Proceedings of the  LED FUNDAMENTALS COURSE
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Proceedings of the  LED FUNDAMENTALS COURSE Proceedings of the LED FUNDAMENTALS COURSE Document Transcript

  • Proceedings of theLED FUNDAMENTALS COURSEModule 2 and 3Sustainable Local Economic DevelopmentALLAH VALLEY LANDSCAPEDEVELOPMENT ALLIANCEJuly 25-29, 2011The Farm @ Carpenter hill, Koronadal City AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 1
  • TABLE OF CONTENTSIntroduction ................................................................................................................................ 3W orkshop Objectives ................................................................................................................... 4DAY 1- July 25, 2011 .................................................................................................................. 5Registration and Reception ..................................................................................................................................................... 5Opening Remarks .................................................................................................................................................................... 5Introduction of Participants .................................................................................................................................................... 5Expectation Review ................................................................................................................................................................. 6Introducing LGU Competitiveness .......................................................................................................................................... 7Preparing a Tourism Economic Development Strategy ...................................................................................................... 10DAY 2- July 26, 2011 .................................................................................................................. 5Guided Field Assessment of Key Tourism Destinations ..................................................................................................... 11DAY 3- July 27, 2011 ................................................................................................................ 14Presentation of Outputs (AVLDA 15,000 or Less)................................................................................................................ 14Value Chain Approach in Tourism ......................................................................................................................................... 16Presentation of Outputs (Value Chain Exercise ................................................................................................................... 16DAY 4- July 28, 2011 ................................................................................................................ 17Monitoring LGU/Alliance LED Result ................................................................................................................................... 17DAY 5- July 29, 2011 ................................................................................................................ 18LGSP-LED Performance Roadmap and LED Application Workplanning ............................................................................ 18Summary of Evaluation ......................................................................................................................................................... 18!ANNEXESA. Registration of ParticipantsB. Introducing LGU CompetitivenessC. Presentation: Preparing a Tourism Economic Development StrategyD. Presentation: Value Chain Approach in TourismE. Presentation: Monitoring LGU/Alliance LED ResultF. AVLDA Performance Roadmap and Application WorkplanG. Training Evaluation!!!!!!!! AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 2
  • IntroductionPoverty reduction remains a huge challenge in the Philippines not only because absolute poverty in the country is stillwidespread, but also because the pace of its reduction is very slow compared with that of other Asian countries atbroadly similar income levels. The slow reduction has to do with the rather low rate of economic growth, especiallyafter accounting for the country’s rapid population growth. These findings require that critical constraints to privateinvestment and growth be addressed, the most significant of which are, 1) tight fiscal situation due largely to weakrevenue generation, 2) inadequate infrastructure, particularly transportation and electricity, and 3) low investorconfidence 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 59economies. 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 asstrong points, but low foreign direct investment (FDI) and attractiveness to FDI remained its weakness. In the area ofgovernment efficiency, the Philippines slipped down to No. 37 from No. 31 last year. While the government did well infiscal policy, ranking No. 13, it did poorly in business legislation, where it was at No. 51. The Philippines gained anotch to No. 31 in the area of business efficiency: the country’s labor market ranked No. 5 but it was only No. 43when it came to productivity and efficiency. As for infrastructure, the Philippines continued to rank poorly in thebottom three.The pressure brought about by the poor rankings in global competitiveness and high governance standards have adirect bearing on local governments, who are at the forefront in addressing these concerns. It calls for effective localgovernments working with multiple stakeholders, including the private sector, to improve the delivery of services inpursuing local economic development (LED).One key impediment to sustainable LED is the limited skills and experience of many LGUs in achieving sustainableLED. There is also a general perception that corruption is prevalent at the local level. This can be attributed to twopossible factors: 1) inefficient business development processes that perpetuate person-to-person contact and thatprovide 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 theLGU’s political and corporate powers provided in the Local Government Code of 1991 in order to confront thechallenges 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 befound in communities of all sizes. LGUs want to pursue a tourism-based development approach for severalcompelling reasons: (1) tourism can provide both direct and indirect economic benefits; (2) tourism can generatevarious 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 encouragingeconomic development and this makes it a useful tool to address. The ability of tourism-based development to beapplied to a variety of communities facing many different issues and challenges is appealing, and thus holds muchpotential.The Allah Valley Landscape Development Alliance (AVLDA) recognizes ecotourism as an economic driver to build onAVLDA’s unique natural features, generate income and employment for the poor, and it is strongly supported by bothpublic and private sectors. These ideas evolve from their understanding of the framework of an ecotourism circuitthat flows down from the upland destinations of Lake Sebu and Lake Holon (South Cotabato) down to the BirdSanctuary and Lagbasan Cave (in Sultan Kudarat)! AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 3
  • 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 AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 4
