Philippines Sports Tourism Strategy 2007

PHILIPPINES

Need for a National Sports Tourism Strategy

by Virgilio ‘Beeyong’ Sison

Submitted to the Office of the President Hon. Gloria Macapagal-Arroyo

Malacanang, Philippines

Subic Bay Sports Management, Inc., SBFZ

International Tennis School, CH-RP

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Philippine Sports Tourism Strategy

TABLE OF CONTENTS

Executive Summary 4

Chapter A: Need for a National Sports Tourism Strategy 10

1. Purpose 10

2. Rationale: Why develop a national sports tourism strategy? 10

3. Opportunities and Challenges 12

4. Aims of the Strategy 12

5. Economic Impact of Tourism and Sports 13

6. The China Factor 15

7. The World and the Philippine Markets 17

Chapter B: Definitions, Purposes: Sport, Tourism, Sports Tourism 19

1. What is Sport? 19

2. The Purpose of Sport 20

3. Patterns in Games 22

4. What is Tourism? 23

5. Purpose of Tourism 24

6. What is Sports Tourism? 26

- Sports Tourism Resorts 28

- Sports Tourism Attractions 28

Chapter C: Guideline Framework 30

1. Coordination of Industry 30

2. Infrastructure 32

3. Education and Training 35

4. Research and Data Collection 36

5. Evaluation of Events 38

6. Implementation 39

Conclusion and Recommendations 40

V. Beeyong Sison. 3.2007. SBSMI-ITS

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Appendices

Appendix 1 Strategy Development Process 42

Appendix 2 Sports Tourism Planning Template 451. Objective2. Planning Principles3. Market Research and Community Consultation

Appendix 3 Current and Emerging Trends 471. Trends in Travel2. Trends in Development and Management3. Trends Emerging in Philippine Society4. Trends in Leisure5. Trends in Recreational Facilities

- General Design Trends- Sports Hall Design Trends- Aquatic Centre Trends

6. Management Trends

Appendix 4 Inventory of Sports Stadiums and Sports-Leisure Facilities 541. Philippine Stadiums2. Major Sports-Leisure Centers (Public-Private)

Appendix 5 Philippines: Profile and Current Trend 57

Appendix 6 Case Studies 621. Thailand2. Canada

FIGURES

Figure 1: Long Term Prospects 65Figure 2: Asia and the Pacific 66

Bibliography 67


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EXECUTIVE SUMMARY A Call to Our Leaders!

The development of a Sports Tourism Strategy must be prioritized by Her Excellency, President Gloria Macapagal-Arroyo. Under her leadership, the Department of Tourism, the Philippine Sports Commission (PSC), and the leaders of the sports governing bodies of the country namely the Philippine Olympic Committee (POC), and the National Sports Associations, and Heads of Local Governments, must come to a “Forum” which will solely focus on a strategy on how to harness a huge potential market which can make an economic impact on the Philippine economy. It is hoped that the Philippine government can include this growing industry among its priority agenda towards driving our national economy to First World Status by 2020.

Rationale: Why develop a national sports tourism strategy?

Tourism is one of the world’s largest industries, and it goes hand-in-hand with sports and recreation. This area combines travel, service, entertainment and wellness. By merging both activities, Sports Tourism has now become the fastest growing sector world-wide. The World Tourism Organization (WTO) predicts that Sports Tourism will be the second most important travel segment by 2020. Also, Sports Tourism will be the one to show enormous potential for further development based on any study conducted that will identify and develop a full-range of “niche” tourism products looking to promote strong future growth and diversification of the tourism industry. The need for a planned and consistent approach to building a sustainable base for the Sports Tourism sector is imperative and the development of a National Sports Tourism Strategy must immediately get underway.

With 842 million arrivals and a 4.5% growth rate in 2006, the tourism sector industry is raking-in world-wide receipts amounting to trillions of dollars (WTO, 2006). Combine this with an estimated $500 billion-plus industry from the world of sports (sportsbusiness.com 2006), the Sports Tourism sector is fast-becoming a major industry player which cannot be ignored by the Philippine government.

Aims of the Strategy

The aim is to facilitate a viable and internationally competitive Sports Tourism industry and to ensure that the benefits of this niche market are maximized and spread widely throughout Philippines. The strategy can identify opportunities for the development of the Sport Tourism sector as well as identifying constraints to the growth of the industry. The key elements of the strategy can be a range of actions which can help formulate a strategy:

Coordinate stakeholders of Sports and Tourism industry Evaluate the potential and economic benefits of Sport Tourism; Identify research and data collection requirements of the industry; Identify and address the infrastructure requirements of the industry; Identify education and training requirements for the industry; and Coordinate the implementation of the strategy.


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What is Sports Tourism?

Sports Tourism is any activity in which people are attracted to a particular location as a sport event participant, an event spectator, or to attend sport attractions or business meetings;

Sport Tourism creates new revenue streams and resources for local event organizers, sports friendly businesses and sport in general; and

Sport Tourism is a multi- billion dollar a year industry.

Estimates of the size of the sport tourism sector vary, mainly because there is no single, agreed definition of what constitutes “Sport tourism”. While definitions of tourism are well accepted and fairly consistent throughout the world, definitions of sport tourism range from narrow ones involving travel solely for participation in competitive sporting activity to broader definitions where the “sporting” activity might be more leisure or adventure activity incidental to the main purpose of travel.

Sports scholars have long debated the definition of sport. Is sport confined to competitive activities with set rules governing the style and field of play? Does sport include non-competitive, more freely structured physical activities? Should business travel be included in a definition of Sports Tourism? If so, are professional athletes traveling to away games appropriately considered to be sport-tourists? After all, just like conference attendees and corporate business travelers, professional athletes contribute to host communities in terms of hotel room nights, food and so forth. Or should the fact that professional athletes are being paid to take part in sport (and therefore are not leisure travelers)

The World Tourism Organization came out with a relatively limited workingdefinition which have been used by the industry for several years. The sport or a sporting activity which under this definition are organized activities. Unstructured activities undertaken by individuals have been excluded as the ability to influence such activities is fairly limited. (WTO 2005, Tourism Market Trends) It is:

International Sport Tourism : any trip to another country with a prime purpose of participating in a Sporting activity, either as a spectator, participant or official; and

Domestic Sport Tourism: any Sports-related trip of over 50 kilometers or a given distance involving a stay of at least one night away from home.

Economic Impact of Tourism

The exceptional growth of tourism over the last 50 years is one of the most remarkable economic and social phenomena of the 20th century. As stated earlier, the number of international arrivals shows an evolution from a mere 25 million arrivals in 1950 to the 698 million of 2000. That represents an average annual growth rate of more than 7% over a period of 50 years - well above the average annual economic growth rate for the same period. Tourism has clearly outperformed all the other sectors of the economy and has grown into the most significant economic activity in the world. Annual international arrivals are expected to surpass one billion by the year 2010 and reach 1.6 billion by the year 2020. (UNWTO Report 2006) Reasons for this sustained growth include greater disposable income in tourism generating countries, and, especially in some of the emerging economies of Asia, more leisure time, earlier retirement, improvements in infrastructure and transportation, and changes in consumer spending preferences.


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Economic Impact of Sports

Sports are big business. Combined world-wide leagues in Soccer, Basketball, Football, Baseball bring in about $12 billion in annual revenue, but that’s just the tip of the iceberg. In the United States alone, sporting equipment sales at retail are roughly $43 billion yearly, sports apparel $43 billion and athletic footwear $18 billion. A reasonable estimate of the total U.S. sports market might be $375 to $425 billion yearly. To put that in perspective, the U.S. retail food industry, including supermarkets, is only slightly bigger. However, the sports industry is so complex, from ticket sales to licensed products, from sports video games to collectibles, from sporting goods, sports-related advertising, endorsement income, stadium naming fees and running shoes to facilities income, that it’s difficult to put an all-encompassing figure on annual revenue. The China Factor

Tourism On the Rise: According to the World Tourism Organization forecast China will be producing 100 million outbound tourists by 2020. This outbound market has been growing extremely fast: it leapt from 20 million in 2003 to some 31 million in 2005.This figure includes all outbound travel from the Chinese mainland, including trips to Hong Kong and Macau. In 2005, 71% of all Chinese outbound visitors were to these two areas. Chinese outbound travelers spent a total of US$ 21.8 billion abroad in 2005, up from US$ 19.1 billion in 2004 (+14%). But, it might be a challenge to turn the Chinese outbound market into a profitable one. Price competition is fierce, driven in many cases by the short lead time (65% of all bookings are made in Europe 2-4 weeks prior to arrival). However, it is known that Chinese travelers spend a lot on shopping. France, Italy, UK and Germany are some of the destinations with the greatest appeal. Shopping ‘scenery’ and customs are valued most as selling propositions.

Sports Industry Potential: Once neglected, the leisure sports industry is now booming for a nation that has never held global sports meets on the scale of the Olympic Games. To most Chinese, sports are leisure activities which are a way to improve health and for a long time, Chinese have regarded sports as mainly the pursuit of an ideal, a way to win honor for the country. However, now that the Beijing 2008 Olympic Games are nearing, a new economic thrust is emerging in China in the form of leisure sports. Sports now play an important role in the economy. In 2003, China's GDP reached 1,400 billion USD. This was a record year for China's economic development, because the country realized the goal of GDP 1,000 USD per person. In recent years, some regions of China, especially the more developed ones, have been experiencing the benefits of the growth of the leisure sports industry. This industry does not confine itself only to the stadiums and sports fields. Sporting goods and sports-related travel as well as the fast-growing number of gyms in cities all combine to form a big leisure sports industry.

Philippines and the Asian Market

The hosting of the 2005 South East Asian Games provided the Philippines with a unique learning opportunity. Although we were able to showcase the Philippines to our Asian neighbors and the world, both as a tourism destination and as a country with the ability to compete in skills by winning the overall championships, the 2005 games experience left us with much to be desired in terms of infrastructure like world-class sports venues, athletic dorms/hostels, transport services, organizational expertise in the sports industry. The challenge for Sports Tourism development is to take advantage of all the opportunities this presents. The Philippines can have many competitive advantages in the Sports Tourism marketplace including a climate conducive to outdoor activities and a diverse range of sporting activities in a “Natural Setting”. The development and access to quality sports facilities and well developed


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tourism infrastructure (e.g. roads, accommodation infrastructure) can be bring vast changes to the image of a country like the Philippines as a sporting nation and tourism destination.

According to Euromonitor International, short-haul travel within Asia Pacific is becoming more popular than ever. Not only does the short-haul market dominate departures in Asia, it is also growing rapidly, with departures up by 20% between 2000 and 2005, compared to long-haul’s growth rate of 12% over the same period. This trend is set to intensify further over the next ten years due to a combination of positive factors fuelling growth. This means in the immediate term, the Philippines’ international “Sports Tourism” markets will have to be focused on China, Korea, and Japan. A considerable emerging growth potential from upper middle and high income Asian economies, including Hong Kong and Taiwan offer similar promise where the distribution of wealth is changing and there is an expanding middle class with an increasing level of disposable income. Development of international standard sporting facilities, and the upgrading of facilities required for pre-Games training, is both an obvious and tangible legacy. Building high quality sports and tourism facilities combined with successful hosting of events will give the Philippines a head start in bidding for other major sporting events. Just as importantly perhaps, the lessons that have been learned by governments, sporting bodies and business will play a major role in the further development of the Sport Tourism sector.

Coordination of Industry

The fact that most events are organized by sporting bodies as sporting events first and foremost with tourism almost an optional extra can already represent failure of the market. Sporting bodies arguably have little incentive to pursue the tourism benefits which can flow from sporting activities, especially sporting events, because they themselves cannot directly capture many of those benefits. Sporting activities in the country, especially events, have historically been organized by sporting organizations for purely sporting purposes. Maximizing the tourism potential of the events has never been a major consideration for the organizer, representing a potential failure of the market. Many sporting organizations rely on volunteers, and may not have a well developed business or organizational skills or experience to sustain events regularly. These are lost tourism opportunities.

A major linkage must be established between sports and tourism groups at all levels – national, regional, provincial. The creation of a combined sports and tourism organization would be particularly useful for the pooling of knowledge relevant to these two fields. Further collaboration in research and knowledge transfer would certainly pay dividends. An economic evaluation of the contribution of tourism and sports to development is a research topic that deserves urgent attention. I believe this is the right time for such an initiative. Cooperation-coordination in this field will be mutually beneficial.

Infrastructure

Most if not all sporting activities and events rely on having appropriate infrastructure in place. The most obvious form of infrastructure is the sporting facilities themselves. A starting point in addressing these issues would be to conduct facilities audits to identify what sporting facilities and at what standard, are available. A further logical step down this track would be to conduct a broader “asset audit” of all relevant infrastructure, to assist organizers in assessing the ability of a region to support a particular sporting activity or event. A strategic approach which considers the adequacy and availability of all relevant facility needs to be adopted when planning sporting events and activities. Education and Training


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Education and training is critical to the success of both the sports and tourism sectors. For sport tourism, the issue of education and training is especially important in ensuring that sporting bodies in particular have the required business skills both to run successful events and to recognize and take advantage of the tourism opportunities which accompany the hosting of events. Training in this area is still not readily available in the country. A high level of business expertise and management skill is critical if the Sport Tourism sector is to successfully meet the needs of the increasingly Sport Tourism consumer. The development of Sport Tourism will demand for appropriate and accessible education and training, particularly in the area of management, where many not-for-profit sporting organizations rely on part-time staff or volunteers. Tourism organizations would benefit from greater awareness of sport tourism opportunities and some education and training to enable them to maximize the tourism potential of sporting events and activities.

Research and Data Collection

Research must be conducted which will focus on the overall understanding of the sport tourism market and how it can operate at a national or regional level. Focusing on individual events must be avoided. The first step in data collection for the Sport Tourism sector is the establishment of a uniform set of standard definitions for Sport Tourism. The adoption of standard definitions provides the opportunity for various researchers to produce data which has comparability across the sport tourism sector. An extensive range of agreed definitions should be developed, allowing researchers to choose those required for specific data sets while retaining commonality.

Evaluation of Events

A basic evaluation of the 2005 South East Asian Games held in numerous parts of the country can be a start. Governments lend their support to events on the basis of decisions made regarding benefits and costs ranging from financial to social and cultural aspects. Such events may have the capacity to create income and employment in the short term and generate increased visitation and related investment in the longer term. Determining the value of sporting events has been a perennially difficult issue for governments to resolve. There are no standard criteria for evaluating the economic significance of staging events. A comprehensive criteria for evaluating publicly funded sport and tourism events can be approached both to the assessment of economic impact and tangible cultural and social impacts.

Implementation

The proposals contained in this strategy will require the concerted efforts of a range of organizations if they are to be successfully implemented and if the Sport Tourism sector is to achieve its full potential. Those organizations include governments at all levels, the tourism industry, the sports sector including sporting organizations and researchers. A key theme of the strategy is the need for coordination between what is a very diverse range of stakeholders involved in the sports and tourism sectors. Communication and coordination, especially between sporting groups and the tourism sector, will be the key to maximizing the tourism potential of sporting activities and events. Representatives of key stakeholders across industry and government, and could play a significant role in: Raising the level of awareness about the Sport Tourism sector within both industry

and government; Identifying and pursuing specific research needs and priorities; Identifying and overseeing the role of any facilitation unit which might be

established following the release of this strategy; and Overseeing and reporting on progress in implementing the strategy.


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Conclusion and Recommendations

Today’s tourism would be unthinkable without sports. Sports events cannot take place without some kind of tourism support. They usually depend on a tourism destination. Clearly, the Sports Tourism industry in the Philippines has enormous potential. A development initiative focusing on Sports Tourism can yield enormous gains including strong inbound tourism growth, sports and tourism infrastructure. There are considerable economic, sport and community benefits to be gained through developing the niche market that is sport tourism. Community sport tourism can lead to improved sport development, enhanced community pride, and more active populations. Perhaps it may also help cure social ills such as addiction in drugs, sex and illegal gambling “jueteng”, alcoholism and depression which are caused by lack of participation and direction. People will immediately feel the impact of the economic gains made by our government once they see concrete activities happening in their daily lives.

When the positive aspects of Sports Tourism are maximized, it is a powerful and cost-effective way of supporting a range of development and peace objectives. The time is ripe for our leaders to realize the full potential of Sports Tourism as a viable and practical tool for national development. General recommendations are as follows:

1. Sports Tourism in the development agenda: Calls for the incorporation of Sports Tourism activity into the development policies of local governments as well as the development agendas of national development agencies.

2. Sports Tourism as a program tool: Urges local governments and national agencies to include the opportunity to participate in Sports Tourism as an objective as well as a tool to achieve the national governments goal towards driving our national economy to First World Status by 2020. 3. Sports Tourism programs: Recommends the inclusion of Sports Tourism related initiatives into the programs of all agencies, where appropriate and according to locally assessed needs.

4. Partnerships: Recommends that the resource mobilization urges local governments and agencies to identify and make available resources for:

Sports Tourism initiatives, which maximize participation in and access within their localities;

Urging partners, including private sector, sports organizations and civil society, to generate in-kind and financial support for Sports Tourism development activities.

5. Communication: Seek new and innovative ways to use Sports Tourism for communication and social mobilization, particularly at the national, regional and local levels, engaging civil society through active participation and ensuring that target audiences are reached.


