[From the U.S. Government Printing Office, www.gpo.gov]





                        Tourism Task Force
                      Report to the Governor


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     1994
                  5 - YEAR TOURISM ACTION PLAN
                           October, 1994











                                     Tourism Task Force



                                 Report to the Governor

                                               and


                                            5 - YEAR
                                 TOURISM ACTION PLAN




                                          October, 1994
                                       US Department of Commerce
                                  @NOAA Coastal Services Center Library
                                        2234 South Hobson Avenue
                                        Charleston, SC 29405-2413







                       PART I - EXECUTIVE SUMMARY


                       PART 2 - BACKGROUND


                       PART 3 -    ACTION PLAN


                       PART 4 -    APPENDICES/ BIBLIOGRAPHY








                                                      TABLE OF CONTENTS




              PART 1 EXECUTIVE SUMMARY


                        The Executive Summary is contained in a separate bound volume

              PART 2 BACKGROUND


                        PREFACE         ................................................................................................... ii


                             Authority      ............................................................................................... ii
                             The Tourism Task Force             ........................................................................ ii
                             Acknowledgements            ................................................................................ iii

                        INTRODUCTION               .......................................................................................1


                             Purpose of the Action Plan           .....................................................................I
                             The Plan in Perspective          ..........................................................................I
                             Guiding Principles        ..................................................................................2
                             Methodology        ..........................................................................................4


                        OVERVIEW           ................................................................................................6


                             Problem Statement          ..................................................................................6
                             Historic Perspective       ............................  ....................................................6
                             Current Status of the Industry           ..................................................................8
                             Problem Areas        .........................................................................................9
                             Opportunities       ........................................................................................... 14

                        GOALS        .......................................................................................................... 16

                             Primary Goals        .......................................................................................... 16
                             General Goals       .......................................................................................... 16
                             Immediate Goals         ...................................................................................... 16


                        SETTING PRIORITIES                 ................................................................................ 17


                             Critical Problem Areas          ............................................................................. 17
                             Determining Priority Objectives            ..........  .................................................... 17

                        PRIORITY OBJECTIVES                   ............................................................................ 19



























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                         PART 3 ACTION PLAN


                                     PHILOSOPHY OF THE TOURISM ACTION PLAN                                         ....................................      iii


                                     STRUCTURE OF THE TOURISM ACTION PLAN                                          ......................................... iv


                                     ELEMENT I (Establish Visitors Bureau to Implement Action Plan)                                      .................   1-1

                                     ELEMENT 2               (Sell the Rainmaker Hotel)            ......................................................... 2-1

                                     ELEMENT 3               (Offer Incentives for Tourism Business Development)                          .................  3-1

                                     ELEMENT 4               (Adopt Funding and Financing Package)                     ..................................... 4-1

                                     ELEMENT 5               (Develop Tourism-Related Facilities)                 .......................................... 5-1

                                     ELEMENT 6               (Design and Implement Targeted Marketing Program)                             ................  6-1

                                     ELEMENT 7               (Implement Environmental Clean-Up Program)                          ..........................  7-1

                                     ELEMENT 8               (Improve Tourism Information and Public Awareness)                            ................  8-1

                                     ELEMENT 9               (Adopt Measures to Increase Air Service Levels)                        ........................ 9-1

                                     ELEMENT 10              (Establish Regional Linkages)               .................................................... 10-1

                                     ELEMENT11               (Improve Tourism Data Collection and Analysis)                         .......................  11-1

                                     ELEMENT 12              (Expenditures and Budget)               ......................................................... 12-1


                          PART 4 APPENDICES AND BIBLIOGRAPHY

                                     APPENDIX A -                     Inventory of Accommodations                 ........................................... A-1

                                     APPENDIX B -                     Inventojy of Attractions            .................................................... B-1

                                     APPENDIX C -                     Inventory of TranWortatio                .............................................. C-1

                                     APPENDIX D -                     InventoEy of Primga Regional Organizations                        .................... D-1

                                     APPENDIX E -                     Tourism Statistics         ............................................................. E-1


                                     APPENDIX F -                     Summaries of Tourism Forums                   ......................................... F-1


                                     APPENDIX Q -                     Bibliograp          ..................................................................... G-1


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            PART 2 - Background



                                                                      Vaito'a Hans Langkilde
              PREFACE                                                 General Manager, Pepaco Company

                                                                      Asiata J. Loi-On
                AUTHORITY                                             Manager, Polynesian Airlines (American Samoa)
                                                                      Mark Meredith
            The Governor's Tourism Task Force was                     General Manager, Le Tausala Restaurant
            created by Governor's General Memorandum
            No. 117-1993, which was issued on December                Connie Porter
            23, 1993. The General Memorandum charged                  Vice President, Samoa Aviation, Inc.
            the Task Force with formulating an Action Plan
            which included a statement of general goals and           Terri Stgffany
            objectives,    a    determination       of tourism        Vice President, Pacific Sales and Marketing
            development priorities, identification of funding
            sources, recommended activities and projects              Malaetasi Dr. Paul Stevenson
            with an implementation strategy, timelines, and a         Terminal Manager, BHP Petroleum
            mechanism for monitoring progress.
                                                                      Rene Clemens
                                                                      Special Assistant to. the Governor for Economic
               THE TOURISM TASK FORCE                                 Development and Business Affairs, American
            General Memorandum             117-1993        reflects   Samoa Government
            Governor Lutali's belief that private sector              Sinira L. Fuimaono
            involvement in the development of tourism must            Director, Office of Tourism, American Samoa
            be maximized. It was the Governor's desire that           Government
            the Tourism Task Force be heavily influenced by
            private    sector    (rather   than     government)       Alfonso P. Galea'i
            interests, and shoulo be "industry driven".               Director, Economic Development and Planning
                                                                      Office, American Samoa Government
            The Tourism Task Force consists of the
            following members:

            Mata'utia Amos Galea'i. Chainnan
            Manager, Royal Samoa Tours & Travel

            James L. McGuire, Vice Chairman
            Vice President,        Blue Pacific     Management
            Corporation

            Pat M. GaleaI Treasure
            Owner, Samoa Destinations


            Lagi Asueg
            Regional Manager, Hawaiian Airlines







                                                                                                    PART 2 - Background



                   ACKNOWLEDGMENTS                                    0 Department of Local Government (Samoan
                                                                         Affairs)
                The Tourism Task Force wishes to express its
                sincere appreciation to Go vernor Lutali for his      ,  Tupua Le'iato , Eastern District Governor
                confidence in us and his patience with delays in
                the planning process which occurred from time         -  A.U. Fuimaono, Western District Governor
                to time.                        I
                We would also like to acknowledge the many            *  Tufele Li'amatua, Manu'a District Governor
                individuals and organizations who provided            -  Rainmaker Hotel/ASDC Board of Directors
                information and assistance to the Tourism Task
                Force. They include:                                  .  Department of Education
                   Chris Wong, Director of Tourism, and Staff,        .  Pacific Business Center, U.H.
                   Cook Island Tourism Authority                      .  KZVK

                   Jeanne K. Schultz, Deputy Director, Hawaii         *  WVUV
                   State Department of Business, Economic
                   Development, and Tourism                           .  Economic Development and Planning Office

                   Western Samoa Visitors Bureau                              Tom Black            Uili Leauanae
                                                                              Elaine Filiaga       laneta Sete
                   Va'asilifiti Moelagi Jackson, Safua Hotel,                 Vai Filiga           Nolani Solofa
                   Western Samoa                                              John La Tourelle     Alex Zodiacal

                   Charles Ala'ilima, Manono Village Tours,           - Office of Tourism
                   Western Samoa


                   William Brown, Outrigger Hotels, Hawaii            DATA SOURCES USED IN THE PREPARATION
                   John Wasko                                         OF THIS REPORT
                                                                      Population and demographic data used in the
                   Aitofele Sunia                                     preparation of this report were derived from
                                                                      U.S. Census reports and subsequent up-dates
                   Frank Pritchard                                    prepared by EDPO. Economic and financial
                                                                      data was derived from official government
                   Pacific Basin Development Council                  sources including Immigration and Customs
                                                                      reports, DBAS and ASDC records, business
                .  Hawaiian Airlines                                  license records, and various economic surveys
                                                                      conducted by EDPO and other ASG agencies.
                .  Samoa Aviation                                     Tourism data were collected from a variety of
                                                                      world and regional sources, and historical
                *  Polynesian Airlines                                information was obtained from various
                                                                      government archives, Department of the Interior
                .  Blue Pacific Management                            reports, and personal interviews.







            PART 2 - Background


              INTRODUCTION                                              General Economic Policy:
                                                                        The overall goal of any Economic Development
                                                                        Plan is to create jobs and infuse money into the
                                                                        economy. Our economy is heavily dependent on
                                                                        one dominant industry, so a major goal in any
               PURPOSE OF THE TOURISM                                   overall economic development strategy for
               ACTION PLAN                                              American Samoa must be diversification of the
                                                                        economy. This will make it less fragile and less
            The 5-Year Tourism Action Plan is meant to                  vulnerable to fluctuations           or permanent
            serve as a tool for use by government and the               reduction in the dominant industry, and will
            private sector in their efforts to revive the               provide greater security and opportunities for
            tourism industry and increase its contribution to           American Samoans.
            the local economy. The purpose of the Plan is               The recent cl6sure of the Starkist can plant,
            threefold'                                                  should serve to ren-@ind us that the future of the
            First to determine the most significant problems            tuna canning industry is unpredictable given the
                                                                        current     worldwide dynamics of the tuna
            and/or obstacles which presently hinder tourism             industry. Sooner or later, one or both canneries
            development. These problems may be physical,                will leave the territory, and when they do the
            environmental, cultural, or organizational. In              economy will be severely impacted. How well
            addition, to identify exploitable opportunities for         we weather that storm when it comes may
            tourism improvement.                                        ultimately depend on what we do about the
            Second, to identify general and specific goals for          tourism industry today.        Tusi, Ofa, and Val
            tourism development in the territory.            ,These     taught us valuable lessons about preparedness-
            goals will provide broad guidance for                       lessons we should now apply to our economy.
            determining what kind of tourism we want to                 Why Develop Tourism?
            promote, as well as identify and target those               American Samoa has limited land area, fe
            aspects of the industry that are most important                                                                   w
            to the overall growth and development of                    exploitable natural resources, and is located far
            tourism.                                                    from major markets. These factors drastically
                                                                        reduce     practical     options     for     economic
                                                                        diversification and development. Development
            Third, to recommend specific objectives and                 of the tourism industry, therefore, represents
            actions to address the most important problems.             one of the only realistic options for economic
            In addition, to organize these recommendations              development, and must undoubtedly play a
            into a comprehensive plan of action.                        major role in any future overall economic
                                                                        development strategy.
                THE PLAN IN PERSPECTIVE                                 Tourism is a "clean" industry, which makes it an
            The 5-Year Tourism Action Plan must be                      attractive alternative for economic development
            considered in perspective if it is to be fully              in American Samoa. Our island environment is
            appreciated. How this plan fits into broader                fragile, and has already been seriously degraded
            strategies for economic development, as well as               with the canneries. On the other. hand, the
                                                                        by industrial development and growth associated
            its practical limitations are important to                  success of the tourism industry depends in large
            understand if the tool is to be used most
            effectively.                                                part on maintaining the health and beauty of the
                                                                        natural environment. As we work to clean up

                                                             Background - I







                                                                                                              PART 2 - Background


                  and protect our island environment, we improve             beginning of our development effort, not an end.
                  the quality of life for ourselves and our children.
                  At the same time, we make our island more                  The Task Force had neither the resources or the
                  attractive to visitors.                                    desire to formulate a 10 to 20 year tourism plan,
                                                                             although we realize that ultimately such a plan
                  In addition to the     natural environment, any            should be developed as part of a long-term
                  successful approach to tourism development in              comprehensive economic development strategy.
                  American Samoa will involve the marketing of               Given the fact that we will be starting with an
                  perhaps our greatest asset-- our culture and               industry that is virtually defunct, there is no way
                  people. We are all concerned with maintaining              to project with reasonable certainty what the
                  the integrity of our culture and preserving our            status of tourism development in the territory
                  traditional ways. Again, by doing so, we also              will be 5 years from now, much less 10 or 20.
                  preserve one of our greatest tourist attractions.          Even if this plan is substantially implemented, its
                                                                             impact on the industry is difficult to predict with
                  Another reason for developing tourism is that it           certainty.   It will be important, therefore, to
                  is the kind of industry that lends itself to               re-assess our position towards the end of the
                  entrepreneurial enterprise and village-based               planning period, and adjust our strategy and our
                  small   business      development.           Creating      action plans accordingly.
                  opportunities for American Samoans to own and
                  operate their own small businesses must be a               We did what we could with what we had, and
                  central objective of any economic development              have endeavored to construct a plan that offers a
                  strategy aimed at diversifying and strengthening           chance for real improvement in what will
                  the local economy. Development of tourism                  certainly become a critical sector of our
                  must be supported by a wide variety of services            economy. If the      ,will can be found within our
                  and products, most of which can be supplied by             leaders and ourselves to take the steps outlined
                  small business enterprises.                                in this 5-Year Plan, we will have taken an
                                                                             important first step on the road to greater
                  Clearly, our desires to protect our environment,           economic self-sufficiency.
                  to   preserve      our   culture,     and     increase
                  opportunities for indigenous small business are
                  compatible with the dev      elopment of tourism.          - GUIDING PRINCIPLES
                  With the tourism industry, our desires for a
                  better quality of life and our goals for economic          In approaching our assignment, the Task Force
                  development go hand in hand, and in fact,                  decided early on that, above all, the plan we
                  re-enforce one another.                                    designed should be practical. To keep ourselves
                                                                             on this track, we were guided by a few basic
                  Limitations of the Plan                                    principles.
                  The 5-Year Tourism Action Plan is a short-term
                  plan, intended to "kick-start" a moribund                  1) Don't Try to be Something You're
                  tourism industry. The Plan is not a cure all, and              Not
                  cannot be considered a final solution to the               In order to fashion a realistic plan, we have to be
                  tourism problem. If implemented over the next              realistic about who we are, and what we have to
                  5 years as proposed, however, the Plan should              offer. While we can certainly learn from the
                  result in significant and measurable improvement           experience of our neighbors in the Pacific,
                  in most of the major tourism problem areas.                simply trying to mimic a Hawaii or a Saipan, or
                  Such improvement, however, will represent a                a Cook Islands will not bring us success. We
                                                                             must find our own path using our own unique,


                                                                  Background - 2







           PART 2 - Background


           resources if we are to develop a visitor industry       organizational or administrative changes only.
           that can be sustained.                                  Some options can be accomplished through the
                                                                   development of modest support facilities at low
           It is unlikely that American Samoa will ever            cost. Some options are expensive, but critical to
           become a single destination for tourists. Rather,       the overall development of tourism.          Where
           our future depends on becoming a successful             possible, high cost solutions have been avoided.
           participant in the growing regional tourism
           industry. To do this we must market our own             4) Keep major capital improvements
           unique blend of American and Samoan culture                costs to a minimum
           and hospitality, and promote our wholly unique          Related to the desire of the Task Force to favor
           attractions like the National Park.                     low-cost solutions, is the idea of keeping large
           2) Concentrate on solutions over                        capital improvement costs to a minimum. These
                                                                   "big-ticket" items, such as harbor construction
               which you have some control.                        or airport improvements, are not strictly, tourism
           As the Task Force examined options for                  development projects. While they are necessary
           improving the tourism industry, we tried to             to support tourism development, they are related
           concentrate on solutions that could be                  to broader strategies for economic and public
           accomplished through our own decisions and              facilities development, and should be considered
           actions. For instance, the appalling litter and         in those broader terms.
           stray dog problem is entirely within the hands of
           the government and people of American Samoa             Capital improvements will be necessary to
           to correct. All that is needed is a commitment          support tourism development but, wherever
           and the will to carry it out. On the other hand,        possible, they will be restricted to low to
           increasing the Essential Air Service levels for the     moderate cost facilities. In addition, the Task
           territory can only be accomplished through              Force is inclined to look to the private sector to
           official action the U.S. Department of                  provide many of these facilities (such as yacht
           Transportation. Some options, such as forging           support facilities) through individual business
           cooperative marketing arrangements with other           development or private/public partnerships.
           islands in the South Pacific, require both internal
           and external action.                                    5) Don't include actions where no
           Of course, some solutions (such as increasing              funding has been identified.
           the EAS limits) are so critical to the overall          Finding ways to fund the recommendations
           improvement of the tourism industry that they           contained in this plan may be the most difficult
           must be included, even if our capacity to               part of the planning process. While in many
           accomplish them is limited. In such cases, we           cases specific funding sources are difficult to
           can only identify ways in which we can facilitate       identify, the Task Force has attempted to at least
           or support the needed action.                           identify a possible funding option.
                                                                   Some of the funding options involve new
           3) Favor low cost solutions over high                   sources of funding for tourism        development.
           Given the depressed state of the tourism                Where this is the case, the funding measures and
           industry in American Samoa, and the general             projected amounts of funding are included in the
           lack of financial resources, it is important to         Plan. Actions for which no funding alternative
           focus on low-cost options wherever possible.            can be identified have been generally excluded
           Again, those things that we can do for ourselves        from the Plan.
           using our own resources are most desirable.
           Many options included in the plan involve


                                                        Background - 3







                                                                                                        PART 2 - Background


                  METHODOLOGY                                            friends and neighbors in the community and, of
                                                                         course, our own common sense.
                The Task Force sought to use a systematic
                approach in studying the tourism situation in            Our woftlan included the follo3kw
                American Samoa. Tourism can be likened to a
                puzzle with many interlocking pieces. in our             Identification of General Goals
                approach to solving the tourism puzzle we first          The identification of general goals resulted from
                decided to examine the pieces, or problem areas,         our initial discussions regarding different forms
                individually, and look for ways to improve the           of tourism development. These goals reflected
                fit of each. We began meeting in January, 1994           our desire to maximize the beneficial effects of
                with a discussion of general goals. These goals          tourism, while minimizing possible detrimental
                provided rough guidelines which we used to               impacts to our culture and environment.
                focus our discussions.
                                                                         Identification of Problem Areas.
                Due to time constraints of our predominantly             Consistent with our desite to look at the tourism
                private sector membership, it soon became                puzzle in a systematic way, we identified nine
                obvious that our work would have to be                   (9) major areas for study. This allowed us to
                conducted primarily outside regular business             better organize our discussions and more easily
                hours. A work plan was designed whereby                  recognize the linkages between these problem
                every week or two, staff from EDPO researched            areas.
                and compiled summaries of information about a
                single problem area (transportation, for                 Examination of Constraints and
                instance).    The Task Force then met each               Opportunities by Problem Area
                Saturday for focused discussion on one of the            We sought to identify and assess existing
                major topics, using the material developed by            constraints and barriers as they related to each
                staff as background to those discussions.                of the problem areas.        We also looked at
                During these sessions we attempted to refine our         opportunities for improvement of each problem
                goals and objectives, explore major policy               area, especially where we felt that American
                issues, and assess possible options.                     Samoa had some kind of comparative
                The Task Force made one fact-finding trip to the         advantage.
                Cook Islands.       That experience was quite            Identification of Options for Action
                enlightening and helped us a great deal in
                making realistic assessments of our own                  and Assessment of Policy Questions
                situation in American Samoa. Our experience in           Once we assessed the constraints and
                the Cooks also persuaded us that we needed to            opportunities, we began looking at various
                solicit comment from the entire community                actions that might be implemented to improve
                before reaching final conclusions or offering            the situation. In discussing the merits of these
                recommendations.                                         actions, we also explored broader policy issues
                                                                         related to their possible implementation.
                We spent many hours around tables discussing
                what could or should be done about tourism.              Gathering Information About Tourism
                We spent at least as much time listening.                Development Programs in the Region
                Whenever we could, we sought out the views               The Task Force was not inclined to 'Ire-invent
                and the suggestions of tourism professionals             the wheel" when it came to structuring a tourism
                from throughout the Pacific.             But more        development strategy. We decided to gather as
                importantly, we tried hard to listen to our              much information as we could regarding how


                                                              Background - 4







            PART 2 - Background


            our neighbors in the Pacific approached the               problem areas. This provided a practical focus
            development of tourism, especially those who              for establishing our priority objectives and plan
            are succeeding. We did not try to copy anyone's           of action.     With our information gathering
            program, but we did use good ideas when we                essentially complete and goals clarified, we
            found them. Our budget precluded extensive                lastly finalized the major objectives within each
            fact-finding trips, but we did spend a week               problem area and the specific actions required to
            off-island   with representatives of the Cook             reach the objectives.
            Islands Tourism Authority, one of the real
            success stories in the Pacific.                           Determine Appropriate Criteria and
                                                                      Set Priorities for Action
            Solicit Public Opinion and Comment                        Unfortunately, there are many more good ideas
            We were convinced early on that for the Plan to           for improving the tourism industry than there are
            be adopted, it would have to have broad                   resources to carry them out. It was understood
            community support.. We therefore decided to               from the beginning that we would not be able to
            host several community meetings to solicit                include everything that we might want to in the
            comment and opinions.              These Tourism          plan.
            Forums, were designed to allow us to interact
            with not only the general public, but traditional         Before finally deciding upon our priority
            leaders as well.                                          objectives and action plan, we considered the
                                                                      options in light of our previously mentioned
            There were two kinds of community meetings.               guiding principles.         We also established
            With the help of the District Governors we                additional criteria to further evaluate the
            organized forums with traditional leaders and             feasibility of each option.
            faipule in the Eastern, Western, and Manu'a
            Districts. After meeting with the traditional             Construct Action Plan
            leaders, we hosted a three-day General Forum              In order to study the tourism puzzle we had to
            for the public at the Raim-naker Hotel.                   pull the pieces apart and examine them. We
            We benefited greatly from the collective wisdom           realized, however, that the pieces function as an
            of our traditional leaders, and although the              integrated whole, and many problems have
                                                                      common solutions. The structure of the Action
            General Forum was not as well attended as we              Plan reflects this fact.
            had hoped, there were several valuable
            discussions and many good ideas offered.                  We designed the Plan to address all of the goals
            Questionnaires were distributed at the General            and priority objectives, and included specific
            Forum as they were at the District Forums. This           actions to accomplish them. The Plan is
            provided an additional opportunity for comment            constructed of 12 elements, consisting of single
            from persons who could not otherwise                      actions or groups of actions. For every action
            participate.                                              recommended we have attempted to identify the
                                                                      specific tasks, responsible parties, estimated
            Finalizing Goals and Objectives                           costs, and time required for implementation.
            The views expressed in the public meetings were
            not at all dissimilar to those of the Task Force          The Executive Summary, which accompanies
            members, so the general goals we discussed                this report, was prepared to condense and
            early in our planning process required little             simplify this report for quick review and general
            adjustment. Ultimately, we decided that the               consumption. Graphical timelines are included
            immediate goal of the plan would be     ' significant     to visually represent major elements of the
            and measurable improvement in each of tk                  implementation plan.


                                                           Background - 5







                                                                                                            PART 2 - Background


                                                                           20 Years Ago and Today
                  OVERVIEW                                                 Today in 1994 it is difficult to find anyone who
                                                                           does not have a disparaging word to offer about
                                                                           tourism in American Samoa.                   This is
                                                                           understandable, given the many years that the
                   PROBLEM STATEMENT                                       industry has been in decline. Talk to people
                                                                           about how it was in 1974 or earlier, however,
                The tourism industry in American          Samoa has        and a completely different picture emerges. .
                nearly disappeared. As one of our only possible            In 1974, by all accounts, tourism was a
                options for economic diversification and growth,           flourishing industry, and had been on an upward
                it is in the best interests of the people of               trend for several years. The Rainmaker Hotel
                American Samoa to revive the          industry if we       (then called the Americana) was a small but
                can. To do this we must look          at the tourism
                industry in perspective, honestly
                assess its current status and
                dynamics, and try to understand                                         TOURISM TREND
                the true nature of the problems                                       AMERICANSAMOA- 1969-19931
                confronting it.                                  40

                                                                                             Nodatafor75--n
                We are hampered by a lack of                     30                        (data ponts wwolated)
                resources, a government in                     5
                                                                 20
                serious financial difficulty, a             0  IFE
                rapidly growing and generally                    DO-
                apathetic populace, and a less                   J I
                                                                     68  70  72  74   76  78   60  82  84   86  88   90  92
                than      flattering      reputation.                                          YEAR
                Nevertheless, we believe it is
                possible to stop     the decline in
                the industry, turn   it around, and                        "first class" establishment.       Air service was
                provide a foundation for future sustainable                good, with about six flights a week serving the
                growth. The problem facing the Task Force and
                the community is how to accomplish this in spite           temtory. Cruise ships arrived at a rate of almost
                of the obstacles facing us.                                two a month, and when they arrived they were
                                                                           routinely greeted with flowers, and singing and
                                                                           dancing,     and     other    forms     of cultural
                    HISTORIC PERSPECTIVE                                   entertainment. The ride on the aerial tramway
                                                                           was widely considered to be one of the wonders
                Tourism has not always been the lackluster                 of the South Pacific, and the sightseeing was not
                industry that it is today, but it has been this way        as often marred by scenes of garbage on the
                for so long, many probably do not realize it.              beaches or in the villages.
                When one steps back and looks at the industry              In 1969, the American Samoa Economic
                in historical context, it becomes clear that we            Development Plan said, "Tourism is American
                are at the bottom of a steady downward slide               Samoa@s major potential growth industry; per
                that began about two decades ago.                          dollar of investment and unit of [ASGI effort, it
                                                                           will do more to accelerate economic growth
                                                                           than any other endeavor. It can be the largest
                                                                           source of new employment and income and a


                                                                Background - 6







            PART 2 - Background


            powerful generator of [ASG] revenues."                      than capable of controlling the impacts of
            Although growth did not occur quite as rapidly              growth, such as pollution, crowding, and crime.
            as anticipated, clearly, in 1974, tourism was
            going good and the prospect for growth looked               Dechne in Air Service: More locations in the
            excellent.                                                  South Pacific built large airports, and there was
                                                                        a shift to larger passenger jets, so it was not as
            What Went Wrong? And Why?                                   necessary t6transit through Pago Pago to reach
            Today,     the tourism         industry     plays     an    destinations like the U.S., Australia, New
            insignificant role in the local economy.         Since      Zealand, Tahiti, etc. Beginning in the mid-70's,
            1974, airline flights have decreased by                     flights decreased significantly, from 6 per week
            two-thirds and quality of service is only fair to           to 2 per week, in part due to the worldwide oil
            poor. The Hotel is now "second rate", the                   crisis. Pan American Airlines, who served the
            tramway has been out of service for years, the              territory in the early 1970's, not only provided
            roadways and beaches are strewn with                        air service but operated the Hotel as well,
            dog-ravaged trash, and only a handful of cruise
            ships make their way to Pago Pago each year.                Deterioration of the Hotel: The Pago Pago
                                                                        Intercontinental Hotel opened in the mid-60's
            Between 1974 and 1994 many things happened                  under the management of the Intercontinental
            to hasten the decline of the tourism industry in            Hotel chain and Pan American Airlines who also
            American Samoa, including:                                  provided air service to the territory. In the early
                                                                        70's American Airlines became the territory's
            Population Explosion: The population of the                 major air carrier, took over management of the
            territory almost doubled over the last 20 years.            (renamed) Americana Hotel as their predecessor
            Growth during this period resulted primarily                had done. During these times, the hotel was
            from heavy in-migration and an unusually high               well operated and maintained.             These were
            birth rate (including alien mothers coming to               beneficial arrangements while they lasted, but
            American Samoa solely to give birth).                 A     they placed the two largest tourism eggs in one
            relatively minor, but significant contributor was           basket. The government took over management
                                                                                          of the hotel in 1976. Since that
                                                                                          time operation the Rainmaker
                                             JA...C`0PUW10N
                                                                                          has steadily deteriorated- both
                       60
                                                                                          physically and organizationally-
                       50 -                                                               Over      the     years,     political
                       40 -                                                               interference, abuse of privilege,
                  W    30 -                                                               and     govemment-like          hiring
                                                                                          practices have combined to
                       20                                                                 discourage       efficiency       and
                       '0 1
                          1960         1970          1980          1990          1994     preclude     sound      management
                                                   CENSUS YEAR                            strategies.

            residents returning from abroad. Most of the                Compeddon:        In the last two decades, many
            population explosion can be linked to aliens                more destinations in the Pacific became
            seeking better jobs and wages, a liberal                    accessible to tourists worldwide. Many islands
            immigration policy, and a seriously deficient               embarked      on serious tourism development
            immigration control system. The dangerously                 programs,       including      aggressive      overseas
            high growth rate has overtaxed our social and               marketing.    While the success of these programs
            physical infrastructure, and rendering us less              has varied,   it is nevertheless clear that most of


                                                             Background - 7







                                                                                                                             PART 2 - Background


                    ollbr, neighb, 6rs,cur rently have more     Ito'off6r than          longer than 8 hours. This typical length of stay
                    .  - 0     WhiI
                    We'- &.          e our neighbors @ Icultivated' their               for cruise ships is a statistic that could be
                    public images to suggest quality and @Value, we                     lengthened significantly if there was more to
                    neglected our own to the point where we have                        offer disembarking passengers in the way of
                    gained a rbputation for mediocrity that will                        activities,     entertainment,          and        shopping
                    require effort to overcome.                                         opportunities.

