/,%FG7%H:-,%789E%

•  '*+?(2%+6%,->-(?-3%6,+*%;+01;%@?3/(-33%21I-3%1()%-0+(+*/0%-(2-,:,/3-3%H:-,%789E%

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LED Results Chain

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Poverty impact doesn’t happen overnight!

•  Sector development (tourism, agri-business, etc.)

•  Reducing cost of doing business

•  Human Resource Development Infrastructure Support

Opening of new

businesses

Outside investors putting up

businesses

Expansion of existing

businesses

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You can use a Results Chain as!

•  The basis for an introductory conversation

•  The centerpiece of your proposal or plan

•  The basis for work plans and job descriptions

•  A management reference during LED meetings

•  A guide for reporting on progress

•  An aid in designing a project evaluation

Exercise - Building Logic Model

Now!it is your turn to create results chain - to identify the splash and ripple of LED work with your partners:

1.  Identify an impact, 2 outcomes, as many

many outputs as you can

2.  Consider how women/men might participate and benefit differently

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!

Annex F AVLDA Performance Roadmap and LED

Application Workplan

LED APPLICATION WORKPLAN July to December 2011 Name of LGU All iance: Al lah Valley Landscape Development Al l iance

LED Results Activities

Schedule Resource Counterpart

Jul Aug Sept Oct Nov Dec LGU Alliance/Private Sector

LGSP-LED

1. Organization of core LED Team and Technical Support Group (i.e. TWG or PMO)

1. Review the composition of the LED Core Team (additional 2 members from SK)

Program Manager (LOE)

! Listing of the members of the LED Core Team

3

! Issuance of EO on the Core LED Team by the Alliance Chairperson

4

! Drafting and agreement of TOR of CORE LED Team members

9

2. Orientation of the Private Sector Representative from Sultan Kudarat

9

3. Adoption of Resolution for the formation of the CORE LED Team by AVLDA Board

10

2. LED Application Workplan 1. Prepare and finalize the LED Application workplan

29 Workshop expenses

2. Submit workplan to LGSP-LED Team

3. MOA signing and implementation

1. Finalize MOA Draft MOA to be circulated

4. Development and refinement of Local Economic Profile including analysis of Value Chain for Priority Sector

1. Meeting with PPDOs 4 LGU Alliance (LOE)

Transportation/travel expenses related to meeting and data




LGSP-LED

gathering 2. Data gathering/review existing

LGU socio-economic profiles, CDP-ELAs, sectoral and master plans already prepared.

3rd w

eek

LGU Alliance (LOE) 1 point person from PPDO (SK and SC)

! Prepare a draft joint economic profile (Sultan Kudarat and South Cotabato)

3. Conducting of Value Chain Study of the AVLDA Tourism Industry

Who

le

mon

th

Venue LED Stakeholder (LOE)

Facilitator Value-chain consultant

4. Presentation of VC Study result to the LED Stakeholders

Who

le

mon

th LED

Stakeholder (LOE)

Workshop expenses

5. Organization of Multi-stakeholder Working Groups

1. Issuance of an EO on the creation of TWG for AVLDA Tourism

10 Program Manager (LOE)

2. Organizational meeting with identified multi-stakeholder working group

TWG members (LOE)

Meeting expenses

3. Drafting of TOR for multi-stakeholder working group

Program Manager (LOE)

6. Multi-stakeholder working group with appropriate LED knowledge and skills for priority LED sector

1. Orient LED Stakeholders on the LED process

Who

le

mon

th TWG members

(LOE) Workshop expenses

2. Train LED TWG on priority LED Sector (Tourism) and BR + E

TWG members (LOE)

Workshop expenses




LGSP-LED

7. Development and refinement of LED strategy and action plan with identification and prioritization of LED Initiatives (Quick Wins and Strategic LED Initiatives

1. Review of LED value chain study with identified VC stakeholder

Who

le m

onth

Who

le m

onth

TWG members (LOE)

Workshop expenses

2. Prepare LED strategy and action plan

3. Submit LED strategy and action plan to LGSP-LED

8. Streamlining of Business Process Licensing System (BPLS)

1. Orientation of LGUs on BPLS 1-10

2. Creation of BPLS Team 1-10

3. MOA signing (LGU and DILG) 1-2

4. Primary coaching on BPLS (self-assessment workshop) AVLDA

1-2

5. LGU Coaching (5days)




LGSP-LED

Live roll-out BPLS system 16

Launching BPLS

Feb

2012

!

Annex G Summary Training Evaluation

AVLDA LED Fundamentals Modules 2 & 3: Sustainable LED July 25-29, 2011 | The Farm @ Carpenter Hi l l , Koronadal City

Summary of Evaluation

1. Were your expectations met? Yes 11 No

Please rate (!) the following using the 1 to 5 scale; 1 being the lowest, 5 being the highest: 1 2 3 4 5 COMMENTS 2. My knowledge on Sustainable LED

and the LED Process BEFORE the session

8 3 4 1 2 First time to attend

3. My knowledge on Sustainable LED and the LED Process AFTER the session

1 9 8 Very well lectured

4. Relevance of topics

• Introducing LGU Competitiveness 1 2 10 5

• Preparing a Tourism Economic Development Strategy 3 5 9

• Guided Field Assessment of Key Tourism Destinations 2 8 8

• Value Chain Approach in Tourism 1 7 11

• Monitoring LGU/Alliance LED Results 1 10 7

5. The methodologies used (lectures, workshops and field visits) 1 4 13

6. The facilitators/resource persons 1 17 Excellent

7. The organizers 3 15 Very satisfactory

8. My participation 1 7 11 Participative

9. Co-participants 2 8 11 Participative

10. The venue 4 14 Conducive

11. The food 1 6 11

Satisfactory

12. The things that struck me most:

! Tourist spots within South Cotabato and Sultan Kudarat ! Tourism is a viable economic activity ! Impact of tourism knowledge ! Commitment and support of all concerned ! Preparing the Tourism economic development strategy ! As always, LGSP’s facilitating skills ! Practicum on value chain analysis and economic drivers ! Issue raised by SK on equal participation to the alliance ! The learnings are very much applicable to our LGUs ! Tourism ! The potential of AVLDA for tourism ! The LED process in developing our eco-tourism plans. Its simplified and meaningful

13. What I will do to apply my learnings:

! To involve the planning how to attract investors and sustain the existing investments within the two provinces

! Strengthen tourism council and encourage tourism development in the province ! Apply learning’s in our LGU and community ! Get more involved and participate ! Apply this in our municipality ! To give my full support to all AVLDA events and activities ! Actively participate in succeeding LED activities on tourism ! Many learnings actually ! Facilitate AVLDA sessions with LED Process ! Full implementation on the part of South Cotabato government ! In all programs I do ! Start working based on the principles learned ! Active in the LED process ! Dedicate more time and effort to the goal ! As a development planner, I can relate my learnings to my work specifically in the infrastructure

development sector

14. If a follow-through activity is organized, the following should be covered:

! Sustainability of existing investments ! Emphasize that we are doing this as an alliance – mindset of every participant ! Group dynamics ! Value chain analysis

15. What the organizers should do to improve similar activities in the future:

! Sustainable support of organizers to attain success ! Maintain the good participation and interactive process of learning ! More trainings