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CHAPTER A

Need for a National Sports-Tourism Strategy

1. PURPOSE

The purpose of this paper is to provide the reader with the basic information about sports-tourism and to point out the prominence of the concept of sports-tourism as an increasingly popular tourism product in the last ten years and where it stands in 2007. A General Guideline strategy is provided to illicit comments and suggestions that can then be collated and eventually form the basis of a common national strategy.

It will involve extensive consultation with a wide range of stakeholders. It will require the organization of a series of focus group workshops around Philippines, from desk research to the production of a preliminary discussion paper. In this report, I shall also aim to look at the close links which exist between sports and tourism and their mutually beneficial impact on society in terms of sustainable economic development. It is hoped that the Philippine government can include this growing industry among its priority agenda towards driving the Philippines Economy to First World Status by 2020.

The development of a sports tourism rtrategy must be prioritized by Her Excellency, President Gloria Macapagal-Arroyo. Under her direction, the Department of Tourism (DOT), the Philippine Sports Commission (PSC) and the leaders of the sports governing bodies namely the Philippine Olympic Committee (POC), and the National Sports Associations, and heads of Local Government Units (LGUs, must come to a “Forum” which will solely focus on a strategy on how to harness a huge potential market that can make an economic impact on the Philippine economy.

2. RATIONALE

Why develop a sports-tourism strategy?

Tourism is one of the world’s largest industries, and it goes hand-in-hand with sports and recreation. This area combines travel, service, entertainment and wellness. By merging both activities, Sports-Tourism has now become the fastest growing sector world-wide. The World Tourism Organization (WTO) predicts that Sports Tourism will be the second most important travel segment by 2020. Also, Sports Tourism will be the one to show enormous potential for further development based on any study conducted that will identify and develop a full-range of “niche” tourism products looking to promote strong future growth and diversification of the tourism industry. The need for a planned and consistent approach to building a sustainable base for the Sport Tourism sector is imperative and the development of a national Sport Tourism strategy must immediately get underway.

Sports Tourism is any activity in which people are attracted to a particular location as a sport event participant, an event spectator, or to attend sport attractions or business meetings;

Sports Tourism creates new revenue streams and resources for local event organizers, sports friendly businesses and sport in general; and

Sports Tourism is a multi- billion dollar a year industry.


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With 842 million arrivals and a 4.5% growth rate in 2006, the tourism sector industry is raking in world-wide receipts amounting to trillions of dollars (WTO, 2006). Combine this with an estimated $500 billion-plus industry from the world of sports (sportsbusiness.com 2006), the Sports Tourism sector is fast-becoming a major industry player which cannot be ignored by the Philippine government. Many countries have recently created sub-ministries and departments under their respective tourism authorities to focus more in servicing a market which boomed in the last 10 years. Tourism Authority of Thailand, for example, with over 13.76 million tourists last year pouring in US$19.5 billion, created a sub-ministry in 2002 called the Ministry of Tourism and Sports to help facilitate increasing demands from sports travelers demanding more sports-leisure venues and activities. This decision came about after learning that over 25% of their receipts came from Sport-tourists. Now, the emphasis of their current tourism policy is "to attract high end, quality tourists who want to learn about Thai life without destroying natural resources." (Tourism Authority of Thailand. 2007)

Forecast growth, especially for inbound tourism, is very strong. Similarly, the Sports sector can contribute to a major economic impact which can generate billions of dollars to the economy while employing millions of Filipinos. Furthermore, Sports occupies a central place within Philippine culture and identity dating back when education and sports was first introduced by the United States in 1902. Philippines have a natural advantage in this niche market given our strong international image as a hospitable, friendly and functionally-talented people. This reputation has recently been confirmed based on our performance during the 2005 South East Asian Games.

The hosting of the 2005 Games is undeniably a defining moment for Sports Tourism in the Philippines and has the potential to bring significant on-going benefits to the Philippine tourism sector. While big events such as these are definitely not the “bread and butter” of Sports Tourism, the recent Games taught us many lessons in organizing, promotion, infrastructure awareness on the tourism benefits of such magnitude in sporting events. We were not prepared due to our decades-old venues and facilities, or lack of coordination, but now we can take this an opportunity to get to the next level by merging both sports and the tourism sectors. We need to ensure that the Philippines can obtain every possible advantage from hosting this one-off special event, in order to build a more sustainable base for the long-term future viability of the Sports Tourism sector in Philippines. Sport Tourism which is associated with sporting activity has the potential to develop into a highly significant niche sector which provides Philippines with economic and social benefits.

Sports Tourism has double benefits. It brings foreign players, sports fan tourists while promoting the destination extensively in international market. However, one very important thing we should not forget is that Sports Tourism means mass participation. The recreational planning and management of Sports Tourism can be carried out carefully taking into consideration three equally important factors - economic, environment and socio-culture concerns. While organizing sports events in fragile areas, these three cardinal factors including maintenance of traditional values in a diversified culture such as our land will have to be taken care of in order to sustain tourism in the country.


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3. OPPORTUNITIES AND CHALLENGES

The Philippines faces a number of opportunities and challenges due to recent developments in the domestic and international environment. The direction of and shape of Sports Tourism future growth will depend on how it can respond to each of the following developments:

Economic growth and development in the world’s most dynamic region; Increase in international tourist arrivals forecasted at 1 billion by 2010; Reformed domestic policies have set Philippines towards Economic growth; Growth in middle-class disposable incomes in the Philippines and Asia; Remarkable growth in international Tourism and Sports industries; Increase in popularity of sports with travel-related activities in Asia; Increase in travel and “short-haul” trips within Asia and the Pacific; Need for expansion of tourism and sports facilities; Need to link the Tourism and Sports industry sectors; and Trainable managers, operators, coaches, teachers, and athletes.

- General Guidelines

Given these opportunities and challenges, the formulation of national strategy development follows several overall guidelines:

1. Identifying projects which are of national and regional impact contributing to development initiative of Sports and Tourism;

2. Maximizing private sector involvement in coordination with all government levels; and

3. Maximizing existing resources and the upgrading of existing infrastructure.

4. AIMS OF THE STRATEGY

The aim of the strategy is to facilitate a viable and internationally competitive Sports Tourism industry and to ensure that the benefits of this niche market are maximized and spread widely throughout Philippines. The strategy can identify opportunities for the development of the Sports Tourism sector as well as identifying and addressing constraints to the growth of the industry. The key elements of the strategy can be a range of actions which can help to formulate a strategy:

1. Coordinate stakeholders of Sports and Tourism industry; and2. Evaluate the potential and economic benefits of Sports Tourism;3. Identify research and data collection requirements of the industry;4. Identify and address the infrastructure requirements of the industry;5. Identify and address education and training requirements for the industry;6. Coordinate the implementation of the strategy.


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5. ECONOMIC IMPACT OF TOURISM AND SPORTS

Economic Impact of TOURISM

The exceptional growth of tourism over the last 50 years is one of the most remarkable economic and social phenomena of the 20th century. As stated earlier, the number of international arrivals shows an evolution from a mere 25 million arrivals in 1950 to the 698 million of 2000. That represents an average annual growth rate of more than 7% over a period of 50 years - well above the average annual economic growth rate for the same period. Tourism has clearly outperformed all the other sectors of the economy and has grown into the most significant economic activity in the world. Annual international arrivals are expected to surpass one billion by the year 2010 and reach 1.6 billion by the year 2020. (UNWTO Report 2006)

Reasons for this sustained growth include greater disposable income in tourism generating countries, and, especially in some of the emerging economies of Asia, more leisure time, earlier retirement, improvements in infrastructure and transportation, and changes in consumer spending preferences. The size and impact of the Tourism Industry today is indicated by WTO statistics:

International tourism generated US$ 2 billion a day in 2005. World-wide receipts are estimated at US$ 680 billion.

On average contribute about 7% of the world's GDP (4-10% in developed countries and much higher in some of the developing countries and island states).

About 8% of the world export's through international visitors spending on goods and services. That makes tourism the leading export earner - ahead of the automotive industry, chemicals, food, computers and fuels.

Based on the latest Department of Tourism (DOT) statistics, Philippine international visitor arrivals are predicted to grow rapidly in the next few years. Based on these predictions, tourism is destined to continue playing a vital role in Philippines’s economic and social development. Tourism and travel have grown for the past year in the Philippines increasing by over one million from 2005 jumping up to over 2 million visitors in 2006 to almost 3 million tourists. With an increase forecasted annual increase of 15%-20%, tourism will become not only one of Philippines’ but also one of the world’s most significant industries. The World Tourism Organization predicts that global international tourism, which in 1999 generated, directly and indirectly 11% of global GDP, will expand by 4.1 per cent per year over the next two decades. Accompanying the growth in tourism has been a significant expansion in the worldwide sports and recreation industry. These industries come together in the Sport Tourism sector and with the emergence of “niche” markets as a major factor in tourism development, the potential for growth in the sector is considerable.

Economic Impact of SPORTS

Sports are big business. Combined world-wide leagues in Soccer, Basketball, Football, Baseball bring in about $12 billion in annual revenue, but that’s just the tip of the iceberg. In the United States alone, sporting equipment sales at retail are roughly $43 billion yearly, sports apparel $43 billion and athletic footwear $18 billion. A reasonable estimate of the total U.S. sports market might be $375 to $425 billion yearly. To put that in perspective, the U.S. retail food industry, including supermarkets, is only slightly bigger. However, the sports industry is so complex, from ticket sales to licensed products, from sports video games to collectibles, from sporting goods, sports-related


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advertising, endorsement income, stadium naming fees and running shoes to facilities income, that it’s difficult to put an all-encompassing figure on annual revenue. One of the largest single-effect that sports create is that of gripping entertainment: hundreds of millions of fans around the globe follow sports on a daily basis, whether via radio, television, printed publications, online or in person, as spectators or participants. (American Sports Data)

Sports and active recreation have become very large and successful industries worldwide. A European Commission Report on the European Community and Sports estimated that the Sports industry is responsible for 2.5 per cent of world trade. The factors influencing the growth of Sports and recreation are similar to those influencing tourism growth - notably increased disposable income, greater availability of leisure time and changing consumer preferences. An increased awareness of the benefits for all ages of greater physical activity has also been important.

The role of the media in promoting Sports has been critical. A number of factors have contributed to this greater international media attention on world-wide Sports and recreation, especially in western economies: (WTO Report 2006)

Increase in demand for Sports programming from television broadcasters to meet consumer demand, the advent of dedicated Sports channels like Fox Sports, ESPN, Star Sports (in the Philippines Solar Sports and Basketball channel), and the availability of satellite technology allowing live coverage;

Increased prominence of professional Sportspersons across a range of Sports, e.g. golf, tennis, basketball, baseball, surfing, rugby and soccer; large amounts of money being spent by corporations directly and indirectly sponsoring events, teams and individuals for commercial advantage;

Growth of merchandise associated with particular Sports, Sporting activities and Sporting teams; significant advertising, promotion, and activity associated with high-profile international Sporting events, e.g. the Olympic Games, soccer World Cups, Grand Slam tennis, Formula One Grand Prix, and national sporting competitions;

Increase in opportunities for participation, especially in western and Asian tiger economies, through changing leisure patterns, ageing of the population, increased disposable income, and increased awareness of the benefits of physical activity.

Tennis was a booming leisure activity in the U.S. for many years, but its popularity has diminished greatly in recent years, particularly among casual players. The number of people playing golf is dropping. The Sporting Goods Manufacturers Association (SGMA) reports that the highest increases in participation for 2004-2005 were in the sports of, surfing, mountain biking, yoga/tai chi, artificial wall climbing, indoor soccer, jet skiing and kayaking.

Then there’s the fact that large audiences have been watching high-stakes poker tournaments on television recently. Does that qualify as sports broadcasting? Based on our definitions (see page 22, “patterns in games”), it’s certainly a game. Thanks to the Internet, fantasy sports teams and online betting on sports events are soaring. Finally, evolving technologies and fashions have an immense impact on sales of sporting goods within specific sectors. Sporting goods makers are constantly trying to create reasons for consumers to buy new equipment introducing new fashions, new colors and new styles yearly in an effort to get consumers to buy new or buy up, regardless of whether significant new technologies are involved. (American Sports Data. 2006)


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6. THE CHINA FACTOR

Tourism in China: On the Rise

Modern tourism in China sprang up in the early 1950s. In 1954, the China International Travel Service was established, with 14 branches in Guangzhou, Shanghai, Beijing and other major cities. In 1964, the State Tourism Administration of China was formally established. Since the initiation of the policies of reform and opening to the outside world in 1978, China’s tourism has entered a stage of rapid development. China, with a population of roughly 1.3 billion people, is undergoing a sustained economic growth of 9% per year. This has transformed the world market for raw materials and the supply of consumer goods. With 20% of the world’s population now becoming part of the global economy, tourism destinations have rushed to sign “Approved Destination Status” (ADS) agreements with the Chinese authorities that allow them to receive Chinese leisure tourist travel groups. In Japan, the tourists followed the export of manufactured goods throughout the sixties and seventies. The hope is that China will, in this respect, mimic Japan, but with twelve times as many people.-(China-Internet-Information-Center:-http://www.china.org.cn)

According to the World Tourism Organization forecast China will be producing 100 million outbound tourists by 2020. This outbound market has been growing extremely fast: it leapt from 20 million in 2003 to some 31 million in 2005.This figure includes all outbound travel from the Chinese mainland, including trips to Hong Kong and Macau. In 2005, 71% of all Chinese outbound visitors were to these two areas.

Following world trends of strong intraregional travel, a further 17% traveled to destinations within Asia. Roughly 5% went to Europe. If forecasts confirm, and the proportions hold around the same level, Europe may expect to receive at least 5 million Chinese visitors by 2020. This is the same number of Japanese traveling to Europe in the peak year of 2000.

Chinese outbound travelers spent a total of US$ 21.8 billion abroad in 2005, up from US$ 19.1 billion in 2004 (+14%). But, it might be a challenge to turn the Chinese outbound market into a profitable one. Price competition is fierce, driven in many cases by the short lead time (65% of all bookings are made in Europe 2-4 weeks prior to arrival). However, it is known that Chinese travelers spend a lot on shopping. France, Italy, UK and Germany are some of the destinations with the greatest appeal. Shopping ‘scenery’ and customs are valued most as selling propositions.

Sports in CHINA: A Sports Industry Potential

Once neglected, the leisure sports industry is now booming for a nation that has never held global sports meets on the scale of the Olympic Games. To most Chinese, sports are leisure activities which are a way to improve health and for a long time, Chinese have regarded sports as mainly the pursuit of an ideal, a way to win honor for the country. However, now that the Beijing 2008 Olympic Games are nearing, a new economic thrust is emerging in China in the form of leisure sports. Sports now play an important role in the economy. The Chinese didn't recognize the huge value of the sports industry until recently. As early as in 1949, Mao Zedong put forward a slogan: "Develop sports activities and build up people's bodies." In order to improve people's health, the Chinese government invested in a handsome amount of money annually.


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A half century ago, the Chinese government spent as much manpower and material resources as possible to support the training of the country's elite athletes but neglected the fact that ordinary people also needed sports activities. Now with its opening and reform policy, China is merging into the world rapidly and the decades-old policies on sports have changed. At present, the global sports industry generates about 400 billion USD annually. Comparatively, China's sports industry has had a late start and is small-scaled. But China's penchant for organized sports has been developing very fast in recent years and, like its Tourism sector, will build exponentially over the next few years as a result of the 2008 Olympic Games.

Leisure sports as an industry must first be based on the development of the economy. If the people of a country are constantly worrying about where their next meal will come from, the leisure sports industry will have no market there. China has set a goal to build a well-off country as some regions of China have already fulfilled this goal. Thus, China has the economic base to develop a leisure sports industry. In 2003, China's GDP reached 1,400 billion USD. This was a record year for China's economic development, because the country realized the goal of GDP 1,000 USD per person.

In recent years, some regions of China, especially the more developed ones, have been experiencing the benefits of the growth of the leisure sports industry. This industry does not confine itself only to the stadiums and sports fields. Sporting goods and sports-related travel as well as the fast-growing number of gyms in cities all combine to form a big leisure sports industry. Other related fields like the sports lottery and its advertisements are also driven by the ever-expanding sports industry.

In 2004, Chinese athletes won 32 gold medals at the Athens Olympic Games, which greatly inspired the Chinese people. More and more Chinese are taking part in all kinds of sports activities now. Leisure sports are becoming a part of the everyday life of ordinary Chinese. In many cities, there are gyms, swimming pools, football fields and basketball courts packed with people. Skiing, which was once considered a luxury sport, is now available to ordinary people. Millions of Chinese regularly buy sports lottery tickets.

In Beijing, public sports facilities are being upgraded and public sports activities are thriving. In 2003, the municipal government spent 170 million yuan to equip 1,239 sports facilities in the city. Nearly all streets and communities in Beijing now have recreational areas. There are altogether 3,811 public recreational areas in the city. Also in 2003, over 1.34 million Beijing citizens took part in the 8,749 community sports activities held in the capital. Considering that half of most people's lifetime is spent in leisure activities, it's clear to see that the leisure sports industry has great market potential. Many Chinese have already jumped on this profitable bandwagon. Zhu Shuhao, the founder of China's biggest leisure sports business, earned over 3.8 billion yuan through his Guanlan Lake Golf Club and his sports-themed holiday inns in Shenzhen. Yao Ming, the NBA star, earns 150 million yuan (US$20M) annually. Sports programs on TV are also becoming more and more popular, and thus have attracted more and more advertisements. Obviously, leisure sports are poised to become the next focus of economic development in China. (China Internet Information Center: http://www. china. org.cn)

7. The World and the Philippine Markets

The hosting of the 2005 South East Asian Games provided the Philippines with a unique learning opportunity. Although we were able to showcase the Philippines to our Asian neighbors and the world, both as a tourism destination


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and as a country with the ability to compete in skills by winning the overall championships the 2005 games experience left us with much to be desired in terms of infrastructure like world-class sports venues, athletic dorms/hostels, reasonably-priced standard rooms; transport services, organizational expertise in the sports industry. The challenge for Sport Tourism development is to take advantage of all the opportunities this presents.