                    Poor Tourism Development Administration                             Tourist Expenditures
                    and Lack of Funding: While most of our                              With a relatively short length of stay, it is logical
                    neighbors made the commitment of effort and                         that tourist expenditures would also be relatively
                    resources and forged ahead with tourism                             low. Currently it is estimated that each tourist
                    development, our attempts were (and continue                        spends on average about $100 per day. Total
                    to be) meager and largely ineffective. As with                      tourism expenditures are therefore estimated at
                    the hotel, the administration of tourism                            $2.0 million per year.. Improving- the Availability
                    development programs by the government has                          and quality of goods and services @off@red would
                    been hampered by too much political influence,                      help somewhat (many tourists             complain of the
                    wasteful management and not enough
                        commitment and support.
                                                                                                    TOURIST EVENDITURE
                                                                                                    A MERICAN SAMOA           993
                       CURRENTSTATUSOF                                            5                                     1982-1
                       THEINDUSTRY                                                4

                                                                                  3
                    The tourism industry in American                              2
                    Samoa has dwindled to the point of                            11
                    near    extinction,       largely      through                   1982     1984       1986      1988       1990      1992
                    complacency, neglect, and lack of                                                           YEAR
                    public interest and support.                                        lack of activities, entertainment, and traditional
                    Number of Tourists/ Length of Stay                                  goods), but the real key to increasing tourism
                    Last year, less than 5,000 tourists traveled to                     expenditures is increasing the number of tourists
                    American Samoa. Together with around 5,000                          and their length of stay.
                    cruise ship passengers, the total tourists
                    amounted to less than 1/5 of the number in                          Contribution to Local Economy
                    1974.                                                               In 1974, the population and economy were
                    The average length of stay for a tourist in the                     smaller than today, and the tourism industry was
                    territIory is about 4 days. This statistic has not                  larger. The contribution of the tourism industry
                    changed much since the early 1970's, and                            to the overall economy, therefore, was
                    reflects the fact that American Samoa has been                      significantly greater 20 years ago than it is
                    and still is primarily a transit location. This                     today.       While these numbers represent a
                    dynamic is not likely to change significantly in                    significant decline, they do not tell the whole
                    the    future,      and     therefore       our      tourism        story of the effect on our economy.
                    development strategy must be designed              with this
                    reality in mind. The small number of cruise                         With the decline in tourism, the structure of our
                    ships that visit Pago Pago each year rarely stay                    economy has changed as well, and that impact
                                                                                        may be the most significant of all. Clearly, in the


                                                                           Background - 8








                            Y,
            PART 2 - Background


            last 20 years, our economy has become less             address this issue will undermine virtually any
            stable and less healthy as it has become more          other tourism development initiative that might
            and more dominated by the canneries.           The     be proposed.
            dwindling contribution of the tourism industry
            (which represents one of our only realistic            The poor performance of the government in
            economic options) is alarming because as it            running the hotel must also be acknowledged as
            declines each year so does the diversity in our        a leading contributor to the decline of our hotel
            economy. This puts us all at risk as it makes our      facilities and its continued poor performance. If
            economy more fragile and dangerously                   ever it could be said that American Samoa spoke
            vulnerable to the vagaries of the tuna industry.       with one voice, it was on this issue, for by far
                                                                   the most universally held sentiment we
            Regional Comparisons                                   encountered was "GET THE      IGOVERNMENT OUT
                                                                   OF THE HOTEL BUSINESS".
            Most- of the island nations in the Pacific are
            experiencing growth in the tourism industry.
            World wide  'the tourism industry is on a healthy      Essential to the   development of village-based
            upward trend, and the Pacific (especially the          tourism    is    the    building    of     alternate
            South Pacific) is the fastest growing sector of        accommodations such as motels, bed&breakfast,
            the world-wide industry.       Along with New          condominiums, and various forms of traditional
            Caledonia and Tuvalu, American Samoa is the            housing. These alternate accommodations will
            only island that is on a downward trend instead        augment the mainstream tourism market and
            of an upward one.                                      support the growing eco-tourism market.

            The two major destinations in the South Pacific        Transportation
            are French Polynesia and Fiji. Making good             Like the first, this topic area is dominated by a
            progress in tourism growth were the Cook               single problem-- air transportation service.
            Islands, Vanuatu, Papua New Guinea, and                Flights from the mainland and Hawaii are too
            Western Samoa.                                         infrequent and costly, @ and the quality of service
                                                                   has been inconsistent. The current EAS limits
                                                                   have not been adjusted for 10 years and are
              PROBLEM AREAS                                        currently inadequate. Even so, Hawaiian airline
                                                                   routinely fails to meet the current levels of
            In trying to assess the dimensions and                 service. An increase in overall weekly seats and
            complexities of the problems facing the                the addition of at least one additional flight per
            development of tourism, we decided to identify         week, together with adequate mail and cargo
            and then examine major problem areas one by            service, is essential to provide even-modestly
            one. By taking the tourism puzzle apart and            convenient passenger service .
            looking at each piece separately, we felt it would
            be easier to finds ways to improve each.               For a variety of reasons, regional transportation
                                                                   linkages are poorly developed, making it
            Accommodations                                         inconvenient and costly for regional travelers to
            The most serious constraint to tourism                 visit American Samoa. To participate in the
            development     is   the lack       of adequate        growing regional tourism market, ways must be
            accommodations, most notably the lack of a             found to include connections to American
            quality major hotel. Immediate improvement of          Samoa that are comparable to other destinations
            the Rainmaker Hotel to internationally accepted        in terms of price and convenience. Of all the
            standards of excellence is vital to the success of     problems facing tourism development, this is
            tourism in the territory. Failure to effectively       probably'the one that we have the least capacity

                                                         Background - 9







                                                                                                            PART 2 - Background



                 to effect. While we may be able to provide                 and in the villages. Solid waste collection is
                 encouragement, regional air carriers will make             woefully inadequate, littering is rampant, and
                 their decisions based on economic realities, not           there is no enforcement of laws against it. A
                 our needs.                                                 general clean-up may not be immediately
                                                                            possible, but a way must be found to at least
                 Another component of air service is, of course,            keep high traffic tourist areas free of garbage.
                 the airport itself The terminal is sorely in need
                 of redevelopment, and the runway needs to be               The smell from the canneries is a serious threat
                 extended by 1,000 feet to accommodate larger,              to tourism development, and must be eliminated,
                 fully-loaded     jets       on                                                     or at least drastically
                 takeoff. The inclusion of                   PROBLEM AREAS                          reduced. The odor is so
                 the airport under the Port                                                         foul that it has already
                 Administration has caused        Accommodations                                    been declared a public
                 administrative      confusion    Transportation                                    nuisance in court, and it
                 and inefficiency that has        Attractions                                       is time that the cannery
                 contributed       to       the                                                     be made to rectify this
                 deterioration of the facility.   Infrastructure And Support Services               problem.
                                                  Development Incentives
                 Interisland transportation       Funding And Financing                             Despite the obstacles,
                 by sea could be greatly          Marketing And Promotion                           there is real potential for
                 improved      through      the   Regional Cooperation                              development               and
                 development of adequate          Implementation And Monitoring                     improvement                 of
                 harbor .    and       docking                                                      attractions on Tutuila and
                 facilities. Some of these                                                          in Manu'a.         However,
                 improvements               are                                                     resources to do so will be
                 underway (in Manu'a), while others (such as the            limited and therefore must be targeted for
                 Western Samoa ferry dock) have not yet been                greatest benefit. Attractions that are unique to
                 addressed.                                                 American Samoa (such as the National Park)
                                                                            must be developed and vigorously promoted, as
                 Ground      transportation      is  adequate,      but     they will be the attractions that provide the
                 performance standards are needed to improve                impetus to include American Samoa in regional
                 the general quality, reliability, and predictability       tour packages.
                 of service.
                                                                            In addition, we must identify and find ways to
                 Attractions                                                support a critical "core" of attractions that can
                 Our most valuable tourism assets are our                   be developed and maintained, and then target
                 people, our culture, and the natural beauty of             them in our marketing and promotional
                 our islands. Unfortunately, opportunities for              campaigns.
                 tourists to experience our culture are few, and
                 the quality of the natural environment has been            Infrastructure and Support Services
                 degraded through decades of growth and                     Infrastructure and support services are the
                 neglect.                                                   elements that determine whether a visitor will
                                                                            have a pleasant experience, or a frustrating and
                 American Samoa!s trash problem is out of                   disagreeable one.         Well maintained basic
                 control, and seriously jeopardizes any chance we           utilities, convenient immigration procedures,
                 might have to develop tourism. There is trash              readily available products and services, a variety
                 on the beaches, in the streams, along the roads,           of leisure activities, and accurate information all


                                                                Background - 10






            PART 2 - Background


            serve to provide a quality experience for                 tourism businesses.       Access to capital for
            visitors.   Unfortunately, while basic utilities          business start-up or improvement is extremely
            (except roads) are fairly reliable and well               limited, and no subsidies or special terms are
            maintained, other problems remain. Entrance               offered for tourism businesses.
            procedures can be difficult, or at least uncertain.
            Products and services are limited and quality is          If we are going to get this sector of our
            highly variable.       Available activities offer         economy off the ground, we will have to offer
            inconsistent value and are not well promoted.             support, in the way of incentives, to tourism
            Information and promotional materials are                 businesses.    These incentives could be tax
            meager, not readily available, and often simply           exemptions or credits, reduced fees, subsidized
            inaccurate.                                               promotion and advertisement, low-interest loan
                                                                      programs, business technical assistance, or
            As with attractions, we must identify a critical          cooperative arrangements for construction,
            "core" of basic infrastructure, support services,         maintenance, and operation of tourism-related
            and tourism businesses, and then find ways to             facilities.
            improve, support and promote them.
                                                                      Of course, one of the most important incentives
            One other important aspect of this problem area           for tourism development is a clear indication on
            is lack of support for tourism by the general             the part of the government that it will do its part
            public. The residents of American Samoa are               to support the industry.            The business
            generally apathetic to tourism, which is probably         community and the general public will be
            understandable given the low level of tourism             listening to the government's actions, not their
            activity over many years and the growing                  words. Considering the general mistrust of the
            domination of the economy by the canneries.               government, those actions will have to be
            The Task Force tried hard to provide forums for           concrete and substantial.
            public discussion of the tourism issue during the
            planning process.      These forums were well             Funding and Financing
            publicized including direct invitations to                Current funding levels for tourism development
            community leaders and groups.            While the        are grossly inadequate. Based on current budget
            District Forums with the traditional leaders were         allocations, it is not difficult to conclude that the
            well attended, the turnout at the General Forum           ASG views tourism development as a low
            for the public at large was disappointingly small.        priority on its overall agenda (hopefully that will
            It is interesting to note that while the traditional      change after this plan is adopted). In both actual
            leaders could see potential in tourism and                and constant dollars, funding for tourism
            generally supported it, the youth, who would be           development has steadily declined over the last
            the direct beneficiaries of this kind of econornic        several years. This decline roughly parallels the
            growth, did not attend the Forum. This fact               overall decline in the industry.
            should indicate the dimensions of the public
            awareness campaign that will have to be waged             Another dynamic effecting the adequacy of
            before tourism is supported by the general                funding has to do with the growing imbalance
            public.                                                   between money spent on development programs
                                                                      and money spent on personnel.           As funding
            Development Incentives                                    levels were declining, the number of tourism
            Presently, there are no development incentives            personnel almost doubled. This has resulted in a
            offered by government targeted specifically at            situation where today, tourism development
            tourism development. There are no special tax             plans and programs cannot be implemented
            benefits, and no special support or assistance for


                                                          Background - I I






                                                                                                      PART 2 - Background


                because the vast majority of the government's           Marketing and Promotion
                tourism development budget goes to personnel.           The problem with marketing and promotion is
                                                                        that there is none to speak of                  No
                As personnel has claimed a greater and greater          comprehensive professional marketing study has
                share of the shrinking budgets, the government          been done, and there is no plan for marketing or
                has been forced to cut back even modest                 promotion.     There are sporadic promotional
                development efforts.      These cutbacks have           efforts by the Office of Tourism, but they are
                included withdrawing from the major regional            largely ineffective, and may even do more harm
                tourism organization because we cannot afford           than good by raising expectations that are not
                the dues, and the virtual elimination of our            realized.
                marketing and promotional efforts.
                                                                        One of the problems is that there is very little in
                Given the current level and allocation of               American Samoa to market or promote at the
                funding, the government cannot hope to                  present time. We must have something to offer
                implement a basic marketing program, offer              before we can start persuading people to come
                incentives to tourism-related business, or even         and visit us.   However, as we develop our
                arrange for modest tourism-related physical             'core" of attractions and supportive businesses,
                improvements. More importantly, the meager              there will be a greater need to direct resources
                funding levels indicate a serious lack Of               to  a marketing program and promotional
                commitment to tourism development on the part           campaign.
                of government.
                                                                        Marketing and promotion are expensive. The
                One fact is undeniable-- funding for tourism            cost of attending trade shows and fairs,
                development must increase or there will be no           conducting familiarization tours for agents and
                tourism development. In business they say it            travel trade media, producing displays and other
                takes money to make money, and that is                  sales tools, advertising in travel trade media, and
                especially true as it applies to our tourism            participating in regiona'I and world-wide travel
                industry. The government and the people Of              organizations is staggering.     For perspective,
                American Samoa are going to have to decide if           consider that Cook Islands currently spend
                it is important to them to diversify and                about $1.7 million on marketing and promotion
                strengthen their economy through tourism                per year, and Western Samoa spends about $1.0
                development. If so, we are going to have to             million. Our marketing and promotional efforts
                invest sufficient resources to support the actions      are likely to occur in the later part of our 5 year
                that will be necessary to build up the industry.        planning period, and our funding strategy will
                Capital for tourism business development, or            have to reflect that schedule.
                any business development for that matter,          is   Regional Cooperation
                extremely hared to come by in American Samoa.           American Samoa is doing little to develop
                Sources of financing are few, and lending policy        tourism in partnership with the rest of the Pacific
                is conservative. In order to make more capital          nations. Again, this is due in large part to a lack
                available for tourism business development and          of funding and support.        In fact, American
                expansion, a revolving fund should be                   Samoa was forced to withdraw from perhaps the
                established using appropriate grant funds and           most valuable regional organization,             the
                the resources of the Development Bank Of                Tourism Council of the South Pacific (TCSP),
                American Samoa.                                         of which we were a founding member.
                                                                        Consequently, there is little contact or
                                                                        communication between American Samoa and


                                                             Background - 12







            PART 2 - Background


            our neighbors in tile Pacific, and as a result, we       Islands and Western Samoa, where they are both
            are unprepared to take advantage of cooperative          achieving some measure of success.
            arrangements and opportunities that exist for
            leveraging resources.                                    MonitQ "in      In order to effectively monitor
                                                                     tourism growth, reliable statistics must be
            The lack of linkages with other tourist                  readily available. For this to occur, there must
            destinations in the South Pacific is crippling.          be a well designed immigration information
            We have said that our future lies in greater             form, and an effective system for compiling,
            participation in the growing regional tourism            distributing, and analyzing the information. In
            market, but without regional linkages this will be       addition, periodic surveys are necessary to
            impossible to achieve. It is therefore critical that     assess trends and tendencies in the industry.
            we re-establish our membership in the primary
            regional organizations, such as TCSP, the                Unfortunately, no such statistical system
            Pacific Asia Travel Association (PATA), and the          presently exists. The immigration information
            World Tourism Organization (WTO), and forge              form is confusing and out of date.               The
            cooperative arrangements with our neighbors              compilation and transfer of the information is
            for marketing and training.                              manual and unreliable.         Visitor surveys are
                                                                     rare, and the analysis of information is only
            Implementation and Monitoring                            superficial.
            IMlementation:       As with the issue       of the
            Rainmaker, it was a prevalent opinion that the           This is a short-term plan, and it will be necessary
            government has done a poor job of                        to make adjustments in strategy and funding
            administering and implementing tourism develop           toward the end of the planning period. By that
            programs over the years.         The Office of           time, an effective statistical handling system
            Tourism, while currently employing 12 people,            needs to be in place and functioning.
            provides little to tourists in the way of
            information, service, or assistance. Management
            of the Office has been left to political supporters
            of each successive Governor, and while the size
            of the Tourism staff has grown, the professional
            capabilities of the Office have not.

            Implementation of a meaningful tourism
            development plan will require a business-like
            approach and professional capabilities.        It is
            unlikely that this will be the case if the
            government continues to manage tourism
            development.

            We were often told that the private sector
            should be responsible for tourism development.
            More than likely, a partnership between public
            and private sectors will be required with funding
                                  rom the government and
            coming primarily f
            management coming primarily from the private
            sector. Examples of this kind of public/private
            partnership can be found in both the Cooks


                                                          Background - 13






                                                                                                        PART 2 - Background


                   OPPORTUNITIES                                          natural environment or cultural experience, and
                                                                          in many case the two interests may coincide.
                 More than once we have been told that our task
                 is hopeless and that we are wasting our time.            Because eco-tourists are looking for vacation
                 We are told that tourism faces so many                   experiences outside the mainstream, small scale,
                 problems it can never succeed, and given the             modest accommodations are usually quite
                 litany of problems just discussed, that would be         adequate. In fact, there is a growing number of
                 an easy conclusion to reach. But while the               eco-tourists who will pay to sleep in traditional
                 obstacles are certainly formidable, we also see          quarters within a village and eat the indigenous
                 potential, and we believe we have a chance for           food just for the experience.       This kind of
                 success.    If we are to succeed, we must                tourism, therefore, offers many opportunities for
                 recognize our opportunities and seize on them.           small scale, village-based business development.

                 Regional Tours                                           National Park
                 American Samoa has the opportunity to become             Perhaps the greatest opportunity we have is the
                 a uniquely interesting and enjoyable stop on             development of the new National Park. Our
                 many regional tours of the South Pacific. Our            National Park is one member of a very exclusive
                 opportunity lies in being one of those handful of        club that includes some of the most famous
                 destinations that travel tour designers will string      natural settings in the world. The U.S. National
                 like pearls on a string to sell to the travelers in      Park system has world-wide prestige, and sees
                 the U.S., Australia, New Zealand, Europe, and            hundreds of thousands of visitors a year. Not
                 Asia. If we have a future with tourism, the              only is our new National Park a member of an
                 region is where it lies, and the region is where         exclusive club, but it is a unique member of that
                 we must focus our attention and our efforts.             club. Of all the national parks, ours is the only
                                                                          one that features a tropical rainforest.        The
                 We can learn a lot from our neighbors in the             rainforest is a unique and endangered biosystem
                 Pacific. While we must find our own formula              that is vital to the health of the planet, and many
                 for success, we also have their years of                 will undoubtedly want to come and experience
                 experience to draw on as needed. We can learn            one for themselves.
                 from their mistakes and their successes, and we
                 have the opportunity to forge useful working             The National Park, if developed effectively, will
                 relationships with established players in the            serve as a draw for the eco-tourist and
                 international tourism industry.           To take        mainstream tourist alike.           Villages and
                 advantage of these opportunities, however, we            landowners bordering the Park should have
                 will have to rejoin the regional organizations,          many opportunities to exploit their proximity to
                 and establish our credibility as a serious partner.      the park by providing             lodging, food,
                                                                          entertainment, products, and services to park
                 Eco/Ethno Tourism                                        visitors. In order for economic opportunities to
                 Eco-tourism and Ethno-tourism are fancy terms            be maximized, however, the government will
                 used to describe one of the most rapidly                 have to participate effectively in the park
                 growing sectors of the tourism industry.                 planning process, which will be headed by the
                 Eco-tourism refers to travelers who seek to              National Park Service.
                 experience the natural environment first-hand.
                 Ethno-tourism refers to travelers who wish to            Manu'a Islands
                 experience a foreign culture first-hand. Often,          The most pristine environments in the territory
                 these travelers are seeking a unique or unusual          are in the Manu.'a Islands, and inevitably,
                                                                          travelers looking for beautiful beaches, clear


                                                              Background - 14







           PART 2 j. Background


           water, and a simpler life style will go there.          number of yachts visiting the territory, primarily
           With a major portion of the National Park also          through private sector initiative.
           located in Manu'a, there may be considerable
           demand for increased accommodations and                 In addition to yachts, there is great potential to
           supportive services and business in the future.         increase the exposure and importance of various
           As the airports and harbors of Manua are                water sports, like canoeing, fautasi,
           improved, so will the accessibility of the islands,     sail-boarding, surfing, fishing, and diving. Many
           making greater tourist volumes possible. On a           of these sports can be accommodated at outlying
           cautious note, however, while the potential for         locations on Tutuila and in Manu'a, with a
           tourism in Manu'a appears substantial, its              minimum of facility development, thereby
           carrying capacity has yet to be explored, and           increasing the potential for village-based tourism
           could restrict the pace or extent of tourism            development.
           development.
                                                                   Golf
           Cruise Ships                                            Golf is extremely popular worldwide, and many
           Only a handful    of cruise ship stop here each         travel tours include golf on their recreational
           year, and they rarely stay more than half a day.        itineraries. Having a golf course in the territory
           As we develop our critical core or attractions,         gives us an advantage that can be exploited if
           support services, and businesses, there may be          properly marketed and promoted. For a variety
           an opportunity to increase both the number of           of visitors, golf can be a tremendous attraction,
           ships and their length of stay. If the cruise ships     and we should do everything we can to maintain
           eventually find enough here to warrant overnight        and improve the facility.
           stays, or multiple day visits, the potential for
           expenditures on local goods, services, and              Mini Games
           entertainment greatly increases.                        The Mini Games, scheduled to be held in
                                                                   American Samoa in August of 1997, could
           Yachting and Water Sports                               provide valuable exposure for American Samoa
           Yachting and yachting related services represent        in the Pacific Region. There will certainly be a
           an opportunity that has never been exploited.           short-term boon as thousands of athletes and
           Physically, Pago Pago Bay is the finest harbor in       fans visit the territory during that month.
           the South Pacific, and could be a major (if not
           the major) yachting center in the region. The           The Mini Games will provide an opportunity to
           existence of the U.S. Post Office, and access to        showcase American Samoa.            If international
           U.S. goods makes Pago Pago an ideal location            quality facilities can be developed for the games,
           to provision, and the yacht club provides               they could serve to host subsequent athletic
           support     to    the     yachting      community.      events in the region.
           Nevertheless, only a relative handful of yachts
           cruising the South Pacific visit Pago Pago each         Visiting Samoans
           year.                                                   A great number of Samoans come to the
                                                                   territory each year to visit and attend to family
           What is lacking is a marina, a haul-out facility,       obligations. These may be from Western Samoa,
           shoreside facilities, additional moorings, and          or from the U.S. Mainland. Based strictly on
           friendly entrance/exit procedures. Many sailors         their numbers, they represent an opportunity to
           select other destinations such as Tonga or Fiji         broaden the tourism base.
           for these reasons. There would appear to be a
           real opportunity to significantly increase the



                                                        Background - 15






                                                                                                      PART 2 - Background



                                                                       as evidenced during the community tourism
                 GOALS                                                 forums.


                                                                                       GENERAL GOALS
               We have looked at the recent history of tourism              * Create Jobs for Local Residents.
               in American Samoa, noted the current state of                * Increase Local Business Opportunities.
               the industry, and tried to understand something              * Increase Private Sector involvement in
               about the dynamics which are shaping it. We                    Managing Tourism Development.
               have pulled the puzzle apart to examine each of              * Decrease Government Involvement in
               the problem areas, and we have identified some                 Managing Tourism Development.
               opportunities that might be pursued. We now                  * Promote Public/Private Sector Partnerships.
               must decide what to do about it.                             * Improve the Public Image of the Territory
               The first step in that process is to define our              * Clean Up and Protect the Natural
               goals. Simply stated, the goals define what we                 Environment:
               want the Tourism Action Plan to accomplish.                  * Respect Samoan Cultural Traditions.
                                                                            * Promote Village-Based Tourism
               Goals may be general or specific-- it depends on               Development.
               your perspective.     In defining our goals we
               began with primary economic goals and moved
               to more specific tourism development goals.                  11MMEDIIATE GOALS
               . PREWARY GOALS                                         Specifically, what do we want to accomplish
               The most obvious primary goal is to increase the        with the Tourism Action Plan?           Given the
                                                                       current state of the industry, and having spent
               number of tourists. In addition, primary goals of
                                                                       much time examming each of the problem areas,
               any economic development plan would be to               we decided that a meaningful immediate goal
               infuse money into the economy, and create jobs.         over the 5-year planning period would be:
               In our case, an additional primary goal is to
               diversify the economy.                                   Significant and measurable improvement in
                                PRRAARY GOALS                                     each of the problem areas
                                                                                      RvMffiDIAT'E GOALS
                   + Increase the Number of Tourists
                   * Add Dollars to the Economy.                            * Expand and Improve Tourist
                   * Create Jobs.                                             Accommodations.
                   * Diversify the Economy.                                 * Irnprove Number, Quality, and Accessibility
                                                                              of Attractions.
                                                                            * Improve Transportation Linkages.
                  GENERAL GOALS                                             * Improve Tourism-Related Infrastructure and
                                                                              Support Services.
               It is not enough to simply stimulate growth or               + Increase Incentives for Tourism-Related
               create jobs in an economy without defining how                 Business Development.
               that growth will occur, who will get the jobs,               * Increase Funding and Financing for Tourism
               and what the environmental and social costs will               Development Programs.
               be. The General goals below provide further                  * Improve Marketing/Promotional Strategies.
               guidance in determining how we want tourism                  * Improve Regional Linkages and Cooperative
               to occur in American Samoa.           The General              Arrangements.
               Goals reflect not only the convictions of the                * Provide for Effective Implementation and
               Task Force, but those of the community as well,                Monitoring of the Plan.


                                                            Background - 16






            PART 2 - Backgr6und


                                                                          DETERMINING PRIORITY
             SETTING PRIORITIES                                           OBJECTIVES

                                                                       Many suggestions for improving tourism were
            After establishing, our primary, general, and              explored by the Task Force. - We considered
            immediate g9als, we needed       to determine how          each in terms of our stated goals, and then we
            best to go,".   about   meeting them,          Before      asked ourselves the following questions:
            deciding, however, -we needed to discuss what
            factors should influence our-!choices. It must be          1) Overall, how important is the
            understood that some problems are more critical                objective to tourism development?
            than others, and for each problem there are a              We gave priority to those objectives which
            multitude of potential solutions. In determining           would have the greatest beneficial effect on the
            our objectives, we must be sure to give special            overall development of tourism.              Narrow,
            attention to the most critical problem areas, and          11special interest" objectives were generally
            insure that our priorities are based on reality,           excluded under this criteria.               Likewise,
            effectiveness, and common sense.                           objectives that would result in             long-term
                                                                       improvement or growth were             given higher
              CRITICAL PROBLEM AREAS                                   priority than those that would        result in only
                                                                       short-term benefits.
                   Accommodations
                   Transportation                                      2) Does meeting the objective require
                   Attractions                                             internal or external action?
                                                                       In  keeping with our guiding principles, we
            From the tourist's point of view, three basic              sought to identify objectives which our own
            conditions must be present for tourism to occur.           government and people could meet through our
            First, tourists must be able to get here. Once             own decisions and actions. These are termed
            here, they must have a place to stay, and then             internal actions.      Many potential solutions
            they must have something to do. Without these              require a decision or actions by others. These
            essential ingredients, tourism does not exist.             are termed external actions.         In setting our
                                                                       priorities we sought to concentrate on those
            Unfortunately, in our examination of               our     objectives that could be met primarily through
            problems areas we have seen that there             are     internal action.
            significant deficiencies in each of these critical
            areas. It will therefore be important that our             3) Can the objective be accomplished
            priority objectives and plan of action effectively             within the planning period?
            address these key problems.                                As stated, this is a relatively short-term plan, and
            By noting these critical areas, we do not mean             our immediate goal is the improvement our
            to downplay the importance of improving each               major problem areas. As such, the plan will
            of the problem areas. From the administrative              have to be assessed toward the end of the 5 year
            perspective, solving problems with marketing,              planning period and altered if appropriate. Our
            funding, or development incentives is equally              objectives must        reflect    our    desire for
            important.                                                 improvement over a fairly short time span, and
                                                                       by definition will not involve solutions that must
                                                                       be carried out over an extended period.
                                                                       However, it must be noted that many of the
                                                                       initiatives and programs identified in the plan


                                                           Background - 17







                                                                                                       PART 2 - Background


               may be extended into the future if they prove
               successful in the short run.