  • DAY 1 July 25, 2011 MONDAYI. RegistrationA total of thirty-two (32) participants attended the AVLDA LEDFundamentals Course: Module 2 and 3 last July 25-29, 2011. The 5- Femaleday workshop was held at The Farm @ Carpenter Hills, Koronadal City, MaleSouth Cotabato. 0 50The participants represented both the province of South Cotabato andSultan Kudarat. A total of 22 male participants and 10 femaleparticipants attended the activity. Private Sector DILGA total of twenty-two (22) Local Government Unit from various LGUs and2 provinces was represented during the activity. A mix of five (5) DILGregional and focal persons and five (5) coming from the private sector LGUalso attended the workshop. See Annex A- Registration Sheet 0 20 40 Number of ParticipantsII. Opening Remarks Hon. Arthur Pingoy Jr. MD Governor, South Cotabato“ AVLDA program is a balance between the protection of the environment, humandevelopment 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.III. Introduction of Participants Tina Abella Program Coordinator, LGSP-LEDUsing a get-to-know-you structured learning exercise, the participants were asked to introduce themselves byanswering the question “ If you are an animal, what animal are you?” The participants were also asked to describethe characteristic of the chosen animals that best represents them. AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 5
  • IV. Expectations Review Francis Gentoral Associate Field Director, LGSP-LED“Local economic development will help you understand your tourism economy to increaserevenue and satisfy entrepreneurs” – F. GentoralUsing 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 theexpectations of the participants. The session reviewed the re-entry plans prepared inModule 1-Entrepreneurial Leadership Development. AVLDA has completed theircommitment in the formation of the LED Team and the inventory of informationresources for the understanding of their local economy.This session also helped the participants to distinguish and clarify their roles of LGUsand entrepreneurs in LED (see box). LGUs role is to create an enablingenvironment and catalyze local economic growth while entrepreneurs’ role is toinitiate 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 todevelop it, and c) requirements in the formation of a LED team and the profiling of the local economy to initiate theLED 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 Participants At the end of 5 days Long-term plan Open-minded Revenue Link of environment generation protection to Sincere economic Poverty reduction empowerment Participative More Prepare an eco- understanding on tourism plan LED AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 6
  • V. Introducing LGU Competitiveness Mr. Francis GentoralThrough the “Market Market” exercise, the participants were able tovalidate and analyze the situation of their local economies as against thesix drivers of competitiveness. They also determine how they can enhancethe enabling environment for LED in their respective areas.The participants were divided into 2 groups (Sultan Kudarat and SouthCotabato); the 4 private sector representatives acted as investors and theDILG representatives as process observers.The groups were asked to caucus with their team and come up with aprofile of their LGUs showing their current standing on the followingdrivers of tourism sector competitiveness: 1. cost of doing business 2. strength of the local economy 3. availability of human resources and training services; “Market – Market” 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 visualpresentation their local tourism economy was posted on the wall orboard so that it is visible to the visitors. They used the presentation topersuade the investors to set up their business in their places. Eachdelegation was given 10 - 15 minutes visitation per group.Group 1, Sultan Kudarat’s used the current branding “ Sikat KA”. Theypresented the Province as a peaceful place and with population that ishighly educated. They have also highlighted the Province’s grandestprovincial capitol. ”The Investors”The group also presented the Province as having unique tourism features 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 ! Sultan Kudarat “Sikat Ka” AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 7
  • The discussion elicited the following com m ents:Investor Comment/Input Group’s Comment/InputThe presentation is attractive to tourist, ! Streamlined business permits processingbut how about the investors? What can ! Scheduled tax holidaysSK offer them to invest ! Provincial bus to take the investors around the Province ! Legislated revenue codeWhat are the incentives as indicated in • Tax incentives is dependent on the type and amount of investmentyour revenue code?What about road condition, ! 80%-90% roads are already concrete. Passable roads from Isulan totransportation and communication, coastal areaspeace and order condition? ! 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 situationHealth Service ! Good government and private hospitals (province/municipal) ! Hospitals offer leftist groups (MILF) primary health care free of chargeExisting 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 thefollowing competitiveness drivers: 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 Availability of Hum an Resources ! Adequate training institutions South Cotabato ! Schools, academe and universities “Beyond your Expectation” 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! AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 8
  • Some of the questions raised and comments during the discussion were as follows:Investor Comment/Input Group’s Comment/InputIs Lake Sebu a protected area? • Yes, however the area adhere with the strict environmental code of PAMBHow many hours will it take from ! Via Cotabato – 1 and 1.2 hoursdifferent point of entries? ! Via Gen. Santos – 1 and 1.2 hoursPeace 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 mobilizedGeneral Feedback from the Process Observers (DILG):The process observers made the following feedback on the presentation:For Sultan Kudarat For South Cotabato! Limited data/information on support infrastructure ! Accessibility was well described! The presentation is very detailed ! Presentation was good on both investors/tourist! Systematic presentation on the tourism side Sincerity/honesty in inviting investors! Branding is good “Sikat Ka”! Opportunities presented are also limitedA presentation on the LGU competitiveness was done after the “Market-Market” Exercise. ( See Annex B for detailedpresentation) AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 9
  • 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 priorities for economicdevelopment and are the basis upon which actions are ultimately decided”- Dr. RandiAlampayDr. Randi Alampay, Program Manager for Governance and LED discussed andreviewed “Strategic Local Economic Development” He reiterated “WHO” willcomposed the LED Team and “WHAT” will the LED team follow in analyzing andplanning for LED.The objective of the analysis and planning session provided a road map forAVLDA in facilitating stakeholders to develop a tourism competitivenessstrategy 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. Thefollowing steps were also explained, a) understand the economy, b) preparing the strategy, c) implementing the LEDaction, and d) reviewing the LED results (See Annex B)Several analytical tools were discussed which can be used for strategicplanning for LED are as follows! Porter’s Diam ond M odel – is a framework for strategically organizing the local economic information from an industry perspective! SW OT Analysis – integrates internal and external LED factors, this tool is also called as internal-external analysis! Setting Objectives - this are the framework of LED Strategy. They define priorities for economic development and are the basis upon which actions are ultimately decided. AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 10