The Philippines can have many competitive advantages in the Sports Tourism marketplace including a climate conducive to outdoor activities and a diverse range of sporting activities in a “Natural Setting”. The development and access to quality sports facilities and well developed tourism infrastructure (e.g. roads, accommodation infrastructure) can be bring vast changes to the image of a country like the Philippines as a sporting nation and tourism destination. The weather and climate are conducive for year-round sports training, with daily high temperatures ranging from low 20’s to low 30’s due to the combination of its coastal proximity and subtropical geographic location. It provides a range of opportunities in areas such as pre-season training camps; English-only emersion/instruction can be one of the core attractions for international athletes. Without question, Philippines have the highest level of English-speaking proficiency, integration into everyday lifestyle, and available coaches/instructors of any Asian country. The development of eco-tourism, medical tourism and retirement villages are added values and assets which form the basis for an internationally competitive tourism product. However they have to be managed in a way that delivers the maximum benefits for the country as a whole. While there are numerous opportunities within the broader Sports Tourism fields, some sectors and some markets appear to have particular potential for the Philippines to further explore.

The South East Asian Games and the Asian Games: The sport event is the most widely recognized example of sport tourism. And, with mega-events such as the Olympic Games and the World Cup Football it is not surprising that they involve the largest volumes of spectators and the largest revenues of all special events and festivals. Hosting of the SEA and Asian Games can be the subject of much-needed research on the benefits and costs of such an event. A significant increase in tourism is not a guaranteed certainty with many impacts dependent upon the organization and marketing of these Games. Regardless, the staging of Games is recognized as being a unique opportunity for the host city and country to engage in high-profile promotion their tourism products at a regional and at a world-wide level.

Development of international standard sporting facilities, and the upgrading of facilities required for pre-Games training, is both an obvious and tangible legacy. Building high quality sports and tourism facilities combined with successful hosting of events will give the Philippines a head start in bidding for other major sporting events.

Just as importantly perhaps, the lessons that have been learned by government, sporting bodies and business will play a major role in the further development of the Sport Tourism sector. In the immediate term, the Philippines’ international “Sport Tourism” markets will have to be focused on China, Korea, Japan and provide these countries an alternative preparatory training camp annually during winter months from October until March. A considerable emerging growth potential from upper middle and high income Asian economies, including Hong Kong and Taiwan offer similar promise where the distribution of wealth is changing and there is an expanding middle class with an increasing level of disposable income.

“Manufactured” Events: Over the past twenty years or so the interest in sport, especially elite sporting events, has grown at a phenomenal rate. Sport is no


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longer just about playing the game, it is now perceived to have an obligation to provide public entertainment. This growth has been in parallel with advances in technology and the evolution of the digital age. People now expect to be entertained by worldwide sporting events telecast live direct to their television sets - or perhaps on their home computer. Another variation on the “manufactured” event theme is an event which is designed from the outset to promote tourism, rather than being designed as a purely sporting event with the tourism aspect an added extra. The main emphasis in events of this nature, of which there are still relatively few, is on the promotion of tourism to the region where the event is being held, rather than just on the event itself. One of the major benefits of this type of event is that they can be designed using existing locations, and to suit the capabilities of the regions. Examples include cycle races, triathlons, road races, “challenges”. Critically, these events can be introduced to even out peaks and troughs in tourism activity, and can be tailored to fit into a regional tourism package of events, attractions and activities. They can also spread the accommodation load across a region if necessary. Given that the region which created the event then “owns” the event, they can be conducted on an annual basis which in the longer term reduces the costs associated with their staging.


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CHAPTER B

Definitions and Purposes: Sport, Tourism and Sports Tourism

The strong linkages between sport and tourism are recognized, and the literature contains many studies devoted to the topic. To date, though, there has been no consensus on a definition of sport tourism, and a wide range of definitions have been adopted by different parties. Definitions used may be influenced by the availability of data, the intent of research being undertaken, current sport and tourism definitions in the country or region concerned, etc. There is broad agreement about the tourism side of the definition with most countries generally accepting definitions similar to those observed in other countries for international and domestic tourists. There are also wide-ranging views on what constitutes sport. Should recreational and adventure activities be included, is sport only sport when it is “organized”, are non-competitive events such as fun runs still considered sporting activities? Sports, Tourism and Sport Tourism definitions are set below:

1. WHAT IS SPORT?

Sport can mean many different things to different people. Being global phenomena, sports can stir up deep passion within spectators and players alike in countries around the world. To one person, sports are a venue for gambling; to another, they are a mode of personal recreation and fitness, be it skiing, cycling, running or playing tennis. To business people, sports provide a lucrative and continually growing marketplace worthy of immense investments. To athletes, sports may lead to high levels of personal achievement, and to professionals sports can bring fame and fortune. To facilities developers and local governments, sports are a way to build revenue from tourists and local fans. Sports are deeply ingrained in education, from elementary through university levels. Perhaps we can’t state with confidence that sports enrich the lives of all of us, but they certainly entertain a huge percentage of the world’s population.

To begin with, the root word of Sports is derived from “disport¡”, meaning to divert oneself. It carried the original implication of people diverting their attention from the rigors and pressures of everyday life. (Harry Edwards, 1973) Two noted sociologists Johan Huizinga (1955), and Roger Callois (1958) defined sport, play or games as follows:

Johan Huizinga : “play is a voluntary activity or occupation executed within certain fixed limits of time and place, according to rules freely accepted but absolutely binding, having its aim in itself and accompanied by a feeling of tension, joy, and the consciousness that it is different from ordinary life.”

Roger Callois : “play is an occasion of pure waste of time, energy, ingenuity, skill, and often money.” It is also an essential element of human social and spiritual development

Caillois' book built upon prior work from “Man the Player” by Johan Huizinga, considered one of the founders of modern cultural history. Huizinga assembled and interpreted one of the most fundamental elements of human culture: “the instinct for play”. The reader will discover how profoundly the achievements in law, politics, science, poverty, war, philosophy, and in the arts, are nourished by the instinct of play

The precise origins of many sports (or Games) remain obscure, although all cultures have known physical contests. The ancient Egyptians swam, raced, wrestled, and played games with balls. The ancient Greeks held large athletic


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festivals, including the Olympic Games, which drew athletes from all over the ancient world. The Greeks, and then the Romans, also competed in events (chariot races, throwing the javelin) that relied on the participation of animals or the use of mechanical contrivances, a tradition continued into modern times in sports such as dog racing, horse racing, and shooting.

Athletic games or tests of skill are undertaken primarily for the diversion of those who take part or those who observe them. The term is restricted to any play, pastime, exercise, game, or contest performed under given rules, indoors or outdoors, on an individual or a team basis, with or without competition, but requiring skill and some form of physical exertion.

Today, however, sport is often anything but diversion to its active and passive participants. Sport can be defined in many ways and from different viewpoints or distinctive perspectives. As definitions are mere tools, serving or assisting to specify some level of precision and characteristics, the following have been selected to demonstrate sports activity as a part of our social world:

Competitive sport is an institutionalized competitive activity that involves vigorous physical exertion or the use of relatively complex physical skills by individuals where participation is motivated by a combination of intrinsic and extrinsic factors.” (Coakley,1982)

Competitive sport consists of physical activity which involves the coordination of large muscle groups which have a set of universally recognized rules and which produce a winner and a loser.” (Coakley, 1982)

Recreational sport is characterized by playfulness involved and enjoyment of play that serves the primary reason for participation.” (Chu, 1982)

A feature of competitive sport is that activities, classified as such, are formally structured to a degree and organized within a context of formal and explicit rules of behavior and procedures. Salient features include some level of competition and physical exertion. In addition, competitive sport, being the formal, rational, goal-directed endeavor, provide or allow little opportunity for fantasy or make believe – either to or for the participant or spectator. (Edwards, 1973)

A feature of recreational sports is that activities are informally structured with limited organization in a physically-oriented setting and voluntary participation context. In addition, recreation sports is self-directed activity which can be challenging to the individual participant and not necessarily competitive in nature with few, if any, spectators in attendance.

2. The Purpose of Sports

Sports is a universal activity and to fairly understand the purpose of sporting activities, a description of such activity undertaking is of prime importance:

“A sport contest is a voluntary, agreed upon, human event in which one or more human participants oppose at least one other human to seek the mutual appraisal of the relative abilities of all participants to move mass in space and time by utilizing bodily moves which exhibit developed motor skills, physiological and psychological endurance and socially approved tactics and strategy.” (Fraleigh, 1984)

For the athlete-participant, the mastery of the body in particular skill development is implicitly essential. To the spectator, the degree of skill perfection and discipline demonstrated by the athlete becomes a symbol of perfection, admiration and success. Evidently, these universal needs will be


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felt differently and in various measures due to a variety of reasons – be they intellectual, emotional, psychological, social or other. (Schwartz, 1973)

Sports purpose has been interpreted in terms of deep satisfaction it provides humans in their realization of the desire to be self complete through testing and extensions of the body. Recreational sport has many unique opportunities for individual/group participation which may include such factors as stimulation, challenge, self-fulfillment and diversion.

Competitive sports also have special allurement for spectators – for these people share a common identity with the participants. In effect, “spectators are most important to sport today than they have ever been in the past.” (Vinoker, 1988)

The revolution in communications makes greater numbers aware of sport competitions, sports activities and recreational sports opportunities. Governments use sporting events to political advantage as sport can strengthen identification to the nation – with positive consequences. (Vinoker, 1988)

In the past decade or so, sport has become a social phenomenon of great importance and magnitude and, perhaps complexity. “Sport permeates any number of levels of contemporary society, and it touches upon and deeply influences such disparate elements as status, race relations, business life, automotive design, clothing styles, the concept of hero, languages and ethical values” (McPherson and Curtis, 1989)

Through analysis of literature and conceptive perspective of Stevens and Nixon in their work “Sportwissenschaft” 1972, they isolated five basic functions of sport, namely:

1. The socio-emotional function, which operates at the level of the individual and is concerned with the socio-psychological stability of the individual;

2. The socialization, which also operates at the level of the individual, and is concerned with the inculcation of cultural mores and beliefs, and with the development of personality characteristics;

3. The integrative function, which operates at the level of collectivity, and is concerned with the harmonious integration of disparate individuals into, and their identification with, the collectivity;

4. The political function, which is predominately operative at the level of the Nation State, is concerned with the function of sport as a political instrument;

5. The social mobility function, which has concerns at the level of the individual, the collectivity and the Nation State, deals specifically with the movement of individuals between socially defined categories. (Stevenson and Nixon, 1972)

Sports build character, teach values, encourage healthy competition, provide outlets for aggression and promote international friendship and understanding. The Modern Olympics, re-established by Baron Pierre de Coubertin, was founded in the belief that sport brought people together and in doing so contributed to a better understanding between peoples and nations. Another approach to the question of sport deals strictly with culture and culture affectations. As such, bull-fighting or cock-fighting could be considered as definable and acceptable to certain cultures of the world, yet, non-appropriate and not inclusive in other parts of the globe. The same may be said for ice fishing, dog racing, horseshoes, dance, etc. Oftentimes, the type of sports enjoyed and appreciated resides in religious cults, traditions, mores and inborn impulse and basic needs. (Olivova, 1984) 3. Patterns in Games


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In his 1958 book ‘Les Jeux et Les Hommes’ (usually translated as Man, Play and Games), the noted sociologist and intellectual Roger Callois introduced a terminology for considering patterns in games. He used the term 'game' in a very wide manner, applying it to all play activities. This is a partial consequence of his native language, French, where the term 'jeux' and 'jouer' express the concepts of both play and game in English.

Term Type Category Participants

AGON Games of Competition Sports in general Athletes

ALEA Game of Chance Betting, Lotteries Bettors, Gamblers

ILINX Games of Vertigo Skydiving, Ski-jumping Adventurers

MIMICRY Games of Simulation Theater, Play-ActsPerformers,

Actors

Callois' interest in games was sociological: the second half of ‘Les Jeux et Les Hommes’ is a fascinating account of how societies relate to the patterns of play he identified, and will give readers an understanding by which games become part of daily life, ultimately giving cultures their most characteristic customs and intuitions. Callois describes them as follows:

AGON: A whole group of games would seem to be competitive, that is to say, like a combat in which equality of chances is artificially created, in order that the adversaries should confront each other under ideal conditions, susceptible of giving precise and incontestable value to the winner’s triumph. It is therefore always a question of rivalry which hinges on a single quality (speed, endurance, strength, memory, skill, ingenuity, etc.), exercised, within defined limits and without outside assistance, in such a way that the winner appears to be better than the loser in a certain category of exploits. Callois is insistent in seeing AGON as a fair contest between participants. An example, as in Tennis, the contest is called a “MATCH”; in Davis Cup, competition between nations is called a “TIE”.

ALEA: is the Latin name for the game of dice: All games that are based on a decision independent of the player, an outcome over which he has no control, and in which winning is the result of fate rather than triumphing over an adversary. More properly, destiny is the sole artisan of victory, and where there is rivalry, what is meant is that the winner has been more favored by fortune than the loser. Perfect examples of this type are provided by the games of dice, roulette, heads or tails, baccarat, lotteries etc. Here, not only does one refrain from trying to eliminate the injustice of chance, but rather it is the very capriciousness of chance that constitutes the unique appeal of the game. ALEA signifies and reveals the favor of destiny. The player is entirely passive; he does not deploy his resources, 24skill, muscles, or intelligence. All he need do is wait, in hope and trembling, the cast of the die.

MIMICRY: All play presupposes the temporary acceptance, if not of an illusion (indeed this last word means nothing less than beginning a game: in-lusio), then at least of a closed conventional, and, in certain respects, imaginary universe. Play can consist not only of deploying actions or submitting to one's fate in an imaginary milieu, but of becoming an illusory character oneself, and of so behaving. One is thus confronted with a diverse series of manifestations, the common element of which is that the


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subject makes believe or makes others believe that he is someone other than himself. He forgets, disguises, or temporarily sheds his personality in order to feign another. I prefer to designate these phenomena by the term mimicry...

Mimicry is incessant invention. The rule of the game is unique: it consists in the actor's fascinating the spectator, while avoiding an error that might lead the spectator to break the spell. The spectator must lend himself to the illusion without first challenging the decor, mask, or artifice which for a given time he is asked to believe in as more real than reality itself.

ILINX: The last kind of game includes those which are based on the pursuit of vertigo and which consist of an attempt to momentarily destroy the stability of perception and inflict a kind of voluptuous panic upon an otherwise lucid mind. In all cases, it is a question of surrendering to a kind of spasm, seizure, or shock which destroys reality with sovereign brusqueness (bungee-jumping). The disturbance that provokes vertigo is commonly sought for its own sake. It can be seen most clearly in any games with speed or snowboarding that serves to heighten the players’ enjoyment by artificially inducing a state of vertigo.

4. WHAT IS TOURISM?

A general definition given by the World Tourism Organization is as follows:

Tourism comprises the activities of persons traveling to and staying in places outside their usual environment for not more than one consecutive year for leisure, business and other purposes not related to the exercise of an activity remunerated from within the place visited.

Tourism is different from travel. In order for tourism to happen, there must be a displacement: an individual has to travel, using any type of means of transportation (he might even travel on foot: nowadays, it is often the case for poorer societies, and happens even in more developed ones, and concerns pilgrims, hikers …). But all travel is not tourism.

Three criteria are used simultaneously in order to characterize a trip as belonging to tourism. The displacement must be such that:

1. It involves a displacement outside the usual environment: this term is of utmost importance and will be discussed later on;

2. Type of purpose: the travel must occur for any purpose different from being remunerated from within the place visited: the previous limits, where tourism was restricted to recreation and visiting family and friends are now expanded to include a vast array of purposes; and

3. Duration: only a maximal duration is mentioned, not a minimal. Tourism displacement can be with or without an overnight stay. (WTO website: www.world-tourism.org)

“People’s desire for travel is related to their immediate socio-physical environments and the appeal of the beyond.” (Witt & Moutinho, 1984) And this travel drive is an economic, environmental and sociological force of global proportions. However, there is “considerable debate surrounding the meaning of travel in terms of tourism. Much of this debate is concerned with the desirability of employing definitions based upon the activities that are engaged in or on the experience that are derived from participation.” (Stevenson & Nixon, 1972)


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The following are some additional interpretations describing the scope and the meaning of tourism: Tourism is “the sum of the phenomena and the relationships arising from

the interactions of tourists, business suppliers, host governments and host communities in the process of attracting and hosting these tourists and other visitors.” (McIntosh, Goeldner & Ritchie, 1995)

Tourism can be construed “as the science, art and business of attracting and transporting visitors, accommodating them and graciously catering to their needs and wants.” (McIntosh, Goeldner & Ritchie, 1995)

Tourism is “a means by which [peoples] may know and understand one another; human understandings being so essential in the world at this time.” (Mill & Morrison, 1985)

Statisticians and market analysts have sought better descriptors for more accurate accounting of tourism visitations. (Travel and Tourism Data, 1989) The World Tourism Organization has developed a definition that states:

a. Domestic tourists are visitors from within the country who stay a minimum of 24 hours and not more than one year for pleasure, recreation, sport, business, visiting friends and relatives, mission, conference, health, studies, and religion;

b. International tourists are residents of one country visiting another for many or all of the same purposes as domestic tourists.