               4) Is funding available, likely, or
                   possible?
               There are many potential sources of funding for
               the 5 Year Plan. Some sources are available at
               the present time, and others require applications
               to Federal agencies, or Fono approval. Given
               the currently inadequate level of funding for
               tourism development, a substantial amount of
               money will be required to fully implement the
               plan. The identification of reasonable sources of
               funding is an important part of the plan, and
               without it, the plan is reduced to nothing more
               than a wish list. We have therefore avoided
               including solutions for which no funding can be
               identified.


               5) Exceptions to these criteria.
               There are instances where objectives are
               identified that do not meet all of the above
               criteria.   This usually occurs when criteria
               conflict, and a decision must be made to include
               or exclude an option. For instance, the need to
               increase the territory's Essential Air Service
               limits is critical to the overall growth of tourism,
               but the decision to increase those limits lies with
               the FAA, not us.          Because of its overall
               importance, the objective will be included, but
               the most we can do to accomplish that objective
               is to make a formal request to the FAA and
               develop the supporting information to justify our
               request.

















                                                             Background - 18







           PART 2 - Background



                                                                    presented by problem area, but are numbered
             Priority Objectives                                    consecutively for ease of identification.

                                                                    The Tourism Action Plan must be structured in
           The objectives below, in our opinion, represent          such a way as to address each of the 27 Priority
           the best ways to meet our immediate goals-- the          Objectives.    It is recognized, therefore, that
           measurable improvement of our major tourism              certain actions contained in the Plan may
           problem areas.      The Priority Objectives are          address one or more of the Priority Objectives.
             ï¿½   Accommodations                   PRIORITY OBJECTIVES
                 1 -Improve Rainmaker Hotel to generally accepted international standards.
                 2 -Increase number and quality of alternate tourist accommodations.
             ï¿½   Attractions
                 3 -Identify, develop, and support "core" of quality attractions.
                 4 -Establish public/private partnerships to develop and maintain attraction sites.
                 5 -Install basic amenities at attraction sites.
                 6 -Keep the environment (especially key attractions) clean.
             ï¿½   Transportation
                 7 -Increase Basic Air Service from the United States.
                 8 -Improve the airport.
                 9 -Improve regional air service linkages.
               10 -Improve docking and passenger handling facilities for interisland ferry.
               11 -Increase available parking used by tourists.
               12 -Improve quality of taxilbus service available to tourists.
                 Infrastructure and Support Services
               13 -1dentify, develop, and support "core" of tourism-related facilities, services, and products.
               14 -Improve information available to touni sts.
               15 -Improve quality and reliability of products and services
               16 -Increase public awareness and support of tourism.
             ï¿½ Development Incentives
               17 -Provide financial incentives and support for local tourism busmiess development.
               18 -Provide technical assistance to local tourism businesses and entrepreneurs.
             ï¿½ Fundins! and Financin2
               19 -Increase funding levels for tourism development.
               20 -Increase available capital for tourism business development.
             ï¿½ Marketing and Promotion
               21 -Identify appropriate tourism markets for American Samoa.
               22 -Develop targeted marketing/promotional plan.
             ï¿½ Regional Cooperation
               23 -Actively participate in regional tourism organizations.
               24 -Include American Samoami regional tour packages.
               25 -Establish regional linkages with neighbor islands for marketing and training.
                 Implementation and Monitoring
               26 -Create capacity for Tourism Plan implementation, and implement the 5-year Plan.
               27 -Improve statistical information gathering and analysis to monitor development efforts.



                                                         Background - 19





























                                                                                                   PART
                                                                                                      3
                                                                                                      A
                                                                                                      C
                                                                                                      T
                                                                                                      I
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                                                                                                      P
                                                                                                      L
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                                                                                                      N

























                                                        Tourism Task Force


                                                    Report-to the Gov-01




                                                                   Maii AL
                                                            qT2


                    7.1
   !1PIr!
                                                         ACTION PLAN

                                                               41





                                                                                                A'


                                                                                                 -JI.A








           PART 3 - Acfion Plan


                                                   5-Year,
                              Tourism Action Plan


           We face an enormous challenge in reviving the tourism industry of American Samoa. Some say
           an impossible one. After immersing ourselves in the subject for the better part of a year, we are
           keenly aware of the dimensions of the problem, but we cannot agree with those who feel the
           situation is hopeless.

           Meaningful growth can be achieved in the industry, but it will require foresight, planning, and a
           substantial commitment of resources. It will require dedicated professional management and
           talented energetic staff. It will require changes in our behavior and it will require public support
           (or at least tolerance). Most of all, it will require a general understanding and acceptance of the
           fact that the canneries will not be with us forever.


           The writing has been on the wall for some time, but we have been reluctant to admit that the
           dynamics of the tuna industry will eventually cause one or         both cannenes to seek a more
           profitable economic environment.       The canneries have been slowly squeezed for years by
           relentless world-wide economic forces. The broader effect of these forces can be seen locally as
           the people of the Territory are required to provide more and more subsidies to insure cannery
           profitability. We may be able to delay the process for awhile through greater concessions to the
           industry, but in the final analysis the result is likely to be the same.

           Probably sooner than later our society will be forced to undergo severe economic readjustment.
           We are overly dependent on the canneries, and it will take strong measures and determination if
           we are to make it through the economic upheaval that will follow their closure. How painful that
           period will be depends on how realistically we assess the economic climate of the next few years,
           and how well we prepare for the inevitable storm. We need to begin that preparation now.

           The Tourism Action Plan represents our best assessment of what must be done to revive the
           tourism industry over the next 5 years and build a foundation for future growth. The plan
           assumes that the traditional and elected leaders of the territory, and the public at large, accept the
           necessity of strengthening and diversifying the economy, and support a serious commitment to
           tourism development to achieve those ends.

           Half-hearted measures will not-succeed, and should not even be attempted. That is why this plan
           (should the Governor endorse it) will be submitted to the Fono for adoption, together with the
           funding measures required to implement it. Approval of the Plan and the funding package by the
           Fono will demonstrate a political consensus and tangible commitment to action that should assure
           success. Without such support, the Plan will fail. Thankfully, the choice is ours. God-willing, we
           will find the wisdom and the faith in ourselves to make those difficult, but crucial decisions.









                                                                                                      PART 3 - Action Plan


                                   PHILOSOPHY OF THE TOURISM ACTION PLAN

                    The philosophy of this Action Plan is strongly inhuenced by the ideas contained in the Guiding
                    Principles of the Task Force (see Part 2 - Background). There are a few points that should be
                    emphasized, however.

                    Roles of the Private and Public Sectors:


                    The Tourism Action Plan is strongly oriented toward private-sector interests and heavily
                    dependent on private sector investment. We believe in a business-like approach to tourism
                    development, and we believe the private-sector should have more control over the implementation
                    of tourism plans and management of tourism programs. Conversely, we believe that government's
                    role should be strictly supportive, -and that they should leave the day-to-day administration and
                    management of tourism to experienced professionals with a private-sector perspective.

                    To that end, we have recommended the creation of a quasi-public Visitor's Bureau to replace the
                    ASG Office of Tourism. The purpose of our recommendation is to free the management of
                    tourism from the political influence, burdensome procedures, and wasteful employment practices
                    which generally characterizes the government. The government, as the major conduit of funding,
                    does have a crucial supportive role to fill. It can begin to fulfill that role by adopting the Action
                    Plan, approving adequate funding, providing appropriate development incentives, and re-ordering
                    its internal priorities to address issues important to tourism industry development.

                    Villame-Based Tourism Development:

                    In the design of the Action Plan, we have endeavored to promote small-scale, village-based
                    tourism development wherever possible. We believe that this kind of tourism growth will provide
                    more meaningful employment opportunities for our people, and we feel that this kind of economic
                    growth is more healthy, and in the long run more sustainable, than other tourism development
                    options.

                    As we make our villages more attractive to visitors through clean-up efforts, or facilities
                    development, we also make our villages better for ourselves. It is in the development of
                    village-based tourism that we can most clearly see the Win-Win potential of the tourism industry.

                    Limitations of the Action Plan:


                    It must be kept in mind that a 5-year plan is a short-term plan. The Tourism Action Plan is
                    designed to provide a solid boost for an industry that is floundering, and to provide a foundation
                    for future growth. In no way can this Plan be considered a final solution. It must be re-evaluated
                    toward the end of the planning period, and ultimately replaced with a more comprehensive
                    long-term tourism development plan. As we have learned from the wisdom of our culture,
                    "TATOU MUA SEU I ALOALO, 'AE MUM 'I MOANA"




                                                               Action Plan - iii









           PART 3 - Action Plan



                           STRUCTURE OF THE TOURISM ACTION PLAN



           The 5-Year Tourism Action Plan consists of 12 Elements. Elements 1-11 consist of single
           Actions or groups of Actions designed to address the Goals and Priority Objectives discussed in
           Part 2. Element 12 consists of estimates of required expenditures to implement the Plan, and a
           5-year basic budget for the proposed Visitors Bureau.

           For each Action identified in the Plan, specific Tasks, implementing agencies, timelines, cost
           estimates, and funding sources are identified. Where appropriate, quantifiable targets have been
           included for each action. The Elements and their associated Actions include:



           Element 1 -Establish Tourism Authority to Implement Action Plan
           Actions:
               A. Create Tourism Authority
               B. Implement Action Plan



           Element 2 - Sell the Rainmaker Hotel
           Actions:
               A. Sell the Rainmaker Hotel



           Element 3 - Offer Packatie of Incentives for Tourism Business Developmen
           Actions:
               A.  Determine Critical "Core" of Tourism Businesses and Services
               B . Implement System for Cooperative Control of Quality Standards
               C.  Offer Tax Exemption for Eligible Core of Businesses
               D.  Offer Reductions in Users Fees
               E.  Offer Business Management Training and Assistance
               F . Develop Business Incubator
               G.  Offer Marketing and Promotional Support
               H.  Develop Tourism-Related Public Facilities


           Element 4 - Adopt Fundina and Financina Packaze to Sumort Tourism
                           Development
           Actions:
               A. Adopt Revenue Measures to Implement the 5-Year Tourism Action Plan
              'B. Establish Low-Interest Loan Program to Finance Tourism Business Development






                                                    Action Plan - iv









                                                                                           PART 3 - Action Plan


              Element 5 - Develov Tourism:Related Facilities
              Actions:
                  A.  Construct Visitor Accommodations
                  B . Develop the National Park
                  C.  Construct Tourist Support Facilities at Privately-Controlled Key Locations
                  D.  Construct Tourism Support Facilities at Publicly-Controlled Locations
                  E.  Develop Yacht Support Facilities
                  F.  Develop Historical and Cultural Points of Interest
                  G.  Construct Airport Improvements
                  H.  Construct Harbors Improvements
                  I.  Develop Visitor's Bureau Facilities


              Element 6 - Desian and Implement Tar2eted Marketiniz Promm
              Actions:
                  A. Identify and Target Appropriate Markets
                  B. Design Detailed Marketing/Promotional Plan
                  C. Provide for Public Relations and Promotion
                  D. Produce Necessary Promotion And Information Materials
                  E. Establish Regional and Global Linkages/ Cooperative Arrangements.



              Element 7 - Implement Environmental Clean-up Pro2ranx
              Actions:
                  A.  Concentrate Trash Pick-Up at High Profile/ High Traffic Locations.
                  B.  Enforce Litter and Anti-Pollution Laws.
                  C,  Implement Stray Dog Eradication Program.
                  D.  Drastically Reduce Cannery Odor.
                  E.  Increase Solid Waste Collection and Disposal
                  F.  Implement Public Awareness/ Education Program



              Element 8 - Provide Better Information for Tourists and Promote Public
                             Awareness
               Actions:
                  A. Establish Visitor Assistance Centers.
                  B. Establish Visitor Informational Hotlines.
                  C. Establish Visitor "Contacts" at Key Agencies.
                  D. Design and Produce Informational Brochures.
                  E. Design and Implement Public Awareness Program.







                                                       Action Plan - v










               PART 3 - Action Plan


               Element-9 - Adopt Measures to Increase Air Service Levels
               Actions:
                  A. Increase Essential Air Service (EAS) Levels
                  B. Increase Regional Connections and Flights.


               Element 10 - Establish Rezional Linkazes
               Actions:
                  A. Actively Participate in Appropriate Regional Tourism Organizations
                  B. Establish Regional Linkages for Marketing and Promotion
                  C. Establish Regional Linkages for Tourism Training and Education.



               Element-1 1- Implement New System for Tourism Data Collection and Analysis
               Actions:
                  A. Establish General Standards
                  B. Develop General tourism Statistical Database
                  C. Collect Visitor Arrival Data
                  D. Conduct Visitor Expenditure and Satisfactions Exit Surveys
                  E. Network with Regional Counterparts to Share Tourism Data



               Element 12 - Estimated ExiDenditures and Basic Bufte

                  A. Summary of Expenditures to Implement the 5-Year Action Plan
                  B. Amerika Samoa Visitor's Bureau Basic 5-Year Budget
























                                                      Action Plan - vi









                                                      ELEMENT1


                                 Establish Visitors Bureau to Implement Action Plan




                 OVERVIEW


                 The community believes that the government is ineffective in administering tourism development
                 programs, and we agree with them. We recommend that the Office of Tourism be replaced by a
                 quasi-independent Visitors Bureau, whose mission will be implementation of the 5-year Tourism
                 Action Plan.     Our    recommendation is aimed at eliminating the political influence and
                 government-like hiring practices which have hampered the agency for years, and fostering a more
                 business-like approach to tourism management.

                 We envision the structure of the proposed Visitors Bureau to be along the lines of the Cook
                 Islands Tourism Authority or the Western Samoa Visitors Bureau. The agency would consist of a
                 Board of Directors appointed by the Governor. The Board of Directors would hire a tourism
                 director chosen from candidates with proven tourism development and program management
                 experience. The Tourism Director would select his or her own staff

                 As with our neighboring tourism agencies mentioned above, the Amerika Samoa Visitors Bureau
                 would receive most of its funding from the government. Current levels of funding support are
                 clearly inadequate, so additional sources of funding must be developed (see Element 4). We
                 recommend that the Visitors Bureau prepare its own yearly budget, and have its own procurement
                 and hiring authority. The agency should be audited each year.

                 To insure effective implementation of the plan and management of the Bureau, it is recommended
                 that a mechanism be established for independent review of the Visitors Bureau. It might take the
                 form of an independent review committee that would conduct periodic examinations of the
                 Bureau's performance and provide status reports on the implementation of the 5-year plan. The
                 review committee would recommend improvements if necessary.





                                                            ACTIONS


                     * Create Visitors Bureau

                     * Implement Action Plan








          ELEMENT I - Visitors Bureau                                      TOURISM ACTION PLAN




                                              S"Opsis



            GOALS ADDRESSED:


            General Goals:


              Increase private sector involvement in managing tourism development.
              Decrease government involvement in managing tourism development.


            Immediate Goals:


            . Provide for effective implementation and monitoring of the Plan.



            PRIORITY OBJECTIVES ADDRESSED


            26 - Create capacity for Tourism Plan implementation, and implement the 5-year Plan.






            FUNDING SOURCES


            Available:


              Tourism Office operations budget FY95

            Likely:


            ï¿½ ASG (comparable to existing TO budget)
            ï¿½ Portion of proceeds from sale of Hotel


            Possible:


            . Funding package

            Yearly Funding:         FY95       FY96       FY97        FY98       FY99
                                   in-house     370,000    320,000    320,000     320,000






                                                    1-2













          cl

                                                                  GENERAL IMPLEMENTATION SCHEDULE
                                                                                  Tourism Action Plan


                    No Element                                       FY1 995         FY1 996        FY1 997         FY

         ZW             1 Visitors Bureau
                        2 Sell the Rainmaker Hotel
                        3 Development Incentives
                        4 Funding and Financing
                        5 Facilities Development
                                                                                                   :""51
                        6 Marketing and Promotion
                        7 Environmental Cleanup
                        8 Information and Public Awareness
                        9 Air Service
                       10 Regional Linkages
                       11 Data Collection and Analysis                                                     NINE












         CA









                                                                    IMPLEMENTATION SCHEDULE - Actions and Tasks

                                                                                      Fiscal Year 94-L              -    1996           1997           1998
                                                                                                        UARTERS_     QUARTER-S QUARTERS W-ART
                                                           ELEMENTI                                -4F-lj-2T--- -3-7 41-1-T 2 -3 -4. fj___2@__3 -4 ___jj -2 7

             -ACTION        1A   Create Visitors Bureau
                    Task 1A1     Determine operational structure of the Visitors Bureau           -Al
                    Task 1 A2    Draft appropri te legislation and submit to Fono for adoption
                    Task I A3    Select Visitors Bureau Board of Directors


               ACTION       18   Implement Tourism Action Plan
                    Task 1 BI    Hire Visitors Bureau Director
                    Task 1 B2    Hire key Visitors Bureau staff
                    Task I B3    Implement policy on displaced ASG career service employees

                                                                                                                          n1nu                       ----- ---
                    Task 1 B4    Provide for aeneral administration and misc. activities                                Co.
                    Task 1 B5    Create mechanism to monitor VB's impjemention of TAP








                   TOUIUSM ACTION PLAN                                                     ELEMENT I - Visitors Bureau




                                                    ACTIONS AND TASKS



                   ACTION 1A               Create Visitors Bureau

                   In order to establish the Visitors Bureau, legal issues must first be clarified. Legislation creating
                   the Bureau must be drafted and submitted to the Fono for adoption. This legislation would
                   include the necessary funding measures as well.

                   The Board of Directors of the Visitors Bureau should be selected from candidates who have a
                   real stake in the success of tourism, as well as solid professional qualifications and experience.
                   We believe general criteria should be establish regarding the qualifications of Board members, and
                   we think a mechanism should be established to pre-screen potential candidates. The Governor,
                   with Fono approval, would have the authority to name members of the Board. Regarding the
                   Board of Directors, we recommend that there be nine (9) members, and that they serve staggered
                   3 year terms. We also recommend that the membership include 1) a representative of the
                   accommodations interests, 2) a representative of the transportation interests, 3) a representative
                   of the recreation/ entertainment interests, 4) a representative of the travel and tour interests, 5) a
                   representative of a territorial tourism organization, 6) the Director of EDPO, 7) the President of
                   the Development Bank, 8) the Secretary of Samoan Affairs, and 9) the Director of the Visitors
                   Bureau.


                            Tareet:        Create Visitors Bureau by 1/96



                            Task IAL       Determine operational structure of the Visitors Bureau
                            Who:           TTF, GOV, FONO
                            When:          1/95
                            Cost:          In-house
                            Comment:       Includes makeup of Board, CEO criteria, and staffing needs.

                            Task IA2:      Draft appropriate legislation and submit to Fono for adoption
                            Who:           TTF, AG, DPO, GOV,
                            When:          2/95 - 4/95 (effective 1/96)
                            Cost:          in-house
                            Comment:       Includes 5-year budget and funding measures

                            Task I A3:     Select Visitors Bureau Board of Directors
                            Who:           GOV, FONO
                            When:          1/96
                            Cost:          In-house
                            Comment:







           ELEMEN'T I - Visitors Bureau                                               TOURISM ACTION PLAN




           ACTION 1B              Implement Tourism Action Plan

           Other issues that must be addressed in establishing the Visitors Bureau include selection of a
           Director, hiring of key staff, and conversion or displacement of ASG career service employees.
           The Director and staff of the Visitors Bureau will be the ones who actually carry out the measures
           outlined in this actions plan, and given the dimensions of the job ahead, they will have their hands
           full.


           We have seen elsewhere that a successful tourism development program does not require a large
           staff What is essential is that the Director and staff be highly professional, dedicated, creative,
           and energetic. In order to attract and keep such people, the compensation package will have to
           be reasonable and reflective of professional payscales. By paying good salaries to fewer people,
           we believe the effectiveness of tourism management can be greatly improved while minimizing
           increases to current tourism personnel costs.

           Inevitably, economic and fiscal realities, and our goal to reduce the government's role in tourism
           management will lead to loss of government jobs. In restructuring the management of the tourism
           industry, career service workers should be given the first opportunity to fill the new positions
           offered by the Visitors Bureau Director, if they are qualified. Displaced ASG workers who must
           make the transition to the private sector should be afforded fair treatment in accordance with
           established law and regulations.


                  Tar2et:         Document, through yearly review, substantial implementation of all
                                  Tourism Plan elements by the end of FY99 (end of 5-year planning period)




                  Task IBI:       fEre Visitors Bureau Director
                  Who:            VB Board of Directors
                  When:           1/96
                  Cost:           $50,000 (includes benefits and housing)
                  Comment:        Qualifications criteria should be clearly spelled out and strictly followed.

                  Task IB2:       FEre kpy Visitors Bureau staff
                  Who:            VB Director
                  When:          .1/96-4/96
                  Cost:           $160,000
                  Comment:        4-6 positions

                  Task IB3:       Implement policy on displaced ASG career service employees
                  Who:            VB, GOV, AG, FONO,
                  When:           2/95-4/95
                  Cost:           $50,000 (severance)
                  Comment:        These issues should be resolved at the time legislation is drafted.

                                                          1-6






                                         IV.



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                  TOURISM ACTION PLAN                                                 ELEMENT I - Visito rs Bureau




                         Task 1134:     Provide for general administration and miscellaneous activities
                         Who:           VB
                         When:          1/96 - continue
                         Cost:          $100,000
                         Comment:       Costs may be higher in first year due to start up costs.

                         Task 1135:     Create mechanism to monitor VB performance in implementing TAP
                         Who:           GOV, AG, FONO
                         When:          2/95-4/95
                         Cost:          in-house
                         Comment:       This mechanism may consist of an independent review committee.






































                                                                 1-7









                                                        ELEMENT2



                                                   Sell the Rainmaker Hotel




                 OVERVIEW


                 Along with the rest of the community, we recommend that the government get out of the hotel
                 business and sell the Rainmaker. The government has clearly demonstrated that it is incapable of
                 effectively operating and maintaining the hotel. We think this is unlikely to change in the future,
                 and we think the government should dispose of their interest in the property as soon as possible.

                 More precisely, we recommend'that the Development Bank of American Samoa, which owns
                 80% of the shares, sell those shares to a private investor. In our view that investor must be an
                 experienced hotel operator (or in partnership with one), with sufficient capital to make the
                 physical improvements needed. That investor must also be able to afford patience, since growth
                 may not reach highly profitable levels for several years.

                 We understand the widespread desire to keep the ownership of the hotel shares in local hands.
                 We would prefer this also, but above all, the buyer must be experienced and financially capable.
                 We do not think it is critical that the buyer be local, but it is critical that the buyer be qualified.
                 The improvement of the Rainmaker will support growth in the tourism industry throughout the
                 territory, and it is there that most of the economic benefit will accrue in the future. Improvement
                 of the Rainmaker is fundamental to the improvement of the tourism industry, and it cannot be left
                 to amateurs or accomplished on a shoestring budget.

                 An essential ingredient of any proposal to buy the government shares will be fair treatment for the
                 minority shareholders. These investors have long suffered because of government ineptness in the
                 running of the hotel, and it is imperative that they be given fair and reasonable options for sale or
                 conversion of their shares. We also believe that a major portion of the proceeds from the sale of
                 the hotel should be set aside to fund the Visitors Bureau's implementation of this plan.





                                                              ACTIONS


                         Sell the Raimnaker Hotel







       ELEMENT 2 - Sell the Rainmaker Hotel            TOURISM ACTION PLAN




                                   SYNOPSIS





         GOALS ADDRESSED:


         General Goals:
         ï¿½ Increase private sector involvement in managing tourism development.
         ï¿½ Decrease government *involvement in managing tourism development.


         Immediate Goals:


         ï¿½ Expand and improve tourist accommodations
         ï¿½ Increase incentives for tourism development
           Increase funding and financing for tourism development programs,



         PRIORITY OBJECTIVES ADDRESSED


         1 -  Improve Rainmaker Hotel to generally accepted international standards.
         15-  Improve quality and reliability of products and services
         17-  Provide financial incentives and support for local tourism business development.
         19-  Increase funding levels for tourism development.
         24-  Include American Samoa in regional tour packages.



                                 FUNDING SOURCE


         Available:


         . Tourism Office operations budget FY95


         Likely:


         . N/A


         Possible:


            N/A
                              FY95    FY96     FY97    FY98     FY99
         Yearly Funding:          -
                               10,000 in-house      0       0        0



                                       2-.2










                                                                 GENERAL IMPLEMENTATION SCHEDULE
                                                                                Tourism Action Plan


                    No Element                                      FYI 995        FY1 996        FY1 997         FY


                       1 Visitors Bureau
                       2 Sell the Rainmaker Hotel
                       3 Develop ent Incentives
                       4 Funding and Financing
                                                                                                 I'M
                       5 Facilities Development
                   6 Marketing and Promotion
                       7 Environmental Cleanup                                          W";
                       8. Information and Public Awareness
                                                                      HE
                       9 Air Service

                                                                110
                      10 Regional Linkages
                      I I Data Collection and Analysis            re,











        OZ









                                                                 IMPLEMENTATION SCHEDULE - Actions and Tasks

                                                                                  Fiscal Year 941    1996         1996          1997          19
                                                                                                 QUARTERS QUARTERS --d-UARTERS QUAR
                                                         ELEMENT2                             41 11 21 3 1 4 1 2 3 4 1 2 -3 -4 -fF


                 ACTION      2A  Sell the Rainmaker Hotel
                      Task 2AI   Clarify legal issues and policy regarding sale of hotel shares
                      Task 2A2   Develop Request for Proposals and advertise
                      Task 2A3   Review response and select preferred proposal
                      Task 2A4   Neaotiate terms wfth buyer
                      Task 2A5   Draft appropriate legislation and submit to Fono for Approval








        W







                   TOURISM ACTION PLAN                                           ELEMENT 2 - Sell the Raimnaker Hotel




                                                   ACTIONS AND TASKS



                   ACTION 2A              Sell the Rainmaker Hotel


                   Several legal and policy issues have to be resolved before any proposal can be seriously
                   considered, including the true number and distribution of shares; the legal rights of the
                   Development Bank, Governor, ASG, and the minority shareholders; buyer qualifications; and
                   lease terms and conditions. A review committee should issue legal and policy guidelines in this
                   regard.

                   A Request for Proposals (RFP) should be drafted by the same committee. The RFP -should
                   include specific development targets, expectations for improvement, and rating criteria (which
                   should include a preference bonus for local applicants). The RFP should also be designed to
                   allow applicants reasonable flexibility in the design of their proposals, and it should be advertised
                   as widely as possible. A fee should be charged to discourage less-serious applicants. When
                   proposals are reviewed attention should be focused on hotel experience and financial capability.

                   The final sales agreement will involve issues such as lease rates, tax advantages, payment
                   schedules, and other aspects of the transaction. These terms must be resolved before appropriate
                   legislation can be drafted and forwarded to the Fono for adoption. The sale of the hotel will
                   ultimately have to be approved by the Fono. Aspects of the transaction that require Fono
                   approval include the long-term lease and targeting of proceeds from the sale to tourism program
                   development.

                           Target:        187 rooms to appropriate international standards within 2 years of
                                          purchase (represents total number of rooms at the hotel - 134 currently
                                          rentable)



                           Task 2AL       Clarify legal issues and polipy regarding sale of hotel shares
                           Who:           VB, AG, DPO, GOV, DBAS
                           When:          1/95
                           Cost:          In-house
                           Comment:


                           Task 2A2:      Develop Reguest For Proposals and advertise
                           Who:           VB, AG, DPO, GOV, DBAS
                           When:          2/95
                           Cost:          $20,000 (Tourism Office operations budget FY95)
                           Comment:       $10,000 for advertising, possible $20,000 for structural analysis




                                                                   2-5







         ELEMENT 2 - Sell the Rainmaker Hotel                           TOURISM ACTION PLAN




                Task 2A3:    Review responses and select preferred proposal
                Who:         VB, GOV, AG, PROC, DBAS
                When:        2/95
                Cost:        In-house
                Comment:


                Task 2A4:    Neaotiate terms with bgye
                Who:         RFP Review Committee, DBAS, GOV
                When:        3/95
                Cost:        In-house
                Comment:


                Task 2A5:    Draft appropriate legislation and submit to Fono for Approval
                Who:         AG, GOV, DBAS,
                When:        3/95 - 4/95 (effective 1/96)
                Cost:        In-house
                Comment:









































                                                  2-6










                                                       ELEMENT3


                          Offer Package of Incentives for Tourism Business Development.