  • DAY 2 July 26, 2011 TUESDAYI. Guided Field Assessment of Key Tourism DestinationsIn profiling the economy, it is important that the LED Team understands the structure and interrelationships of thekey players in a specific industry. The guided field assessment of the key tourism destinations was done andpresentation of key observations using the following process:The participants were randomly organized into five (5) groups, ensuring a good mix of public and private sectormembers in each group. Each group seek possible answer to the reflection questions given using the backgroundinformation about the area, the tourist destination, and/or the stakeholders, based on their personal observationsand 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, accommodationfacilities and amenities of AVLDA, from the perspective of a private tourist, individually make notes about thepotential 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 illustratethe 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 W eaknesses: Features of the various attractions, activities, facilities, or services in the tour that you DO NOT like or are very disappointed in.! Critical 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.! W here 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 2pictures only. For the final slide, the group gave 3 most important recommendations from the group to improve thecompetitiveness of tourism in AVLDA.The observations and learnings incorporated the dimensions of gender equality, environmental sustainability andpoverty reduction. The discussion focused on the following key questions: 1)) how to integrate nature (environmentalmanagement), 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: AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 11
  • Fortune Field Resort, Punta Isla Resort, Mountain LogSome good resorts in Lake Sebu, with guided boat tours, recreationalfacilities and hotel accommodation The restaurants and most resortsare specialized in the native cuisine that mainly consists of tilapiadishes. These fishes are kept in net-enclosed bamboo fish pens andtaken out only when ordered, so the freshness of catch is guaranteed.South Cotabato Seven Falls Zip lineOn top of its breath-taking waterfalls, 3 scenic natural lakes and richT’boli culture, South Cotabato added a 740-meter zip line ride above 5of Lake Sebu’s towering waterfalls. This is the highest zip line in thecountry.COW HED (T’boli Hand-m ade crafts)One of the must-visit places while in Lake Sebu, South Cotabato is theT’Boli Trade and Crafts, or popularly known as COWHED. Cowhead isactually an acronym that stands for Cooperative of Women in Healthand Development.This is where the T’boli women would gather and weave the T’nalakfabric, or make jewelries out of beads. Pasalubong items like traditionalT’Boli dresses, hegalong (T’boli guitar), wallets made of T’nalak, andjewelries made of colorful beads.T’boli Com m unity M useumT’boli Cultural Community located at West of Lake Sebu. A number ofminorities live in the mountains of Lake Sebu. Among them are Tasadaycave 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 LakeSebu. It houses historical, archeological and ethno-cultural collectionsincluding crafts and novelty items.M ountain Lake Eco ResortMountain Lake Eco Resort is owned and operated by the IntegratedCooperative Towards Unified Service (ICTUS). It is a multipurposecooperative owned by its strong 11,000 members. The cooperativeoperates within the three provinces of SOCSKSARGEN Region inSouthern Mindanao. The cooperative’s main business is savings andcredit. It has operated its branches in Surallah, Koronadal City, Tboli,Sto. Nino and Lake Sebu in South Cotabato.Esperanza Hot and Cold Spring ResortBarangay Marquez is endowed with a natural scenic panorama due toits location, which is more than a thousand feet above sea level.Coupled with its invigorating climate and poetic atmosphere, there is aspot where hot water continuously sprouts from a hidden spring, one ofthe best tourist spots in the country when properly developed. Situatedabout eight kilometers from the Poblacion, it can be easily reached byany land transportation within fifteen minutes ride. The LocalGovernment of Esperanza manages the operation of the resort thru theoffice of the Municipal Engineer. AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 12
  • Provincial Capitol Building Sultan KudaratThe Capitol Building is five (5) floors in all, including the basement androoftop area. The Capitol is the best Capitol Building in the Philippines,and the third best in all of Asia.Baras Bird SanctuaryThe Baras Bird Sanctuary in Brgy. Baras is home to some 20,000 blackcrowned herons (locally known as Lapay) and five sub-species of Egrets(locally known as Tulabong or Tagak). The sanctuary covers an area of1.0 hectare. Bird watching in the sanctuary can be done throughout theday considering that the herons are nocturnal birds. They leave thesanctuary at sundown to hunt for food in the nearby Buluan Lake, LakeSebu, Liguasan Marsh and even as far as the Celebes sea in Lebak,Kalamansig & Palimbang. AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 13
  • DAY 3 July 27, 2011 WEDNESDAYI. Presentation of Outputs AVLDA Tourism 15,000 Words or less Dr. Randi AlampayThe field assessment outputs elicited the following presentations and findings: Summary of Findings as Presented: AVLDA Tourism in 15,000 W ords or Less GOOD NOT SO GOOD Accom m odations ! Convenient rooms, clean, comfortable yet affordable ! Electrical wires (spaghetti) outside-unsightly and ! SK Room talagang “SIKAT KA” risky ! Fortune Field willing to take extra steps to meet ! Some rooms don’t have hot and cold water customer needs ! Toilet facilities ! Air-conditioned rooms, clean, H/C water, TV ! Not yet consistent quality of rooms ! CR’s outside the cottage Transportation ! Good roads to Lake Sebu (generally good roads) ! Parking area, no signage’s ! Provincial tourist bus, good means of transport ! Unpaved roads ! Public bus transport, vans in the province are ! Overloaded tricycles and habal-habal. Lack of available at reasonable cost local transport Tourist Attractions ! Bird sanctuary – really an attraction ! Construction materials ! Zip line enjoyable ! Eyesore (unfinished construction) ! Nature ! Lack of planning, lack of attention to detail in ! Flowers development of attractions ! Mountain Eco-park lodge ! Overall, variety of attractions is good Food/Restaurant Service ! Good service and food in the resorts ! Kitchen area (fortune field), food preparation ! Presentation is good area looks unsanitary ! Use of local, indigenous food as well as ways of ! Inconsistent quality cooking ! Unsafe conditions (LPG located outside) ! Good food ! Unsanitary food preparation area behind CR, no hairnets Shopping and Other Amenities ! Souvenir items available ! Urinals and toilet facilities AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 14
  • Summary of Findings as Presented: AVLDA Tourism in 15,000 W ords or LessGOOD NOT SO GOOD! Good products ! Needs improvements in displays! Souvenir shops are okay ! Ambulant vendors provided common selling area,! Reasonable products, good quality (e.g. COWHED) but needs improvement, not comfortable for! Organized display of products vendors! Bead makers do not compete on price (cooperation within the community)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 artifactsIndigenous People! Collection of “Keting”! Generally involved in handicraftsW omen! More entrepreneurial (handicrafts)! Generally in souvenir items! Women are very vulnerable segment of society, especially tourism! Many front-liners are womenPoverty! There is a role of everybody to play! Child labor! Few economic opportunities in the areaM ost im portant “TO Do’s” (M arketing and Inform ation)1. Information Education Campaign (advocacy for tourism)2. Unified or centralized promotional activities3. Increase availability of information materials (brochures, maps)M ost Im portant “TO Do’s” (Standards)1. Ecotourism certification2. Sanitation and hygiene3. Oversight or accreditation body to assess tourism amenitiesM ost Im portant “TO Do’s” (Infrastructure)1. Roads development2. Sanitation and hygiene3. Improved roads and infrastructure leading to tourism sitesM ost Im portant “TO Do’s” (Tourism Institutions)1. Creation of Ecotourism Special Body2. 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 AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 15