5. Purpose of Tourism

The generally perceived importance of tourism for economic development reasons can not be disputed. Statistical evidence depicts a remarkable increase in the number of international arrivals shows an evolution from a mere 25 million arrivals in 1950 to the 698 million of 2000. As such, tourism is a significant strategy for capital accumulations.

The reason for travel may be different from the purpose. For instance, one may need a “rest” or “the advertising was pervasive” or simply “to accompany a friend”. Mere explanations do not necessarily explain the intention or resolve for travel. The following “Purpose of Travel Classifications” are based on current practices and recommendations from the World Tourism Organization and from United Nations documentation:

Leisure (a) Seaside or Lake (b) Countryside, mountains (c) Culture (festival, theatre, opera - as a spectator) (d) Carnival (as a spectator) (e) Sports events (as a spectator) (f) Spa holiday (g) Convalescing (h) Rest and recuperation (i) Honeymoon, romance (j) Gambling (k) Shopping

Touring, Sightseeing (a) Based on one center destination (b) One country – based on more than one center (c) Several countries


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Sports (Active) (a) Winter sports (b) Boating (yacht, barge, etc) (c) Diving (scuba, etc.) (d) Events (Olympics, World Cup) (e) Hunting, fishing (f) Safari (g) Golf, Tennis (h) Other

Visiting Friends and Relatives (VFR) (a) Visits to immediate family, (dependents) of nationals resident abroad (b) Other home leave of nationals resident abroad (c) Other VFR holiday to “ethnic homeland” (d) Holidays primarily to visit friends or relatives in other countries

Special Interest Holidays (a) Pilgrimage, religion (b) Adventure (mountaineering, desert trek) (c) Hobby (bird watching, history, music) (d) Summer camp (Gunn, 1988)

Cruises (a) Multiple destinations (b) Single destinations (c) Casino cruises (d) Sports cruises (e) Ocean voyages (f) River Trips (g) Other

Perhaps the key to understanding tourist motivation is to see vacation travel as a satisfier of needs and wants. Motivators occur when an individual wants to satisfy a need. If inclinations are sufficiently strong to imply action or movement, consequent decisions are made to satisfy personal needs to a certain degree and within specific parameters. An important part of tourism psychology is the fact that people usually travel for more than one reason. In effect, one motivator may be reinforced by another. Such motivators can be divided into four categories (McIntosh, Goeldner & Ritchie, 1995):

a. Physical motivators related to physical rest, sport participation, health, etc. b. Cultural motivators associated with music, art, heritage, etc. c. Interpersonal motivators directed to making new friends, visiting relatives,

the like. d. Status and prestige motivators concerning ego needs and personal

development.

6. WHAT IS SPORTS TOURISM

Estimates of the size of the sport tourism sector vary, mainly because there is no single, agreed definition of what constitutes “Sport tourism”. While definitions of tourism are well accepted and fairly consistent throughout the world, definitions of sport tourism range from narrow ones involving travel solely for participation in competitive sporting activity to broader definitions where the “sporting” activity might be more leisure or adventure activity incidental to the main purpose of travel.


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Sports scholars have long debated the definition of sport. Is sport confined to competitive activities with set rules governing the style and field of play? Does sport include non-competitive, more freely structured physical activities? Should business travel be included in a definition of Sports Tourism? If so, are professional touring athletes appropriately considered to be sport-tourists? After all, just like conference attendees and corporate business travelers, professional athletes contribute to host communities in terms of hotel room nights, food and so forth. Or should the fact that professional athletes are being paid to take part in sport (and therefore are not leisure travelers) distinguish them as a sports business traveler rather than a sport tourist? In the same manner, there have been debates over the definition of tourism and tourists. How far do individuals have to travel and how long do they have to be away from home to be counted as a tourist. (Heather J. Gibson 1998)

The World Tourism Organization came out with a relatively limited working definition that has been used by the industry for several years. The sport or a sporting activity which under this definition are organized activities. Unstructured activities undertaken by individuals have been excluded as the ability to influence such activities is fairly limited. (WTO 2005, Tourism Market Trends) It is:

International Sports Tourism : any trip to another country with a prime purpose of participating in a Sporting activity, either as a spectator, participant or official; and

Domestic Sports Tourism: any Sports-related trip of over 50 kilometers or a given distance involving a stay of at least one night away from home.

In the other continents like North and South America, Europe or Australia, a sports-related trip of over 50 kilometers can be accepted as the minimum distance for domestic Sports Tourism. In the Philippines, a 5 to 10 kilometer trip may already bring a person to another island (nautical distance) and might require an overnight stay as travel by sea is advisable only by day.

There are many similarities between Sports and tourism, but also fundamental differences: Tourism is an experience-based activity; while Sport is a performance-based activity.


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Experience-based aspect can best be explained with the example of Joseph Pine in his book The Experience Economy. “The price of coffee on a coffee plantation would be about 1 cent. Coffee, in this context, is a product. Once it is roasted and properly packed it becomes a commodity and the price per cup may rise to 25 cents. The same coffee freshly ground and brewed in coffee shop becomes a service and the price could be 100 cents. However, if it is served in New York or London or Paris in one of these trendy new coffee boutiques such as Starbucks, it is an experience and the price could be 500 cents. The ambience and style of the shop becomes a theatre and the coffee an experience.” Tourism provides people with experiences.

Sports is a performance-based activity whose very nature is competition. The rewards for winning and achieving success become bigger as the levels of competition increases. Leisure sporting activities are a world away from the competitive intensity of high-powered professional sports. The elite sports have all become professional with major entertainment value. The media and the sports equipment industry financially drive them. The leisure time sports public as well as amateur sports participants and young people – provide the market for the sports equipment that are popularized through super star endorsements. Performance is richly rewarded. The publicity, money and social status enjoyed by successful athletes create a powerful incentive to train with relentless dedication.

Historically, tourism was more oriented towards the rest, recreation, relaxation and finding relief from daily stress. The need for tourism to provide this therapeutic service remains important in the high stressed society of our day. However, the emphasis has shifted more to health and quality of life issues. This trend gave rise to the need to include physical and sports activities in tourism products. The “wellness” experience has become a new growth sector in tourism. People want active rest and holidays where they can participate in the make believe world called “play” and at the same time get enough health benefits through exercise for which there is no time during in their regular-normal life.

Experienced-based and competitive-based activities gave birth to “adventure Sports” and according to American Sports Data Inc., participation in adventure Sports is way up at an unprecedented rate. Reports indicate that the United States has embarked on a national frenzy of adventure sports, indulging in so called “Extreme Sports”. It shows the vivid behavioral manifestation of new global life. In the present day world, sports is not just confined to basketball gyms, football stadiums, tennis court, golf courses, swimming pool, boxing ring, and athletic track and field. Today’s sportsmanship extends beyond the edge where activities take place without margin of error. Sport Tourism is no more conceived in a narrow perspective of conventional Olympic Games and Wimbledon matches.

Despite the world economic recession in 1998, people have spent large sums of money for their exciting vacations. Wherever they go, majority of outdoor recreation-freaks tend to seek changes, challenges, education, fulfillment of fantasies and endurance. All however demand authenticity. “Life is either daring adventure or nothing,” one writer on Extreme Sports has said. The spirit of adventure has fired mankind’s soul throughout the centuries. Down river, up mountain, across seas, over the great sand, we have come to reveal the sheer excitement of all. What draws us on? It is the unfaltering path of life that draws us ever closer to roars of rapids, the tops of mountains, and the heart of jungles.” And where can we find such an ideal venue?

Different forms of tourism can be defined in terms of the kind of leisure mobility undertaken by the tourist and may be identified as types: (WTO 2006)


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sport tourism (centered physical activity) medical tourism (wellness-healing activity) adventure tourism (reality experiences) incentive tourism (productive motivational technique) cultural tourism (vestige of life-styles) heritage tourism (glories of the past) marine tourism (water oriented activities) festival tourism (celebrations of diverse festivities) leisure tourism (away from work time) ecotourism (experiences of alien sceneries) educational tourism (site visitation learning) wilderness tourism (relative to nature)

Sports Tourism Resorts:

This categorization represents well planned and integrated resort complexes or villas with sports as their primary focus and marketing strategy. In many situations, these vacation centers have high standard facilities and services available to the sport tourist. (Smith, 1989)

Generally speaking this resort category offers:

Teachers, trainers, coaches with a great deal of expertise and personal visibility.

High-tech instructional programs for practice and game play. Opportunities to compete, train and practice fundamentals, fine tuning and

comprehensive strategy. Areas, sites and facilities for general sports activities.

Some of these resort sites focus on specific, highly developed skills; some cater to recreational sporting activities. However, installations may vary from site to site extending from “high level” international standards to campground services.

Sport Tourism Attractions:

This category refers to those attractions providing “energizing power” with sports related physical activities as their principle focus. Such attractions are usually on-location in places within regions, country sides or urban settings providing the tourist things to see and do where personal and social expectations are realized to varying degrees.

Attractions could be natural (parks, mountains, wildlife), or man-made (museums, buildings). General characteristics represented in this core area of Sport Tourism product include visitations to:

State-of-the-art sport facilities or unique sports facilities which generally house sports happenings such as sports villages, stadiums, arenas, bowls, domes, etc.

Museums dedicated to sport heritage such as those at Ancient Olympia in Greece.

Sport heritage sites dedicated to founders, developers, special events. Halls of Fame dedicated to and honoring particular sport heroes, leaders

and organizers. Colossal and unique sports facilities such as water slides, summer ski-

bungee jumps.


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Sport Theme Parks such as Disney World of Sports. Sport Shows such as aquatic performances, etc.

In other situations, some of the visitor attractions lead to participation usage and interactive involvement. In addition, this attraction area offers multiple opportunities for photographic and artistic expression. In effect, Sports Tourism tours characteristically consist of:

a. Specific visitations to one or more sport attractions over a specified number of days (sport museums, halls of fame, theme parks, etc.).

b. Combined visits to sports attractions and major sports events (heritage sites, walls of fame, wave tech pools and sports event).

c. Attendance at a specific number of major sports events (professional basketball, in one or more locations).

d. Participation in conferences, workshops, clinics, forums, and attendance at major sports events.

e. Tours related to the natural characteristics of a region pursued by tourists for aesthetical and/or physical reasons (trekking, cycling and canoeing).

In essence, this category may be indicative of “novelty seekers” and “explorers” in pursuit of authentic and quality Sport Tourism experiences. Different settings within Sport Tourism can be classified according to the situational milieu of the experience and may be identified according to:

cultural setting natural setting man-made setting social setting economic setting


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CHAPTER C

Guideline Framework

With the aim of identifying key measures which would need to be implemented to facilitate the growth of the Sports Tourism industry, the following recommendations suggested guidelines are enumerated for the development of a strategy:1. Coordination of Industry2. Infrastructure - Facilities and Asset Audits3. Education and Training4. Research and Data Collection5. Evaluation of Events6. Implementation

1. Coordination of Industry

One key issue which needs to be addressed is to include and encourage; Establishing linkages to raise awareness of the mutual benefits and

advantages of establishing alliances; Coordinating, planning and the sharing of resources and information; and Identifying opportunities and mechanisms for maximizing the tourism

benefits of sporting activities.

a. Establishing Linkages

The fact that most events are organized by sporting bodies as sporting events first and foremost with tourism almost an optional extra can already represent failure of the market. Sporting bodies arguably have little incentive to pursue the tourism benefits which can flow from sporting activities, especially sporting events, because they themselves cannot directly capture many of those benefits. The great majority of those benefits accrue to other parties – tour operators, accommodation providers, transport operators, retail outlets, restaurants, and so on. And yet many of these people may not even perceive that they stand to benefit significantly from tourism activity associated with sporting events. One basic example can be cited is in the case of exclusive country clubs or sport clubs centered in-and-around Metro-Manila. Based on consultancy work experience, one common complaint of managers and their directors is that the sports departments do not bring-in as much revenue as the food and beverage section so why should the sports departments be given credit and reasonable budget for facilities upgrade and maintenance.

Sporting activities in the country, especially events, have historically been organized by sporting organizations for purely sporting purposes. Maximizing the tourism potential of the events has never been a major consideration for the organizer, representing a potential failure of the market. Many sporting organizations rely on volunteers, and may not have a well developed business or organizational skills or experience to sustain events regularly. These are lost tourism opportunities. A major linkage must be established between sports and tourism groups at all levels – national, regional, provincial. Groupings at regional and national levels shall provide a model for building these linkages at the local level. Provincial units may form “Sport tourism clusters”. The Subic Bay Freeport Zone and neighboring areas recently formed a tourism-cluster called the Greater Subic Bay Tourism Bureau involving tourism stake holders from Zambales, the Freeport Zone, Olongapo City and Bataan province.


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Tourism and Sports are inter-related. The one renders a service to the other. Major sports events such as the Olympics, Asian, SEA Games and the world cups in football and rugby, have become important international tourism attractions. The remarkable success of the recent Olympic Games in Sydney, and Athens and the 2006 Asian Games in Doha is a good example of the significant tourism impacts such events can have. Likewise the tourism industry has served as an "incubator" for new sports disciplines. Tourism provided an opportunity for leisure activities to be popularized. With increased popularity they developed into formally organized Sporting activities. Some even progressed from leisure activities to Olympic Sports. Beach volleyball, Snowboarding, Sepak Takraw are several good examples. (International Olympic Committee)

The challenge is constant to adapt and renew the supply of products and services to meet the changing requirements of emerging generations. It is known that sports disciplines as well as tourism products are subjected to life cycles. With time they lose their original appeal and importance. Management of the process of renewal and the re-designing of products and services is a field where sports and tourism can exchange valuable experiences. The creation of a combined sports and tourism organization would be particularly useful for the pooling of knowledge relevant to these two fields. Further collaboration in research and knowledge transfer would certainly pay dividends. An economic evaluation of the contribution of tourism and sports to development is a research topic that deserves urgent attention. I believe this is the right time for such an initiative. Cooperation-coordination in this field will be mutually beneficial.

b. Sharing of Resources and Information

At the regional level, clusters or networks can play a number of roles to help coordinate activities, assist in the sharing of physical resources and encourage information sharing. For smaller sporting bodies, the level of resources required (signage, barriers, marquees) may be a deterrent to running events, as can be the lack of knowledge for first time organizers. Simply sharing these resources can assist in the planning and running of successful events, with region-wide benefits for both sporting and tourism groups. At a national level, could play a role which would largely be one of the provisions of information, including providing links and referrals to the range of information can be accessed by event organizers or tourism groups.

c. Maximizing the Tourism Benefits

There are a number of ways to maximize the returns from investment in events. These include: improving the yield from existing events; staging more events; supporting events which offer potential returns in terms of tourism; spreading the benefits of new and existing events to more regions, rather than just the major metropolitan centers; and coordination of sporting events with other tourism-related activities to

maximize visitor stay and yield.

Importance must be given to demonstrate clearly to both, the sport and tourism sectors, the practical advantages of creating and encouraging alliances. While sporting events continue to be organized purely as sporting events with tourism a secondary consideration, progress towards fully capturing the business opportunities associated with Sport Tourism will be difficult. What is required is for events or activities to be seen as Sport Tourism


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opportunities and for organizers to give equal weight to the requirement to run a technically and administratively successful sporting event and the opportunity to maximize their visit and yield by producing an appropriate tourism package.

Questions

1. Should the national government facilitate the development of Sports Tourism in the country? - If so, in what ways? Some possibilities include:

Information dissemination – - development of a website to bring together a range of information

relating to international, national, regional and local events, funding, planning, management, research and economic evaluation, with links to other relevant websites;

- form a “one-stop-shop” for events organizers to access information and facilitate liaison with other government portfolios and agencies;

- develop a database of key stakeholders at national level, and develop a similar model for use by regional and provincial areas to bring together the relevant organizations and agencies.

Project facilitation; Establishing networks between sports and tourism organizations and

agencies; Hosting workshops to promote and establish sports tourism “clusters; Assessing research needs to establish, maintain and disseminate a

register of research undertaken, and identify research needs. Assessing education and training needs:

- work with educational institutions, training bodies and the industry to identify education and training needs and provide information on appropriate courses available to stakeholders;

- provide advice to government on requirements for facilities and asset audits, disseminate results of audits;

- disseminate information on best practice, assist in development of standards, particularly with regard to economic evaluation of events.

Providing advice on infrastructure development Establishing appropriate industry awards consider possibility of

developing industry “award for excellence” for Sport Tourism. Promoting international competitiveness - disseminate information

and resources which promote competitiveness and assist in capturing international markets

2. Is a strategy in the development of regional “sport tourism clusters” an appropriate way to assist sport tourism development in the Philippines?

- If so, whose responsibility is it to undertake this role?

2. Infrastructure

Most if not all sporting activities and events rely on having appropriate infrastructure in place. The most obvious form of infrastructure is the sporting facilities themselves. A quick look at the list of stadiums and sports-leisure facilities in the country will show the lack of infrastructure (see Appendix 4,). All need upgrading and some are no longer used for sporting events. However, other infrastructure is often more important if sport tourism opportunities are to be maximized. Adequate accommodation and transportation are often critical to the success of events where large numbers of people may need to be moved and accommodated. Recent experience from the 2005 Games revealed


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lack of rooming facilities for participants within their respective venues and areas. Support groups and spectators were clearly challenged looking for rooms on their own.