                 OVERVIEW


                 The government's role in the development of the tourism industry should be supportive, with the
                 management of tourism left to a more private sector oriented entity. Because government
                 resources are limited, supportive efforts must be targeted to a critical "core" of tourism
                 attractions, businesses, and related infrastructure,

                 The government can offer many forms of tourism development incentives.              They may be
                 financial, such as tax exemptions, credits, or reduced user fees. They could be in the way of
                 technical assistance, such as business management training, financial planning services,
                 information networking, statistical analysis, or business incubator projects. Marketing support,
                 and subsidized advertising for tourism businesses could also be offered. In addition, incentives
                 could include formation of public/private partnerships to construct, operate, and maintain
                 tourism-related public facilities at key locations.

                 Since it is our intention to promote modest-scale, village-based tourism as much as possible, most
                 of the incentives need not involve vast sums of money. This fact will make it possible to provide
                 assistance to more entrepreneurs, thereby increasing the opportunity for healthy growth in the
                 industry.

                 In line with our recommendation to identify and support a critical "core" of tourism attractions,
                 businesses, and . infrastructure, we believe that the incentives package must be linked to
                 participation in some sort of cooperative arrangement designed to ensure the maintenance of
                 certain standards of quality and value. In this partnership between government and the private
                 sector, each has a role to play, and each has certain responsibilities. One of the primary
                 responsibilities of the private sector is to offer a quality product and an honest value.

                                                             ACTIONS


                  *  Determine Critical "Core" of Tourism Businesses and Services
                  *  Implement System for Cooperative Control of Quality Standards
                  *  Offer Tax Exemption for Eligible Core of Businesses
                  *  Offer Tax Credit Based on Tourism Taxes
                  *  Offer Reductions in Users Fees
                  *  Offer Business Management Training and Assistance
                  *  Develop Business Incubator
                  *  Offer Marketing and Promotional Support
                  *  Develop Tourism-Related Public Facilities






           ELEMENT 3 - Development Incentives                                 TOURISM ACTION PLAN



                                                  SYNOPSIS


             GOALS ADDRESSED:


             General Goals:
             ï¿½ Create jobs for local residents
             ï¿½ Increase local business opportunities
             ï¿½ Promote village-based tourism development

             Immediate Goals:
             ï¿½  Increase incentives for tourism development
             ï¿½  Expand and improve tourist accommodations
             ï¿½  Improve the number, quality, and accessibility of attractions
             ï¿½  Improve transportation linkages
             ï¿½  Improve quality and reliability of infrastructure systems and support services

             PRIORITY OBJECTIVES ADDRESSED
             2-     Increase number and quality of alternate tourist accommodations.
             3-     Identify, develop, and support "core" of quality attractions.
             4-     Establish public/private partnerships to develop and maintain attraction sites.
             5-     Install basic amenities at attraction sites.
             9-     Improve regional air service linkages
             12-    Improve quality of taxi/bus service available to tourists.
             13-    Identify, develop, and support "core" of tourism-related facilities, services, and
                    products.
             15-    Improve quality and reliability of products and services
             17-    Provide financial incentives and support for local tourism business development.
             18-    Provide technical assistance to local tourism businesses and entrepreneurs.
             22-    Develop targeted marketing/promotional plan.


                                              FUNDING SOURCES:
            Available:
            ï¿½ In-house (ASG)
            ï¿½ Community Development Block Grant (HLJD)
            ï¿½ Community Services Block Grant (HHS)


            Likely:
            . Economic Development Administration

            Possible:
            . Revenue Package               FY95        FY96        FY97        FY98        FY99
            Yearly Funding:                1,200,000      17,000      17,000      17,000      17,000




                                                       3-2










                                                            GENERAL IMPLEMENTATION SCHEDULE
                                                                          Tourism Action Plan


                  No Element                                   FY1 995       FYI 996       FYI 997       FYI


                     1 Visitors Bureau
                     2,Sell the Rainmaker Hotel           -WiffielffillWWWWA
                     3 Development Incentives
                     4 Funding and Financing
                     5 Faciliti@'S- Development
                                                            111 MINï¿½R, X,
       w             6 Marketing and Promotion
                     7 Environmental Cleanup
                     8 Information and Public Awareness
                     9 Air Service                                          NINE A"
                     10 Regional Linkages
                    I I Data Collection and Analysis










                                                                                IMPLEMENTATION SCHEDULE - Actions and Tasks

                                                                                                    Fiscal Year 941        1995             1996             1997             19
                                                                                                                       QUARTERS QUARTERS QUARTERS QUAR
                                                                      ELEMENT3                                     41 1-1       3 4 11       2 3 4 1 2 31-4 -1-F-2


                                         Determine critical "core" of tourism businesses and services
                          Task    W      Define "core" businesses, services, etc.


                    ACTION        3B     Implement System for Cooperative Control of Quality St ndards
                          Task    3131   Meet with core vendors and key organizations
                          Task    3132   lForm comm. to set cert. standards, and desiqn monfenf. svstem.
                          Task    3B3    lAdopt Certification Standard and issue certifications


                    ACTION        3C     Offer Tax Exemption for Eligible Core of Businesses
                          Task 3C I      Develop Policies for tourism-related tax exemptions
                          Task    3C2    Draft appropriate legislation and submit for approval
                          Task    3C3    Review applications and grant exe nptiogs
                                                                                                                                      lncor@tlnt


                    ACTION        31)    Other Reductions In Users Fees
                          Task 3DI       Develop policies and criteria for reduction in user fees
                          Task    3D2    braft and submit legislation, if appropriate
                          Task    31D3   10ffer appropriate reductions                                                                     coritInJe -L.-


                    ACTION        3E     Offer BusIness Management Training and Assistance
                          Task    3E1    Meet w/ business community to determine tech. assist. needs
                          Task    3112   Identify e isting and potential sources of technical assistance
                          Task    3E3    Provide free basic business services and advice

                          Task    3E4    Provide business statistics and information
                          T sk       5   Provide specialized trainingfworkshops for tourism-related bus.-
                          Task    3E6    Facilitate networking with regional technical assistance roviders;                                                 W-1 All-
                                                                                                                        1-  2
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                                                                     IMPLEMENTATION SCHEDULE - Actions and Tasks

                                                                                      Fiscal Year 941     1995                          997           19
                                                                                                      QUARTERS          ARTERS     'QUARTERS QUAR
                                                            ELEMENT3                                4             4      2 31 4     1 2 3 4 1 2

                  ACTION     3F    Develop Business Incubator
                       Task  3F1   Secure grant from appropriate source
                       Task  3F2   Dev. policies and management structure for incubator operation
                       Task  3F3   Determine appropriate location for incubator
                       Task, 3F4   IDesign and-construct incubator, if not leased
                       Task  3F5   IScreen and select tenants                                                           co@ tlhw1@4


                  ACTION     3G    Offer Marketina and Promotional Support
                       Task 3G1    Dev. Prom/materials for core bus. - Include in Promo. packages


                  ACTION     3H    IDevelop Tourism Related Public Facilities
                       Task 31-11  Determine policy for public facilities assistance
                                                                                                                     QU
                                                                                                       1   2 3        1

















                       Task 3H2    Conduct outreach to determine likely candidates                                            tW-






            ELEMENT 3 - Development Incentives                                         TOURISM ACTION PLAN



                                             ACTIONS AND TASKS



            ACTION 3A               Determine Critical "Core" of Tourism Businesses and
                                    Services


            The incentives package and other support and assistance should be targeted to a "core" of
            essential tourism related businesses and services. The exact make up of the eligible core will be
            determined by the Visitors Bureau, but would probably include at least the following:

                    Tourist accommodations         Nightclubs                     Rec. equipment rental
                    Airlines                       Yacht support                  Cultural entertainment
                    Travel and tour                Sports diving                  Handicrafts sales
                    Rental cars                    Sports fishing
                    Restaurants                    Other watersport

                    Tamet:          Develop definition and specific lists by 2nd quarter of FY95



                    Task 3AL        Define "core" businesses, services, etc.
                    Who:            VB, in consultation with DPO, PPVA, and CC
                    When:           1/95-2/95
                    Cost:           In-house
                    Comment:



            ACTION 3B               Implement System for Cooperative Control of Ouality
                                    Standards


            The package of development incentives, as well as financial aid, marketing assistance and other
            proactive measures contained in this plan will be targeted to the critical core of tourism
            businesses. The benefits will be offered with one important string attached-- participation in a
            cooperative system to monitor and control performance and quality. The importance of setting
            quality standards and enforcing them cannot be understated. Maintaining consistent standards
            will be good for tourism businesses overall, and will make the job of marketing and promoting
            American Samoa far easier.


            The structure of this quality control system should be determined by the vendors themselves, as
            should the standards of quality and performance. The Visitors Bureau will facilitate the process,
            and implement a certification program that will be linked to the benefits package and highlighted
            in our promotional strategies.

                    Tareet:         80% participation (of eligible tourism core) within 3 years.





                                                             3-6






                    TOURISM ACTION PLAN                                               ELEMENT 3 - Development Incentives



                            Task 313 1:      Meet with core vendors and kpy organizations
                            Who:             VB, DPO, PH, CC, PPVA,
                            When:            1/96
                            Cost:            In-house
                            Comment:


                            Task 3132:       Form committee to set certification standards, and design monitoring and
                                             enforcement Ustern
                            Who:             VB, DPO, PH, CC, PPVA,
                            When:            2/96
                            Cost:            In-house
                            Comment:


                            Task 3133:       Adopt Certification Standard and issue certifications
                            Who:             Vendors, VB, PK
                            When:            2/96
                            Cost:            $5000 (VB
                            Comment:


                                                         FINANCL4L INCENTIVES


                    ACTION X                 Offer Tax Incentives for Eligible Core of Businesses

                    In order to stimulate business development and expansion in the tourism sector, it is
                    recommended that tax incentives be offered for the tourism core. These measures could include
                    tax exemptions, or investment tax credits. It is envisioned that such incentives would be very
                    substantial during the early years, and be diminished or eliminated over time as the tourism
                    industry revives.

                            Target:          Begin granting tax exemptions to qualified tourism businesses by 1/96


                            Task 3C I:       Develop policies for tourism-related tax incentives
                            Who:             TEB, GOV, TR, BUD, DPO, DBAS
                            When:            2/95
                            Cost:            In-house
                            Comment:


                            Task 3C2:        Draft gppropriate legislation and submit for approval
                            Who:             TEB, GOV, TR, BUD, DPO, DBAS
                            When:            3/95-4/95
                            Cost:            In-house
                            Comment:






                                                                       3-7






           ELEMENT 3 - Development Incentives



                   Task 3C3:        Review applications and grant incentives
                   Who:             TEB
                   When:            1/96 - continue
                   Cost:            In-house
                   Comment:



           ACTION 3D                Offer Reductions in Users Fees


           This action could include, for instance, a reduction in landing fees for airlines that bring tourists to
           the territory. Although we have little control over the private business decisions of regional air
           carriers, this kind of action may provide an incentive for the airlines to promote tourist travel to
           American Samoa. In addition to reductions in landing fees, reductions in Port fees, parking fees,
           utility fees, or government lease rates could be considered as incentives.

                   Tareet:          Offer tourism-related fee reductions by 1/96


                   Task 3D L        Develop policies and criteria for reduction in user fees.
                   Who:             TR, DPO, ASPA, PORT,
                   When:            2/95
                   Cost:            In-house
                   Comment:


                   Task 3132:       Draft and submit legislation, if appropriate
                   Who:             GOV, AG
                   When:            3/95-4/95
                   Cost:            In-house
                   Comment:


                   Task 3133:       Offer Appropriate reductions
                   Who:             DPO, Attorney General, Governor, Fono
                   When:            1/96 - continue
                   Cost:            In-house
                   Comment:



                                               TECHNICAL ASSISTANCE


           ACTION 3E                Offer Business Mannement Trainine and Assistance

           Technical assistance to existing or start-up tourism businesses can include free help with business
           plan and loan application preparation, tax planning, or cost-benefit analysis. It can include
           providing business statistics and information, or assistance with networking with other technical




                                                             3-8





                   TOUR'ISM ACTION PLAN                                         ELEMENT 3 - Development Incentives



                  assistance providers. Workshops and other forms of specialized tourism-related training can also
                  be offered.


                           Tareet:        Continue existing services; Expand business assistance services by 3/95


                           Task 3EL       Meet with business communfty to determine technical assistance needs
                           Who:           DPO, VB, CC, PPVA,
                           When:          2/95
                           Cost:          In-house
                           Comment:


                           Task 3E2:      Identify existing and Wtential sources of technical assistance
                           Who:           DPO, VB, CC, PPVA
                           When:          2/95
                           Cost:          In-house
                           Comment:


                           Task 3E3:      Provide free basic business services and advice
                           Who:           DPO, VB,
                           When:          on-going
                           Cost:          In-house
                           Comment:


                           Task 3E4:      Provide business statistics and information
                           Who:           DPO, VB,
                           When:          on-going
                           Cost:          In-house
                           Comment:


                           Task 3E5:      Provide specialized trainingJworkshops for tourism-related business
                           Who:           VB, DPO, ASCC, PBDC, PBC, ASB, BOH, DBAS
                           When:          serni-annual
                           Cost:          $12,000/yr. (VB)
                           Comment:


                           Task 3116:     Facilitate networking with regional technical assistance providers
                           Who:           VB, DPO, CCAS, PBDC, PBC
                           When:          on-going
                           Cost:          In-house
                           Comment:










                                                                  3-9







          ELEMENT 3 - Development Incentives                                    TOURISM ACTION PLAN




          ACTION 3F             Develop Business Incubator

          A business incubator is a concept designed to assist fledgling businesses get off the ground. In
          this case it would involve constructing a building or leasing space with economic development
          grant funds to provide business space for new business. The incubator allows new businesses to
          lower costs of operation by reducing rent and sharing business services costs.

                 Tareet:        Open incubator by 2/96; Provide assistance for minimum of 2 tourism
                                businesses during each 3 year rotation.


                 Task 3F L      Secure grant from appropriate source
                 Who:           DPO,ASCC
                 When:          1/95-3/95
                 Cost:          In-house
                 Comment:


                 Task 3F2:      Develop policies and management structure for incubator operation
                 Who:           DPO,ASCC,ASPA
                 When:          1/95
                 Cost:          In-house
                 Comment:


                 Task 3F3:      Determine appropriate location for incubator
                 Who:           DPO,DPW,RPMB
                 When:          1/95
                 Cost:          In-house
                 Comment:


                 Task 3F4:      Design and construct incubator, if not leased
                 Who:           DPO, DPW, contract
                 When:          3/95-1/96
                 Cost:          $1.2 million (EDA/ASG)
                 Comment.-      $200,000 match required by EDA (other grant, TIP)

                 Task 3F5:      Screen and select tenants
                 Who:           DPO,VB
                 When:          2/95 - 1/96 - continue
                 Cost:          In-house
                 Comment:










                                                       3-10
































                                                                                                   'OWN

















                                                                                                     kw@

                           1J,
plow-,






              TOURISM ACTION PLAN                                          ELEMENT 3 - Development Incentives




                                                   OTHER INCENTIVES


              ACTION 3G              Offer Marketing and Promotional Suipport

              The critical core of tourism businesses who also participate in the cooperative quality control
              system will receive promotional and advertising support through the targeted marketing plan (see
              Element 6).    All promotional materials will feature the quality certification program, and core
              businesses will be specifically recommended.

                      Target:        Include complete list of "certified" core business in marketing and
                                     promotional materials by 2/96 and continue to expand and refine thereafter.


                      Task 3GL       Catalog and develop promotional information for core businesses to be
                                     included in marketing program
                      Who:           VB, DPO, vendors
                      When:          1/96
                      Cost:          In-house
                      Comment:



              ACTION 3H              Develov Tourism-Related Public Facilifies

              There are many potential attraction and activity sites in the territory under private control. In
              general, however, they lack basic public amenities such as water, toilets, and shelter. One way to
              improve these sites is through the combined effort of government and families. In Element 5-we
              propose that partnerships be formed whereby the government builds or subsidizes the building of
              public facilities at such sites, and families agree to maintain them. As the sites are made more
              attractive to tourists, associated business opportunities for the families will undoubtedly increase.

                      Target:        Execute at least 2 "partnership" agreements per year for development of
                                     facilities at key locations.


                      Task 3HI:      Determine polia for public facilities assistance
                      Who:           VB, DPO,
                      When:          1/96
                      Cost:          In-house
                      Comment:


                      Task 3H2:      Conduct outreach to determine liktly candidates
                      Who:           VB, DPO,
                      When:          1/96 - continue
                      Cost:          In-house
                      Comment:       Additional information covered in Element 5 (facilities)



                                                            3 -11









                                                         ELEMENT4



                     Adopt Funding and Financing Package to Support Tourism Development



                   OVERVIEW


                   There are two aspects to this Element of the Action Plan. The first relates to the funding that is
                   necessary to run the proposed Visitors Bureau and implement the Tourism Action Plan, and the
                   second has to do with providing financing mechanisms and sources of capital for tourism business
                   development.

                   Even a modest tourism development program, such as proposed in this 5-Year Action Plan, will
                   require considerable amounts of money to implement.              The present funding levels for
                   administration of tourism development programs are woefully inadequate, and need to be
                   substantially increased or the Action Plan cannot be implemented. Since it will be the people's
                   money that pays the bills, they must be convinced that it will be wisely and efficiently spent. That
                   is why the Action Plan and the funding measures must be approved as an integrated package.

                   We propose to obtain the funding for the Visitors Bureau, and for implementation of the Action
                   Plan from several sources. We have tried to structure the funding package in accordance with the
                   desires of the traditional leaders and the general public, as expressed during the Tourism Forums.
                   The proposed funding package includes minimal tax increases. Most of the funding will come
                   from a portion of the proceeds from the sale of the hotel, and a yearly contribution from the ASG
                   comparable to the current Office of Tourism budget. In addition, some actions contained in the
                   Action Plan will be funded through private investment, grants, or users fees.

                   Investment capital for tourism business development is extremely difficult to come by. Local
                   lending policies are very conservative, and interest rates are high. To address this problem, we
                   believe the Development Bank should take a more active role in providing investment capital for
                   business start-up or expansion, especially in those areas of the economy that are high on the
                   government's economic development agenda. The establishment of a low-interest revolving loan
                   program targeted to key sectors of the economy, including tourism, would greatly improve the
                   potential for sustainable growth in the tourism industry.


                                                                ACTIONS


                       * Adopt Funding Measures to Implement the 5-Year Tourism Action Plan
                        * Establish Low-Interest Loan Program to Finance Tourism Business
                           Development







          ELEMENT 4 - Funding and Financing                                  TOURISM ACTION PLAN



                                                ,SYNOPSIS


           GOALS ADDRESSED:


           General Goals:
           ï¿½ Increase private sector involvement in managing tourism development.
           ï¿½ Decrease government involvement in managing tourism development.
           ï¿½ Promote public/private sector partnerships.



           Immediate Goals:
           ï¿½ Increase funding and financing for tourism development programs.
           ï¿½ Provide for effective implementation and monitoring of the Plan.



           PRIORITY OBJECTIVES ADDRESSED


           3-      Identify, develop, and support "core" of quality attractions.
           13-     Identify, develop, and support "core" of tourism-related facilities, services, and
                   products.
           17-     Provide financial incentives and support for local tourism business development.
           19-     Increase funding levels for tourism development.
           20-     Increase available capital for tourism business development.
           23-     Actively participate in regional tourism organizations.
           26-     Create capacity for Tourism Plan implementation, and implement the 5 -year Plan.


           FUNDING SOURCES


           Available:
           . ASG (Tourism Office FY95 budget)


           Likely:
           ï¿½ ASG (Comparable to current TO budget plus 10% increase)
           ï¿½ Economic Development Administration (EDA)
           ï¿½ Community Development Block Grant (HUD)


           Possible:
           ï¿½ Community Services Block Grant (HHS)
           ï¿½ Funding Package


                                          FY95        FY96        FY97        FY98        FY99
           Yearly Fundine:              $1,003,000           0           0           0            0


                                                      4-2












        bo

                                                             GENERAL IMPLEMENTATION SCHEDULE
                                                                            Tourism Action Plan

                  No Element                                    FY1 995        FY1 996       FY1 997        FY1

                     1 -V;i-s-itors Bureau
                     2 Sell the Rainmaker Hotel
                                                                 01 E'11,1,@rl@,
                                                                     @ "'F
                                                                     OR,
                     3 Development Incentives
                     4 Funding and Financing
                     5 Facilities Development
                     6 Marketing and Promotion
                     7 Environmental Cleanup
                     8 Information and Public Awareness
                     9 Air Service
                    10 Reg
                           ional Linkages
                    11 Data Collection and Analysis                          T,
                                                                                             ke
                                                                                    C'5e































       0









                                                               IMPLEMENTATION SCHEDULE            Actions and Tasks

                                                                                Fiscal Year 941   1995     1    1996         1997          199
                                                                                               Q
                                                                                                 ARTERS I QUARTER
                                                                                                U                     S QUARTERS         UAR1
                                                       ELEMENT4                             4717 2 j 31 41 11 2 3 4 11 21 3 -4          -1F-2T


                 ACTION 4A      Adopt Funding Package & Earmark for Implementation of TAP
                    Task  4A1   Est. comm. to Review Tourism Task Force Recommendations
                    Task  4A2   Draft appropriate legislation and submit to Fono for adoption


               ACTION     4B    Establish Low-interest Loan Program to Support Tourlsm Bus.
                    Task  4131  Determine funding sources and make appropriate applications
                    Task  4132 lNeaotiate with DBAS to establish Revolving Loan Proqram
                    Task  4133- Advertise loan program
                    Task  4B4_ Accept applications, screen, and make recommendations to DBAS
                    Task  4135  Monitor business development, 'ob creation, and loan repayment             con @in
                                                                                                    J(in






                  TOURISM ACTION PLAN                                           ELEMENT 4 - Funding and Financing



                                                 ACTIONS AND TASKS



                  ACTION 4A             Adoipt Fundine Packay-e and Earmark for Implementation
                                        of 5-year Tourism Action Plan

                  The Task Force considered a wide range of possible funding measures that could be used to fund
                  the proposed Visitors Bureau and implement the Tourism Action Plan. We also discussed many
                  of these measures during the Tourism Forums for the traditional leaders and general public.
                  Public opinion favored keeping tax increases to a minimum, and if they were proposed, the public
                  seemed to prefer taxes which would be paid by the tourists themselves, or taxes on non-essential
                  goods such as beer, alcohol, tobacco, and soft drinks. Increasing fees, charges, or taxes on
                  gambling operations to generate needed funding was also clearly supported.

                  Our largest proposed source of funding over the next 4 to 5 years will be a portion of the
                  proceeds from the sale of the Rainmaker Hotel (see Element 2). After all is said and done, we
                  have estimated that 2 to 3 million dollars could be available for implementation of the Tourism
                  Action Plan. Based on this projection, we propose to use approximately $500,000 per year for 4
                  to 5 years to help fund the operation of the Visitors Bureau. The other major ftinding source for
                  the Visitors Bureau would come from the ASG, which presently budgets $350,000 per year for
                  the Office of Tourism.


                  Since it is estimated that operation of the Visitors Bureau will cost between $1.0 and $1.2 million
                  per year, an additional $150,000 to $350,000 per year will be needed. Our recommendations for
                  how to generate the additional funding are summarized below. The options are presented with
                  the highest priority measures listed first.


                      FUND1NG SOURCE                      DESCRIEPTION                ESTIMATED AMOUNT
                  Soft Drink Excise Tax            Increase by $0.01 per 8 oz.                           $ 331,000
                  Bingo Fee                        Increase the current fee from
                                                   $5.00/game to $250.00/game                                91,200
                  Poker Machine Fee                Increase the current fee from
                                                   $500/machine to $750/machine                              67,250
                  Accommodations Tax               5% of total room charge                                   134,120
                  Tobacco/Access. Excise Tax       Increase current rate by an
                                                   additional 5%                                             80,000
                  Beer Excise Tax                  Increase current tax rate by an
                                                   additional 5%                                             75,000
                  Alcoholic Bev. Excise Tax        Increase current tax rate by an
                                                   additional 5%                                             12,000
                  Business License Fee             Increase the current fee from
                                                   $25 to $100                                               150,000


                                                                 4-5







           ELEMENT 4 - Funding and Financing                                       TOURISM ACTION PLAN




           Obviously, not all the measures will be needed. If the recommended soft drink excise tax were
           approved, for instance, there would be little need for additional measures to raise the necessary
           funding. This may not always be the case. Towards the end of the 5-year planning period, the
           portion of the funding derived from the hotel sale proceeds will begin to run out. At that time it
           may be necessary to explore new funding options to make up the difference.

           Money to run the Visitors Bureau is only part of the ftinding package. Other aspects of the Plan
           will be supported by grant funding, other redirected ASG resources, users fees, and, of course,
           private investment. For example, the proposed low-interest revolving loan program will be
           capitalized with grant funds, and grants will pay for the development of the National Park,
           community recreation facilities, and major capital improvements like airports, harbors, and roads
           (see Element 5). Under this Plan, the ASG will be asked to contribute some additional resources
           to the recommended environmental clean-up efforts, the canneries will be required to install new
           equipment to clean up their noxious odors, and the people of the territory will be asked to pay for
           an expanded and improved solid waste management system through users fees. Most important
           to the success of tourism, however, is private investment. The sale and improvement of the
           Rainmaker, development of alternate accommodations, improvement in air service, construction
           of a marina, and the expansion of tourism businesses will all be accomplished through private
           initiative and investment.


                   Tar2et:        Adoption of finding measures by 1/96.



                   Task 4AI:      Establish Committee to Review Tourism Task Force Recommendations
                   Who:           GOV, AG, FONO, TR, BUD, DPO, VB
                   When:          1/95
                   Cost:          In-house
                   Comment:       Specific measures are noted in the narrative above.

                   Task 4A2:      Draft appropriate legislation and submit to Fono for adoption
                   Who:           GOV, AG, DPO,
                   When:          2/95 - 4/95 (effective 1/96)
                   Cost:          in-house
                   Comment:



           ACTION 4B              Establish Revolving Low-Interest Loan Program Targeted
                                  to Tourism Business Development

           The Development Bank of American Samoa (DBAS), which exists to provide low-interest
           financing to local residents for homes and businesses, is the ideal mechanism through which to
           implement the a revolving loan program targeted to high-priority business development. This
           would include manufacturing (for export or import substitution), and other export businesses
           (such as tourism). We believe the DBAS should reflect the economic development priorities of
           the community and the ASG. If this Tourism Action Plan is adopted, it will mean that the


                                                          4-6























                                                                                  X,







                TOURISM ACTION PLAN                                            ELEMENT 4 - Fundmg and Financmg



                people's representatives and the ASG rank tourism high on the list of economic priorities. At that
                time, the lending policies of the DBAS should also reflect those priorities.

                We recommend that the revolving loan fund be initially capitalized at $1,000,000. It appears that
                this can be accomplish through matching $500,000 contributions from the DBAS and the U.S.
                Economic Development Administration. The program should be administered by the DBAS, with
                input from EDPO and the Visitors Bureau.

                        Tar2et:         Capitalize the Revolving Loan Fund by 3/95


                        Task 4B 1:      Determine funding sources and make appropriate applications
                        Who:            DPO,GOV,DBAS
                        When:           1/95
                        Cosv            in-house
                        Comment:


                        Task 4112:      Negotiate with DBAS to establish Revolving Loan Program
                        Who:            DPO,GOV,DBAS
                        When:           2/95
                        Cost:           in-house
                        Comment:


                        Task 4B3:       Advertise loan program
                        Who:            DBAS, DPO, GOV
                        When:           2/95
                        Cost:           $3,000
                        Comment:


                        Task 4134:      Accept applications, screen, and make recommendations to DBAS
                        Who:            DPO,DBAS
                        When:           3/95
                        Cost:           in-house
                        Comment:


                        Task 4135:      Monitor business development, job creation, and loan repg=ent
                        Who:            DP0,DBAS
                        When:           3/95 - continue
                        Cost:           in-house
                        Comment:










                                                                4-7









                                                         ELEMENT5


                                            Develop Tourism-Related Facilities



                  OVERVEEW


                  Certain critical facilities must be developed in order to support tourism growth. The hotel and the
                  airport must be improved, and the National Park must be developed in order to support
                  village-based development of alternate tourist accommodations. Basic public facilities (toilets,
                  water, shelter) are needed at potential attraction sites around the islands to provide opportunities
                  for associated small business development. Our public parks must be upgraded and maintained,
                  and our historical and cultural attraction require development and rehabilitation. The inter-island
                  dock needs major repair, harbor improvements in Manu'a must be completed, and yacht support
                  facilities should be constructed.