  • II. Value Chain Approach in Tourism Jean Roxas Local Initiatives Coordinator“Unlike commodity specific value chains, tourism value chain links are from the timetourist begins the journey up until he/she goes back to his/her origin.” – J. RoxasThe session on value chain approach in tourism started with the observations made during the field assessment. Asynthesis- lecture-discussion on tourism value chain analysis started by defining value chain, its uses and steps invalue chain analysis and development. The value chain approach helpsidentify the various processes that are involved in producing goods (andservices), starting with raw materials and ending with the deliveredproduct. It encompasses the full range of activities and servicesrequired to bring a product or services to its final market.Value chain means the sequence of productive processes fromthe provision of specific inputs for a particular product to primaryproduction, transformation, and marketing and up to final consumption.It is also an institutional arrangem ent linking and coordinatingproducers, processors, traders and distributors of a particular product,service and support providers. It is an econom ic m odel, whichcombines the selection of a product and the appropriate technologywith a particular way of organizing the actors in order to access themarket.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 tourismvision, and 7) formulate the upgrading strategy. (See Annex C for detailed presentation)A value chain exercise followed after the presentationII. Presentation of Outputs Value Chain ExercisePrior to the presentation, the group was divided into two (2) groups and wastasked to do the following:! Map out industry players and their functions! Identify support providers! Define the opportunities and challenges! Visioning and upgrading strategiesKey points/feedback during the presentation of outputs for both groupswere:! 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 AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 16
  • DAY 4 July 28, 2011 THURSDAYI. Monitoring LGU/Alliance 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 trackperformance and identify where and when adjustments in planimplementation at the project level need to be made and where morefundamental changes to the LED plan vision or objectives might need tooccur. It will also discuss how this information can be harnessed to report tovarious constituencies.The objective of the presentation was to enable the LED team andstakeholders to determine how its LED strategy is progressing, whether it ismaking any mistakes in implementing its strategy, and how these mistakesmight be rectified.This session introduced the M&E tool and provided an overview of the process. At the end of the session, theparticipants were able to understand the importance of having standard measures in tracking progress and successin 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 ripples, 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.Tim e Splashes (outputs) become Ripples (outcomes) which move outward over time. The idea is that Outputs areimmediate and flow directly from Activities. Outcomes take the lifetime of your project to show and are at least onestep removed from Activities. Impacts take longer than the life of yourproject to show and are many stages away from Activities.The ripples (Outcomes) take their own course, affected by otherdisturbances in the pond. You can influence the ripples, at least thoseripples that are closer to the original splash. To use this influence, youmust know how to deal with the Constraints and Enablers. The more youknow about the Splash and Ripple effect of your LED project, the betterable you are to add to or alter your Inputs and Activities to yield better LEDresults. AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 17
  • DAY 5 July 29, 2011 FRIDAYI. LGSP-LED Performance Roadmap and LED Application Workplanning Mr. Alfred Allaga Partnership Adviser, LGSP-LEDWith a better understanding of how the tourism economy works and an appreciation of the LED process, ideas onhow to proceed with the conduct of the tourism value chain and other related activities for the next six months wasplanned-out after the discussions on the LED Performance Roadmap and the presentation of the template for theLED Application work plan . See Annex E for the agreed workplan for the next six months.II. Summary of EvaluationIn terms of the participants’ knowledge on Sustainable LED and the LEDProcess BEFORE the training session indicated a 2. 2 rating on the level ofunderstanding, however AFTER the session, their appreciation on SustainableLED and the process increased to 4.3, representing more than a 100%increase. 4.3Most participants gave a high rating of 4.6 on the methodologies used such aslectures, workshops and field visits. All were satisfied with the facilitators and 2.2resource 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 Before Afterparticipation, the participants rated their level of participation at 4.7 while theparticipation 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 analysisThey have also recommended that the organizers should sustain the support to the alliance; maintain the goodparticipation and interactive process of learning and more training to be conducted. See Annex F for theaccomplished training evaluation. AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 18
  • The summary ratings are presented below:Evaluation Mean Key Learnings ApplicationMy knowledge on Sustainable LED and 2.2the LED Process BEFORE the sessionMy knowledge on Sustainable LED and 4.3the LED Process AFTER the sessionRelevance of Topics! Introducing LGU Competitiveness 3.2 ! Potential of AVLDA for tourism need to be understood and explored further! Preparing a Tourism Economic 4.1 ! Tourism is a viable ! Prepare the tourism Development Strategy economic activity economic ! Impact of tourism development knowledge strategy ! The LED process in developing plans, simplified and meaningful! Guided Field Assessment of Key 4.3 ! Tourist spots Tourism Destinations! Value Chain Approach in Tourism 4.5 ! Practicum on VC analysis! Monitoring LGU/Alliance LED Results 4.3The methodologies used (lectures, 4.6workshops, field visits)The facilitators/resource persons 4.9 ! As always, LGSP’s facilitating skills are superbThe organizers 4.8My participation 4.7 ! Commitment and support of all concerned ! Active participation ! Full support in AVLDA activitiesCo-participants 5 ! Issue raised by SK on equal participationThe venue 4.7The food 4.5 AVLDA LED Fundamentals Course: Module 2 and 3 – Sustainable Local Economic Development 19
  • ! Annex A Registration of Participants
  • ! Annex B Presentation: Introducing LGU Competitiveness
  • #$%&&(")*+(*,-" ./01"02$%34,5+&".6,*&(" Expectation Review " " #78%359%:"" F+*%"$*+G,359%"" $*+-+5+&"+H""/0>" P,$$&("-,&J" 7B:&%::" F+*%"%I3%&4" +$$+*4B&5%:"•  !"#$"%&(!&)*%*+,$-.$/%0$%+1"% 7B:&%::"*%(:4*,5+&" :J:4%-" " 2034"+.+.5"$"**%-6.5"6*%,$-%+1"%%,6",*% E%C,7C%",&D" 3+-$%4%&4" /+K%*&("3+:4"+H"D+&(" >%9%C+$&(" -+*%" 706%786+1"6%-"5"9043"$+% /0>"4%,-" 7B:&%::"" %&4*%$*%&%B*:"•  :$1,$2"%(:!%+",3)*%%8$-"6*+,$-.$/% " L,3C4,5+&",&D" " C&M,(%:""H+*"-,*M%4N" ;06<.$/*%07%+1"%%902,9%"20$03=>%%;1,+%.+% 4%36&+C+(%:",&D"" =*%,5&(" %&4*%$*%&%B*,C" +,<"*%+0%-"5"904%.+%,$-%10;%+0%-"5"904?% O&,&3%"" 3+--B&5%:" "•  :$*86"%+1"%7063,+.0$%07%,%(:!%+",3%,$-% " +1"%460#9.$/%07%+1"%902,9%"20$03=%+0% " .$.+.,+"%+1"%(:!%4602"**"*%.$%+1"%(@A% ;<0"=,&">+"?%@%*A1" "0&4*%$*%&%B*,C"/%,D%*:6$" !"