Currently, difficulties in regional areas, where accommodation may be in short supply and where transport links, both to and within a region, may be expensive and/or suffer from inadequate capacity. A starting point in addressing these issues would be to conduct facilities audits to identify what sporting facilities and at what standard, are available. A further logical step down this track would be to conduct a broader “asset audit” of all relevant infrastructure, to assist organizers in assessing the ability of a region to support a particular sporting activity or event. The ability of cities, provinces, or regions to host successful Sport Tourism activities and events depends on there being adequate infrastructure in place. This includes sporting facilities, accommodation, air, road, and sea networks both to and within the region, and other tourism related facilities such as restaurants, retail outlets and entertainment venues.

While the focus of event organizers tend to be on the actual sporting infrastructure, the existence of adequate sporting facilities does not necessarily mean that an event can be held at that location. If accommodation and transport requirements cannot be met, or are inadequate, even small regional events will be difficult to host. Accordingly, a strategic approach which considers the adequacy and availability of all relevant facility needs to be adopted when planning sporting events and activities. Sporting facilities are expensive to provide. For this reason, their funding has almost always been the domain of governments – cities and local governments. This can lead to distortions in the provision of facilities, with priorities sometimes influenced by factors other than the perceived benefits to a community. This can lead to an over-investment in sporting facilities and consequent excess capacity. This excess capacity represents a genuine opportunity for Sport Tourism development – significant benefits can be gained through better facilities utilization, without the need for further costly investment.

The relationship between facilities and the hosting of events is complex. Investment in facilities can rarely be justified on the basis of being used only for major sporting events. Also, it cannot be assumed that the mere provision of high quality sporting facilities will guarantee a region or a province a flow of Sport Tourism opportunities. Cost-effectiveness is a key consideration in attracting facilities funding. It may be that the costs associated with the construction and maintenance of national or international standard facilities simply cannot be justified for community use alone or even taking into consideration increased use associated with the hosting of national or international events. The commercial viability of facilities can be further reduced when accompanying accommodation and transport infrastructure is inadequate for the hosting of major events. More recently there has been a trend towards the construction of multi-purpose facilities which can be utilized for a variety of community and entertainment functions as well as the holding of a variety of sporting activities and events. This kind of facility can prove more cost effective than traditional facilities dedicated to a narrow focus on a particular sport or range of sports.

When considering facilities investment, it is also important - both for governments and private investors - to consider the regional facilities environment so as to avoid duplication and maximize the synergies with complementary facilities in nearby regions. The development of regional sporting “hubs” for particular sports can also help reduce the risk of constructing sports specific facilities which are economically unsustainable. A strategy of “sharing” national events would help justify the financial


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investment in regional facilities as well as help ensure a more even distribution of the economic benefits associated with sporting events.

Facilities and Asset AuditsFacilities investment and prioritization of facilities funding would also be enhanced by improved information about the supply and demand for regional, local sporting infrastructure. This would also help address the difficulties faced by event promoters, organizers or prospective organizer who often lack awareness of just what facilities and of what standard, are available in various regions. Data on the utilization of sporting facilities is important particularly where there may be strong seasonal variations. In this way, Sport Tourism activities, along with other events-based tourism activity, can be targeted at low or shoulder season times, to help minimize peaks and troughs.

Accommodation Infrastructure:One of the key issues for maximizing the tourism benefits of sporting activity and events is the availability of a range of accessible accommodation, covering from the budget to the luxury markets. As part of each region’s asset audit, an accommodation directory should be produced detailing the bed numbers in each sector of the market. By identifying the range of accommodation available, local sport tourism organizers can effectively target particular events, knowing that suitable accommodation for the specific market is available. As part of this accommodation audit, consideration could be given to utilizing or upgrading existing facilities such as school dormitories, barracks, etc, which may well provide adequate accommodation for the lower end of the market.

A vital part of encouraging the development of sport tourism in a region is identifying the benefits which can accrue to the whole community. In particular the businesses directly involved in the provision of services should be made aware of the importance of catering for the needs of their guests to ensure they have a good experience. In the case of accommodation providers, they need to address the particular needs of athletes including bed lengths and adequate and appropriate catering. Several issues which can emerge from the discussions is the high cost of transportation and lack of transport capacity in the Philippines – the inability to move large numbers of participants in and out of regional or provincial venues in a short space of time.

Questions1. Would regional facilities audits and asset audits assist event organizers to plan for the hosting of sporting events in regional areas?- If so, whose responsibility should it be do undertake these audits?

2. Should the funding of sporting infrastructure, including in regional areas, be based on a more rigorous assessment of the potential economic benefits of that infrastructure, including possible tourism benefits? - What methodologies might be employed to determine those benefits?


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3. Education and Training

Education and training is critical to the success of both the sports and tourism sectors. For sports tourism, the issue of education and training is especially important in ensuring that sporting bodies in particular have the required business skills both to run successful events and to recognize and take advantage of the tourism opportunities which accompany the hosting of events. Training in this area is still not readily available in the country. A high level of business expertise and management skill is critical if the Sport Tourism sector is to successfully meet the needs of the increasingly Sport Tourism consumer. The development of Sports Tourism will demand for appropriate and accessible education and training, particularly in the area of management, where many not-for-profit sporting organizations rely on part-time staff or volunteers. Tourism organizations would benefit from greater awareness of sport tourism opportunities and some education and training to enable them to maximize the tourism potential of sporting events and activities.

Tourism The tourism industry has had access to industry specific education and training from a combination of graduate/post graduate university education, on the job training, industry based training and accreditation and a range of short courses. Among the priority areas for future skills development are management and business skills for medium and small enterprises, marketing skills and specific management and operational skills for the meetings, conferences, exhibitions and events sector.

Sports and RecreationThis is particularly so in areas characterized by volunteers or low wage employees or where there is a predominance of part time jobs and high staff turnover. In particular, organizations relying on government funding have difficulties to attract and retain skilled employees. In terms of higher education, new courses focusing specifically on Sport Tourism must begin to emerge. A comprehensive range of education and training opportunities is needed if the sport tourism sector is to fully realize its growth potential. This could be achieved through the development of an industry training package that identifies the skill requirements for qualifications in various occupations, and the appropriate training courses to acquire these skills. Development of such a package would require input from industry associations, government sport and tourism bodies, industry training bodies and universities. A range of accreditation opportunities could be also developed to enhance professional development opportunities for employees, trainees, and volunteers. Improved access and taking-up of management courses would also assist businesses improve their performance. This is particularly so for many not-for-profit sporting organizations whose personnel may have a high degree of technical knowledge about their sport but are less skilled in business management. Volunteers can also pose particular challenges in the take up of management training due to time and resource constraints.

One means of improving management training could be to augment generic management courses with elements tailored to the Sport Tourism sector, for example, on strategic planning and development of an event calendar, how to create and maintain linkages between sport and tourism organizations, and ways to prepare an appropriate tourism package for a particular sporting market. Specific sport tourism development courses could also assist in the formation and development of sport tourism clusters. There could be a role for regional development and tourism associations to develop and make available ‘value adding’ packages to regional tourism and sporting organizations that include, for example, checklists and guidelines for organizing committees. Such packages could include tourism product marketing material for sporting


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organizers and information about the event participants for tourism agencies and businesses.

Questions 1. Is there need of dissemination of information to sporting organizations and/or event organizers about the range of relevant training courses available? - If so, whose responsibility is it to undertake this role?

2. Is there a need to develop a specific sport tourism training course or module, for inclusion in existing appropriate management skill programs? - If so, who should do this?

4. Research and Data Collection

I already reflected on the fact that sports and tourism are inter-dependent and that there are many areas of common interest. They are both socio-economic forces that require constant renewal. Both have to build and protect their images. They have to popularize their activities and transfer a friendly and accessible image. In management they have much to share. Limited data is available from the major tourism surveys. At best, however, the picture they draw is very partial and does not indicate that sport tourism is significant in the overall tourism market. Like many niche tourism sectors, the sport tourism sector suffers from a lack of reliable data, or none at all, on which to base strategic decision-making. Data which might help measure the size of the sector is not yet available. Indeed, there is no agreed definition of just what constitutes “sport tourism”, hence any discussion of research and data needs must start with the need to come to some consensus as to just what “sport tourism” comprises.

Research must be conducted which will focus on the overall understanding of the sport tourism market and how it can operate at a national or regional level. Focusing on individual events must be avoided. The first step in data collection for the Sport Tourism sector is the establishment of a uniform set of standard definitions for Sport Tourism. The adoption of standard definitions provides the opportunity for various researchers to produce data which has comparability across the sport tourism sector. An extensive range of agreed definitions should be developed, allowing researchers to choose those required for specific data sets while retaining commonality. The definition adopted in this guideline/strategy might provide the basis for discussion towards such agreement. (please see Appendix 1, page 19)

Data types which might provide the basis for a range of research in the Sport Tourism field include (for both domestic and international visitors):

expenditure on trips involving sporting activities (including expenditure on total trip and on the “sports” component);

more detailed questions on motivation for travel, especially for domestic travelers;

satisfaction information; length of stay data (including length of stay for total trip and for the

“sports” component); demographic information (age, gender, income, occupation); accommodation used while traveling for sports related purposes; and type of transport used while traveling for sports related purposes.

Areas of research which may be useful to the industry include:


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1. appraisal of potential and proposed sport events;2. estimation of market for new or proposed sport tours;3. identification of infrastructure needed for Sport Tourism; 4. specification of new tourism uses for existing sports infrastructure; 5. recommendations for modifications to existing sports infrastructure to

enhance tourism value; and6. profiling of Sport Tourism segments (training camps, usage of facilities).

Other possible areas of research could be:

measuring the economic impact of sport events at provincial or national level;

measuring the economic impact of sporting infrastructure; measuring the social impact of Sport Tourism; and assessment of the environmental impacts of sport infrastructure and sport-

tourists. Questions:

1. Is there a need to be a set of agreed definitions for the sports tourism sector, including definitions of “sport tourism” for both domestic and international travelers? - If so, who should coordinate this work?

2. Do we need to establish a comprehensive baseline data set on the sports tourism sector to enable research to be undertaken on its economic, social and environmental impacts, as well as trends within the sector? - If so, who should undertake this work?

3. Does research into sport tourism need to be coordinated? If so, who should coordinate Sport Tourism research?

4. Does research into sport tourism need to focus more on the “big picture” issues? if so, how can this be achieved? How can we increase industry awareness of available research and statistics to assist operators to make sound business decisions?

5. Would regional facilities audits and asset audits assist event organizers to plan for the hosting of sporting events in regional areas?- If so, whose responsibility should it be do undertake these audits?

6. Should the funding of sporting infrastructure, including in regional areas, be based on a more rigorous assessment of the potential economic benefits of that infrastructure, including possible tourism benefits? - What methodologies might be employed to determine those benefits?


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5. Evaluation of Events

A basic evaluation of the 2005 South East Asian Games held in numerous parts of the country can be a start. Governments lend their support to events on the basis of decisions made regarding benefits and costs ranging from financial to social and cultural aspects. Such events may have the capacity to create income and employment in the short term and generate increased visitation and related investment in the longer term. Determining the value of sporting events has been a perennially difficult issue for governments to resolve. There are no standard criteria for evaluating the economic significance of staging events. A comprehensive criteria for evaluating publicly funded sport and tourism events can be approached both to the assessment of economic impact and tangible cultural and social impacts.

A basic comprehensive approach can justify expenditure on events, but also to compare the economic success of various events. It is imperative for the credibility of the industry that sound methodologies are used to measure the return on the investment, and that these methodologies are widely accepted. Development of a commonly accepted framework for evaluation would allow event organizers to compare and predict outcomes for their events with similar sized events. The ability to establish these areas of comparability (as well as differences) is important in gaining an overall view of sport tourism events in the Philippines and making assessments about the size and characteristics of this industry. This would also facilitate national and international comparisons. Given the limited budgets of organizations expected to undertake evaluations of events and the often complex methodology, a framework for evaluation is essential for smaller/regional organizations.

Philippines can learn from other countries like Thailand. Tourism Authority of Thailand (TAT), created a sub-ministry called the Ministry of Tourism and Sports in 2002 and immediately focused on promoting of Sporting events in Women’s Tennis Tour events, Men’s ATP tennis; Professional Golf Tours, Football leagues, etc. The Thai government through TAT generally provides financial guarantees to organizers for operation and athletes’ compensation. The revenue generated by an event from sponsors, spectators, and tourism receipts are then evaluated for future considerations and continuation of high-impact activities. For the past 10 years, Thailand has continued to develop and upgraded relevant infrastructure after recognizing the impact and economic gains of Sport Tourism. (see Case Study, page 62, Tourism Authority of Thailand. http://www.tourism thailand. org). Canada has been pursuing a program of developing Sport Tourism “clusters” or networks in regional areas, to bring together relevant players, raise awareness and maximize tourism benefits. (see Case Study, Appendix 6, page 63)

QuestionsIs it desirable or feasible to develop a standardized methodology for events evaluation or should we seek to develop a range of “best practice” models from which organizations can choose, to assess the impacts of events? If so - - who will progress any activity in this area? - who will determine which model(s) should be endorsed?


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6. Implementation

The proposals contained in this strategy will require the concerted efforts of a range of organizations if they are to be successfully implemented and if the Sport Tourism sector is to achieve its full potential. Those organizations include governments at all levels, the tourism industry, the sports sector including sporting organizations and researchers. A key theme of the strategy is the need for coordination between what is a very diverse range of stakeholders involved in the sports and tourism sectors. Communication and coordination, especially between sporting groups and the tourism sector, will be the key to maximizing the tourism potential of sporting activities and events. Representatives of key stakeholders across industry and government, and could play a significant role in: Raising the level of awareness about the Sports Tourism sector within both

industry and government; Identifying and pursuing specific research needs and priorities; Identifying and overseeing the role of any facilitation unit which might be

established following the release of this strategy; and Overseeing and reporting on progress in implementing the strategy.

QuestionIs there a need for a group to oversee the implementation of the National Sport Tourism Strategy? - if so, how should such a group be comprised? Should the various events organizations across the Philippines identify areas for possible cooperation?


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CONCLUSION AND RECOMMENDATIONS

Concluding Comment

Today’s tourism would be unthinkable without sports. Sports events cannot take place without some kind of tourism support. They usually depend on a tourism destination. Clearly, the Sports Tourism industry in the Philippines has enormous potential. A development initiative can yield enormous gains including strong inbound tourism growth, sports and tourism infrastructure. There are considerable economic, sport and community benefits to be gained through developing the niche market that is sport tourism. Community sports tourism can lead to improved sport development, enhanced community pride, and more active populations. Perhaps it may also help cure social ills such as addiction in drugs, sex and illegal gambling “jueteng”, alcoholism and depression which are caused by lack of participation and direction. People will immediately feel the impact of the economic gains made by our government once they see concrete activities happen in their daily lives.

Sports Tourism also induces its advocates to improve the physical condition of the environment. As individuals become more involved and fit- and health-conscious, they become more aware of the conditions of their environment. Tourists are drawn to the environment mainly for the scenery and outdoor activities. To the extent that their investments can be used to protect and enhance the environment, tourism will grow and be self-sustaining. To the extent that the environment is degraded, tourism will decline. The spirit of eco-tourism must also be a central theme in our rich natural environment. The development of Sports Tourism can include the harmonious preservation of nature and its environment. Without preserving the integrity of our heritage of our mountains and coastline, Sports Tourism in the Philippines cannot be realized. Both environment and tourism will have no future.

Before the mutual interests of sports and tourism can be explored, however, there is a need to understand both the differences and similarities between these two growing industries. Based on this premise, it must first be acknowledged that there are different rationales behind sports and tourism. Sports, on one hand, depend greatly on physical movement, performance and competition. Tourism is based on a variety of motivations in a non-material nature. Both sectors have seen the formation of their own different networks. The question now is how sports and tourism with differing systems can interact, and share the things in common and in what specific areas they can maximize growth in a manner that can provide genuine economic and social benefits for Philippines and the Filipino people. In the Philippines, economic indicators reveal a surge in investments in infrastructure and an upsurge in Foreign Direct Investments. Much needed tourism and sports infrastructure must also be emphasized in the recommended strategy and consequently implemented.

Recommendations

There is a crucial need for the Philippine Government and concerned stakeholders to integrate Sports Tourism activities into policies and programs across a range of sectors, including health, education, economic and social development. By promoting Sports Tourism in a strategic, systematic and coherent way, the potential of the industry as a tool for development can be realized.

Sports Tourism initiatives must be implemented in a way that is equity-driven and culturally relevant. Tourism, sports and leisure programs must be based


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upon a “Sports Tourism” model, ensuring that all groups are given the opportunity to participate, particularly those who gain additional benefits such as women, persons with disabilities and young people. Programs must also be designed explicitly to draw out the core skills and values of communities that can be learned through Sports Tourism programs

When the positive aspects of Sports Tourism are maximized, it is a powerful and cost-effective way of supporting a range of development and peace objectives. The time is ripe for our leaders to realize the full potential of Sports Tourism as a viable and practical tool for national development. General recommendations are as follows:

1. Sports Tourism in the development agenda: Calls for the incorporation of Sports Tourism activity into the development policies of local governments as well as the development agendas of national development agencies.