                  Some of these facilities will be developed through federal grants. These include the airport and
                  harbor improvements, National Park, business incubator, and other public park improvements.
                  Other facilities, such as the hotel, alternate tourist accommodations, and yacht facilities should be
                  developed by private investors.

                  The development of most of these facilities should occur relatively early in the 5-yr planning
                  period. The development of the hotel and the National Park are especially important in order to
                  support the kind of tourism growth envisioned in this Plan.         We cannot begin to effectively
                  market and promote the territory until these critical facilities are developed, and for that to
                  happen, development must begin as early as possible. The ASG should proceed immediately to
                  sell the hotel so the needed improvements can be completed. The ASG and the Visitor's Bureau
                  must coordinate with the National Park Service and DOI to formulate the Master Plan for the
                  National Park and secure adequate funding to implement the plan.


                                                               ACTIONS


                           *   Develop Visitor Accommodations
                           *   Develop the National Park
                           *   Develop Tourist Support Facilities at Privately-Controlled Key Locations
                           *   Construct Tourism Support Facilities at Publicly-Controlled Locations
                           *   Develop Yacht Support Facilities
                           *   Develop I-Estorical and Cultural Points of Interest
                           *   Construct Airport Improvements
                           *   Construct Harbors Improvements
                           *   Develop Visitor Bureau Facilities






            ELEMENT 5 - Facilities Development                                 TOURISM ACTION PLAN



                                                  SYNOPSIS


              GOALS ADDRESSED:


              General Goals:
              ï¿½  Create jobs for local residents.
              ï¿½  Increase local business opportunities.
              ï¿½  Increase private sector involvement in tourism development.
              ï¿½  Promote public/private sector partnerships.
              ï¿½  Improve the public image of the Territory
              ï¿½  Promote village-based tourism development.
              Immediate Goals:
              ï¿½  Increase number and quality of alternate tourist accommodations.
              ï¿½  Improve number, quality, and accessibility of attractions.
              ï¿½  Improve transportation linkages.
              ï¿½  Improve tounism-related infrastructure and support services.
              ï¿½  Increase incentives for toutism-related business development.


              PRIORITY OBJECTIVES ADDRESSED
              1  -  Improve Rainmaker Hotel to generally accepted international standards
              2  -  Increase number and quality of alternate tourist accommodations.
              3  -  Identify, develop, and support "core" of quality attractions.
              4     Establish public/private partnerships to develop and maintain attraction sites.
              5     Install basic amenities at attraction sites.
              8     Improve the airports.
              10-   Improve docking and passenger handling facilities for interisland ferry.
              11 -  Increase available parking used by tourists.
              13-   Identify, develop, and support "core" of tounism-related facilities, services, and products.
              14-   Improve information available to tourists.
              22-   Develop targeted marketing/promotional plan.


              FUNDING SOURCES


              Available:
              ï¿½ Department of Transportation (airport and road improvements)
              ï¿½ Private financing
              Likely:
              ï¿½ DOI (NPS)/ DOI (CIP)
              ï¿½ Community Development Block Grant (public facilities)
              ï¿½ Private financing
              Possible:
                 Economic Development Administration


                                            FY95        FY96        FY97        FY98        FY99
              Yearly Funding:              1,630,000 17,235,000 4,835,000       335,000      335,000


                                                        5-2









                                                           GENERAL IMPLEMENTATION SCHEDULE
                                                                         Tourism Action Plan

                 No Element                                   FY1 995       FYI 996       FY1 997        FY1


                    1 Visitors Bureau
                    2 Sell the Rainmaker Hotel
                    3 Development Incentives
       ZW
                    4_ Funding and Financing
       W
                    5 Facilities Development
                    6 Marketing and Promotion
                                 tal Cleanup
                    8  Information and Public Awareness
                    9  Air Service
                    10 Regional Linkages
                                                                                          NNT, 2d,@
                    11 Data Collection and Analysis













       U





       0










                                                                                      IMPLEMENTATION SCHEDULE - Actions and Tasks

                                                                                                            Fiscal Year 941          1995               1996              1997               199
                                                                                                                                 QUAR ERS          QUARTERS           QUARTERS          QUART
                                                                           ELEIVIENT5                                        41   11 2 3 41         11 21 3 4 1            21   31  41 11 21

                     ACTION         5A     lVisitor Accommodations
                           Task     5A1    bevelop hotel accommodations
                                                                                                                                                                               -g@
                           Task     5A     IDevelop alternate accommodations


                     ACTION         513    Develop the National Park
                           Task     5131   Coordinate with NPS to formulate National Park Master Plan
                           Task     5132   Determine cost and prepare funding plan with DOMPS
                           Task     5133   Desiqn and develop key Park facilities
                           Task     5134   Rehabilitate and Improve the aerial tram
                           Task     5135   Conduct outreach to adi. villages to ID business opportunities.                                conItin                 ------------- ---- ---- -----

                     ACTION         5C     IDev. Supp2rt Facilities at P rivately-C ont rolled Key Locations
                           Task     5C1    besignate key privately-controlled locations
                           Task     5C2    ISecure joint agreements for maintenance of facilities                                   . . . . . . .
                           Task     5C3    IDesiqn and construct facilities
                                           I
                     ACTION         5D     IDev. Support Facilities at Publicly-Controlled Locations
                           Task     5DI    IDesignate priority locations
                           Task     5D2    identify and Secure funding
                           Task     5D3    Desi           onstruct facilities
                                                .qn and c


                     ACTION         5E     Develop Ya ht Support Facilities
                           Task     5E1    Desionate areas for facility development
                           Task     5E2 IDev. RFP, advertise, and select preferred proposal
                           Task     5E3    Clarify lease terms and secure permits
                           Task     5E4    Construct facilities










                                                                  IMPLEMENTATION SCHEDULE - Actions and Tasks

                                                                                   Fiscal Year 941    1995          1996           1997          19
                                                                                                   QUARTERS+-QUARTERS QUARTERS QUART
                                                          ELEMENT5                              41 11 21 31 41 11    213141234121

                ACTION      5F   Develop Historical and Cultural Points of Interest
                     Task 5F1    Desionate key Historical/Cultural points of interest
                     Task   5F2  Determine needed improvements and costs
                     Task   5F3  Apply for and secure necessary fundinq
                     Task   5F4- Make needed improvements as funds become available                                       melavallable


                ACTION      5G   Construct Airport Improvements
                     Task   5G1  Immediate Improvements
                     Task   5G2-ImProveth airport terminal complex
                     Task   5G3  Extend runway by 1,000 feet
                     Task   5G4_ Improve Ma u'a Airports

                ACTION      5H lConstruct Harbor Improvements
                     Task   5H1 _ Repair inter-island ferry dock
                     Task,  5 2  Imr)rove Manu'a Harbors                                      INE


                ACTION      51   Develop Visitors Bureau Facilities
                     Task   511  Provide facility for Visitors Bureau
                     Task   0    Install Visitor Assistance Centers at key locations







            ELEMENT 5 - Facilities Development                                       TOURISM ACTION PLAN




                                            ACTIONS AND TASKS


            ACTION 5A              Visitor Accommodations


            The development of tourist accommodations is essential to the success of tourism development.
            The improvement of the Rainmaker Hotel to internationally accepted standards of quality, is
            probably the single most critical facilities development need. The Tourism Plan proposes to
            accomplish that improvement buy selling the hotel to a private investor (see Element 2 - Sell the
            Rainmaker Hotel).       Existing facilities are identified in Appendix A - Inventory of
            Accommodations.


            In addition to improvement of the hotel, existing alternate accommodations -need to be improved,
            and new accommodations need to be developed. These accommodations can range from small
            motels and bed&breakfast to single homes and traditional quarters (fales). Element 3 includes
            incentives for tourism businesses that should provide support for development of these alternate
            accommodations, and Element 4 includes a small-business revolving loan program that can
            provide development capital. One advantage of developing small scale bed&breakfast and
            traditional quarters is that they can be developed within an existing house or using existing
            structures., and if necessary can be operated on a part-time basis.           This provides many
            opportunities for small business creation without the investment of large amounts of capital.

                   Target:         187 hotel rooms to international standards by 1/98. Improve existing
                                   motels/Bed and breakfast (minimum 50 additional rooms by 4/99)


                   Task 5AL        Develop hotel accommodations
                   Who:            Private investor
                   When:           1/96-1/98
                   Cost:           $ 5 -10 million??
                   Comment:        Link to Element 2 - Sell the Rainmaker Hotel


                   Task 5A2:       Develop alternate accommodations
                   Who:            Private investor
                   When:           1/96-4/99
                   Cost:           $400,000
                   Comment:        Link to Element 3 - Development Incentives



            ACTION 5B              Develop the National Park

            Aside from tourist accommodations, the development of the National Park is probably the most
            crucial facilities development project identified in this Action Plan. The National Park, if properly
            developed, can become a major tourist attraction. It can provide a focus for eco-tourism



                                                            5-6







                   TOURISM ACTION PLAN                                                 ELEMENT 5 - Facilities Development



                   development, and it can provide a catalyst for the kind of village-based tourism development that
                   we want to promote.
                   The acceptance of the National Park by the villages and families was based in large part on the
                   prospect for economic development opportunities that would follow development of the Park.
                   This fact must be clearly reflected in the planning for the National Park. The ASG should
                   coordinate with the National Park Service at the earliest possible date to draft the National Park
                   Master Plan, and the ASG should make every effort to assure that the Master Plan includes
                   adequate facilities.

                   At a minimum, these facilities should include the aerial tram, Mt. Alava access road, secondary
                   Park entry points, Visitoes centers (it-least one in the harbor area, one on Mt. Alava, and one in
                   Manu'a), and hiking trails, observation points, shelters, and toilets throughout the Park.. The
                   aerial tram will be especially important to the future of the Park, and it is important, -that this
                   existing facility be repaired and maintained as a basic part of the' 'infrastructure. As one of the
                   cornerstones of future economic development in the territory, the ASG should make the
                   development of the National Park one of its highest CIP priorities.

                            Tartet:         Begin installation of basic facilities by 2/96, complete by 4/97



                            Task 5B 1:      Coordinate with NPS to formulate National Park Master Plan
                            Who:            VB, DPO, GOV, PR, DPW, SA, others
                            When:           1/95-3/95
                            Cost:           In-house, NPS
                            Comment:        It will be critical that NPS (DOI) fund basic facilities development,
                                            including the aerial tram, visitors centers, and rest areas.

                            Task 5132:      Determine costs and proare funding plan in consultation with DOLNPS
                            Who:            DPO, DPW, VB
                            When:           2/95-3/95
                            Cost:           in-house
                            Comment:


                            Task 5133:      Design and develop kgy Park facilities
                            Who:            DPW, DPO, VB, NPS
                            When:           2/95-4/97
                            Cost:           $4,000,000 (DOI/NPS, EDA)
                            Comment:        Facilities should include at a minimum: visitors centers, aerial tram, trail
                                            systems, rest areas, parking access roads and fencing

                            Task 5134:      Rehabilitate and I!pprove the aerial tram
                            Who:            VB, DPO
                            When:           4/95-3/96
                            Cost:           $500,000
                            Comment:



                                                                       5-7







            ELEMENT 5 - Facilities Development                                       TOURISM ACTION PLAN




                    Task 5B5:       Conduct outreach to identify and promote business opportunities in
                                    adjacent villages.
                    Who:            VB, DPO
                    When:           2/95 - continue
                    Cost:           in-house (VB - funding package)
                    Comment:



            ACTION 5C               Develop Tourist Sumort Facilities at Privately-Controlled
                                    Key Locations

            Many of the most attractive locations in the territory are under the legal or practical control of
            families or villages. These sites can become key attractions for tourists, as well as economic
            opportunities for families and villages, if they can be sensibly managed and provided with basic
            public facilities. For those who want to attract tourists to their beaches or their villages in order
            to exploit associated business opportunities, the lack of basic public facilities such as shelter,
            toilets, and water can be crippling. On the other hand, the presence of these facilities and others
            such as showers, picnic tables, and BBQs can greatly increase the convenience and the
            attractiveness of the site.


            Often, such facilities are too costly for the individual family or village to construct . Often the
            government resists installing such facilities because it then has to provide for operation and
            maintenance of the facilities. We propose overcoming these difficulties by creating "pa.tnerships"
            between the government and land owners. Simply stated, the government (or VB) would use
            community development monies to build basic public facilities at appropriate sites, and the
            families or villages would agree to maintain the facilities. Locations where such partnerships are
            established would be promoted as key attractions by the Visitor's Bureau. In th' way, we
            develop better facilities for tourists, provide for their future maintenance and ope2-ation, and
            increase village-based economic opportunities.


                    Target:         Execute at least 2 partnership agreements per year for development of
                                    tourist-related support facilities (8 total over the planning period).


                    Task 5C L       Designate kqy privately-controlled locations
                    Who:            DPO, PR, VB
                    When:           1/95
                    Cost:           In-house
                    Comment:








                                                            5-8







                  TOURISM ACTION PLAN                                             ELEMENT 5 - Facilities Development



                          Task 5C2:       Secure joint W_g@w_nts with villages and families for development,
                                          maintenance, and Weration of tourist support facilities
                          Who:            DPO,GOVAGVB
                          When:           2/95-4/95
                          Cost:           in-house
                          Comment:


                          Task 5C3:       Design and construct facilities
                          Who:            Private (loans), ASG (grants),
                          When:           1/96-1/97
                          Cost:           $100,000/yr (CDBG)
                          Comment:



                  ACTION 5D               Construct Tourism Support Facilities at Publidy-ControRed
                                          Locations


                  The improvement of our public recreation facilities should focus on the improvement of the
                  community parks. These parks constitute the bulk of our recreational space on the island, and
                  they are also high-traffic tourist areas. All the parks are in need of facilities development, and all
                  are in need of improved maintenance. If the recommendations in Element 7 are implemented,
                  the parks will be targeted for concentrated clean-up efforts, which should help with the
                  maintenance problem. We also propose to utilize community development funds to make
                  facilities improvements and construct new facilities at all the major public parks.


                          Tarzet:         Construct or improve tourist-related support facilities at minimum of 6
                                          locations on Tutuila, and 2 in Manua over a 4 year period.


                          Task 5D I:      Designate priodty locations
                          Who:            TTF, DPO, VB, others
                          When:           2/95
                          Cost:           In-house
                          Comment:


                          Task 5D2:       Identif
                                                y and Secure funding
                          Who:            DPO,VB,GOV
                          When:           2/95-1/96
                          Cost:           in-house
                          Comment:








                                                                   5-9







           ELEMENT 5 - Facilities Development                                      TOURISM ACTION PLAN




                   Task 5D3:      Design and construct facilities
                   Who:           VB, DPW, DPO, ASPA, contract
                   When:          1/96-1/99
                   Cost:          $400,000 (CDBG over 4 years)
                   Comment:



           ACTION 5E              Develov Yacht SuIpport Facilities

           When. it comes to the yachting sector of the tourism industry we have failed miserably to take
           advantage of one of the few natural comparative advantages that we have. Namely, Pago Pago
           Harbor. The harbor offers unparalleled natural shelter and protection for yAchtsI.in the South
           Pacific, but our facilities are practically non-existent, and our policies toward the yachting
           community are far less than hospitable. On the facilities side of that problem is the lack of a
           reasonably priced yacht haul out facility, and the lack of an adequate dinghy dock and other
           shoreside facilities. A marina, with adequate slips and more moorings would greatly enhance the
           attractiveness of American Samoa as a major provisioning and yacht maintenance location.

           We think the best way to develop the needed facilities is for the government to issue a request for
           proposals and try to attract a private investor/developer. With the government's cooperation in
           securing appropriate property, and the incentives that would be provided to yacht support
           services as one of the core businesses under Element 3, a privately operated facility should be
           feasible.


                   Target:        Develop recommended facilities by 1/97


                   Task 5E L      Designate areas for facility development
                   Who:           GOV, RPMB, DPO, YC, PORT
                   When:          2/95
                   Cost:          In-house
                   Comment:


                   Task 5E2:      Develop Request for Proposal, advertise, and select preferred proposal.
                   Who:           GOV, DPO, AG, RPM1B,
                   When:          2/95-3/95
                   Cost:          $10,000 (advertising)
                   Comment:


                   Task 5E3:      Clarify lease terms, and secure permits.
                   Who:           AG, RPMB, GOV,
                   When:          4/95-1/96
                   Cost-          in-house
                   Comment:




                                                         5-10







                  TOURISM ACTION PLAN                                              ELEMENT 5 - Facilities Development




                          Task 5E4:       Construct facilities
                          Who:            Private developer
                          When:           1/96-1/97
                          Cost:           $2,000,000 ? (Private)
                          Comment:        Additional mooring at outlying bays should be installed by Port


                  ACTION 5F               Develop Historical and Cultural Points of Interest

                  The most obvious and immediate improvement in this area is the rehabilitation of the Museum. It
                  is a centrally-located, high-traffic tourist attraction, and constitutes a basic tourism facility that
                  cannot be ignored. Since the facility is existing, it can be improved for a relatively modest amount
                  of money.
                  As with other historical and cultural attractions, however, the funds to develop or improve them is
                  scarce. Simply stated, the National Park Service designates historic/cultural structures and sites,
                  but they provide no funds to preserve or protect them. This makes inclusion of these facilities in
                  the Action Plan somewhat speculative. It would be wonderful to think that we could' r9habilitate
                  the entire U.S. Naval Station, Tutuila Kstoric District (which includes, the courthouse, the
                  Governor's residence, the police building, the registrar's building, and many others in the
                  Fagatogo/Utulei area), but the funding is just not available. Any funds that are obtained should
                  first be directed to rehabilitation of the Museum.


                  The development of a small-scale, village-based Samoan Cultural Center              would be' k'key
                  attraction for tourists and should be encouraged. We see such a facility being developed through
                  private investment and initiative, or in partnership with the government thi6Qh the low-interest
                  loan program, the ASCC, the Arts Council, or TAOA.


                           Tar2et:        Rehabilitate at least the Museum by 1/97


                           Task 5F I:     Designate key I-Estorical/Cultural points of interest
                           Who:           SHPO, SA, AC, DPO, VB
                           When:          1/95
                           Cost:          In-house
                           Comment:


                           Task 5F2:      Determine needed improvements and costs
                           Who:           SBPO, DPW, DPO, ASPA
                           When:          2/95
                           Cost:          in-house
                           Comment:







                                                                   5- 11







           ELEMENT 5 - Facilities Development                                       TOURISM ACTION PLAN



                   Task 5F3:      Apply for and-secure necessM fundin
                   Who:           GOV, AC, PR
                   When:          2/95-4/95
                   Cost:          in-house
                   Comment:


                   Task 5174:     Make needed improvements as funds become available
                   Who:           PR, DPW, NPS, Contract
                   When:          as funds become available
                   Cost:          to be determined
                   Comment:



           ACTION 5G              Construct Airport Improvements

           Most, of the airport  improvements will be completed by the FAA. The Airport Master Plan
           proposes redevelopment of the main terminal and the construction of an interisland terminal
           building. The "existing facilities are too small and run down, and both of these projects will be
           needed to support tourism development over the next several years.          Immediate repairs that
           should be made to the existing terminal include (at a minimum) roof and electrical repairs in the
           Imed areas, and rehabilitation or replacement of the public restrooms. The Airport Master Plan
           does not include the extension of the main runway, but we think that is a mistake and should be
           rectified. The extension of the runway is necessary to accommodate large, fully-loaded jets on
           t@ke-off. Without it, we limit our options for expanding our air service connections and flights in
           the region.

           The terminals in Manua will be improved within a year or so, and should provide good support
           for tourism development in Manu'a for the next several years.       The airport runways will need
           short and long term improvement, however, if they are to support increased visitor traffic. The
           existing runway on Ofu is eroding in places and immediate repairs are needed. The runways on
           Ofu and Tau are too short, and should be extended to 4,000 feet to accommodate aircraft larger
           than the Twin Otters currently flying. On Tau, this could be accomplished by paving the unpaved
           runway extension areas, but on Ofu, extending the runway will be difficult.

                   Tar2et:        Complete immediate improvements by 3/95; Other improvements by 1/97


                   Task 5GI: .    Immediate Improvements
                   Who:           PORT, DPW, MO, RPMB
                   When:          1/95-2/95
                   Cost:          $100,000 (ASG lease funding, private)
                   Comment:       Includes roof repair for airport offices, restroorn and restaurant remodel.






                                                          5-12







                  TOURISM ACTION PLAN                                           ELEMENT 5 - Facilities Development



                          Task 5G2:      Improve the giMort terminal comDlex
                          Who:           PORT, FAA, DPW, DPO
                          When:          1/96-3/96
                          Cost:          $4,000,000? (DOT/FAA)
                          Comment:


                          Task 5G3       Extend runmLay by 1,000 feet
                          Who:           PORT, FAA, DPW,
                          When:          2/96-4/96
                          Cost:          $5,000,000 (DOT/FAA)
                          Comment:


                          Task 5G4:      I!nprove Manua Airports
                          Who:           FAA, DPW, contract
                          When:          in-process
                          Cost:          $1,120,000 (DOT/FAA)
                          Comment:



                  Action 5H Construct Harbors Improvements


                  Like the airport improvements, the harbor improvements are not strictly tourism development
                  projects, although they certainly support tourism growth through the construction of basic
                  tourism related infrastructure. Harbor improvements are underway in Manu'a, and should provide
                  adequate support for water transportation connections that may develop as tourism develops over
                  the next several years. One basic facility that needs repair is the inter-island ferry dock in
                  Fagatogo. We must keep that facility in working order as long as the current ferry is in use, and
                  we should work with Western Samoa to make sure our harbor improvements and their ferry
                  requirements are compatible.

                  Funding for the Manda harbors projects is being provided by the Army Corps of Engineers, but
                  funding for improvement of the inter-island ferry dock is uncertain at this time. In line with our
                  philosophy, we think one source of funding that should be explored is private funding. There
                  may be an opportunity to privatize the facilities operation, and that should certainly be assessed
                  before expending government funds.

                          Tareet:        Complete interisland dock repairs by 3/96; Complete Manu'a harbors
                                         improvements by 1/96


                          Task 5HI:      Repair inter-island feM dock
                          Who:           PORT, DPW, ACE, contract
                          When:          4/96-1/97
                          Cost:          $1,000,000? (ACE/Private?)




                                                                5- 13







            ELEMENT 5 - Facilities Development                                    TOURISM ACTION PLAN



                   Comment:       Privatization. of the inter-island ferry operation on the AS end may be
                                  feasible, and the private investor would make needed repairs.

                   Task 5H2:      Improve Manu'a Harbors
                   Who:           ACE
                   When:          in-process
                   Cost:          $?????
                   Comment:


            ACTION 51             Develov Visitor's Bureau Facilities

            The Visitor's Bureau will need office space just like any other private business or agency of the
            government. We believe the ASG should provide this space for free if possible. This is one
            example of how government can provide support for the Visitor's Bureau. If such space is not
            available, it could be leased on the open market.

            The other facilities that the Visitors Bureau will be responsible for are the Visitor Assistance
            Centers proposed in Element 8. Some of these may involve the construction of independent,
            detached, kiosk-like structures. Many will involve only internal modifications to existing
            structures, such as the airport terminal, the hotel, etc. Construction of the 5 initial facilities can be
            accomplished at moderate cost. Expansion of the VAC to villages in the future would involve
            additional funding not reflected in the Plan.

                   Tareet:        Set up VB office by 2/96; Install VAC's from 2/95 - 3/96


                   Task 511:      Provide facility for Visitor's Bureau
                   Who:           VB
                   When:          1/96
                   Cost:          $ 35,000/yr. (going rate for 2,000 sq.ft. of office space)
                   Comment:       This cost could be subsidized by the government by providing space at
                                  lesser rate or gratis.

                   Task 512:      Install Visitor Assistance Centers at key locations
                   Who:           VB, contract
                   When:          1/96-3/96
                   Cost:          $150,000 (5 locations)
                   Comment:       Some of this cost can be offset by including these facilities in hotel and
                                  airport renovation









                                                         5-14









                                                        ELEMENT6


                                 Design and Implement Targeted Marketing Program




                  OVERVIEW


                  The fact that you must market and promote yourself in order to be successful, and the fact that
                  marketing and promotion is expensive, are two inescapable realities of the tourism industry. As
                  with each of our island neighbors, we will be required to invest a lot of money each year to
                  promote what we have to offer and convince travelers from all over the world to include
                  American Samoa on their South Pacific itineraries. Marketing and promotion will always be an
                  expensive proposition, but we can reduce the costs somewhat by making sure that our marketing
                  program is targeted for greatest effectiveness, and by establishing cooperative marketing and
                  promotional arrangements with others in the region.

                  Before we can design or implement a successful marketing and promotional program, however,
                  we must first have something to market and promote. If this Action Plan is implemented as
                  proposed, we should have a basic core of attractions, facilities, and programs established or under
                  development that can be marketed and promoted in about two years. That is the point where a
                  serious marketing and promotional program should be implemented. In the meantime we must
                  research our potential markets, establish linkages with our island neighbors, and formulate a
                  professional marketing and promotional plan.

                  Marketing efforts should be designed to promote the critical core of tourism facilities and
                  businesses. One of the development incentives mentioned in Element 3 would offer "certified"
                  core businesses promotional and advertising support by featuring the businesses in promotional
                  materials that are distributed through the Visitors Bureau marketing and promotional programs.

                  We will have to work hard to turn around the poor reputation we have earned in the tourism
                  industry. To do that, we must be careful not to make promises we cannot keep. That is why we
                  recommend waiting to begin a serious marketing program until we have something meaningful to
                  market, and that is why we recommend working only with those businesses that agree to certain
                  standards of quality and performance. In the interim, we should be careful to avoid distribution of
                  information and promotional materials that are unrealistic, inaccurate, or out-of-date.

                                                              ACTIONS


                           *   Identify and Target Appropriate Markets
                           *   Design Detailed Marketing/Promotional Plan
                           *   Provide for Public Relations and Promotion
                           *   Produce Necessary Promotion And Information Materials
                           *   Establish Regional and Global Linkages/ Cooperative Arrangements,








           ELEMENT 6 - Marketing and Promotion                                 TOURISM ACTION PLAN




                                                  SYNOPSIS


             GOALS ADDRESSED:


             General Goals:
             ï¿½ Increase local business opportunities.
             ï¿½ Promote public/pnivate sector partnerships.
             ï¿½ Improve the public image of the Territory


             Immediate Goals:
             ï¿½ Increase incentives for tourism-related business development.
             ï¿½ Improve marketing/promotional strategies.
             ï¿½ Improve regional linkages and cooperative arrangements.

             PRIORITY OBJECTIVES ADDRESSED:


             3-     Identify, develop, and support "core" of quality attractions.
             4-     Establish public/private partnerships to develop and maintain attraction sites.
             13-    Identify, develop, and support "core" of tourism-related facilities, services, and
                    products.
             14-    Improve information available to tourists.
             16-    Increase public awareness and support of tourism.
             18-    Provide technical assistance to local tourism businesses and entrepreneurs.
             21-    Identify appropriate tourism markets for American Samoa.
             22-    Develop targeted marketing/promotional plan.
             23-    Actively participate in regional tourism organizations.
             24-    Include American Samoa 'in regional tour packages.
             25-    Establish regional linkages with neighbor islands for marketing and training.




             FUNDING SOURCES


             Available:
             . Office of Tourism (FY95 - programs)


             Likely:
             . Community Services Block Grant (HHS)


             Possible:
                Funding package
                                            FY95        FY96        FY97        FY98        FY99
             Yearly Funding:                       0     125,000     270,000     370,000     370,000



                                                        6-2










                                                                       GENERAL IMPLEMENTATION SCHEDULE
                                                                                        Tourism Action Plan


                       No Element                                         FY1995           FY1 996          FY1997          FY


                          1 Visitors Bureau
                          2 Sell the Rainmaker Hotel
                          3 Development Incentives
                          4    nding and Financing
                          5 Facilities Development
                          6, Marketing and Promotion
                          7 Environmental Cleanup
                          8 Information and Public Awareness
                          9 Air Service                                offill: 1101, 1 No! WE IN 001A111 IN`
                         10 Regional Linkages
                                                                                   OWNER
                         11 Data Collection and Analysis                                                                RONNIE:?