  • E+C%:"&"/0>" )*+-+4%"" ?BCD" D%9%C+$N" 7B:&%::G /RS:"" 0&4*%$*%&%B*:" %&4*%$*%&%B*,C"" H*%&DCJ",&D" &B*4B*%",&D" C%,D%*:6$",&D" %2$,&D"C+3,C" 3+-$%559%" 4%,-" %3+&+-J" /RS:"""T =*%,4%""%&,7C&(" T 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
  • 02%*3:%1""F,*M%4"F,*M%4" LGU Competitiveness ^B-,&" =+-$%559%&%::"L,34+*:" E%:+B*3%:",&D" .B$$+*4" P*,&&(" V&H*,:4*B34B*%:" Factors General Description .%*93%:" Cost of Doing Business Reforms undertaken by the LGU/Alliance to help their members create and increase attractiveness of the locality to businesses E%:$+&:9%&%::" Strength of the Local Effectiveness in ensuring the profitability of investments in the .4*%&(46"+H" 4+"?B:&%::" Economy industry/locality /+3,C"03+&+-J" ]%%D:" Availability of Human Efforts in ensuring human resources and training services are Resources and Training available in the locality and are being maximized for economic Service development=+:4"+H">+&(" " =#F)0PVG _B,C4J"+H"/H%" Availability of Support Existing infrastructure support to LED ?B:&%::" PVZ0]0.." Infrastructure Responsiveness to Competencies and strengths in responding to the needs of Business Needs investors and public sector Quality of Life State of the LGU/Allianceʼs quality of life for its?B:&%::GL*%&DCJ",&D"=+-$%559%"/RS:" communities/locality ! Y"
  • Main Issues and Problem Areas Key Issues and Opportunities Opportunities V&%I3%&4" 7B*%,B3*,53" ?B:&%::" <%,McD%3C&&(" Problem Areas $*+3%::%:",&D"" )%*H+*-,&3%",&D" -,*M%4:" *%bB*%-%&4:" (*+K46"$*+:$%34:"" 0&,7C&(" ^%,9J"7B*D%&"+&" 0&9*+&-%&4" 7B:&%::"4,2%:" /,3M"+H" `&D*%34"3+:4:a" &9%:4-%&4:" .4*%&(46""+H"46%" W33%::"4+" =+:4"+H">+&(" V&H+*-,C"H%%:" /+3,C"03+&+-J" L&,&3&(" ?B:&%::" /,3M"+H",33%::"4+" 3*%D4"H,3C5%:" ^(6"B5C4J"3+:4:" ?B:&%::" #$%*,5&("=+:4:" /-4%D",33%::"4+"+*" <%,M"/RSG )B7C3G$*9,4%" 6(6"*%&4,C"3+:4:" 7B:&%::":%34+*" $,*4&%*:6$:" " *%C,5+&:6$:"" 8/12/11 8/12/11 Key Issues and Key Issues and Opportunities Opportunities Problem Areas Problem Areas /-4%D"$++C",&D"6(6" 4B*&G+9%*"*,4%:"+H" ^(6"3+:4"+H" bB,CO%D"$%*:+&&%C" 4*,&:$+*4,5+&"`5-%" _B,C4J",&D" ,&D"3+&9%&%&3%a" ,9,C,7C4J"+H" )*+9:+&",&D" 3+-$%4%&4"K+*MH+*3%" /+K"K+*M%*" -,&4%&,&3%"+H" $*+DB3594JN" 4*,&:$+*4",&D"B5C5%:" ^(6",33%::"3+:4:",&D"^B-,&"E%:+B*3%:",&D" -+59,5+&",&D" $++*"*%C,7C4J"+H" P*,&&(".B$$+*4" $*+H%::+&,C:-" V&H*,:4*B34B*%"" B5C4J":%*93%:" .B$$+*4" 0bB4J"&" <%,M"/RS" R%&D%*" F,&,(%-%&4"+H" +$$+*4B&5%:"H+*" -,&,(%-%&4"+H" -,&:4*%,-&(" %&9*+&-%&4,C" K+-%&c-%&" %&9*+&-%&4,C" :%*93%:" H,3C5%:",&D":%*93%:" 8/12/11 Guide for Field Validation 8/12/11 ["
  • Problem Areas Key Issues and Key Issues and Opportunities Problem Areas Opportunities ?,:%DcB&H,*c ^(6"3*-%"*,4%:cC+K" &%I3%&4"*%(BC,5+&"+H" 3*-%":+CB5+&"*,4%:"" 3%*4,&"7B:&%::%:" D:3+B*,(%"&9%:4+*:" ?B:&%::"*%(BC,5+&",&D" ^%,C46N":,H%4J",&D" $*+-+5+&" :+3,C"$*+4%35+&",&D" V&,D%bB,4%"$*+-+5+&" 3BC4B*,C"D%&54J" )++*"6%,C46"B&D%*-&%" +H"C+3,C"&9%:4-%&4" C,7+*"$*+DB3594J",&D" +$$+*4B&5%:" %&8+J-%&4" E%:$+&:9%&%::"4+" _B,C4J"+H"/H%" ?B:&%::"]%%D:" ^(6"4*,&:,35+&"3+:4:" &"D%,C&("K46"/RS" W9,C,7C4J"+H"bB,C4J"+H" *%3*%,5+&,C""H,3C5%:" =C%,&",&D":B:4,&,7C%" %&9*+&-%&4" R++D"R+9%*&,&3%",&D" 02:5&("C,K:",*%" /%,D%*:6$" &,$$*+$*,4%" )++*"+9%*,CC"3C%,&C&%::" +H"46%"/RS" E%:$+&:9%&%::"+H"46%" /=0",&D",D-&:4*,5+&" 4+"7B:&%::"&%%D:",&D"8/12/11 3+&3%*&:" "
  • ! Annex C Presentation: Preparing a Tourism Economic Development Strategy
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  • !"#$"##% CIRCULATION NETWORK Transportation linkages that !" () connect the community- & "# *% attraction complexes $$ %ACCESSEntry into theProvince for "(+",-!*()%potential travel, )#*.+/%tourism, andrecreationmarketsCIRCULATION NETWORKPromotes visitor mobility and !"##$%&()pleasure (in addition to general *+*!&"%, !"#-./0,mobility and commerce) DESTINATION ZONE "(+",-!*()% Geographic unit that )#*.+/% encompasses a community, its surrounding area, its attractions, features, and access linkage &%
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  • !"#$"##% ()%*+(,-%•  ./,012+%31+(4%,2+%5678%,-%(9,0:4(-%1;% <114-%;1=%1=>,2/?/2>%@A.%*2;1=0,B12%,2+% !"#$%& C/>C4/>CB2>%D()%/--E(-F%:=1G4(0-F%,2+% ()*&& 1::1=<E2/B(-%%•  7GH(IBJ(-%!"%5<=,<(>)% &•  *0:4(0(2<,B12%KLIB12%M4,2N%/-%:,=<%1;%<C(% +(,-& 5<=,<(>/I%M4,22/2>%:=1I(--%;1=%@A.% #.#/$*&#&•  3,/2-<=(,0/2>%<C(%O=1--PIEQ2>%8C(0(-%/2<1% <C(%@A.%M=1I(--% #&%