2. Sports Tourism as a program tool: Urges local governments and national agencies to include the opportunity to participate in Sports Tourism as an objective as well as a tool to achieve the national governments goal towards driving our national economy to First World Status by 2020. 3. Sports Tourism programs: Recommends the inclusion of Sports Tourism related initiatives into the programs of all agencies, where appropriate and according to locally assessed needs.

4. Partnerships: Recommends that the resource mobilization urges local governments and agencies to identify and make available resources for:

Sports Tourism initiatives, which maximize participation in and access within their localities;

Urging partners, including private sector, sports organizations and civil society, to generate in-kind and financial support for Sports Tourism development activities.

5. Communication: Seek new and innovative ways to use Sports Tourism for communication and social mobilization, particularly at the national, regional and local levels, engaging civil society through active participation and ensuring that target audiences are reached.


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APPENDIX 1

THE STRATEGY DEVELOPMENT PROCESS

The development of National Sport Tourism Strategy shall provide a policy framework for the future development of the tourism industry and shall identify the development of a range of niche tourism products as one of the avenues which will promote strong future growth and diversification of the Philippine tourism industry.

Sport Tourism is identified as one of the sectors showing enormous potential for further development. A National Sport Tourism Strategy will examine impediments and opportunities impacting on the development of the sector and to see what role the Philippine government can play to facilitate its growth.

Consultations must be undertaken with key government agencies and with a range of other key stakeholders. These should include the Department of Tourism and the Philippine Convention and Visitor’s Corporation, the Philippine Olympic Committee and its member national associations and organizations; the Philippine Sports Commission; the Department of Education; Sports and recreation industry associations and academic researchers prominent in sports and tourism.

A short discussion paper can be developed by drawing together themes and issues associated with Sport Tourism development. This paper can be utilized in a series of focus group discussions which can be convened each center or region, managers of major sporting facilities, tour operators with an interest in sporting events or activities, economic development agencies, regional tourism bodies and event organizers.

Thereafter, there will be further opportunity for interested parties to comment upon release. Feedback received at that stage will be taken into account in the finalization of the Strategy.

SUGGESTED GENERAL GUIDELINES

1. Strategic Approach

Develop a strategic Approach to Sport Tourism

1. Promote network of sport and tourism organizations and establish communication and coordination;2. Develop industry profile;3. Define roles of stakeholders;4. Educate national sports and tourism organizations on commercial opportunities from sport tourism;5. Promote development of business and event management skills in sports organizations;6. Coordination of Events Calendars; and7. Development of events-based tourism strategies

2. Coordination and Communication

Establish communication at national and local levels

1. Establish a National coordination, communication, facilitation UNIT to assist the development of sports tourism;2. Develop website with links to relevant databases for information dissemination;3 Facilitate access to research findings and resources. 4. Establish lines of communication between stakeholders 5. Maintain project facilitation mechanisms established for SEA Games for future major events.


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6. Encourage cross-agency linkages to give access to tourism product marketing resources and material.

3. Regional Development

Promote development of sport tourism in regional areas and address constraints to its growth

1. Develop region specific databases for event managers of stakeholders, services, facilities, accommodation and infrastructure; 2. Establish information and expertise sharing - through development of “Sport Tourism clusters” in regional areas; 3. Target niche events appropriate to area and facilities. 4. Address access issues - transport, sponsorship, media; 5. Encourage coordination to avoid duplication of facilities;6. Encourage integrated view of sport, tourism and business opportunities at regional level;7. Implement rotation of national events in different regions, provinces.

4. Research & Data

Develop Research and DataBase.

1. Clearly define sport tourism. 2. Coordinate development of research agenda. 3. Conduct research in economic and social impacts of events, include consideration of both direct and flow-on effects and disseminate findings to stakeholders. 4. Conduct market analysis for identification of existing and potential markets. 5. Encourage understanding of the Sport Tourism market needs. 6. Undertake post event research - long term tracking of benefits of events.

5. Facility Development

Create and coordinate sound economic approach to development and use of facilities.

1. Clearly define sport tourism. 2. Coordinate development of research agenda. 3. Conduct research in economic and social impacts of events, include consideration of both direct and flow-on effects and disseminate findings to stakeholders. 4. Conduct market analysis for identification of existing and potential markets. 5. Encourage understanding of the sport tourism market needs. 6. Undertake post event research - long term tracking of benefits of events.

6. Funding

Identify and address difficulties in funding for conducting events.

1. Encourage national and local governments to recognize difficulties faced by regional, local areas in accessing funding and sponsorship for events. 2. Identify funding sources - communicate to organizations what funding is available and how to access it.


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3. Assist regional areas to access financial and in-kind sponsorships, possibly as a group. 4. Encourage partnerships between government and private sector - recognize role of private sector in supporting major and local events.

7. Education and Training

Identify and address education and training needs in Sport Tourism sector.

1. Develop profile of the industry to identify opportunities for education, employment and experience. 2. Promote implementation of event management training courses. 3. Develop appropriate Sport Tourism training modules. 4. Improve business skills through effective training tailored to sector, including volunteers. 5. Encourage development and distribution of manuals and educational resources.

8. Standardized Economic Modeling Need standardized approach to evaluation of events.

1. Develop standardized approach to economic, cultural, social and environmental modeling. 2. Develop standardized evaluation model appropriate for regional areas. 3. Develop methods to deliver meaningful information to local businesses on impact of Sport Tourism. 4. Develop best practice guidelines for evaluation of major events.

9. Participation Recognize the need to provide ongoing support for mass participation in sport

1. Recognize that participation underpins Sport Tourism. 2. Address needs of all sectors of the population. 3. Encourage and support volunteers.

Issues which may be addressed in the development of sport and tourism facilities:

1. What are the benefits to a town, city or province in building a new facility? 2. Can a new facility (sports and tourism facilty) revitalize a decaying section

of a city?3. Do the benefits of the government building a new facility outweigh the

costs? 4. Does the construction of new stadiums and amenities by the government

have effects in either parts of the economy (either positive or negative)?


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APPENDIX 2

SPORTS TOURISM PLANNING TEMPLATE

1. Objectives

Each plan must have specific objectives and outcomes to meet the needs of local governments or districts (barangays), together with common elements, to enable comparison between centers and compilation of data, including:

inventory of facilities strategies and priorities for facility development pricing, leasing and management policies programming strategies and priorities funding policies

Planning occurs at two levels (regional and local) and consists of two types (general and specific). Given the size and nature of the region, most specific issues, activities or facilities are affected by, and impacted upon, what happens in surrounding regional areas. Consequently, strong argument exists for undertaking strategies and feasibility studies on a regional basis. Cooperation will be required between local and national government to undertake regional, specific issue, projects.

Community consultation is an integral aspect of a Sports Tourism Plan, and must be considered in association with market research and project management. Market research here is defined as the process of obtaining information relating to the wants and needs of consumers, and to gain a better understanding of the market. Community consultation here is defined as the process of seeking the community’s views and opinions on proposals and issues. Techniques that may be used in market research or community consultation include:

surveys (phone, mail, drop off and retrieve, personal interview. etc) executive interviews group interviews (focus groups, workshops etc) competitor analysis comparative assessments review of secondary data (previous reports etc) public meetings (open to all members of the public) media releases, seeking public comment and submissions public exhibition of proposals

An aspect of community consultation often ignored in the preparation of a Recreation Plan, is that of ownership. To increase the probability that a plan will be adopted and implemented by the government, major stakeholders must be included in the consultation process. Stakeholders will include some or all of the following:

Elected members of city, provincial council Local government officers Government Departments Community recreation and sport groups End-users of facilities Commercial leisure facility operators Resident action groups

Protocols must be established at the beginning of the planning process to ensure that all stakeholders are given the opportunity to have input into the Plan. Selecting membership of the Project Management Group can be politically difficult, and will


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preferably only include individuals who are personally nominated, rather than individuals selected by, and representing a particular group.

2. Planning Principles

Principles that underpin the government role in recreation and this project are: access and equity lifelong involvement enjoyment diversity and choice quality safety community benefit

3. Market Research and Community Consultation

Although the distinction between market research and community consultation is blurred, a practical way of viewing the two concepts is to consider:

Market research as the process of obtaining information relating to the wants and needs of consumers, and to gain a better understanding of the market. Market research involves data gathering techniques such as:

surveys (telephone, mail, drop off and retrieve, personal interview etc) executive interviews group interviews (focus groups, workshops etc) competitor analysis comparative assessments review of secondary data (ABS data, previous reports etc)

Community consultation is the process of seeking the community’s views and opinions on proposals and issues. Generally, community consultation is necessary when changes of policy or major developments are proposed. The most popular community consultation techniques are:

public meetings (open to all members of the public) group interviews (selective invitations to focus groups, workshops etc) stakeholder interviews surveys (telephone, mail, drop off and retrieve, personal interviews) media releases, seeking public comment and submissions public exhibition of proposals

Usually, community consultation will occur during the initial stages, when a proposal is first mooted and towards the end of the process when firm proposals or recommendations are being considered. While community consultation uses similar techniques to market research, the focus is different and tends to be more exploratory and subjective, whereas market research seeks definitive and objective data.


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APPENDIX 3

CURRENT AND EMERGING TRENDS

Sources: Sage Journals. 2007. Global Trends in Sports and Recreation; Philip Gray & Associates. 2007. Asia-Pacific Tourism-Recreation Planning; Euromonitor International. 2007

This information module reviews Asia Pacific regional and national trends in travel, participation in recreation and sport activities and use of recreation and sport facilities. It includes a general review of emerging trends in society which may impact on travel, sport and leisure participation; trends in the leisure industry; and trends in the development and management of recreation facilities:

1. Trends in TravelAccording to Euromonitor International, short-haul travel within Asia Pacific is becoming more popular than ever, with 90% of all outbound departures from Vietnam, Cambodia, Laos and Macau, going to destinations within the region. Not only does the short-haul market dominate departures in Asia, it is also growing rapidly, with departures up by 20% between 2000 and 2005, compared to long-haul’s

growth rate of 12% over the same period. This trend is set to intensify further over the next ten years due to a combination of positive factors fuelling growth.

Several key factors which encourage Asians to travel within their region are:

cheaper ticket price, shorter travel time and familiarity of territory,

If you add to this the growing popularity of weekend breaks and the increasingly hectic lifestyles of consumers across Asia Pacific, which is restricting time available for longer breaks, the forecast that short-haul travel will witness strong growth over the next five-to-ten years.

Also developments in the industry support short-haul growth:

Promotional efforts are focused on encouraging neighboring countries frequent visits; Development of the “open skies” agreements; Visa-free travel between all ASEAN countries; and continuing boom in low cost carriers.

Long-haul travel will develop over the next five years as Asians become more independent and confident in traveling to other regions.

Constraints are: Lack of awareness Lack of Familiarity Severe language barriers Red tape at immigration.


Asia will be dominated by

Short-Haul travelers in the next 10 years

Long-haul travel

developing as Asians grow in

confidence

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2. Trends in Development and Management

The following trends (travel and leisure) are evident in the Region and Philippine society and will impact to some degree, on the development and management of Sports Tourism facilities. The implication of each trend should be assessed on a situation by situation basis. Recreation provision must take account of these trends as they cannot be changed, but will affect how individual facilities, programs and services are developed and managed.

1. ORIENTATION Regional society is a convenience-oriented society. In terms of travel, recreation and sport, people expect to participate in activities of their choice, at times and locations convenient to their own individual lifestyle.

2. PARTICIPATION Consumers expect to participate in recreation and sport activities in high quality facilities offering high quality service.

3. FUNDING OF FACILTIIES

Increasingly participants are expected to contribute a greater proportion of the costs of their activity. The funding for Sports Tourism, recreation and sport by government may not increase.

4. INDIVIDUAL Participation leads to individual and casual type activities rather than as part of a team or club. Similarly, there is a move away from outdoor activities to indoor activities, primarily due to weather conditions.

5. COMMERCIAL TREND Commercialization of recreation and sport is occurring. However, commercial facilities require a reasonable population base to be financially viable, which may not exist in rural areas.

6. ENVIRONMMENT AWARENESS

Sport-tourists are more aware of our natural environment, and demand for access to natural areas increasing. In tandem with this demand to visit natural areas, is an expectation that quality amenities and service will still be available.

6. POTENTIAL GROWTH

Potential exists to expand the economy of the region through investment in tourism, recreation and sport facilities and activities. The main aim being to retain expenditure in the region by residents and to attract new expenditure to the region by tourists and visitors. There is greater awareness of the benefits of physical activity and its contribution to a healthy lifestyle.


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Based on the trends, implications for recreation provision in the Philippines are:

On its economic performance and demographic characteristics, the Philippines is at a disadvantaged. However, it has an abundance of Sports Tourism and recreation opportunities, which contribute to a unique lifestyle. Investment in Sports Tourism and recreation infrastructure will be required to ensure that tourist and residents experience a quality lifestyle.

Unless recreation facilities are presented in a reasonable condition, usage will decrease. Similarly, programs and services must be targeted to specific market segments and offered at times and venues to cater for the wide range of people in the region.

Government funding priorities may need to change to reflect trends in participation. More people participate in individual, non-competitive activities, compared with team sports. Funding must reflect this trend. Development of sport and recreation opportunities must also reflect the increasing commercialization of sport and recreation. Joint ventures between public (national and local government) and private sector must be explored to ensure limited resources are used to maximum effect.

Sport and recreation programs and services in the Region must be sensitively priced. On the one hand pricing must not be a barrier to participation, whilst at the same time ensuring that adequate revenues are generated to ensure ongoing viability. Differential pricing mechanisms must be explored to ensure that access is not denied to people who have limited financial resources.

The Philippines has different forms of tourism activities (adventure-, eco-, marine-, festival-tourism) and outdoor recreation resources, which will be used by more people. It is important that adequate resources are provided to ensure that these resources are adequately maintained and used in an environmentally sustainable manner.

3. Trends Emerging in Philippine Society The structure of the labor force is changing, with more women in the labor force,

many employed in part time positions. There has been a shift in employment patterns with more people employed in part time and casual positions.

The concept of the five day working week is gradually changing with more people required to work over a six or seven day week. This means the traditional weekend for leisure is being eroded and recreation and sport opportunities need to be available at other times, particularly weekday nights..

The tourism and leisure industry, including sports is becoming a significant part of the Philippine economy. It employs a large number of people and is a significant generator of export income. To attract and retain customers in this industry requires a high and consistent level of service.

We live in the information age where access to information is relatively easy. Technologically it is now possible to provide large numbers of people with information cheaply. The general public also has an expectation that it will be able to access information from government instrumentalities, and that decisions are made in an open environment.

Greater emphasis is being given to preventative health care, resulting in people being more aware of their nutritional requirements, the need for an active lifestyle and the need to have regular medical checks.

Governments accept the concept of equity, and have developed strategies to ensure that disadvantaged groups have access to basic services including health, education and leisure.

Changes to the economic structure of Philippines society have had a major impact on many young people, particularly those lacking in personal support systems and/or a reasonable level of education. The result is often socially


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alienated, unemployed young people, for whom traditional recreation opportunities are inappropriate.

4. Trends in Leisure

The following trends are evident in the regional leisure industry and will impact to some degree on leisure development and management in the Philippines. These trends provide a context within which recreation opportunities should be developed, and give an indication of strategies to be adopted by government agencies.

Stand alone sports facilities of private and exclusive sports clubs tend to operate at a loss due to decrease in memberships. They now open to general public patronage;

Housing developments have integrated sports and leisure facilities as part of the package to home-buyers. Likewise, most hotels.

The general public has a greater recognition, and understanding, of the value of leisure in improving the quality of life. In particular, there is a greater appreciation that an active healthy lifestyle has positive benefits by increasing enjoyment in a wider range of work and leisure activities. This is likely to lead to increased participation in recreation and sporting activities by more people, particularly in unstructured activities.

Participants have an expectation that recreation facilities will be developed and equipped to a reasonably high quality. This has and will continue to result in the development of:

1. Indoor facilities; 2. Better finished and well equipped facilities. 3. Better playing surfaces and playing conditions in a more pleasant

environment.

Optimum use of facilities is necessary to cover increased capital costs and scarce resources, for example by the provision of flood lighting and synthetic turf surfaces.

People prefer to participate in individual or informal activities rather than as part of a team. They seem to shy away from the commitments of being a member of a club or team.

Commercial operators provide a wide range of recreation activities, for example indoor badminton, tennis and fitness centers, creating pressure on other organizations to provide high quality facilities and services.

The combination of increased capital cost can force proponents of facilities to consider the long term financial viability, resulting in the development of larger centralized facilities.

Resource sharing can be more recognized as being in the best long term interests of the community. This can lead to joint development of housing, school/community and commercial facilities; development of multi sport clubs combining for example basketball, soccer, tennis, badminton; the development of facilities to service more than one municipality; and public/private joint ventures.

It is increasingly necessary for clubs and groups, at all levels, to remunerate coaches, players, instructors and administrators.

Groups are finding it harder to attract volunteers to help with coaching, administration and maintenance. This may be due to more clubs, seeking the services of a smaller number of people willing to become involved in local sport and recreation. The effect has been for fewer volunteers to do more work and greater reliance on paid staff.

Funding for recreation appears to be biased towards funding elite sports facilities, rather than community based facilities.


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5. Trends in Recreational Facilities

Trends in development and design of multi purpose leisure centers and a discussion of management issues are presented. These trends can be used to evaluate existing facilities against contemporary standards, and give an indication of what changes are required in the short to medium term.

Development and Design Trends in the Region (Asia)

A number of trends, or principles in design, have become apparent over the last five years. These are summarized below:

a. General Design Trends

Create a warm and inviting atmosphere and ensure longevity by installing good quality fittings and fixtures.