                                                                                      A







          OZ
          P




          0










                                                                                   IMPLEMENTATION SCHEDULE - Actions and Tasks

                                                                                                        Fiscal Year 941 - im                       1 996             1997              1998
                                                                                                                             QUAR ERS QUARTERS QUARTERS QUART
                                                                        EILEMENT6                                        41 11 2 3 4 11 21 3 4 1 21 31 4 1 2 3


                   ACTION        6A     Identifv and Target Appropriate Markets
                         Task    66@_   Collect and analyze all available travel statistics
                         Task    6A2    Conduct professional marketing survey


                    ACTION       6B     Design Detailed Marketing/Promotional Plan
                         Task    6BI    Prepare Request for Proposals and advertise
                         Task    6132   Review proposals and award contract
                         Task    6133   Conduct appropriate research and draft marketing/promo. plan
                         Task    6134   Adoption of marketing/promotional plan by Visitors Bureau


                    ACTION       6C     Provide for Promotion and Public Relations
                         Task    6C-1   Attend appropriate tourism trade shows and fairs                                                                                              e...
                         Task    6C2    11-lost travel agent and travel media familiarization tours                                                                                   e
                         Task    6C3    JAdvertise through travel industry and market specific media                                                                                  e--.-.
                         Task    6C4    Establish off-island representation                                                                                                           cor tin


                 -ACTION         6131   Produce Necessary Promotion and Information Materials
                         Task    6D1    Design/ rod. brochures, displays, etc. for trade fairs and OS Off.
                         Task    6D2    Contribute to travel wholesaler/agent's brochures and manuals                                                               coritim e---.--
                 -ACTION         6E ]Establish Regional Marketing/Prom. Cooperative Arrangements
                         Task    6EIJ   Establish marketing/promotional relationship with Western Samoa
                         Task    6E2    Establish marketing/promotional relationship with Cook Islands
                         Task    6E3    Establish marketing/promotional relationship with the State of Hawaii
                                                                                                                                                                             co   In

                                                                                                                                                                             co   In

                                                                                                                                                                             co   In







                  TOUPJSM ACTION PLAN                                         ELEMENT 6 - Marketing and Promotion



                                                 ACTIONS AND TASKS



                  ACTION 6A             Identify and Tareet Awropriate Markets

                  We can make some obvious assumptions about our potential markets. We are likely to draw a
                  large portion of our tourists from the major markets currently being exploited by our island
                  neighbors. These would include the United States, Australia, New Zealand, and to a lesser
                  extent, Europe, Canada, and Asia. But we will also be targeting the world-wide eco-tourism
                  market, the yachting market, and other specific markets related to our unique circumstances. To
                  fully understand the potential benefits of each of these markets, a professional market survey and
                  technical analysis should be accomplished. The findings of such a study will form the basis for
                  development of a detailed and comprehensive marketing and promotional plan.

                         Target:        Designate minimum of 3 major markets to target


                         Task 6AL       Collect and analyze all available travel statistics
                         Who:           VB, DPO, PORT, AG
                         When:          1/95-2/96
                         Cost:          In-house
                         Comment:       The more data we organize, the cheaper a marketing survey will be.

                         Task 6A2:      Conduct professional marketing sury
                         Who:           VB, DPO, contract
                         When:          2/96-3/96
                         Cost:          $40,000 (VB)
                         Comment:



                  Action 6B      Design Detailed Marketing/Promotional Plan

                  This is another aspect of the Action Plan that should be carried out by a marketing expert in
                  consultation with the Visitors Bureau.      In choosing the professional marketing consultant,
                  emphasis should be given to the contractor's proven experience in the region, and their willingness
                  to work in consultation with the Visitors Bureau.        If we are able to establish cooperative
                  arrangements with our island neighbors, and are able to utilize appropriate strategies from their
                  plans, we may be able to reduce the cost of developing our own marketing/promotional plan
                  somewhat.


                  Target:        Have detailed marketing/promotional plan ready to implement by 1/97





                                                                 6-5







             ELEMENT 6 - Marketing and Promotion                                        TOURISM ACTION PLAN




                     Task 6B 1:      Prepare Request for Proposals and advertise
                     Who:            VB
                     When:           1/96
                     Cost:           $10,000 (VB - Funding package)
                     Comment:


                     Task 6132:      Review proposals and award contract
                     Who:            VB
                     When:           2/96
                     Cost:           $5,000 (VB)
                     Comment@        possible outside participants in review of proposals

                     Task 6.B-3      Conduct appropriate research and draft marketingJ promotional plan
                     Who:            VB, contract
                     When:           3/96-4/96
                     Cost:           $40,000 (VB)
                     Comment:        Not necessarily conducted by market survey contractor, but may be if cost
                                     savings can be realized.

                     Task 6B4:       Adoption of marketingJ promotional plan by Visitors Bureau
                     Who:            VB
                     When-           1/97
                     Cost:           in-house VB
                     Comment:



             ACTION 6C               Provide for Promotion and Public Relations


             Once we are in a position to implement the marketing/promotional plan, providing for public
             relations and promotion will be one of the single most costly items in the yearly budget of the
             Visitor's Bureau. Promotion and public relations require a personal presence at trade shows and
             fairs, as well as extensive advertising abroad. There is also an on-going need to host tours and
             workshops for travel industry representatives, and ultimately we will want to establish off-island
             representatives in major market areas.         Again, costs may be reduced somewhat through
             cooperative arrangements with our counterparts in the region.

                     Tar2et:         Serious efforts begin mid FY97 and continue


                     Task 6C I:      Attend appropriate tourism trade shows and fairs
                     Who:            VB
                     When-           3/97 - continue
                     Cost:           $30,000/yr. (VB)
                     Comment:        I show/fair per quarter, 3 people



                                                              6-6







                   TOURISM ACTION PLAN                                          ELEMENT 6 - Marketing and Promotion




                           Task 6C2:       Host travel agent and travel media familiarization tours
                           Who:            VB
                           When:           3/97 - continue
                           Cost:           $40,000/yr. (VB)
                           Comment:        one per year/ possible saving by regional piggybacking

                           Task 60:        Advertise through travel industry and market specific media
                           Who:            VB
                           When:           3/97 - continue
                           Cost:           $100,000/yr. (VB)
                           Comment:


                           Task 6C4:       Establish off-island representation
                           Who:            VB, GOV
                           When:           1/98
                           Cost:           $100,000/yr (first two years), increase if appropriate after that (VB)
                           Comment:



                   ACTION 6D               Produce Necessary Promotion And Information Materials


                   In addition to the materials that must be produced for tourists visiting the territory, a wide variety
                   of informational and promotional materials must be produced for distribution at travel trade
                   shows and at contacts points within major market areas. Specialized exhibits and displays must be
                   developed, and specific promotional and informational materials must be made available to travel
                   wholesalers and agents around the world. We recommend that the basic design of these materials
                   be included in the scope of work for the marketing/promotional plan.

                           Target:


                           Task 6D 1:      Design and produce brochures, displays, and sales tools for trade fairs and
                                           overseas offices.
                           Who:            VB, contract
                           When:           3/96 - 1/97 - up-date design every 2 years
                           Cost:           $50,000/yr. (VB)
                           Comment:        Marketing Plan contractor to do design of materials.

                           Task 6D2:       Contribute to travel wholesaler and travel agent's brochures and manuals.
                           Who:            VB
                           When:           1/97 - continue
                           Cost:           $50,000/yr.
                           Comment:






                                                                    6-7







            ELEMENT 6 - Marketing and Promotion                                    TOURISM ACTION PLAN




            ACTION 6E             Establish Regional Marketing/ Promotional Cooverative
                                  Arrangements

            We should be able to establish cooperative relationships for marketing and promotion with at least
            three of our neighbors by the time we begin to seriously implement the marketing and
            promotional plan. We have already received some indication that such arrangements would be
            acceptable to our neighbors, provided they are convinced that we are making progress in
            implementing the Action Plan. If we cannot demonstrate some progress, it is unlikely that our
            neighbors will want to tie their promotional efforts with ours in any way.

                   Target:        Establish relationships with at least three of our island neighbors by 1/97


                   Task 6E L      Establish marketingJ promotional relationship with Western Samoa
                   Who:           VB
                   When:          1/96- 1/97
                   Cost:          $10,000 (VB)
                   Comment:


                   Task 6E2:      Establish marketing/ promotional relationship with the Cook Islands
                   Who:           VB, GOV
                   When:          1/96-1/97
                   Cost:          $10,000 (VB)
                   Comment:


                   Task 6E3:      Establish marketing/ promotional relationship with the State of Hawaii
                   Who:           VB, GOV
                   When:          1/96- 1/97
                   Cost:          $10,000 (VB)
                   Comment:

























                                                          6-8









                                                           ELEMENT7


                                        Implement Environmental Clean-up Program




                   OVERVIEW


                   Cleaning up our islands is one of the most important things we can do to promote tourism growth
                   in American Samoa, and luckily it is one of those things we can do for ourselves. Whether we do
                   so or not will be a good indicator of our chances for success in developing a tourism industry. If
                   we cannot find the wisdom and the strength to solve this problem, we will certainly be hard
                   pressed to deal with other more complex problems that face the industry.

                   One cruise ship passenger tol  d us that Tutuila was "the trashiest island in the South Pacific", and
                   we have heard that yachts approaching our islands start running into our floating garbage 60 or 70
                   miles out. We clearly have a huge problem to correct, and it will not be an easy job. Even if we
                   made the commitment to implement a territory-wide clean-up program tomorrow, it would take
                   some time for real progress to be seen. In the interim, we recommend that clean-up efforts be
                   concentrated at high traffic, high visibility areas and at high priority attractions around the islands.
                   In the same way we hope to focus our development efforts on a critical core of tourist facilities
                   and businesses, we hope to focus our clean-up efforts at critical areas for tourists. This would, of
                   course, include the downtown area, our public parks, beaches, and roadways.

                   The environmental cleanup will require a variety of mechanisms to carry out. We need to greatly
                   improve and expand our solid waste management system, and finance it through users fees. We
                   need to establish partnerships with villages and families for maintenance of privately controlled
                   attraction sites (see Element 3 - development incentives), and we need to enlist the support of the
                   traditional village leadership in mobilizing village resources. We need to make the canneries
                   reduce their sickening odors, and we need to round up and destroy the tens of thousands of stray
                   dogs that plague the islands. Most of all we need to enforce the existing laws regarding pollution,
                   dumping, and litter, and couple that enforcement campaign with more public awareness and
                   education programs.


                                                                 ACTIONS


                    *  Concentrate Trash Pick-Up at Ffigh Profile/ High Traffic Locations.
                    *  Enforce Litter and Anti-Pollution Laws.
                    *  Implement Stray Dog Eradication Program.
                    *  Drastically Reduce Cannery Odor.
                    *  Increase Solid Waste Collection and Disposal
                    +  Reduce Trash Generation
                    *  Implement Public Awareness/ Education Program







           ELEMENT 7 - Environmental Clean-up                                  TOURISM ACTION PLAN




                                                  SYNOPSIS




             GOALS ADDRESSED:


             General Goals:
             ï¿½ Promote public/pnivate sector partnerships.
             ï¿½ Improve the public image of the Territory
             ï¿½ Clean up and protect the natural environment.
             ï¿½ Respect Samoan cultural traditions.
             ï¿½ Promote village-based tourism development.


             Immediate Goals:
             ï¿½ Improve number, quality, and accessibility of attractions.
             ï¿½ Improve tounism-related infrastructure and support services.
             ï¿½ Improve marketing/promotional strategies.


             PRIORITY OBJECTIVES ADDRESSED
             3-     Identify, develop, and support "core" of quality attractions.
             5-     Install basic amenities at attraction sites.
             6-     Keep the environment (especially key attractions) clean.
             13-    Identify, develop, and support "core" of tourism-related facilities, services, and
                    products.
             16-    Increase public awareness and support for tourism.




             FUNDING SOURCES


             Available:
             ï¿½ ASG (TCF, MO, PR, contract)
             ï¿½ CDBG, ASCUT, ASPA, EPA (transfer stations)


             Likely:
             ï¿½ ASG (TCF, MO, PF, contract)
             ï¿½ Fines, public service,
             ï¿½ CDBG, ASCUT, ASPA, EPA


             Possible:
             . Users fees (utility charge) FY95       FY96        FY97        FY98        FY99
             Yearly Funding:             1,550,000 2,200,000 2,200,000 2,200,000 2,200,000


                                                       7-2










                                                           GENERAL IMPLEMENTATION SCHEDULE
         U
                                                                        Tourism Action Plan


                  No Element                                 FY1995        FY1996        FY1997        FY


                                                            iN 50 2 1. r,
                     1 Visitors Bureau
                     2 Sell the Rainmaker Hotel
                     3 Development Incentives
         WZ          4 Funding and Financing
         w           5 Facilities Development                           EMMA,
                     6 Marketing and Promotion
                     7 Environmental Cleanup
                     8 Information and Public Awareness
                     91 Air Service
                                                                                   W"r
                         eg
                           ional Linkages
                    11 Data Collection and Analysis
                                                                                 WE



















         U





         0
          2










                                                                IMPLEMENTATION SCHEDULE - Actions and Tasks

                                                                                 Fiscal Year 941    1995         1996          1997          199
                                                                                                QUARTE           ARTERS QUARTERS QUARI
                                                        ELEMENT7                            4T 11 21 3            234112314112


                ACTION     7A   Concentrate trash pick up at high profilethigh traffic locations
                    Task   7A1 _ Specify and prioritize key areas and locations
                    Task   7A2 IDetermine duties, workload, and prepare work shcedule
                    Task   7A3  Meet w/ key agencies, designate crews, and impl. work schedule
                    Task   7AA- Arrange w/ villagestfamilies for maintenance of key facilities                  coritinue, - - -----


                ACTION     7B   Enforce liner and anti-pollution laws
                    Task   7BI IClarify legal authority and augment if necessary
                    Task   7B2  Est. quotas for those w/ citation auth., & link to job perf. & pay
                    Task   7133 Issue clear directives that litter and pollution laws will be enforced


                ACTION     7C   Implement Stray Dog Eradication Program
                    Task   7C1  Clarify existing authorities, resources, and options
                    Task   7C2  Designate single agency responsible for program
                    Task   7C3  Implement Program


                ACTION     7D   Drastically educe Cannery Odor
                    Task   71) 1Determine legal options
                    Task   7D2 -Neaotiate with Star-Kist
                    Task   7D3  Install appropr ate equipment to reduce odor                          I affil ON "I


                ACTION     7E   Increase Solid Waste Collection and Disposal
                    Task   7EI  Determine specific needs and costs
                    Task   7E2  Ado user f e to cover expansion of SW management system
                                                                                                                Wl
                    Task   7E3  Expand the solid waste collection and management system                             co tinde --- 4.... .. .. ....
                                                                                            @@
                                                                                  d@y I e@r














                                                              IMPLEMENTATION SCHEDULE - Actions and Tasks

                                                                             Fiscal Year 941   1995            6         1997         19
                                                                                            QUARTERS           ERS QUARTERS QUAR
                                                      ELEMENT7                           4 11 2 31 4            3 4 1 2 31 4
                 ACTION I 7F   Reduce Trash Generation
                    Task 7F1   Determine feasibility of deposits for various containers       -
                    Task 7F2   Provide recycling operations w/ core business support & assist-                coin tint e -


               ACTION     7G   Expand Public Education Campaigns
                    Task 7G1   Inter. w/aqencies invol. in environ. aware. pro., deter. approp. add./sup.
                    Task, 7G2- Provide ap ropriate assistance/support
                                                                                                       1-199
                                                                                                         QUAR
                                                                                                          11 2







            ELEMENT 7 - En"'romental Clean-up                                        TOURISM ACTION PLAN




                                            ACTIONS AND TASKS



            ACTION 7A              Concentrate Trash Pick Up at Hieh Profile/High Traffic
                                   Locations.


            In order to maximize the effectiveness of available manpower and money, we recommend that
            immediate clean-up efforts be concentrated at those locations most frequented by tourists. These
            would included the downtown Fagatogo area, Utulei Park, other public spaces in the harbor area,
            our public parks and key attractions, and our major public roadways. Government agencies
            currently carrying out general clean-up or beautification projects should coordinate their efforts so
            that high-profile, high-traffic visitor locations are given highest priority. We recommend that the
            ASG reorder its priorities somewhat to provide funding for an on-going targeted clean-up
            program, and we recommend that the government re-assign underutilized personnel throughout
            the government to the clean-up program. One obvious source of manpower is the Tafuna
            Correctional Facility. We strongly recommend that the bulk of the inmate population at the TCF
            be utilized in this on-going clean-up effort.

            As mentioned in Element 5 (Facilities), we hope to form partnerships with families and villages to
            develop and maintain tourist support facilities at key attractions sites under private control. Part
            of the maintenance responsibilities in such an arrangement would involve keeping the sites clean
            and free of trash.


                   Tamet:          Implement targeted clean-up by 1/96


                   Task7AI:        Specify and prioritize key areas and locations
                   Who:            VB, DPO, PR, SA
                   When:           2/95
                   Cost:           In-house
                   Comment:


                   Task 7A2-       Determine duties, workload, and prepare work schedule
                   Who:            VB, DPO, PR,
                   When:           3/95
                   Cost:           in-house
                   Comment:


                   Task 7A3:       Meet with ka agencies,, designate crews, and implement work schedule
                   Who:            VB, PR, DPS,DPW, SA, contract?
                   When:           3/95- 1/96
                   Cost:           $100,000/yr. ASG in-house
                   Comment:        We recommend that at least 4 four-man workcrews be drawn from the
                                   inmate population at TCF


                                                            7-6







                  TOURISM ACTION PLAN                                         ELEMENT 7 - Environinental Clean-up



                         Task 7A4:       Make arrangements with villages/families for maintenance of key facilities
                         Who:            VB, DPO, PF,
                         When:           1/96 - continue
                         Cost:           in-house, VB
                         Comment:        Agreements for perpetual maintenance of key sites and facilities would be
                                         obtained in exchange for grants or low-interst loans to construct basic
                                         tourist amenities at the sites (see Element 3 - development incentives, and
                                         Element 5 - facilities development).



                  ACTION 7B              Enforce Litter and Anti-Pollution Laws.


                  Along with public education, there must be enforcement of litter and pollution laws if public
                  attitudes and behavior are to be altered. Littering is out of control in American Samoa, largely
                  because there are no practical consequences for failing to obey the law. There are plenty of laws
                  on the books, but they are deliberately not being enforced. No citations are issued because
                  nobody who has citation authority uses it. Not the police, not the Pulenu'u, not Parks and
                  Recreation, not EPA, and not the Office of Tourism. The mechanisms for enforcement are
                  basically in place, but they sit idle while our islands are turned into garbage dumps.

                  The obvious conclusion is that the leadership and the people of the territory do not really care
                  about solving the litter problem. One would have to conclude that the Directors of the agencies
                  with citation authority view it as one of their lowest priorities. With no direction from the top,
                  the goverm-nent has made a joke out of the enforcement process. But littering is no joke. It is a
                  serious impediment to economic development, and it will kill our tourism development efforts,
                  just as surely as a deteriorating hotel, or a lack of adequate air service.

                  With this in mind, we recommend that the ASG begin treating the problem seriously. We believe
                  the Governor should provide clear direction to responsible directors, and we think that failure to
                  show measurable progress in littering enforcement should be reflected in a director's or an
                  employees performance evaluation. We also believe that the Pulenu'u should begin doing their
                  part as well, and that their pay should be withheld if they fail to participate in the enforcement
                  efforts.  Setting quotas for persons with citations authority might be useful in providing the
                  necessary inducements, but all that is really needed is a boss who is willing to say "do it, or else."

                  Enforcement does not require a system of heavy fines, although fines can be an effective
                  deterrent. We believe that sentencing litterbugs to publicized trash clean-up would be more useful
                  and educational.


                         Tar2et:         50 enforcement actions I st year (10 times current rate); 100 2nd year;
                                         200 3rd year; 300 4th year






                                                                 7-7







            ELEMENT 7 - Enviromnental Clean-up                                     TOURISM ACTION PLAN



                   Task 7B 1:     Clarify legal authority and augment if necessa1y
                   Who:           AG, GOV, FONO
                   When:          1/95-2/95
                   Cosc           in-house
                   Comment:       Existing fines are fairly low and should be reconsidered. Public service
                                  should be added as a penalty for littering or violating pollution laws.

                   Task 7B2:      Establish quotas for those with citation authority and link to job
                                  performance and pa
                   Who:           AG, GOV, FONO
                   When-          2/95
                   Costl          in-house
                   Comment:       We believe Pulenu'u pay should be withheld if the village is- not kept'neat
                                  and clean. We propose periodic inspections by SA/VB to monitor
                                  compliance.

                   Task 7133:     Issue clear directive to all aszencies and publicize, that litter and pollution
                                  laws are to be enforced and quotas are to be met.
                   Who:           GOV, agency directors, SA
                   When:          3/95
                   Cost:          in-house
                   Comment:



            ACTION 7C             Imlement Stray DoE Eradication Promm.

            The stray dog problem is a nuisance, and highly offensive to most of our visitors. This is another
            situation where irresponsible citizens have combined with government neglect and lack of
            leadership to create a ugly problem that needs a solution. The problem may be ugly, but at least
            the problem is ours to solve. All that is needed is the will to do so. We believe the ASG should
            demonstrate the seriousness of its commitment to solving this problem by putting more money, or
            at least more manpower into it.

            It is difficult to determine who has jurisdiction over the dog problem.        At present, the
            Department of Agriculture has been charged with implementing a dog control program, but they
            lack the manpower to sustain an effective capture program. We would like to see greater ASG
            support for this program, and we propose that the Visitor's Bureau contribute supplemental
            funding for a few years to increase the viability of the program. As with the targeted clean-up
            program, we believe that the inmate population at TCF could provide much needed manpower for
            this program. We also believe that this program should be part of a larger effort to mandate
            licensing and promote spaying and neutering.

                   Tar2et:        2,500 1 st year; 3,800 2nd year; 5,000 3rd year




                                                          7-8







                  TOURISM ACTION PLAN                                         ELEMENT 7 - Environmental Clean-up



                         Task X 1:       Clarify existing authorities, resources, and options
                         Who:            AG, DPS, PH, ?
                         When:           2/95
                         Cost:           In-house
                         Comment:


                         Task 7C2:       Designate single agengy responsible for program
                         Who:            GOV on recommendation from AG
                         When:           2/95
                         Cost:
                         Comment:


                         Task 7C3:       Implement Progra
                         Who:            Designated agency, TCF, contract,
                         When:           3/95 - continue
                         Cost:           $50,000/yr (fines, license fees, solid waste users fee)
                         Comment:        Some of the cost could be reduced by utilizing TCF inmates for trapping
                                         and disposal.


                  Action 7D Drastically Reduce Cannery Odor.

                  The dreadful odor from the canneries is obviously a serious problem for tourism development. It
                  is also a problem that can be drastically reduced if proper equipment is installed and properly
                  maintained. We believe the canneries should take immediate action to correct this problem, and if
                  they do not, the government should do everything it can to force them to do so. The canneries
                  have operated profitably for many years, but the presence of the canneries has directly or
                  indirectly resulted in serious pollution of our natural environment. Cleaning up our environment
                  will require the participation of our entire community, and cleaning up their mess seems the least
                  that should be expected of our corporate neighbors.

                         Tareet:         Install necessary equipment by 1/96


                         Task 7D L       Determine legal options
                         Who:            AG
                         When:           1/95
                         Cost:           In-house
                         Comment:


                         Task 7D2:       Negotiate with Starkist
                         Who:            AG, DPO, GOV
                         When:           2/95
                         Cost:           in-house




                                                                 7-9







            ELEMENT 7 - Environmental Clean-up                                        TOURISM ACTION PLAN



                    Comment:        The ASG should not let these negotiation drag on. The ASG should allow
                                    ample time to comply, but compliance should not be negotiable.

                    Task 7D3:       Install appropriate equipment to reduce odor.
                    Who:            Starkist
                    When:           3/95- 1/96
                    Cost-           whatever it takes
                    Comment:



            ACTION 7E               Increase Solid Waste Collection and Disposal

            If we are to solve the territory's trash problem, we will have to improve our seriously deficient
            solid waste management system.         The coverage and frequency of collection is insufficient,
            containers and transfer points are' lacking, and the landfill is currently being operated in violation
            of several Federal regulations. In order to provide the level of service needed by a population of
            our size, the system will have to be greatly expanded and improved.

            We believe such improvements are crucial, and we believe that solid waste collection and disposal
            should be paid for by the people through users fees. Collection and disposal of our garbage is as
            basic a utility as sewer, water, or electricity, and we recommend that it be handled in a similar
            manner. We think it would be logical to move solid waste collection under ASPA's authority, and
            then have a charge for it included on our utility bills,

                    Target:         Adopt users fee by 1/96


                    Task 7E I -     Determine specific needs and costs
                    Who.-           DPW, ASPA, EPA, PH, DPO
                    When:           2/95
                    Cost:           In-house
                    Comment:


                    Task 7E2:       Adopt user fee to cover expansion of the solid waste collection system
                    Who:            GOV, FONO
                    When:           4/95 (effective 1/96)
                    Cost-           in-house
                    Comment:        It seems most logical to shift the solid waste system to ASPA and have the
                                    solid waste collection fee added directly to the utility bill.

                    Task 7133:      Expand the solid waste collection and management system
                    Who-            ASPA, contract
                    When-           2/96 - continue as needed
                    Cost:           $2,000,000/yr.
                    Comment:        minimum requirement, more as population increases.


                                                            7-10







                   TOURISM ACTION PLAN                                            ELEMENT 7 - Environmental Clean-up




                   ACTION 7F               Reduce Trash Generation


                   One good way to address the trash collection and disposal problem is to generate less trash.
                   Conservation efforts can provide some benefit, and should be made part of any environmental
                   public awareness programs. We believe that far fewer cans, bottles, plastic wrappers, and paper
                   containers would end up littering the landscape if there were a deposit charged on them. The
                   feasibility of adopting 5 -10 cent deposits on all kinds of containers should be further investigated,
                   and if practical, they should be adopted with the rest of the funding package for the Tourism Plan.

                   Requiring people to return their glass, metal, plastic, and paper will provide opportunities for
                   recycling businesses at the same time it is cleaning up the environment. We believe that private
                   sector recycling enterprises should receive the same incentives and support as the "core" of
                   tourism businesses noted in Element 3 (Development Incentives). Options for public/private
                   partnerships for recycling, and other associated technologies such as alternate energy generation,
                   should also be seriously considered.

                           Tary,et:        Adopt deposits on bottles and cans by 1/96. Offer incentives and other
                                           11core" support by 1/96


                           Task 7F 1:      Determine feasibility of Wass, metal, plastic, and paper container deposits
                                           to encourage return of material for repycling
                           Who:            ASPA, DPW, EPA, DPO, VB
                           When:           1/96
                           Cost:           in-house
                           Comment:        VB should target resources to support and enhance existing programs.

                           Task 7172:      Provide reUcling operations with "core" business support and assistance to
                                           encourage expansion
                           Who:            VB, ASG
                           When:           2/96
                           Cost-           in-house
                           Comment:



                   ACTION 7G               Expand Public Education Campains

                   Public awareness and appreciation of the natural environment is one of the most important
                   weapons in the fight to clean-up our islands. Too many of us do not understand how fragile our
                   island environment is, and too few of us place a high priority on the keeping American Samoa
                   clean and beautiful. While we must expand our public education and awareness programs to
                   reach all sectors of the society, we must place special emphasis on environmental education for
                   our children. Changing attitudes is a slow process, and it must begin with the youngest among
                   us, for it is they who will inherit these islands, and it is they who will eventually change American
                   Samoa for better or worse.



                                                                   7-11







           ELEMENT 7 - Environmental Clean-up                              TOURISM ACTION PLAN



                  Tareet:      Target most effective means of assistance by 1/96. Implement assisted
                               programs by 2/96


                  Task 7GI:    Interface with agencies involved in environmental awareness programs.
                               determine gpl2ropriate additions/support
                  Who:         VB
                  When:        1/96
                  Cost:        VB
                  Comment:     VB should target resources to support and enhance existing programs.