  • ! Annex D Presentation: Value Chain for Tourism
  • ValueLinks Value Chain – a definition The Value Chain approach “Value chain” means!. Presentation Part I !  the sequence of productive processes (functions) from the provision of specific inputs for a particular product to primary - VC : an introduction production, transformation, marketing and up to final consumption - VC Approach in Tourism !  an institutional arrangement linking and coordinating Part II producers, processors, traders and distributors of a particular product; service and support providers, enablers - Example of VC applied in Tourism Project !  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 (Ms. Jean Roxas, LGSP-LED) 2Value Chain: Visualization as “map” But, tourism VC is different from the commodity VC Basic sequence of functions in an agribusiness value chain Specific Trans- Con- Inputs Production formation Trade sumption Provide Grow, harvest Classify Transport Prepare - equipment Produce the Process Distribute Consume - inputs primary stage Pack Sell etc. Categories of operators in value chains and their relations Specific Farmers, Packers, Final Con- Input (primary Agro- Traders sumers providers8/12/11 producers) industry 3 4 1
  • Tourism Product Concept 1) Determine your main attraction, major and minor tourism products Culture and Nature Attraction Heritage Site Trekking Major Products Cultural Nature Bird Minor Products Museum Show Trail Watching8/12/11 5 8/12/11 6 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)8/12/11 7 8 2
  • 2) Identify the service providers along the VC 3) Economic Analysis of a Tourism Product Example: Trekking8/12/11 9 8/12/11 10 4) Identify the SWOT of VC stages 5. Determine the Tourism Development Vision •  Booking •  Transportation (connectivity) •  Local transportation •  Accommodation •  Major and minor attractions •  Food8/12/11 11 8/12/11 12 3
  • 6. Formulate the Upgrading Strategy (a) 6. Formulate the Upgrading Strategy (b) On the Value Chain On the Destination Quality8/12/11 13 8/12/11 14 6. Formulate the Upgrading Strategy (c) On local value added Part II: Tourism Project in Solo Raya, Indonesia8/12/11 15 8/12/11 16 4
  • 8/12/11 17 8/12/11 18 7 Reasons to Visit Solo8/12/11 19 8/12/11 20 5
  • 8/12/11 21 8/12/11 228/12/11 23 8/12/11 24 6
  • Thank you. jroxas@lgsp-led.ph8/12/11 25 7
  • ! Annex E Presentation: Monitoring LGU/Alliance LED Result
  • !"#$"##% !"#$%&( •  &()*&%+,&%%-./%0&(1%%(2%3+(4&,5*2&63%% +5%2&+&617&%,58%7+3%-./%3+6(+&9:%73% ;6596&3379<%8,&+,&6%7+%73%1(479%(:% 173+(4&3%7%71;*&1&=9%7+3%3+6(+&9:<% (2%,58%+,&3&%173+(4&3%179,+%)&% 6&>=?&2% Reviewing LED Results %89:(!#%;&&( <=+*(>%(-%"(*=52?(+@%"*((89:(A&"0*&B( 4#,+25652,(7%#(89:( @7=(=9%%-./%% E&F7&879%+,&%-./% A2&63+(279%+,&% E&3G*+3% -5>(*%.>551:% )*#+*,-(3/$0/2*+1%2( .%#/"0+1%2( @1;*&1&=9%+,&% B6&;(679%+,&%-./% -./%D>=5%% C+6(+&9:% #%
  • !"#$"##% Mapping out the logic Splash and Ripple ! of LED Results Splash and Ripple! !"#$%"&$#()#*(+,)-.)/"#( &()*+)(,%0(;%>208/0.(%&()*+)(,% +,)-.)/"#(( •  -(.(/)(,%01.2)*3%4%535*670.10883%18861.(,9% •  F6+);)19%%535*670.1%0(;%@C61.26%05565576(*% 0(083:)(,%0(;%+6<+.(,%=>?%)(4+70.(%;/+)(,% 4%*B6%+68620(169%6G1)6(139%6H61.26(6559% )7<8676(*0.(%% )7<01*5%0(;%8)A683%5/5*0)(0@)8)*3%4%0(%(,)(,% •  >(0@86%%=>?%*607%%%0(;%A63%5*0A6B8;6+5%*% +%17<86*6;%=>?%%01.2)*3% C/;,6%<+,+655%0(;%D/08)*3%4%)7<8676(*0.(9% •  >7<B05)5%)5%(%/*</*59%/*1765%0(;%)7<01*% );6(.43%0(;%5826%<+@8675%0(;%)7<+26% •  -0(%)(4+7%0;C/5*76(*5%)(%<80(59%<+)+).65%+% D/08)*3E%%% +641/5)(,%4%=>?%@C61.265%% •  >7<B05)5%)5%(%01.2)*3%0(;%/*</*%% $%
  • !"#$"##% Inputs! Activities • Describe the•  Are the human and essential work of the physical resources that program or project – make a program or what you DO project possible. • Should be•  Links results logic summarized in no budgeting more than 5 to 8 statements. • Less is better Immediate Outcomes Intermediate Outcomes!• Short term •  Medium term !a change that is observable !describing the key changes as you complete the activity. you want to make• Each output relates to one activity. •  Observable at or shortly after• You have substantial control the completion of the program• Involves a very specific group of or project. people - those directly involved in •  You have influence, but not the activity control •  Usually involves a larger group of people than those directly involved in the program or project. &%