Provide a social area. At a minimum, vending machines offer snacks, although most leisure centers have a dedicated kiosk and an area with table and chairs, preferably overlooking the sports area. In recent times licensed bar areas have been provided, which tend to be club based, but allow access to all customers. The intention is to encourage secondary expenditure by customers.

Focus on minimizing staff supervision costs. During off peak periods the leisure centre should be capable of being supervised by one or two staff, for example, by combining the kiosk and reception. At the same time however, the design must allow adequate space to enable the centre to cope with peak demands, particularly at the reception and kiosk area.

Emphasize safety, for example all walls should have flush fittings so no objects jut from the wall and provide a first aid room with emergency access for ambulance and stretcher bearers.

Provide adequate car parking on sealed car parks and ensure rapid entry and exit of customers.

Provide adequate security, so that when areas of a leisure center are not being used, they can be locked off to avoid unwanted intrusion.

Position amenities so that areas can be locked off, or service two areas, such as indoor and outdoor facilities.

Provide for future expansion of additional water or court space or other activity areas.

Consider the acoustics, both to minimize the internal noise from activities and to eliminate or reduce noise emanating from the centre that may affect surrounding residents.

Take maximum advantage of natural light, but care must be taken to ensure that light does not shine directly onto customers (players) eyes. Particular attention must be given to skylights, which can affect badminton and volleyball, and glass walls on the west and northern walls.

Install good quality sound systems for public announcements and to provide background music;


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b. Sports Hall Design Trends

Ensure that adequate playing arenas are constructed. Check the quality of flooring and lighting, and ensure that the size, particularly length, width and height, are appropriate for the activities to be scheduled. Multi purpose sports centers must be designed for all sports, not just basketball, for example, badminton and volleyball have specific height and lighting requirements.

Maximize flexibility by having multiple line markings, court configurations which can be changed according to the needs of the activity, retractable seating which does not impinge on floor areas, and accommodate both sporting activities and entertainment.

Optimize all available floor space. For example, use mezzanine floors for spectators and as multi-purpose areas. Similarly, design activity rooms to be multi-purpose, for meetings, programs such as Tai kwon do, and for social functions.

Provide a minimum number of permanent spectator seats to cater for regular activities. Retractable bleachers or portable seating may be used for major events and exhibition matches, although these require extra floor space for storage.

Provide corporate boxes if the centre is to be used for elite sport or entertainment activities. Corporate boxes can be court-side open boxes, or enclosed more elaborate permanent boxes.

Accommodate different levels of competition: Generally there are three categories of Competition: local or social, which is used for regular day to day activities; provincial level competition; and national or international standard events. The local/social courts take up the least space while national/international events take up a larger area. Consequently, there may need to be different configurations of court space for different types of activities.

Give special attention to the type of flooring: Numerous multi-purpose products are available that meet the needs of elite sport, and satisfy other activities, such as entertainment or trade shows.

Maximize the use of court space. Divider nets can be used to separate playing areas, to allow more than one activity to occur simultaneously.

c. Aquatic Centre Trends

Water spaces should meet the specific needs of the following markets: 1. Recreation and leisure 2. Competition, training and fitness 3. Teaching 4. Health and rehabilitation.

Provide a mix of shallow leisure/recreation water with deeper programmable water space; Depth of major water space area tend to be 1.0 to 1.8 meters in the main pools and between 0.6 and 0.9 meters in learners pools;

Include high revenue generating and complementary activities such as a spa: Health and fitness centers complement aquatic centers and have been developed in a significant percentage of new indoor swimming pools. Ancillary services complementary to a leisure aquatic centre include sports medicine rooms, health and therapy services and health and beauty services;

Ensure maximum flexibility to allow a number of different programs and activities to occur concurrently;

Develop indoor swimming pools with outdoor areas for use in the warmer weather such as grassed barbecue/picnic area or outdoor water space;


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6. Management Trends

The following section outlines a number of management issues or trends relating leisure facility management:

Traditionally, recreation and sports facilities, and clubs, were managed by volunteers. Given the increasing complexity of modern society and the greater demands on people’s time, it is more difficult to attract volunteers. Managing multi-million dollar facilities requires specific skills and expertise to ensure they are managed and maintained appropriately. Consequently, there is a trend to move away from volunteer management to professional management, particularly in larger multipurpose complex facilities.

Many leisure facilities are operated at a financial deficit. In many instances the actual operating cost is not known until after the end of the financial year. Local government can require much greater certainty. Where facilities operate at a deficit, they expect a guaranteed maximum deficit, written into leases and contracts. In recent years the number of leisure facilities contracted has increased substantially. As a result, numerous professional management companies have evolved.

Within the market place there is a mix of commercial and community based management groups. While their operating philosophy many be substantially different, on a day to day basis they operate in the same way and give financial guarantees.

The private sector is willing to invest in leisure facilities in return for management rights. However investment will only occur if the investment can be protected by a long term contract. Usually a minimum of ten years is required to enable an investor to generate sufficient return to make the project viable.


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APPENDIX 4

INVENTORY OF SPORTS STADIUMS ANDSPORTS-LEISURE FACILITIES

An inventory of sports stadiums and facilities –public and private – in the Philippines has been established. While this inventory is not exhaustive, it represents a first attempt to draw together an initiative in a comprehensive manner.

Not included are sports facilities located in private housing developments and educational and military camp facilities. This inventory shall be continuously updated and improved as further information is gathered on existing and planned Sports Tourism development.

Philippines Stadiums

Name/City CapacityJosé Rizal Memorial Stadium, RSMC, Manila 30 000Ninoy Aquino Stadium, RSMC, Manila 25 000Araneta Coliseum, Quezon City 22 000Bacolod Pana-ad Stadium, Negros Occ. 15 000Quezon City Amoranto Stadium 15 000-- Philsports Arena “ULTRA”, Pasig City 15 000UP Diliman Football Field 10,000Iloilo Sports Complex 10 000 Enriquez Memorial S.C., Zamboanga 10 000-- Olivarez Sports Complex, Paranaque City 10,000Cebu City Sports Complex 10 000-- Pampanga Sports Complex 10 000-- Isabela Sports Complex 10 000-- Cuneta Astrodome 10 000 Pasig City Sports Center 10 000—Subic Bay Remy Field, SBFZ 10,000 - Zamboanga Coliseum 5 000-- Pagadian City Teachers Assn Stad. Z.d.Sur 5 000- Zamb. del N. Sports Stadium 5 000-- Cagayan de OroRegional Football Field 5 000-- Macias Sports Center, Dumaguete City 4 000Silliman Univ. Football Field, Dumaguete 2 000-- L.G. Teves Mem. Aqua Center, Dumaguete 1 775-

Year Built 1934- 1934 1959 1999- 1960’s 1990s 1930’s

2003

1991


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http://www.worldstadiums.com/stadium_pictures/asia/philippines/manila_rizal.shtml


Major Sports-Leisure Centers (Public-Private)

Metro Manila

Alabang Country Club Muntinlupa, Camp Aguinaldo Golf Club Quezon City, Capitol Hills Golf & Country Club Diliman, Q.C. Club Intramuros Port Area, Intramuros, Manila Celebrity Sports Club, Q. C.Manila Golf Club Harvard Road, Makati City Manila Polo Club, Makati CityMakati Sports Club, Makati CityMoro Lorenzo Sports Hall, Ateneo De Manila, Q.C.Fort Bonifacio Golf Club (Army) Ft. Bonifacio, Taguig,Palms Country Club, AlabangPhilippine Navy Golf Club Ft. Bonifacio, Taguig, Philippine Columbian Association, Paco,ManilaQuezon City Sports Club, Q.C.Veterans Golf & Tennis, Veterans Hospital, Q.C. Valle Verde Country Club, Pasig CityVillamor Air Base Golf Course Pasay City, Wack Wack Golf & Country Club Mandaluyong City, Ynares Sports Complex, Pasig City

Batangas Calatagan Golf Club Calatagan, Evercrest Golf Club & Resort Km. 72, Batulao, Nasugbu, Mount Malarayat Golf & Country Club Lipa City, Summit Point Golf & Country Club Lipa City,

Baguio City Baguio Country Club South Drive, Camp John Hay Golf Course Loakan Road,

Pampanga Mimosa Golf & Country Club Clark Airbase, Angeles City Villa Gloria Tennis Center, Angeles CityAir Force Golf Course (formerly Mekeni) Clark Air Base,

Boracay Fairways and Bluewater Resort Golf & Country Club Newcoast,

Bulacan Royal Northwoods Golf Club Coral Na Bato, San Rafael,

Cavite Royal Northwoods Golf Club Coral Na Bato, San Rafael, Eagle Ridge Golf & Country Club General Trias, Manila Southwoods Golf & Country Club Cabilang Baybay, Carmona, Orchard Golf & Country Club Aguinaldo Highway, Dasmarinas, Puerto Azul Beach & Country Club Barangay Sapang, Ternate, Riviera Golf & Country Club Aguinaldo Highway, Silang, Royale Tagaytay Country Club Buck Estate, Alfonso, Sherwood Hills Trece Martirez City, Tagaytay Highlands Tagaytay City

Cebu Alta Vista Golf & Country Club Aznar Road, Pardo Hills, Cebu City Cebu Country Club Gov. M. Cuenco, Banilad, Cebu City International Golf and Resort Badian,

Davao Apo Golf & Country Club Bago, Davao City Lanang Country Club Km. 6, Lanang, Davao City

Ilocos Norte Fort Ilocandia Golf Club Calayab, Laoag City,

Iloilo Iloilo Golf & Country Club


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http://www.manilagolfshuttle.com/tagaytay-highlands-golf/

http://www.manilagolfshuttle.com/sherwood-hills-golf/

http://www.manilagolfshuttle.com/riviera-country-club/

http://www.manilagolfshuttle.com/puerto-azul-golf/

http://www.manilagolfshuttle.com/orchard-country-club/

http://www.manilagolfshuttle.com/manila-southwoods-golf/

http://www.manilagolfshuttle.com/royal-northwoods-golf/

http://www.manilagolfshuttle.com/royal-northwoods-golf/

http://www.manilagolfshuttle.com/mimosa-country-club/

http://www.manilagolfshuttle.com/camp-john-hay/

http://www.manilagolfshuttle.com/baguio-country-club/

http://www.manilagolfshuttle.com/evercrest-golf-club/

http://www.manilagolfshuttle.com/wack-wack-golf/

http://www.manilagolfshuttle.com/intramuros-golf-club/


(Sta. Barbara Golf Course) Iloilo City

Laguna Ayala Greenfield Estates Golf & Leisure Club Calamba, Southwoods Golf and Country ClubCanlubang Golf & Country Club Canlubang Sugar Estate, Alina Tennis Center, San PabloFat Filipinas Golf Club San Pedro, Sta. Elena Golf Club Barrio Malitlit, Sta. Rosa

Negros Occ. Bacolod Golf and Country Club Hacienda Binitin, Murcia, Negros Occidental Golf & Country Club, Bacolod City,

Rizal Eastridge Golf Course Binangonan, Forest Hills Golf & Country Club Cogeo, Antipolo City Valley Golf & Country Club Antipolo City

Tarlac Luisita Golf & Country Club Hacienda Luisita

Zambales Subic Bay Golf & Country Club Subic Bay Freeport Zone,Remy Field Sports Field and Tennis Center

Zamboanga Zamboanga Golf & Country Club Upper Calarian, Z-CITY

OTHERS:

Identification of - Coastal venues for Aqua-sport related activities.- Mountain Resort venues for adventure sports events- Etc.


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http://www.manilagolfshuttle.com/luisita-country-club/

http://www.manilagolfshuttle.com/valley-country-club/

http://www.manilagolfshuttle.com/foresthills-country-club/

http://www.manilagolfshuttle.com/eastridge-golf-course/

http://www.manilagolfshuttle.com/santa-elena-golf/

http://www.manilagolfshuttle.com/canlubang-country-club/


APPENDIX 5

PHILIPINES – Profile, Current Trend Report

1. PROFILE

Area: 300,000 sq km (117,187 sq mi)Population: 89 million (2006 estimate)Capital City: Metro Manila (10.4m)People: Christian Malay (91.5%), Muslim Malay

(4%), Chinese (1.5%); Other (3%)Languages: Filipino, based on Tagalog, is the national

language; English is an official language for education and communication.

Religion(s): Roman Catholic (83%); Protestant (9%); Muslim (5%); and other (3%).

Currency: PesoGovernment: RepublicHead of State: President Gloria Macapagal-ArroyoVice President: VP-Noli De CastroForeign Minister: Sec. Alberto RomuloOrganizations: UN, UNESCO, WHO, ASEAN, APEC, etc.

2. GEOGRAPHY

The Philippines consists of over 7,100 islands covering 300,000 square kilometres (just less than the British Isles) divided into 3 main areas: Luzon (which includes Manila) in the north, the Visayas together with Palawan and Mindoro in the central area, and Mindanao and the Sulu Archipelago to the south. The archipelago is 65% mountainous, 35% coastal lowlands. The country has a tropical climate with a typhoon season The Philippines is located right in the heart of Asia - today the fastest growing region. It is located within four hours flying time from major capitals of the region and sited at the crossroads of the eastern and western business with a critical entry point to over 500 million people in the ASEAN market and a gateway of international shipping and air lanes suited for European and American businesses.


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3. OUTLOOK AND TRENDSReport based on THE ECONOMIST, Economic Intelligence Unit, 2005-2006

The Filipino workforce is one of the most compelling advantages the Philippines have over any other Asian country. With higher education priority, the literacy rate in the country is 94.6% - among the highest. English is taught in all schools, making the Philippines the world's third largest English-speaking country. Every year, there are some 350,000 graduates enriching the professional pool. An open economy allows 100% foreign ownership in almost all sectors and supports a Build-Operate-Transfer (BOT) investment scheme that other Asian countries emulate. Government corporations are being privatized and the banking, insurance, shipping, telecommunications and power industries have been deregulated. Incentive packages include the corporate income tax, reduced to a current 32%, with companies in the Special Economic Zones are subject to only 5% overall tax rates. A well-developed communication, transportation, business and economic infrastructure links the three major islands and distinguishes the Philippine economy. Highly accessible by air, water and cyberspace, liberalization of inter-island shipping and domestic aviation further sparked improved facilities and services. As Asian economies integrate within the vast framework of the ASEAN Free Trade Agreement (AFTA), the Philippines is the natural and most strategic location for firms that want access to the large ASEAN market and its vast trade opportunities. The Philippines has enhanced and primed up various areas for investors and offers a dynamic consumer market accustomed to an array of product choices created by a competitive domestic economy. The Economist Intelligence Unit has revised its forecast for the fiscal deficit, and now expects it to equal 3.1% of GDP in 2005 and 2.1% in 2006. Consumer price inflation data for April showed a year-on-year inflation rate of 8.5% for the third month in a row, reflecting strong global oil prices. We nevertheless forecast GDP growth of 5.1% in 2005 and 4.8% in 2006, propped up by inward remittances.

Initial conditions

In the aftermath of the second world war, the Philippines was one of the most prosperous countries in Asia. However, much slower growth rates since the 1960s coupled with rapid growth rates elsewhere in the region have seen the Philippines’ relative standard of living plummet. Long-standing insurgencies by both the Communist New People’s Army (NPA) and groups campaigning for independence or autonomy for Muslim areas in the south of the country have occupied government attention, and formed part of the justification for years of authoritarian rule by Ferdinand Marcos, who held the presidency from 1965 to 1986.

Crony relationships between government and business have frequently been noted, and populist-style politics have left the Philippines with a large public-sector debt, which inhibits spending on areas such as education and infrastructure that could improve the business environment. In addition to these problems, the Philippine constitution, enacted after the toppling of Mr. Marcos’s administration, permits only a single presidential term, thereby preventing the emergence of desperately needed effective leadership. Populist politics combine with the independence of the Senate from party-political control to prevent effective policy implementation.

On the positive side, the Philippines boasts good English-language skills—reflecting the close relationship with the US that has persisted since independence in 1946— and a demonstrated ability to corner a large proportion of global flows of workers’ remittances. Workers overseas are increasingly likely to be doctors and nurses rather than maids, and so are able to earn significant sums to remit back to the Philippines, thus providing a vital underpinning to domestic demand. The Philippines also boasts a large ethnic-Chinese business class, and is anxious to leverage the opportunities provided by economic integration with both China and Taiwan. However, these advantages are offset by the vulnerability of the agricultural sector to typhoons and the El Niño phenomenon, the underperformance of the tourism sector as a consequence of security concerns, and the


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competition that the export processing sector faces from China and other countries in the region.

Demographic trends

The Philippine population has a very youthful demographic profile, (median age at 21 years old)—pensioners currently make up just 4 percent of the total population—characterized by a high birth rate in this largely Roman Catholic nation. Although demographic ageing will gather speed over the next 25 years as the birth rate declines, US Census Bureau projections show that those over 65 years will still account for less than 8 percent of the population in 2030. The labor force will consequently grow in each year of the forecast period, rising to 59.1m in 2030 from 35.9m in 2004. Over the same period the total population will rise to 125.6m, from 86.2m in 2004. The rise in the old-age dependency ratio will thus be partly offset by a reduction in the young-age dependency ratio at the bottom of the population pyramid. Although a large population of working age can be a positive asset, as the burden of demographic dependency is spread widely, Philippine economic performance in recent years has failed to capitalize on this, owing to low rates of investment. This reflects the government’s failure to spend adequately in areas such as infrastructure, the persistence of corruption, security concerns, and the diversion of a substantial proportion of the government budget into servicing large domestic and foreign debts. As there is currently little prospect of an increase in investment to a level that would make rapid inroads into unemployment, Philippine think-tanks are urging the government to adopt a policy to limit population growth.