                  Task 7G2:    Provide appropriate assistance/support
                  Who:         VB
                  When:        2/96
                  Cost:        $50,000/yr. - continue
                  Comment:














































                                                    7-12







                                                         ELEMENT8



                     Provide Better Information for Tourists and Promote Public Awareness




                  OVERVIEW


                  We found two major information gaps related to the development of the tourism industry in
                  American Samoa. The first has to do with information provided to tourists, and the second has to
                  do with information provided to the public about the tourism industry.

                  Visitor satisfaction, which is strongly influenced by ones expectations, can be greatly increased if
                  accurate and up-to-date information is made readily available. - C nvenient, fhendly, and helpful
                  personal assistance is equally important to improving and maintaining good public relations.
                  Unfortunately, there is very little of either currently available for travelers to the territory.

                  The tourist information problem can be improved through the production of adequate numbers of
                  well designed, high quality brochures, maps, and other informational materials. But most of all,
                  the tourist information problem is a people problem, and it can be best addressed by using our
                  most valuable resource-- ourselves.


                  With this in mind, we have proposed a relatively inexpensive, people-oriented system of Visitor
                  Assistance Centers, telephone hotlines, and a network of special "visitor contacts" at key agencies
                  and organizations. Together with a substantial increase in the production of good tourist
                  informational materials, this supportive system will do much to increase visitor enjoyment by
                  reducing anxiety. It should also help to restore our somewhat tarnished reputation for hospitality.

                  The other information gap is the widespread lack of awareness on the part of the general public
                  of the advantages of tourism development. Tourism cannot succeed without public support, and
                  that public support will not be forthcoming unless we initiate an on-going public awareness
                  campaign aimed at educating the public about the benefits and opportunities of tourism
                  development. To convince the public, of course, it must be demonstrated that there is a workable
                  plan of action, and that our leaders support it. Adoption of this Action Plan will provide solid
                  evidence of that commitment, and add credibility to our public awareness programs.

                                                               ACTIONS


                   * Establish Visitor Assistance Centers.
                   * Establish Visitor Informational Hotlines.
                   * Establish Visitor "Contacts" at Key Agencies.
                   * Design and Produce Informational Brochures.
                   * Design and Implement Public Awareness Program.







          ELEMENT 8 - Tourist Info. and Public Awareness             TOURISM ACTION PLAN




                                            SYNOPSIS


           GOALS ADDRESSED


           General Goals:
           ï¿½ improve the public image of the Territory
           ï¿½ Clean up and protect the natural environment.
           ï¿½ Respect Samoan cultural traditions.
           ï¿½ Promote village-based tourism development.

           Immediate Goals:
           . improve tourism-related infrastructureand -support services.

           PRIORITY OBJECTIVES ADDRESSED
           3-     Identify, develop, and support "core" of quality attractions.
           5-     Install basic amenities at attraction sites.
           13-    Identify, develop, and support "core" of tourism-related facilities, services, and
                  products.
           14-    Improve information available to tourists.
           15-    Improve quality and reliability of products and services
           16-    Increase public awareness and support for tourism.
           18-    Provide technical assistance to local tourism businesses and entrepreneurs.
           27-    Improve statistical information gathering and analysis to monitor development efforts.




           FUNDING SOURCES


           Available:
           . ASG (Tourism Office FY95 budget)

           Likely:
           0 ASG (Comparable to current TO budget)

           Possible:
           ï¿½ Community Development Block Grant (HUD)
           ï¿½ Visitor's Bureau (Revenue Package)



                                     FY95       FY96      FY97      FY98       FY99
           Yearly Funding:
                                           0     180,000   160,000   160,000    160,000





                                                 8-2













         W
         rA
                                                               GENERAL IMPLEMENTATION SCHEDULE
                                                                              Tourism Action Plan

                   No Element                                     FY1 995        FY1 996        FYI 997        FY


                      i Visitors Bureau
                      2 Sell the Rainmaker Hotel
                      3 Development Incentives
                      4 Funding and Financing
                      5 Facilities Development
                      6 Marketing and Promotion                                                          W,
                      7 Environmental Cleanup
                      8 Information and Public Awareness
                      9 Air Service
                     10 Regional Linkages
                                                                                                              '14
                     11 Data Collection and Analysis
                                                                                 ,I V/IM c-
                                                                                                                WIN








         ZO
         P










     Mill M 1111110 1111110
       I









                                                                                  IMPLEMENTATION SCHEDULE - Actions and Tasks

                                                                                                       Fiscal Year 941 -1995                        6             1997             199
                                                                                                                          QUARTERS                  ERS QUARTERS QUART
                                                                       ELEMENT8                                       4 11 2 31 4                    3 4 1 2 3 4 11 21


                    ACTION        BA     Establish VsItor Assistance Centers

                          Task 8A1       Secure key locations and determine basic information needs
                   -Task          8A2- Design VAC facilities
                          Task BA3_ Provide staff training for the VAC's                                                                       cor tinu e-L-4 .... I


                    ACTION         8B_ Establish Visitor Information Hotlines
                          Task 861 Determine appropriate aqencieS__
                          Task 8132      Arrangements with Office of Communications to install hotlines                                '014
                          Task    8133   Establish procedures, install, and publicize                                        MEN
                                                                                                                             MEMO---                       I
                    ACTION         8C    Establish Visitor Contacts at Key Agencies                                          NONE
                          Task    8C1    Determine ap
         00                                            propriate agencies
                          Task    8C2    Designate tou ist contact and provide training                                      ONE No A1.11.1131 in"
                                                                                                                             MENNEN
                    ACTION         80    Design and Produce Informational Materials

                          Task    8D1    Determine information needs
                          Task    8D2    Design appropriate tourist materials packages
                          Task    8D3    Produce Visitor Assitance Packages                                                      NO INNER- linje....-4-
                                                                                                                                 MENE-co,
                    ACTION         8E    Design and Implement Public Awareness Program
                          Task    8E1    Determine most effective promotional strategy                                       Elm          I    I
                          Task SE2       Design multi-year public education campaign
                                  BE3_ Implement public awareness/education program                                                                C
                                                                                                                                                 19
                                                                                                                                               .'L 0
                                                                                                                                               UAFIT







                  TOURISM ACTION PLAN                               ELEMENT 8 - Tourist info. and Public Awareness




                                                 ACTIONS AND TASKS



                  ACTION SA              Establish Visitor Assistance Centers.


                  The purpose of the Visitor Assistance Centers (VAQ is to provide tourists with convenient
                  locations where they can get their questions answered, and obtain information and personal
                  assistance as needed. The VAC's will serve as the tourist's lifeline for all kinds of emergency
                  services and referrals, and provide the "personal touch" that can greatly increase Visitor
                  satisfaction.  The VAC's will be designed to be consistent in appearance and highly visible.
                  Construction of the facilities is included under Element 5 (facilities). Some of the VAC's will be
                  established at major tourist contact points like the airport and hotel, and some may be constructed
                  as independent structures located in high-traffic tourist areas such as downtown, the major parks,
                  or key attractions sites. The network of VAC's should be limited to 5 key locations to start with,
                  but may be expanded as far as the village level once the local industry starts to grow.

                  The VAC's will, above all, be places where visitors are catered to and treated like honored guests.
                  The VAC's will be the places where visitors form their first impressions of our people, and it will
                  be important that the staff of the VAC's be friendly, helpful, informative, and reliable. Each VAC
                  employee should undergo comprehensive hospitality training, and be well versed in local history
                  and culture, current events, and basic information about the critical core of tourism attractions
                  and businesses. In staffing these facilities, we should encourage applications from the elderly and
                  the young. With the VAC's remaining open 12 to 16 hours a day, there will many opportunities
                  for part-time and flexible full-time employment.

                          Target:        Have 5 locations operational by 3/96


                          Task 8AL       Secure kgy locations and determine basic information needs
                          Who:           VB, RPMEB,
                          When:          1/96
                          Cost:          In-house
                          Comment:


                          Task 8A2:      Design VAC facilities
                          Who:           DPO, DPW, VB
                          When:          2/96
                          Cost:          in-house
                          Comment:


                          Task 8A3:      Provide staff training for the VAC's
                          Who:           VB, ASCC, TAOA,
                          When:          1/96 - continue
                          cost:          $75,000/yr.



                                                                 8-5








           ELEMENT 8 - Tourist Info. and Public Awareness                            TOURISM ACTION PLAN




                   Comment:        Every effort should be made to recruit and train young people and senior
                                   citizens to provide this service. Should be open 12-16 hours/day.

           ACTION 8B               Establish Visitor Informational Hotlines.


           Getting timely assistance is important to a traveler's sense of security and overall satisfaction. In
           addition to providing personal assistance and informational materials, the VAC's will function as a
           referral service, when assistance from other agencies or organizations is required to address a
           traveler's needs. We propose the establishment of several tourist "hotlines" which would quickly
           connect the visitor with sources of specialized assistance or information. The hotlines could
           provide information from public safety and health matters to current entertainment. As well as
           being available via referral through the VAC's, the hotlines would be included in all printed
           materials distributed to tourists and well publicized, so information and assistance would always
           be at the visitor's fingertips.

                   Tarizet:        Have basic hotlines ready to use by 1/96


                   Task 8B 1:      Determine appropriate agencies
                   Who:            VB, COMM
                   When-           2/95
                   Cost:           in-house
                   Comment:


                   Task 8132:      Arrangements with Office of Communications to install hotlines
                   Who:            VB, GOV, COMM
                   When:           3/95-4/95
                   Cost:           in-house
                   Comment:


                   Task 8133:      Establish procedures, install, and publicize
                   Who:            VB, COMM,
                   When:           1/96
                   Cost:           $10,000 (VB)
                   Comment:        Included in all tourist information packages



           ACTION 8C               Establish Visitor "Contacts" at Key Auncies.

           Many of the visitor hotlines will connect tourist with government agencies or community
           organizations. To compliment the hotlines, we propose that tourist contact specialists be
           designated at all key government agencies and appropriate community organizations. They would
           help callers referred by the VACs, and provide the "personal touch" for walk in tourists. These
           specialists need not be additional employees. They could be existing employees who are given
           hospitality training similar to that given the VAC staff. By establishing tourism specialists in the


                                                            8-6








                   TOURISM ACTION PLAN                             ELEMENT 8 - Tourist Info. and Public Awareness




                   key agencies, the government can be more responsive to the specific needs of the visitor, and
                   thereby help to improve our public image.

                          Tar2et:        At a minimum, establish tourist contact specialists at the hospital, Police
                                         station, ASPA, Communications, airport, Fono, Governor's Office, and
                                         Attorney General's Office (Immigration) by 1/96


                          Task 8C L      Determine gppropriate agencies
                          Who:           VB, GOV, agencies
                          When:          2/95
                          Cost:          In-house
                          Comment:


                          Task 8C2:      Designate tourist contact and provide training
                          Who:           VB, agencies
                          When:          3/95-1/96
                          Cost:          in-house
                          Comment:



                   ACTION 8D             Desiï¿½rn and Produce Informational Materials.

                   The design and contents of the materials supplied to tourists while they are here is extremely
                   important (these materials are different than those produced for travel trade shows, or travel
                   wholesalers and agents). If tourist materials are not accurate, not up-to-date, or hard to find,
                   visitor satisfaction will be negatively impacted. There should be a variety of general and specific
                   maps that are easy to read and carry, informative, and up-to-date. There should be information
                   about basic history and culture, current activities and events, essential facts about core tourism
                   businesses, and useful facts about key attractions. The material would include promotion and
                   advertising for core businesses, and of course all the tourist hotlines and other special points of
                   contact. While the basics of this material can be designed locally, it may be advisable to contract
                   with professional designers to produce the final products. Above all, there must be enough
                   materials produced and continuously distributed each year to insure that a tourist never has to
                   look too long or too far for the information they need. The materials should be re-evaluated
                   every two years and revised as needed.

                          Tarzet:        Begin design 1/96 and produce full set of materials by 3/96


                          Task 8D I:     Determine informational needs
                          Who:           VB, DPO,
                          When:          3/95-1/96
                          Cost:          In-house
                          Comment:



                                                                 8-7








          ELEMENT 8 - Toun'st Info. and Public Awareness                         TOURISM ACTION PLAN




                 Task 8D2:       Design appropriate tourist materials packages
                 Who:            VB, contract
                 When:           1/96-2/96
                 Cost:           in-house, $15,000
                 Comment:        Parts of this work may be contracted out

                 Task 8D3:       Produce Visitor Assistance Packames
                 Who:            VB, contract
                 When:           3/96 -continue
                 Cost:           $50,000/yr. (VB)
                 Comment:


          ACTION SE              Deshm and Implement Public Awareness Proaram.

          In addition to the public education campaign to increase environmental awareness we need to
          implement a tourism awareness program and public relations campaign. Public support for
          tourism development is crucial to its success, and in order to cultivate that support, we will have
          to educate the public to the benefits of tourism and its importance to our economic future. Using
          our existing educational resources, we recommend that a comprehensive public awareness
          strategy and plan be formulated and implemented in conjunction with the implementation of the
          Action Plan.


                 Target:         Have program designed and ready to implement by 2/96


                 Task 8E I:      Determine most effective promotional stra=
                 Who:            VB, DOE, ASCC, SA
                 When:           2/95-3/95
                 Cost-           In-house
                 Comment:        Use of previous surveys may be useful in documenting state of public
                                 awareness


                 Task 8E2:       Design multi-year pubic education campaig
                 Who:            VB, DOE, CCAS, ?
                 When:           4/95-2/96
                 Cost:           in-house, VB
                 Comment:


                 Task 8E3:       Implement public awareness/education program
                 Who:            VB,DOE,ASCC
                 When:           2/96 - continue
                 Cost-           $30,000/yr.
                 Comment:






                                                        8-8







                                                           ELEMENT9



                                       Adopt Measures to increase Air Service Levels



                    OVERVIEW


                    No one can doubt that improving the territory's air service is critical to the success of tourism in
                    American Samoa. We must have an adequate basic service level from the United States in order
                    to make any future plans at all, and we must improve our connections to other destinations in the
                    South Pacific in order to be included in more regional tour packages. Because air service is so
                    crucial, we have made it one of the twelve Elements of the Action Plan. But unlike many of the
                    other Elements of this Plan, the decisions to be made here are not ours to make. -

                    The airlines will establish new connections and increase flights when the economics of the
                    situation in American Samoa make it attractive for them to do so. We cannot force them to make
                    these business decisions, and we cannot escape the reality that few travelers currently wish to stop
                    in American Samoa on their tours through the region. What we can do is move decisively to
                    implement our Action Plan and proceed with those improvements that are within our power to
                    achieve. To a great extent, we are assuming that if we begin to get our tourism act together,
                    increases in regional air service will naturally follow. To borrow a phrase, "If we build it, they
                    will come."


                    Even though the ultimate decisions to be made with regard to air service are not ours to make,
                    there are a couple of important things we can do immediately to help ourselves. The first is to
                    request a formal review of the 10 year-old Essential Air Service Agreement, and vigorously
                    support an increase in the current levels of service. The second is to organize and host a series of
                    discussions with regional air carriers to determine the best ways to increase connections and
                    flights to the territory. In these matters we may only be able to act as facilitators, but we should
                    fulfill that role to the best of our ability, for the decisions that will ultimately be made are crucial
                    to the future development of our tourism industry.

                    Of course, one other way we can help ourselves in this regard is to clearly demonstrate our
                    commitment to getting our tourism act together by adopting the Action Plan. As with many
                    aspects of the Plan, the private sector will be waiting to see if we are really serious about
                    improving the climate for tourism in the territory before they are convinced to invest in it.


                                                                  ACTIONS


                        * Increase Essential Air Service (EAS) Levels
                        * Increase Regional Connections and Flights.







        ELEMENT 9 - Air Service                            TOURISM ACTION PLAN




                                     SYNOPSIS




         GOALS ADDRESSED:


         General Goals:


           Increase local business opportunities.
           Improve the public image of the Territory


         Immediate Goals:


         ï¿½ Improve transportation linkages.
         ï¿½ Improve tourism-related infrastructure and support services.
         ï¿½ Increase incentives for tourism-related business development.
         ï¿½ Improve marketing/promotional strategies.
         ï¿½ Improve regional linkages and cooperative arrangements.

         PRIORITY OBJECTIVES ADDRESSED


         7-   Increase Basic Air Service from the United States.
         9-   Improve regional air service linkages.
         13-  Identify, develop, and support "core" of tourism-related facilities, services, and
              products.
         15-  Improve quality and reliability of products and services
         17-  Provide financial incentives and support for local tourism business development.
         21-  Identify appropriate tourism markets for American Samoa.
         22-  Develop targeted marketing/promotional plan.
         24-  Include American Samoa in regional tour packages.



         FUNDING SOURCES


         Available:
         . A.SG (in-house)


         Likely:
         . N/A


         Possible:
         . N/A                  FY95     FY96     FY97      FY98     FY99
         Yearly Funding:             0     10,000   10,000       0         0



                                         9-2









                                                                  GENERAL IMPLEMENTATION SCHEDULE
                                                                                  Tourism Action Plan

                     No Element                                       FY1 995        FY1 996         FY1 997        FY

                    -1 Visitors -Bureau
                        2 Sell the Rainmaker Hotel
                        3 Development incentives
                        4 Funding and Financing
                       -5 -@-acilities Development
                        6 Marketing and Promotion
                        7 Environmental Cleanup
                        8  Information and Public Awareness
                        9   ir e ice
                                                                                        56 "t"i
                        10 R gional Linkages                                  5              5
                        11 Data Collection and Analysis              .5













          U










                                                        IMPLEMENTATION SCHEDULE - Actions and Tasks

                                                                       Fiscal Year 941 1995        1996         1997
                                                                                    QUARTERS QUARTERS QUARTERS QUART
                                                 ELEMENT9                         4 1 21 3       1 2 31 4    1 Z 31 4 1 2


             ACTION    9A_ Increase Essential Air Service (EAS) Levels
                 Task 9A1   Dev. prelim.data, submit petition to DOT to review current EAS
                 Task 9A2- Develop data supporting increases/complete DOT questionnaire
                 Task 9A3_ Particiapte in negotiations, hearings, etc, with DOT, airlines, etc.
                 Task 9A4   Monitor compliance and enforcement of new levels if approved


           -.ACTION    9B_ Increase Regional Connections and Flights
                 Task 9131  Host discussions w/regional carriers to improve connections to AS.
                 Task 9B@   Provide appropriate economic/operational incentives                   co fint.-
           L
           F
                ION

                 Task


                                                                                         #VC0,








                  TOURISM ACTION PLAN                                                   ELEMENT 9 - Air Service




                                                 ACTIONS AND TASKS



                  ACTION 9A              Increase Essential Air Service (EAS) Levels

                  From our perspective here in American Samoa, the existing major air service from the United
                  States is less than adequate in terms of frequency, number of seats, luggage transfer, air cargo
                  capacity, and mail delivery.    The existing level of service was set by the Department of
                  Transportation in the Essential Air Services (EAS) Agreement. The service levels contained in
                  the agreement have remained     unchanged for the last ten years, while the population of the
                  territory has increased by 50%. We need to increase the current levels of service, and we need to
                  monitor performance to insure that those minimum levels are complied with.

                  The process to increase the service levels begins with an official petition to the Department of
                  Transportation asking for a formal review of the EAS agreement.              This has just been
                  accomplished. The next step is to develop supporting data and documentation to justify the
                  requested increase in service levels. That process is currently being undertaken by the ASG.
                  Hearing will be held to review the question, and if all goes well, FAAJDOT should execute a new
                  EAS agreement more favorable to our interests.

                          Target:        Nfinimum 1118 seats/3 flights per week, + adequate mail/cargo


                          Task 9AI:      Develop preliminary data, draft petition requesting formal review of
                                         current EAS agreement, and submit to FAA for consideration.
                          Who:           GOV, PORT, DPO, AG, PBDC,
                          When:          4/94
                          Cost:          In-house
                          Comment:       Done


                          Task 9A2:      Develop data supporting increases and complete DOT questionnaire
                          Who:           GOV, PORT, DPO, PBDC, others
                          When:          1/95
                          Cost:          in-house
                          Comment:       in-process

                          Task 9A3:      Participate in negotiations, hearings, etc. with DOT, airlines, etc.
                          Who:           GOV, PORT, DPO, PBDC, others
                          When:          1/95-3/95
                          Cost:          in-house
                          Comment:








                                                                 9-5








            ELEMENT 9 - Air Service                                                  TOURISM ACTION PLAN




                    Task 9A4:      Monitor compliance and enforcement of new levels if approved.
                    Who:           PORT, DPO, VB, airlines
                    When-          4/95 - continue
                    Cost:          in-house
                    Comment:



            ACTION 9B              Increase Re0onal Connections and Ffi2hts

            About all we can do to increase the number of regional air service connections and flights is to act
            as a facilitator in bringing the parties together to discuss the problems and potential solutions. We
            can also offer certain incentives to regional air carriers aimed at increasing tourism connections to
            American Samoa (see Element 3 - incentives). Even one additional major regional air carrier
            establishing connections to the territory would greatly increase the options for designing regional
            tour packages that would include American Samoa. Again, as we move to implement the
            measures contained in this Action Plan, regional air carriers will have more and more reason to
            establish the linkages that will support growth in our tourism industry. To coin a phrase,      if we
            build it, they will come."

                    Tar2et:        One additional major regional air carrier by 1/98 -1 more compatible
                                   scheduling between Polynesian Airlines and Samoa Air by 1/96.


                    Task 9B 1:     Host discussions and negotiate with regional air carriers to improve
                                   connections to AS
                    Who-           VB, GOV, PORT, DPO, others
                    When:          1/96-1/98
                    Cost:          $1 0,000/yr. (VB)
                    Comment:


                    Task 9132:     Provide appropriate economic/ operational incentives.
                    Who:           ASG, VB,
                    When:          1/96 - continue
                    Cost:
                    Comment:       Such incentives might include a reduction in landing fees, a reduction in
                                   government lease rates, tax incentives, or investment tax credits. (see
                                   Element 3- Development Incentives).











                                                            9-6








                                                        ELEMENT 10


                                                  Establish Regional Linkages



                  OVERVIEW


                  Establishing linkages with our neighbors in the region is one of the best ways to develop our
                  tourism image and maximize our resources. Since we are not a single tourist destination, our
                  future lies in being a participant in the regional tourism industry. In order to become a meaningful
                  participant, we must be active members in appropriate regional tourism organizations and
                  participate in their programs. By developing working relationships with our island neighbors, we
                  can better coordinate our marketing and promotional efforts, and maximize our funding through
                  cooperative arrangements for tourism training and education.

                  We are fortunate that there are so many opportunities for useful regional linkages. The growth of
                  tourism in the South Pacific region over the past two decades has seen the establishment of
                  several large tourism industry organizations, and many of our island neighbors now have several
                  years of successful tourism development under their belts. As active regional tourism partners,
                  we will be able to draw on the resources and experience of these islands and organizations,
                  thereby reducing our costs and our mistakes.

                  One of the greatest advantages of establishing regional linkages will be in the area of marketing
                  and promotion. In time, we should be able to leverage our funding for marketing and promotion
                  by "piggy-backing" on the existing programs of others in the region. We will certainly be able to
                  save money on our marketing studies and statistical analysis, since much of this work is currently
                  being done by others. Marketing and promotion are probably the most expensive part of tourism
                  development, and this Action Plan assumes that we will be able to reduce our costs in this regard
                  through cooperative working relationships with our island neighbors.

                  Another need that can be substantially filled through the establishment of regional linkages is the
                  need for tourism training and education. Whether it be hospitality training, specific vocational
                  training, or tourism management education, they can be provided through joint programs and
                  cooperative arrangements with our regional counterparts.


                                                               ACTIONS


                      * Actively Participate in Appropriate Regional Tourism Organizations
                      * Establish Regional Linkages for Marketing and Promotion
                      * Establish Regional Linkages for Tourism Training and Education.







            ELEMENT 10 - Regional Cooperation                                        TOURISM ACTION PLAN




                                                      SYNOPSIS


              GOALS ADDRESSED:


              General Goals:
                 Create jobs for local residents.
                 Increase local business opportunities.
                 Promote public/private sector partnerships.
                 Improve the public image of the Territory


              Immediate Goals:
                 Improve tourism-related infrastructure and support services.
                 Increase incentives for tourism-related business development.
                 Increase funding and financing for tourism development programs.
                 Improve marketing/promotional strategies.
                 Improve regional linkages and cooperative arrangements.

              PRIORITY OBJECTIVES ADDRESSED
              9-      Improve regional air service linkages.
              13-     Identify, develop, and support "core" of tourism-related facilities, services, and
                      products,
              14-     Improve information available to tourists.
              15-     Improve quality and reliability of products and services
              16-     Increase public awareness and support of tourism.
              18-     Provide technical assistance to local tourism businesses and entrepreneurs.
              19-     Increase funding levels for tourism development.
              21-     Identify appropriate tourism markets for American Samoa.
              22-     Develop targeted marketing/promotional plan.
              23-     Actively participate in regional tourism organizations.
              24-     Include American Samoa in regional tour packages.
              25-     Establish regional linkages with neighbor islands for marketing and training.
              27-     Improve statistical information gathering and analysis to monitor development efforts.


              FUNDING SOURCES
              Available:
              . Office of Tourism (Operations Budget FY95)
              Likely:
              . ASG (Comparable to Office of Tourism current level).
              Possible:
                      VB -(Revenue package)

              Yearly Fundine:                    FY95         FY96         FY97         FY98         FY99
                                                        0- 50,000            80,000      100,000      100,000



                                                            10-2












         0
         0
                                                             GENERAL IMPLEMENTATION SCHEDULE
         U                                                                 Tourism Action Plan
         0        No Element                                    FY1 995       FYI 996       FY1 997        FYI

                      1 Visitors Bureau
                      2 Sell the Rainmaker Hotel
                      3 Development Incentives                             1,11,         1, MINE
                      4 Funding and Financing
                      5 Facilities Development                                           "Ne I WIN
                                                                                                . ... .. 20
                                                                                                 ONE
                                                                            KIM
                      6 Marketing and Promotion
                      7 Environmental Cleanup
                      8 Information and Public Awareness                            NUNN
                      9 Air Service
                    10 Regional Linkages
                    11 Data Collection and Analysis         WIN,=








         OZ
         P
         U





         0










                                                                                IMPLEMENTATION SCHEDULE - Actions and Tasks

                                                                                                     Fiscal Year 941        1995                              1997             19
                                                                                                                       QUARTERS                     S QUARTERS QUAR
                                                                     ELEMENT110                                     4 11 21 311                       4 1 2 3 4 1 2


                     ACTION      iOA_ Participate In Appropriate Regional Tourism Organizations
                          Task 1 0A1    Determine relative costs/benefits of regional tourism organizations
                          Task 10A2- Join appropriate organizations and attend ma'orfunctions

                     ACTION      100 Establish Regional Linkages for Marketing and Promotion
                          Task I OB11 jEst. cooperative marketing/prom. arrangements w/ regional TO
                          Task 10132    Facilitate joint promo. efforts among regional tourism businesses


                     ACTION      10C Establish Realonal Linkages for Tourism Training/Education
                          Task h OC1    Est. req. link for professional, vocational, hospitality trainingled.                                       cortinue.-.--
                          Task 1 OC@    Est. reg. links to assist in the dev. of pub. educ./awareness proa.                                         cor tinu e--
                          Task 1 OC3    Est. reg.1 links to provide business management tech. assist.                          044-
                                                                                                                          con
                                                                                                                                      T- 1-996
                                                                                                                                       1 QUARTE



                                                                                                         s
                                                                                                       odns
                      @
                          ION

                          Ta k

                          Task







                    TOURISM ACTION PLAN                                                ELEMENT 10 - Regional Cooperation




                                                     ACTIONS AND TASKS



                    ACTION 10A               Actively Participate in Aivrovdate Regional Tourism
                                             Orzanizations

                    Our neighbors in the region have established several tourism industry organizations in order to
                    promote the region as a world-wide tourist destination, and to combine resources to increase
                    effectiveness and lower costs. We need to take advantage of these resources by establishing
                    active memberships with the most appropriate organizations.

                    One of the first organizations we should consider joining (or re-joining) is the Tourism Council of
                    the South Pacific (TCSP), of which we were a founding member. We have been inactive for the
                    past few years because we have not been able to pay the membership dues. The TCSP provides
                    coordinated marketing and promotional assistance and a wide range of tourism related technical
                    assistance.   Other organizations that we should consider include the Pacific Asia Travel
                    Association (PATA), and the World Tourism Organization (WTO), who provide tourism data and
                    analysis, research, product and human resources development, training, and coordination of
                    regional-wide tourism programs of various kinds.