  • !"#$"##% Impact!•  Long term Indicators! !a picture of a preferred future; the reason why the progarm or •  Point to information you project is important. need to determine if the•  You can only make a LED program or project is creating the results you contribution and have an want. indirect influence. •  Can be both quantitative•  The change usually involves an and qualitative. even wider group of people •  Help the program or project make wise management•  Is observable well after the decisions. program or project is complete. •  Should be cost effective ()*+,-.%/0%12%34567)8/9.% G/9-%()*+,-.%•  :89-4;8<-4-5%7)+)768=%/0%1>?.%8/%)@9)78%)45% •  H*/B48%/0%9-F-4B-.%09/*%,/7),%AB.64-..%8)(-.% 9-8)64%AB.64-..-.%64%8<-69%,/7),68=% )45%-7/4/*67%-48-9+96.-.%C+-9%1>?E%•  3479-).-5%4B*A-9%/0%9-;6.8-9-5%AB.64-..-.%64% •  IB*A-9%/0%1>?.%6*+,-*-4J4;%AB.64-..% 8<-%,/7),68=%C9-4-D-5%)45%4-DE% 096-45,=%7/9+/9)8-%*)4);-*-48%9-0/9*.%C-;K%•  3479-).-5%1>?%9-F-4B-.%./B97-5%09/*%,/7),% LM1:%B+%8/%4)J/4),%.8)45)95.N%+)9J7B,)9%1>?% AB.64-..%8)(-.%)45%-7/4/*67%-48-9+96.-.% +/,676-.%.B++/9JF-%/0%12%646J)JF-.N%% •  12%640/9*)J/4%)F)6,)A,-%)8%8<-%1>?%,-F-,% &%
  • !"#$"##% ()%*+,-%.()/012+,3% !"#$%&()*$+,-./$ •  4+5%+6%7893%/*:;-*-(<(=%/(>-32*-(2% :,+*+<+(%:,+=,1*3% •  4?*@-,%+6%7893%A/2B%7+01;%.(>-32*-(2%1()% G,+*+2-%% )->-;+:L% .(0-(<>-%C+)-"D,)/(1(0-E% F?/;)% (?,2?,-% @?3/(-33J -(2,-:,-(-?,/1;%% 1()% G+>-,2K% 6,/-();K%1()% •  4?*@-,%+6%@?3/(-33-3%2B12%,-(-A-)%2B-/,%FG7% ;-1)-,3B/:%1()% 2-1*% 0+*:-<<>-% -I:1()% ,-)?0<+(% ;+01;% H:-,%789E% 7893%%% -0+(+*K% •  *+?(2%+6%,->-(?-3%6,+*%;+01;%@?3/(-33%21I-3% 1()%-0+(+*/0%-(2-,:,/3-3%H:-,%789E% !B?C@!"#$C:21&$ LED Results Chain 0/123&4$&35)263&/*$ .(0;?3/>-%%7MO%2-1*L% H:,/>12-%3-02+,%/3%2B-,-RE% -/7$8&9&:$).;./<$Poverty impact doesn t happen overnight! 12/7.=2/$>2:$*,&$522:$ Q-3?;23% .(/<1<(=%7MO% J.(>-32*-(2L%[+@3% .(0,-13-%/(% HW+(/2+,%1()% !2/<@*&:3$$ N+@3% ->1;?12-%%7MO%,-3?;23% 7+01;%0+*:-<<>-(-33% 7+01;%M0+(+*/0% .(0,-13-%/(% G,+S;-L% -*:;+K*-(2% Q->/-A/(=%2B-%7MO% 9()-,321()/(=% T1;?-%CB1/(% A&7.(3@*&:3$ Opening of .(0,-13-%/(% Q-3?;23% %2B-%7+01;%M0+(+*K% (1;K3/3% .(>-32*-(2% new /(0+*-% =-(-,1<+(% businesses .(0,-13-)%789% W1,X-2%),/>-(%7MO% Expansion of ,->-(?-% 10<+(3% ?,2:*@*&:3$ •  Sector development existing (tourism, agri- HYB12%7MO%10<+(3J G,+>/)/(=%1%:+3/<>-%% businesses 7MO%>/3/+(L%=+1;L%+@N-0<>-3% business, etc.) Z?/0X%A/(3L% -(1@;/(=%-(>/,+(*-(2% Outside 1()%10<+(3% •  Reducing cost of %32,12-=/0% doing business investors /(>-32*-(23E% .*:;-*-(<(=%2B-% G,-:1,/(=%2B-%7MO% H=,/@?3/(-33U%V+?,/3*U% •  Human Resource putting up 7MO%0<+(%% P2,12-=K% P+*-2B/(=%-;3-U%0+(3/)-,%8ML% % M(2,-:,-(-?,/1;% Development businesses MP%1()%GQRE% 7-1)-,3B/:%%1()% InfrastructureC1:10/2K%F?/;)/(=% Support 8/12/11 &%
  • !"#$"##% Exercise - You can use a Results Chain as! Building Logic Model•  The basis for an introductory conversation Now!it is your turn to create results chain - to•  The centerpiece of your proposal or plan identify the splash and ripple of LED work with your partners:•  The basis for work plans and job descriptions•  A management reference during LED meetings 1.  Identify an impact, 2 outcomes, as many many outputs as you can•  A guide for reporting on progress•  An aid in designing a project evaluation 2.  Consider how women/men might participate and benefit differently ()*+,)%-%./0%1%2+./%!"#$%&# ()*+,-&. 0.$/,"#.1 2-&- 2-&- !"#:.)#+;+%+&9 /# 2-&- 3-&4"/+)5 8)-%9#+# 6..%#-)* 7"&4.*#3+45.,(%6*,785("95:.7,";8.+%%9/,(<5(0=.,(%6*,785()"6>?(74@()%%%955(0=.,(%6*,785()"6*,:*,)%A74@=4()%./0%9/:*,)%% &%
  • ! Annex F AVLDA Performance Roadmap and LED Application Workplan