However, a determined attempt to rein in the birth rate currently seems unlikely in view of the political influence of the Roman Catholic Church; in any case, over our long-term forecast period further urbanization will eventually provide an independent stimulus for an easing in population growth. In the earlier part of the 25-year period, the challenge will be to create enough jobs to absorb surplus labor and preserve social stability; in later years unemployment levels will begin to fall faster. Demographic ageing will provide the stimulus for more expenditure on areas such as healthcare, but much of the spending will need to come from private companies and individuals.

External conditions

The Philippines struggled to take advantage of a good year for global trade flows in 2004. Exports to the US fell back, whereas exports to Japan and China rose rapidly. In the earlier years of the long-term forecast period Philippine exporters face the challenge of stiff competition from Chinese-based producers in third markets, but over the longer term the emergence of China is likely to provide opportunities for the Philippines. The recent ruling of the Supreme Court permitting foreign investment in the mining sector dovetails with China’s burgeoning need for raw materials, and offers the prospect of significant investment inflows from China as well as from other leading players in the mining sector, such as Australia.

Integration with the other member states of the Association of South-East Asian Nations (ASEAN) will also provide a stimulus to trade. Tariffs within the region have already been greatly reduced under plans to set up an ASEAN Free-Trade Area 4 (AFTA) by 2008, and plans for free trade between ASEAN and China by 2010 have also been announced. The Philippine external sector remains highly dependent on remittances from overseas Filipino workers, which currently more than cover the large deficit on merchandise trade. Labor exports have progressed from sending maids to Hong Kong and Southeast Asia to exports of medical workers to the US, the UK and other OECD economies. There is currently no indication that the global trend towards an easing of restrictions on migration flows will be ended, and Philippine facility with the English language adds to the country’s comparative advantage in this area. The free-trade pact currently being negotiated with Japan should open up a further market for healthcare and personal care workers. In addition to the


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export of labor to advanced countries, personal care within the Philippines for overseas “health tourists” will also be a significant growth area over the next 25 years.

The opportunities posed by the Philippines’ location in a region of the world that is experiencing rapid economic growth belie a raft of political tensions between the East Asian nations, however. The way in which the rise of China as a regional power is managed will be central to the smooth economic development of all the East Asian countries. Tensions over the Spratly Islands in the South China Sea, wholly or partly claimed by six different nations, remain in the background, and the rival claimants have agreed to pursue their claims by peaceful means. Other regional problems, such as the China-Taiwan issue, also have the potential to have an adverse impact on the Philippines, but only in the worst-case scenario of military conflict. Within Southeast Asia itself, Islamist terrorism remains a concern. A resurgence of instability, possibly related to Islamism, in neighboring Indonesia could spill over into the Philippines, and a failure to get to grips with security problems in the southern islands would exact political, military and economic costs.

Institutions and policy trends

Successful reform of the Philippine constitution would significantly improve the outlook for political effectiveness. However, a rapid move to a constitution that enables the president to govern with clear cooperation from Congress currently seems unlikely. There has been a degree of improvement in the policymaking process under the pro-reform president, Gloria Macapagal Arroyo, but the constitutional limit of presidents to only one six-year term continues to frustrate the outlook for a sustained improvement in leadership; the election of a populist president in 2010, for example, would hold out the prospect of a reversal of the gains achieved during the current presidency. (The election of Ms. Macapagal Arroyo in May 2004 was only possible because the populist opposition vote was split between two rival candidates.) Progress in dealing with corruption and the influence of vested interests is likely to be slow. However, a successful balancing of the budget during the current presidency would provide a starting-point for a gradual improvement in policy areas, with greater spending on infrastructure, healthcare and social welfare. In the longer term, the openness of the Philippines to outside influences—and the example of faster reformers in the Asia region—will probably exert a positive influence on the regulatory environment in the Philippines.

4. Current and Emerging Trend for a Sustainable Development

Achieving sustainable development is a formidable task. Hence, the journey towards sustainable development must be grounded on a clear understanding of the challenges, trends and opportunities that lie ahead.

Environmental Trends: Even with accelerating economic growth, environmental quality is- fast deteriorating as dramatized by the increased incidence of environmental disasters, problems associated with mine tailings, deforestation, pollution, salt water intrusion and a host of other destructive activities. The regenerative capacities of fragmented areas in the bio-geographic zones that nurture flora, fauna and natural resources are severely threatened. While advances have been made in the area of biodiversity conservation alongside the growing awareness of the role of indigenous peoples in maintaining the integrity of ecosystems, the Environmental Impact Assessment system continues to be plagued with various enforcement and compliance problems.

Cultural Trends: The inherent strengths of the Filipino culture (e.g. openness, freedom of expression, resilience, strong family orientation ) continue to reinforce social cohesion within the Philippine society. These values are also embodied in the growing tradition of local activism. However, it has been observed that some erosion of Filipino cultural values


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has taken place as manifested by, among others, the commodification of indigenous culture, sexual tourism, consumerism and increasing materialism.

Science and Technology Trends: There have been many positive developments in this area. These include the improved level of contributions of highly skilled Filipino scientists and the growing recognition of the value of indigenous science and technology and holistic science. on the other hand, the sector has its share of problems, such as: the a brain drain" phenomenon; unfair monopoly of intellectual property rights; increasing use of technology as a simplistic response to complex problems; poor quality of science education due to inadequate funding and facilities; among others.

Urbanization Trend: Difficulties in the implementation of agrarian and urban land reform and rural development programs have contributed to unplanned and uncontrolled urbanization. Philippine cities have deteriorated as human habitats, beset with intractable and often interrelated problems like pollution, water shortage, flooding, violence and other social ills.

Human Development Trends: Existing measures of human development indicate some improvement over time. However, these improvements are uneven across geographical, income, gender and ethnic groups. The development of human potential is being affected by continuing challenges such as: rampant substance abuse, break-up of families, economic exploitations and homelessness as evidenced by the growing number of street children.

Institutional and Political Trends: The Philippines has strong institutional building blocks for sustainable development, including a strong civil society, socially and environmentally- conscious business groups, community empowerment initiatives, devaluation and decentralization. The current wave of globalization is increasingly posing some threat to the country's national sovereignty. Domestically, the rich continue to dominate political processes as evidenced by deep-seated iniquitous structures and processes. The challenge continues for meaningful electoral reforms. Meanwhile, the Local Government Code has reinforced the role of LGUs in development administration. Civil society, as a countervailing force, has been engaging government at all levels.


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APPENDIX 6

CASE STUDIES

1. Thailand

The Tourism Authority of Thailand, with over 13.76 million tourists last year pouring in US$19.5 billion, created a sub-ministry in 2002 called the Ministry of Tourism and Sports to help facilitate increasing demands from sports travelers demanding more sports-leisure venues and activities. This decision came about after learning that over 25% of their receipts came from Sport-tourists. Now, the emphasis of their current tourism policy is "to attract high end, quality tourists who want to learn about Thai life without destroying natural resources." (Tourism Authority of Thailand. 2007)

Following the establishment of the Ministry of Tourism and Sports (MOTS), the Tourism Authority of Thailand’s scope of work focuses on marketing Thailand as a destination and the promotion of its multi-billion baht Thai tourism industry, both domestic and international. This is achieved through destination marketing campaigns, advertising and public relations, marketing and sales promotions and participation in international sporting events. The new department also assumes duties and responsibilities related to the development of service standard for tourist attractions or sites and sports-tourism products, services and events offered by the Thai tourism industry. This includes the support of standards for Sport Tourism operators, businesses and tour guides, in order to achieve sustainable tourism development and generate economic, social and cultural benefits for local communities as well as the country.

Responsibilities are:

To study, analyze, research, and compile statistics and data on guidelines for Sport Tourism development in accordance with the national tourism development policy and plan;

To establish a development plan for tourism services as well as coordinate, promote and support the implementation of the plan;

To establish a development plan for the sports tour business and tour guide registration, including to coordinate, promote and support the operation as specified by law;

To establish a development plan for tourist attraction sites, including to coordinate, promote and support the implementation of the plan;

To ensure compliance with the Tourism Business and Tour Guides Act and other relevant laws;

To monitor and follow up on sport tourism development performance; and To promote and support the sports business in both the production and service

sectors, including relevant businesses.

The MOTS have helped establish annual major sporting international events such as the Johnny Walker PGA Golf Tour, the ATP Men’s Tennis Tour, the Sony Ericsson Women’s Tennis Circuit and many others. Once evaluated and selected for implementation, the initial operating expenses and prize money is guaranteed by the MOTS. A profit sharing scheme is then agreed upon with the local promoters and business operators.


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The PATTAYA Sports CLUB (PSC), Thailand

The Philippines sports-tourism initiative can learn from The Pattaya Sports Club in Thailand. It is directly marketed to the sport-tourist making all Pattaya area a sports and leisure venue. For a very small initial fee (300 baht or US$10.00) and a one year annual fee (400 baht US$13.00), the member is given a membership card entitling him (or her) to discounts at most gold venues in the Pattaya area, and at dozens of other sports, hotel, restaurant and similar tourist attractions. Information on golf courses, especially, is readily available on the Pattaya Sports Club's web site. This site lists eighteen (18) golf courses at which PSC members may play at special rates between Chonburi on the north and Sattahip on the south, all within less than 50 miles (75 kilometers) of the Pattaya area.

Information on facilities and activities in Pattaya involving fishing, softball, darts, computers, and tennis may also be found on the PSC web site. Mostly swimming pools are found in numerous hotels and in other facilities as well. Bowling, Fishing, Softball, Darts, Tennis and Computing are all offered by the Pattaya Sports Club, as well as by separate enterprises. Water sports include swimming, snorkeling, sailing, windsurfing, water skiing, banana boat rides, parasailing (paragliding), cruises, scuba diving, muay Thai boxing (Thai kick boxing), and the "tower jump" at Pattaya Water Park and Tower, and its sky shuttle, where you choose either the speed shuttle or normal aerial car shuttle rides from the top of the tower to the ground (one minute or four minutes).

The PSC, established as non-profit foundation by MOTS, is one of Pattaya's largest member organizations where discounts are available only for card-carrying PSC members, with several hotels offering discounts of 10% off room rates, one of 30% off room rates, and one 50% off room rates, alone. Several quality restaurants offer 10 or 15% discounts, some off meals only, and some off meals and beverages. Several tailors offer 10% discounts. One car rental facility offers a 20% discount. Two diving facilities offer 10 to 15% discounts, spa and fitness centers offer 120, 15 or 20% off; many (but not all) golf courses in this area offer discounts down to "members' guest" rates, the lowest non-member rates offered by such clubs, and three driving ranges offer discounts of five baht per tray of balls. Even one hospital, the Bangkok Pattaya Hospital, offers a 10% discount on medicine, room rates and food. Profits generated from these endeavors are funneled back for sports-leisure facilities upgrade, maintenance, new-construction and for sustaining annual events.

2. Canada

In 1998, 37% of Canada’s 73.7 million domestic trips were for Sport Tourism purposes. In Canada, sport tourists are defined as individuals who traveled and in doing so participated in or attended a sport event during the reference period. Sport tourists account for between 2.5 and 5 million individuals from June to September, July and August being the most popular months for sport tourist activities (15% and 18%). (Statistics Canada - 1998 Canadian Travel Survey) (Note that this does not mean that 37% of tourism activity was Sport Tourism – rather that 37% of tourists traveled at least once for sports purposes).

Since 1996 the Canadian Tourism Commission (CTC) has been involved in a program designed to promote community and tourism industry interest in development of Sport Tourism as a viable contributor to the economic well-being of local communities. The Canadian Sport Tourism Initiative is a program designed to increase the quality and quantity of sports events hosted in Canada and has a number of objectives:

to create a viable Sport Tourism industry in Canada;


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to organize Canadian communities to pursue Sport Tourism by providing them with assistance in organizing the appropriate local resources and infrastructures to be effective;

to assist communities in developing Sport Tourism commissions, appropriately organized to recruit sports events;

to create linkages with the Canadian national, provincial and local sports system and event hosts to assist in the development of the Sport Tourism industry;

to create new revenue streams and resources for local event organizers, sports friendly businesses and sport in general;

to provide effective communication channels to facilitate business to business relationship marketing opportunities between event rights holders and potential host cities; and

to create an industry-led, Canadian Sport Tourism Coalition to provide a forum for education, market intelligence and Sport Tourism marketing for communities and sports involved in the Sport Tourism business.

Based on positive support demonstrated by communities across Canada, in 1997, a partnership between the CTC, client communities and sport/tourism industry was born. Soar International, a Vancouver based sports information and event management company, was contracted to manage the process. Communities that have decided to be part of the Sport Tourism Initiative's community planning program participated in a comprehensive planning process. To start the process, a Soar International facilitator presents a half day session to a broad constituency of local sports, tourism and community leaders, covering such topics as what is Sport Tourism, who are sports tourists, how are sports events organized, where are the opportunities to work together and how a Sport Tourism commission can be developed. Secondly, using a local project coordinator and a planning tool kit adapted to fit the local community process, data on which to base a Sport Tourism marketing strategy is gathered. With this data, Soar International facilitates a workshop which provides sufficient information to prepare a strategic business plan. Using a locally facilitated process, this plan is presented to all the key groups in the community with an interest to ensuring its successful implementation. Soar International then assists the community to refine and implement the strategic plan on an ongoing basis.

By the end of 1999 the regions of Kelowna, Cranbrook, Edmonton, London, Kingston, Hamilton, Moncton, St. John's, Gatineau and Western Newfoundland/Cornerbrook had all undertaken the Sport Tourism planning process. (Canadian Tourism Commission; Swart 1998)


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Figure 1

Long-Term Prospects

Tourism 2020 Vision is the World Tourism Organization’s long term forecast and assessment of the development of tourism up to first 20 years of the new millennium. An essential outcome of the 2020 Vision, are quantitative forecasts covering a 25-year period, with 1995 as base year and forecasts for 2010 and 2020. International arrivals are expected to reach nearly 1.6 billion by the year 2020. Source: World Tourism Organization (UNWTO)


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Figure 2

Asia and the Pacific: Source: World Tourism Organization (UNWTO)

The short term outlook remains very positive, especially against the background of a strong world economy and as favorable exchange rates continue to encourage European and Asian travelers:

Philippines at positive 15% growth in 2005. In the first eight months of 2006 international tourist arrivals totaled 578 million

worldwide (+4.5%), up from 553 million in the same period of 2005, a year which saw an all-time record of 806 million people traveling internationally.

Growth is expected to continue in 2007 at a pace of around 4% worldwide. Asia and the Pacific was the world’s second fastest-growing region in the first

eight months of 2006 (+8.3%).

Major destinations International Tourist Arrivals International Tourist Receipts

Series

1 (1,000) Change% Share (%) (US$ million) Change%

Share (%)

2004 2005

1.305*/04 2005*

20042005* 04/03

05*/04 2005*

Asia and the Pacific

144,224 155,432 27.3 7.8 100 127,761 138,588 31.6 8.5 100

Australia TF 4,774 5,020 9.6 5.2 3.2 13,647 14,952 21.7 9.6 10.8

Cambodia TF 1,055 1,422 50.5 34.7 0.9 603 840 55.0 39.3 0.6

China TF 41,761 46,809 26.7 12.1 30.1 25,739 29,296 47.9 13.8 21.1

Guam TF 1,157 1,228 27.2 6.1 0.8 - - - - -

H. Kong TF 13,655 14,773 41.1 8.2 9.5 8,999 10,286 26.1 14.3 7.4

India TF 3,457 3,915 26.8 13.2 2.5 6,121 7,356 37.1 20.2 5.3

Indonesia TF 5,321 5,002 19.1 -6.0 3.2 4,798 4,521 18.8 -5.8 3.3

Iran TF 1,659 - 7.3 - - 1,074 - 4.0 - -

Japan TF 6,138 6,728 17.8 9.6 4.3 11,269 12,439 27.8 10.4 9.0

Korea, Rep. VF 5,818 6,022 22.4 3.5 3.9 6,069 5,660 13.3 -6.7 4.1

Lao P.D.R. TF 407 672 107.7 65.1 0.4 119 147 36.7 23.4 0.1

Macao (Ch) TF 8,324 9,014 31.9 8.3 5.8 7,479 7,757 45.1 3.7 5.6

Malaysia TF 15,703 16,431 48.5 4.6 10.6 8,198 8,543 39.0 4.2 6.2

N. Zealand VF 2,334 2,365 10.9 1.3 1.5 4,790 4,865 20.3 1.6 3.5

Philippines TF 2,291 2,623 20.1 14.5 1.7 2,017 2,130 30.6 5.6 1.5

Singapore TF 6,553 7,080 39.3 8.0 4.6 5,219 5,740 38.1 10.0 4.1

Taiwan VF 2,950 3,378 31.2 14.5 2.2 4,054 4,977 36.2 22.8 3.6

Thailand TF 11,737 11,567 16.4 -1.4 7.4 10,034 10,108 27.7 0.7 7.3

Vietnam VF 2,928 3,468 20.6 18.4 2.2 - - - - -


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http://www.tourismthailand.org/

Philippines Sports Tourism Strategy 2007

Documents

Transcript of Philippines Sports Tourism Strategy 2007