  • LED APPLICATION WORKPLANJuly to December 2011Name of LGU Alliance: Allah Valley Landscape Development Alliance Schedule Resource Counterpart LGU LGSP-LED LED Results Activities Jul Aug Sept Oct Nov Dec Alliance/Private Sector1. Organization of core LED 1. Review the composition of the ProgramTeam and Technical Support LED Core Team (additional 2 Manager (LOE)Group (i.e. TWG or PMO) members from SK) ! Listing of the members of the 3 LED Core Team ! Issuance of EO on the Core 4 LED Team by the Alliance Chairperson ! Drafting and agreement of 9 TOR of CORE LED Team members 2. Orientation of the Private 9 Sector Representative from Sultan Kudarat 3. Adoption of Resolution for the 10 formation of the CORE LED Team by AVLDA Board2. LED Application Workplan 1. Prepare and finalize the LED 29 Workshop Application workplan expenses 2. Submit workplan to LGSP-LED Team3. MOA signing and 1. Finalize MOA Draft MOA toimplementation be circulated4. Development and 1. Meeting with PPDOs 4 LGU Alliance Transportatiorefinement of Local Economic (LOE) n/travelProfile including analysis of expensesValue Chain for Priority Sector related to meeting and data
  • Schedule Resource Counterpart LGU LGSP-LED LED Results Activities Jul Aug Sept Oct Nov Dec Alliance/Private Sector gathering 2. Data gathering/review existing LGU Alliance LGU socio-economic profiles, CDP- (LOE) 3rd week ELAs, sectoral and master plans 1 point person already prepared. from PPDO (SK and SC) ! Prepare a draft joint economic profile (Sultan Kudarat and South Cotabato) 3. Conducting of Value Chain Venue Facilitator Study of the AVLDA Tourism LED Value-chain month Whole Industry Stakeholder consultant (LOE) 4. Presentation of VC Study result LED Workshop to the LED Stakeholders Stakeholder expenses month Whole (LOE)5. Organization of Multi- 1. Issuance of an EO on the 10 Programstakeholder Working Groups creation of TWG for AVLDA Manager (LOE) Tourism 2. Organizational meeting with TWG members Meeting identified multi-stakeholder (LOE) expenses working group 3. Drafting of TOR for multi- Program stakeholder working group Manager (LOE)6. Multi-stakeholder working 1. Orient LED Stakeholders on the TWG members Workshopgroup with appropriate LED LED process (LOE) expenses month Wholeknowledge and skills forpriority LED sector 2. Train LED TWG on priority LED TWG members Workshop Sector (Tourism) and BR + E (LOE) expenses
  • Schedule Resource Counterpart LGU LGSP-LED LED Results Activities Jul Aug Sept Oct Nov Dec Alliance/Private Sector7. Development and 1. Review of LED value chain TWG members Workshop Whole month Whole monthrefinement of LED strategy and study with identified VC (LOE) expensesaction plan with identification stakeholderand prioritization of LEDInitiatives (Quick Wins andStrategic LED Initiatives 2. Prepare LED strategy and action plan 3. Submit LED strategy and action plan to LGSP-LED8. Streamlining of Business 1. Orientation of LGUs on BPLS 1-10Process Licensing System(BPLS) 2. Creation of BPLS Team 1-10 3. MOA signing (LGU and DILG) 1-2 4. Primary coaching on BPLS (self- 1-2 assessment workshop) AVLDA 5. LGU Coaching (5days)
  • Schedule Resource Counterpart LGU LGSP-LEDLED Results Activities Jul Aug Sept Oct Nov Dec Alliance/Private Sector Live roll-out BPLS system 16 Launching BPLS 2012 Feb
  • ! Annex G Summary Training Evaluation
  • AVLDA LED Fundamentals Modules 2 & 3: Sustainable LED July 25-29, 2011 | The Farm @ Carpenter Hill, Koronadal City Summary of Evaluation1. Were your expectations met? Yes 11 NoPlease rate (!) the following using the 1 to 5 scale; 1 being the lowest, 5 being the highest: 1 2 3 4 5 COMMENTS2. My knowledge on Sustainable LED and the LED Process BEFORE the session 8 3 4 1 2 First time to attend3. My knowledge on Sustainable LED and the LED Process AFTER the session 1 9 8 Very well lectured4. Relevance of topics• Introducing LGU Competitiveness 1 2 10 5• Preparing a Tourism Economic 3 5 9 Development Strategy• Guided Field Assessment of Key 2 8 8 Tourism Destinations• Value Chain Approach in Tourism 1 7 11• Monitoring LGU/Alliance LED 1 10 7 Results5. The methodologies used 1 4 13(lectures, workshops and field visits)6. The facilitators/resource persons 1 17 Excellent Very satisfactory7. The organizers 3 15 Participative8. My participation 1 7 119. Co-participants 2 8 11 Participative10. The venue 4 14 Conducive11. 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 meaningful13. 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 sector14. 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 analysis15. 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