                            T a r gLt..:     Join TCSP, and at least one additional organization by 2/96


                            Task I0Al:       Determine relative costsibenefits of reizional tourism organizations.
                            Who:             VB, DPO, GOV, others
                            When:            2/95
                            Cost:            In-house
                            Comment:


                            Task l0A2:       Join appropriate organizations and attend major functions
                            Who:             VB, GOV
                            When:            1/96-3/96
                            Cost:            $50,000 1 st/year, additional with more memberships
                            Comment:



                    ACTION 10B               Establish Regional Linknes for Marketim! and Promotion

                    In additional to the     marketing and promotional support that will be available through our
                    memberships in toufism industry organizations, we can establish direct relationships with our
                    neighbors in the region to reinforce our individual marketing efforts. At least some of our
                    neighbors have already indicated to us that they would welcome such arrangements, with the
                    proviso that we get our tourism act together. In other words, nobody is going to want to
                    associate their tourism programs or their public image with ours as long as we put such a low



                                                                      10-5







           ELEMENT 10 - Regional Cooperation                                     TOURISM ACTION PLAN



           priority on tourism development and offer so little to the regional traveler. In short, we will have
           to earn the respect of our neighbors through our actions, not our words.

                   Tareet:        Establish VB arrangements with at least Cook Islands, Western Samoa,
                                  and Hawaii by 1/97.


                   Task I OB L    Establish cooperative marketin"romotional arrangements with regional
                                  tourism organizations
                   Who:           VB, GOV
                   When:          1/96-4/96
                   Cost:          in-house
                   Comment:       (See Element 6 - Marketing and Promotion)

                   Task 10112:    Facilitate-joint promotional efforts among regional tourism businesses.
                   Who:           VB, CC, PPVA, PBC, PBDC, others
                   When:          1/96 - continue
                   Cost:          in-house
                   Comment:



           ACTION 10C             Establish Redonal Linknes for Tourism Trainina and
                                  Educafion.


           Once we make the commitment to action and move forward with the tourism development
           program, many opportunities will be available to link with governments, businesses, and schools
           to provide tourism related training and education, This could include a wide variety of options,
           from hospitality basics, to hotel operations, to tourism business management. In that regard, the
           recent effort to link with Outrigger Hotels of Hawaii to provide hotel operations training is a step
           in the right direction. Once established, the Visitor's Bureau should act as a facilitator to expand
           the number and variety of tourism training and education opportunities.

                   Tareet:        Establish links with at least Cook Islands, Western Samoa, and Hawaii by
                                  1/97. Establish at least major business link to proved visitor
                                  accommodations training by 1/96.


                   Task 10CL      Establish regional linkages for professional, vocational, and hospitality
                                  training and education
                   Who:           VB, ASCC, DOE, PBC, UH, PBDC, others
                   When:          1/96 - 3/96 - continue
                   Cost:          in-house
                   Comment:       linked to Element 3 - Development Incentives





                                                         10-6































                                                                                 4A
                              tA













































                                                                                                   Rp







                  TOURISM ACTION PLAN                                         ELEMENT 10 - Regional Cooperation



                         Task I OC2:    Establish regional linkages to assist in the development of public education
                                        and awareness prop-rains
                         Who:           VB, ASCC, DOE
                         When:          3/96 - continue
                         Cost:          in-house
                         Comment:


                         Task IOC3:     Establish regional linkages to provide tourism business management
                                        technical assistance.
                         Who:           VB, DPO, ASCC, others
                         When:          1/95 - continue
                         Cost:          in-house
                         Comment:       on-going









































                                                               10-7









                                                        ELEMENT11


                         Implement New System for Tourism Data Collection and Analysis



                   OVERVIEW


                   The collection and analysis of tourism statistical data is necessary in order to determine what kind
                   of visitors are coming to American Samoa, and how they spend their time and their money.
                   Analysis of this information, and that gathered by others in the region, can provide us with
                   valuable insights which can be used in fashioning a targeted marketing program, or adjusting it as
                   time goes on. Tourism data analysis can also be used to monitor progress in the implementation
                   of the Action Plan, and to evaluate the relative costs and benefits of different tourism
                   development strategies.

                   Some tourism data is currently being collected, but it is extremely limited, and there is almost no
                   analysis done at all. Entry data is collected, but it is incomplete and sometimes confusing. The,
                   reliability of the data is often questionable because the handling, compiling, and transfer of this
                   information is still done manually, and there are few if any controls on the system.

                   We need to develop standard definitions for various classifications of travelers,   and we need to
                   determine what kinds of information will be most useful to us in terms of market       'analysis and
                   performance monitoring. We need to revise our entry information forms acc          -ordingly, and we
                   need to replace the archaic manual system with a computerized system for collection, storage,
                   distribution, and manipulation of the data. We also need to begin conducting.        exit surveys to
                   monitor visitor satisfaction and expenditures.

                   We need not spend vast sums of money to put a system in place that will meet our needs. The
                   basic collection system and computer linkages can be accomplished at moderate cost, as can
                   periodic surveys and analysis. The Visitor's Bureau will have the advantage of being able to draw
                   on the experience of others in the region, and through cooperative arrangements with appropriate
                   government agencies, the cost of maintaining up-to-date and reliable tourism statistics can be kept
                   to a minimum.


                                                                ACTIONS


                   * Establish General Standards
                   * Develop General tourism Statistical Database
                   * Collect Visitor Arrival Data
                   * Conduct Visitor Expenditure and Satisfactions Exit Surveys
                   * Network with Regional Counterparts to Share Tourism Data







           ELEMENT I I - Data Collection and Analysis                         TOURISM ACTION PLAN



                                                 SYNOPSIS


            GOALS ADDRESSED:


            General Goals:
            . Promote public/private sector partnerships.

            Immediate Goals:
            ï¿½ Improve quality and reliability of infrastructure systems and support services.
            ï¿½ Improve marketing/promotional strategies.
            ï¿½ Improve regional linkages and cooperative arrangements.
            ï¿½ Provide for effective implementation and monitoring of the Plan.



            PRIORITY OBJECTIVES ADDRESSED


            13-    Identify, develop, and support "core" of tourism-related facilities, services, and
                   products.
            14-    Improve information available to tourists.
            18-    Provide technical assistance to local tourism businesses and entrepreneurs.
            21-    Identify appropriate tourism markets for American Samoa.
            22-    Develop targeted marketing/promotional plan.
            25-    Establish regional linkages with neighbor islands for marketing and training.
            26-    Create capacity for Tourism Plan implementation, and implement the 5 -year Plan.
            27-    Improve statistical information gathering and analysis to monitor development efforts.



            FUNDING SOURCES


            Available:
            ï¿½ ASG (portion of EDPO local appropriation)
            ï¿½ Community Services Block Grant (EDPO)
            ï¿½ Community Development Block Grant (EDPO)
            ï¿½ Industrial Park Enterprise Fund
            Likely:
            ï¿½ Community Services Block Grant (EDPO) - (future)
            ï¿½ Community Development Block Grant (EDPO) - (future)
            ï¿½ DOI (OTIA) ??
            Possible:
            ï¿½ Econon-fic Development Administration (EDPO) - (future)
            ï¿½ Visitor's Bureau (revenue package)
            Yearly Fundinz                  FY95        FY96        FY97        FY98        FY99
                                              50,000      45,000       5,000      45)000       5,000



                                                      11-2














          CA

                                                                      GENERAL IMPLEMENTATION SCHEDULE
                                                                                      Tourism Action Plan

                      No Element                                      -FY1995             FYI 996         FY1 997         FY

          0
                         1 Visitors Bureau
                         2 Sell the R
                                     ainmaker Hotel
                         3  Development Incentives
                         4  Funding and Financing
                                                                                              V, eldr
                         5  Facilities Development
                         6  Marketing and Promotion
                                                                                                       11,
                         7  Environmental Cleanup
                                                                                              g,        U,
                                                                           RE

                                                                             IR
                                                                              ire
                         8  Information and Public Awareness
                         9  Air Service
                                                                                             55 'i ;, @ @,
                                                                            rn,
                                                                                             41-
                            Regional Linkages                                                                @N
                            Data Collection and A-n-alysis











         U












     IIIIIIIIIIIN










                                                                                   IMPLEMENTATION SCHEDULE - Actions and Tasks

                                                                                                        Fiscal Year 941         1995              1996            -1997        - --  199
                                                                                                                            QUARTERS QUARTERS QUARTERS QUART
                                                                        ELEMENT11                                     -74    17 21 31 4 1 2 31 4 1 2 3 4 1 2


                    ACTION        11A     Establish General Standards
                           Task I IAI     Establish definitions and statistical stds. to be used in analysis
                           Task 11 A2     Develop criteria and targets for monitoring system                                                                                        1-7


                    ACTION        11B     Develop Computerized General Tourism Statistical Database
                           Task 11131     Desian Database

                           Task 11 B2     Maintain Database                                                                                          cortint      ................ .........



                    ACTION        11C     Collect Visitor Arrival Data

                           Task I I C11   Revise Immigration Entry Form
                           Task   11C2    Adopt New Immigration Entry Form
                           Task   11C3    Print and Distribute New Immigration Entry Forms
                           Task 11 C4     Set up computer links and provide system training
                           Task 11 C5     Frocess Immigration data                                                                  cortlnde--@  --- - -----


                    ACTION        110     Conduct Visitor Expenditure and Satisfaction Exit Survey
                           Task 11 D1     Desiqn survey instrument
                           Task I I D2    Conduct bi-annual surveys
                           Task 11 D3     Process and analyze results of surveys


                   ACTION         11E     Monitor Regional Tourism Statistics/Share Statistical Info.
                           Task 11 El     Collect and Review Regional Statistics                                               cor tintle - ---------- ------
                           Task11 1 d     lEstablish links with regional and global tourism information sources                cor tin e - - ----- ---             -------
                                                                                                                                            @Cor         Itin







                   TOURISM ACTION PLAN                                      ELEMENT I I - Data Collection and Analysis



                                                   ACTIONS AND TASKS



                   ACTION 11A              Establish General Standards

                   in order to have real confidence in tourism statistical data, or to make comparisons with other
                   countries, standard definitions must be utilized. Part of the improvement of our collection and
                   analysis of tourism statistics will involve an assessment of current definitions to insure that they
                   are compatible with regional and worldwide counterparts, an   d to revise them if appropriate.

                   We also need to clarify what kind of information we want to gather, and what we want to use it
                   for. As in many of our tasks, much of the work has already been done by others: - In -the case of
                   statistical collection and analysis, many of the standards, instruments, and analytical tools are
                   already well established and readily available. We believe that the basics of a tourism data system
                   can be implemented by the Research and Statistics Division of EDPO.

                           Tar2et:         Complete before establishment of VB


                           Task I IAL      Establish definitions and statistical standards to be utilized in analysis
                           Who:            DPO, VB
                           When:           by 2/95
                           Cost:           In-house
                           Comment:


                           Task I I A2:    Determine anglAical needs and minimum data requirements
                           Who:            DPO, VB
                           When:           3/95
                           Cost:           in-house
                           Comment:



                   ACTION 11B              Develov Computerized General Tourism Statistical
                                           Database


                   The current system for collection, distribution, manipulation, and storage of tourism data is a
                   manual one, which makes it highly prone to error and difficult to rely on. One of the first things
                   the Visitor's Bureau should do after it is established is work with DPO, Immigration, and others
                   to design a computerized data base for all tourism-related statistical information. The creation of
                   this data base will make it possible to manipulate the data in a variety of ways and use the data to
                   make projections and assess the relative benefits and costs of our marketing and development
                   strategies.





                                                                   11-5







            ELEMENT I I - Data Collection and Analysis                               TOURISM ACTION PLAN



            The database should be PC/Windows based, and not require highly technical programming skills
            to operate. It should be jointly administered and maintained by the EDPO Research and Statistics
            Division and the Visitor's Bureau.


                    Tareet:        Create database by 2/96


                    Task I IBI:    Design Database
                    Who:           DPO, VB, AG, others
                    When:          1/96
                    Cost:          in-house
                    Comment:


                    Task 11131:    Maintain Database
                    Who:           DPO, VB, others
                    When:          2/96 - continue
                    Cost:          In-house
                    Comment:



            ACTION I IC            Collect Visitor Arrival Data


            Visitor arrival data is collected by means of the Immigration Entry Form. The existing form is
            confusing, and out-of-date, and should be immediately replaced. In this regard, EDPO and this
            Task Force have designed a new Immigration Entry Form which has been subn-@itted to the
            Attorney General's Office for review and adoption. Once adopted, new forms should be printed
            and in use as soon as possible.

            At the same time the new form goes into use, a new computerized data handling system should go
            into effect. This system can be a moderately priced, PC/Windows based system that links the
            major data collecting and handling agencies with the tourism data base and the Visitor's Bureau.
            it is likely that data entry and system training can be provided at minimal cost through the use of
            in-house personnel. Most of the analysis of the data collected would be accomplished by the
            Visitor's Bureau and the Research and Statistics Division of EDPO.


                    Target:        New system in place by 2/96


                    Taskl I C L    Revise Immigration EntU Fo
                    Who:           DPO, TTF, AG,
                    When:          1/95
                    Cost:          in-house
                    Comment:





                                                           11-6







                   TOURISM ACTION PLAN                                       ELEMENT I I - Data Collection and Analysis



                           Task I I C2:    Adopt New Immigration Entry Fo
                           Who:            GOV, AG
                           When:           1/95
                           Cost:           in-house
                           Comment:


                           Task I IC3:     Print and Distribute New Immigration Entry Forms
                           Who:            AG, AS
                           When:           2/95
                           Cost:           $28,000 (ASG - AG immigration)
                           Comment:


                           Task I I C4:    Set up computer links and provide Ustem training
                           Who:            AG, DPO, VB
                           When:           2/95
                           Cost:           $22,000 (ASG - AG/DPO)
                           Comment:


                           Task I I C5:    Process Immigration Dat
                           Who:            AG, DPO, VB
                           When:           2/95 - continue
                           Cost:           in-house, VB
                           Comment:



                   ACTION 11D              Conduct Visitor Expenditure and Safisfacfion Exit Surveys

                   While we do collect some visitor entry data, we collect practically no exit data. Because of this,
                   we cannot monitor visitor satisfaction levels, and we can only guess about visitor expenditures.
                   Appropriate surveys must be designed and conducted on a periodic basis. Here again, we should
                   be able to build on work already being done by others in the region. In order to detect progress,
                   or lack of progress in our tourism development plans, we recommend conducting surveys every
                   two years through the planning period. The surveys should be designed and conducted by the
                   Visitor's Bureau in consultation with the Research and Statistics Division of EDPO, and
                   appropriate professional contractors.

                           Target:         Begin conducting bi-annual surveys 2/96


                           Task I IDI:     Desian SunLey Instrument
                           Who:            VB,DPO,TCSP
                           When:           1/96
                           Cost:           in-house, VB
                           Comment:        Use of existing instruments in the region may be possible to reduce costs.




                                                                    11-7







            ELEMENT I I - Data Collection and Analysis                                 TOURISM ACTION PLAN




                    Task 11133:     Conduct bi-annual survgys
                    Who:            VB, DPO
                    When:           2/96- 2/98 - 2/00
                    Cost:           $20,000 (VB)
                    Comment:        Includes printing of questionnaires, etc.

                    Task I 1134:    Process and analyze results of surveys
                    Who-            VB, DPO
                    When:           3/96 - 3/98 - 3/00
                    Cost:           $20,000 (VB)
                    Comment:



            ACTION 11E              Monitor Re6onal Tourism Statistics and Share Statistical
                                    Information


            We will need to monitor the tourism statistics of the region, and even the world, in order to gauge
            the dynamics of the industry and forecast regional short and long term trends. Part of this work
            will involve establishing links with our statistical counterparts in the region to share d      'ata and
            results of analysis.    Such linkages could be established through the Visitor's Bureau, or
            appropriate government agencies like EDPO.

                    Target:         Expand data sources and improve data storage and organization by 1/96


                    Task I IEL      Collect and Review Regional Statistics
                    Who:            VB, DPO
                    When:           1/95 - continue
                    Cost:           $3,000 (VB)
                    Comment:


                    Task I I E2:    Establish links with regional and global tourism information sources
                    Who:            VB, DPO
                    When:           1/95 - continue
                    Cost:           $2,000 (VB)
                    Comment:
















                                                             11-8









                                                       ELEMENT 12




                           Estimates of Expenditures and Basic Budget for Visitors Bureau




                  OVERVIEW


                  In order to determine how much funding would be required to implement the 5-Year Plan, it was
                  necessary to make estimates of the individual expenditures associated with specific actions and
                  tasks identified in the Elements I - 11. In making estimates of the costs involved, we used a
                  variety of information, some of it more reliable than others. In some cases we looked at actual
                  expenditures for similar activities currently being conducted by our neighbors in the region. In
                  other cases, we consulted with appropriate technical experts, or made projections based on
                  available statistics, or used our best judgment and offered a guess. We have not attempted to
                  provide precise costs, since they are hard to come by, and since "ballpark" estimates are sufficient
                  for basic planning purposes. In all cases we have attempted to use the best information available,
                  and figures in which we have a reasonable level of confidence. Murphy's Law, however, probably
                  dictates that we have underestimated some of the costs involved.

                  The estimated expenditures on Pages 2 - 4 are presented by Element of the Action Plan and cover
                  the time period FY-95 through FY-99. These expenditures are also identified by general category
                  such as Visitors Bureau, ASG, Grants, Users Fees, and Private Investment. The table and chart
                  on Pages 5 and 6 summarize these expenditures over time.

                  Obviously, grants play an enormous role in providing for tourism development. These amounts
                  are so high because they include funding for major capital improvement projects such as airport
                  and harbor improvements, and the National Park.            These funds also help capitalize the
                  recommended revolving loan fund.

                  Private investment also plays a large role in the development picture, and includes such major
                  investments as the purchase and improvement of the Rainmaker, and the development of a yacht
                  marina and support facilities. It should be noted that the bulk of the expenditures should occur
                  within the first 2-3 years of the Plan. The users fee for solid waste management system
                  improvement, the Visitors Bureau funding, and additional ASG contributions provide moderate
                  but sustained support throughout the planning period.









                                     FUNDIWG -SOURCES
                        vb      Visitoes gureau (revenue package)                                                                                 TOURISM ACTION PLAN
                        asg.    American Samoa Gov't                                                                                     Estimated Expenditures FY 96 through FY 99
                        gr-     Grants                                                                                                                      in Thousands of Dollars
                        pry -   Private Investment
                        fee -   Users Fee jutIM chargall
                                                                                                   95                                 FY 96                                FY 97                                  FY 98                                       99                     TOTAL
                             TASK$ with Identified Expenditures                    1        2         3         4         1         2       3         4          1   1 2           3        4          1        2         3        4          1        2        3         4

                                ELENENT I (Visitor's Bureau)                                                                                                                   -
                        B1 Hire Tourism Director                                                                            60 vb                                 60 vb                                  60 vb,                                     vb                                         240
                        iB2 Hire Key Staff                                                                                160 vb                                 160 vb                            -160 vb,                                         vb                                         640
                        iB3 Provide for Gen. Admin/Activities                                                             100 vb                                 100 vb                                100 vb                                       vb                                         400
                        IB4 Career Service Severance                                                                        50 vb                                                                                                                                                              50
                                                                                                                                                                                                                                                                                          1330

                                ELEMENT 2 (Sell RaInmake!)
                        2A2 Advertise RFP                                                      10 asg                                                                                                                                                                                     -1-01
                                                                                                                                                                                                                                                                                               10

                             ELEMENT 3 (Development IncentIvesL_
                        3B3  Issue Certifications (production)                                                                          5vb                                  5 vb                                   5 Vb                                  5 vb                                 20
                        3F5  Tech Asst. Workshops/Trainina                                                                  12 vb --                              12 vb --                               12 vb -                               12 vb -                                         48
                        3G4  Construct Business Incubator                                            1,200  grtasg                                                                                                                                                                        1.200
           tj                                                                                                                                                                                                                                                                             1,2681

                             ELEMENT 4 (Funding and Finance)
                        4B2  Establish Revolyim@@                                          1.000-or/aso                                                                                                                                                                                   1,000
                        41313 Advertise Loan P[29TM                                             3 asg                                                                                                                                                                                          3
                                                                                                                                                                                                                                                                                          1003

                             ELEMENT 5 (Facilities Development)                                     ----                                                                                                                                                                                       -
                        5A1 Hotel Accommodations                                                                        2,500    pry                          2,500 prv                                                                                                                   5,0001
                        5A2  Alternate Toudsm Accommodations                                  ---                         100 PrV                             -- 1 Do I prv               F-10.        100   9)rv                             100 Prv                                          400
                        583  Design and Develop National Park Fac.-                          400 gr                     2,000 gr                               2:0001gr                        b.            ---                                                                          4,400
                                                                                                                                                                                                                                      go                                    No
                        5C3  Private Parks Development                                                                    100 gr                                 100 lar                               100   qr                               100 ar         -                                 400
                        5D3  Public Parks Development                                                                     100 gr                                 1100@gr                               100   gr                               100 gr                                           400
                        5E2  Advertise Yacht Facilities RFP                                             10 asg                                                                                                                                                                                 10
                        5E4  Construct Yacht Facilities                        ----                                     2,000 prv                                                                                                                                                         2,000
                        5F4  Museum Rehab                                                                                 250 gr                                                                                                                                                               250
                        5G1  Airport (immediate repairs)                            100 aso                       10                                                                                                                                                                           100
                                                                                                                        4.000 gr                                                                                                                                                          4,000
                        5G2  Airport Terminal                                                                                                                                                                                                                                             5000              0
                        5G3  Runway Extension                                                                                       5000 ar                                                                                                                                                                 @4
                        15G4 M     ' A                                         -1,120 -gr--                                                                                                                                                                                               1,120             00
                                anu a irports                                                                                                                                                                                                                                                               r,
                        5H1  Inter-Island Ferry Rehab.                         ----                                                                                                              -1                                                                                       1,000
                                                                                                                                                                                                                                                60

                                                                                                                                                                                                                                              iso

                                                                                                                                                                                                                                              100



                                                                                                                                                                                                   P
                                                                                                                                                                                                          00



                                                                                                                                                                                                       100
                                                                                                                                                                                                       100                                [1000

                                                                                                                                                                                                                                                                                               000
                                                                                                                                                                                                                                                                                               ,]120
                                                                                                                                                                                                                                                                                               000
















                                  FUNDING SOURCES
                     vb - Visitor's Bureau (revenue package)                                                                          TOURISM ACTION PLAN
                     esq - American Samoa Gov't                                                                              Estimated Expenditures FY 95 through FY 99
                     gr-     Grants                                                                                                            in Thousands of Dollars
                     piv -   Private Investment
                     be -    Users Fee futility charae)
                                                                                           95                             FY 96                                 97                              FY 99
                           TASKS with Identified Exoenditures               1    1 2         3        4         1        2      3_ 4              1    1 2          3       4        11   1 2                   4       11
                     ;H2 Manu'a Harbors                                      ?? or                      to
                     ï¿½11 Visitor's Bureau Facilities                                                              35 vb                             35 vb                              35 vb                     Do       35 V
                     512 Visitor Assistance Centers                                                             150 vb             No


                           ELEMENT 6 (Marketing and Promotion)                                                      -
                     6A2   Marketing Survey                                                                               40 vb--*-
                     61311 Advertise RFP                                                                          10 vb

                     6132  Review and Award Contract
                     6133  Prepare Marketing/Promotional Plan                                                                       0- vb
                     6C1   Attend Trade Shows and Fairs                                                                                                               -30 vb                            30 vb
                     6C2   Host Travel Wholesalers and Agents                                                                                                         40 vb                             40 vb
                     6C3   Advertise in Travel Media                                                                                                                  100 vb                           100 vb
                     604   Establish Off-island Representation                                                                                                                        100 vb                     go
                     6D1   Materials for Trade Fairs, Off-island Reo.                                                                               50 vb                              50 vb
                     602   Materials for WS and Agent Manuals                                                                                       50 vb
                                                                                                                                                                                       50 vb

                     6E1   Establish Coop. Arrangements w/ Cl                                                     10 vb
                     6E2   Establish Coop. Arrannements w/ WS                                                     10 Vb
                     6E3   Establish Coop. Arrangements w/ H 1                                                    10 vb                    go


                           ELEMENT 7 (Environmental Clean-up)
                     7A3 High ProfilerTraffic, Area Cleanup                                                     -100 asg                           100  asg                           1100 asg                           100 a
                                                                                                50 asg      -                      501aso                             50 asq                    10      50 aso      I
                     X3    Dog Eradication Program
                     7D3   Reduce Cannery Odor                                               1,500  prv
                                                                                                              2.QW fee                           2,000 fee       -                  2 ON fee                          2,000
                     7E3   Expand Solid Waste System                                                                                                   ---
                     7F2   Support for Env. Awareness Programs                                                            50 vb                     10       50 vb                              50 vb


                       ELEMENTS (Tourism Information and PA)
                     aA4 PrWde Staffing and Training for VAC's                                                    75 vb                             75 vb                              75 vb                              75  v
                     8133 Establish Tourist Hotlines (advertise)                                                  10 vb                              5 vb                               5 vb                               5 v
                     8D2 Design Tourism Information Materials-                                                    15 vb
                     8D3 Produce Tourism Information Mat.                                                                          50 vb                     10       50 vb                             50 vb        -
                     8E3 Implement Tourism Awareness Program                                                              30 vb                              30 vb -                            30 vb                    10
                                                                                                                  35

                                                                                                                  0
                                                                        r                                   F15


                                                                                                                                                                                 @20W
                                                                                                                                      1@@30                              @vb-











                                 FUNDING SOURCES
                   vb - VIsItoes Bureau (revenue package)                                                                                    TOURISM ACTION PLAN
                   asg - American Samoa Govt                                                                                        Estimated Expenditures FY 96 through FY 99
                   gr-     Granft                                                                                                                      in Thousands of Dollars
                   Prv     Private Investment
                                                 charael

                                                                                          FY 95                                 FY 96                                 FY 97                                 FY 98
                       TASKS with Identified EXDenditures                     1        2          3       4         1         2        3        4         1
                                                                                                                                                                   2         3         4        1        2         3         4        1
                    ELEMENT 9 (increase Air Service Levels)                                                                                                                -
                   9131 Host Discussion w/Regional Air Carriers                                                       10 vb                                 110 vb


                   ELEMENT 10 j            blish Regional Linkages)
                   1OA2 Membership/Attend Rea. Organizations                                                          50 vb                                 80 vb                                100   vb                              100 lvb


                       ELEMENT 11 (Tourism Data System)
                   11 B1 Desion Database                                                                                3 vb
                   i I B2 Maintain Database                                                                             3 vb                                  3 vb                                 3 vb                       10         3 vb
                   I I C3 Produce New Immigration Form                              I      281asa
                   1 1C5 Set Up Computer Links and Train                                  22 asg
                   11D2 Conduct Bi-annual Satisfaction/Exp. Sun Ue                                                              20 vb                                                                       20 vb
                   I I D3 Analyze Survey Results                                                                                         20 vb                                                                       20 vb
                   111 El Monitor Regional Tourism Statistics                           --                              31Vb                       101        3,Vb --                   No         3 lvb    - -               No         3 vb
                   11 E2 Establish Links w/ Reg. Stats. Counterpart                                                     2 lvb                      101        2 jvb                     10         2 vb     - -                          2 vb
                                                                             11.220   1 463                             8                            01  7,5451       85                      3,155 ----1051 .2-901           @0
                             TOTAL FY EXPENDITURES W000)                                                                                       20,2381          1                                                          3.5501
                                                                                                                                                                                70        0













                                                                         FISCAL YEAR EXPENDITURES BY TYPE

                                                                                                (x 1000)

                           EXPENDITURES                                                  YEAR

                                                               FY95         FY96          FY97         FY98         FY99        TOTAL

               Visitors Bureau (TO/Revenue Package)                  350          988          950       1,100          1,060       4,448 admin,

               ASG (in addition to current TO exp.)                  923          150          150          150           150       1,523 RLF, clea

               Grants (EDA, DOI, HUD, HHS, others)                 3,020       12,450       2,200           200           200       18,070 RLF, NP,

               Private Investment                                  1,500        4,600       2,600           100           100       8,900  hotel, alt.

               Users Fees (solid waste fee - utility ch.)              0        2,000       2,000        2,000          2,000       8,000  solid was



                                                  TOTAL            5,793       20,188       7,900        3,550          3,510     40,000














                               13

                                                                                                                                                                                                        TOURISM ACTION PLAN
                               12                                                                                                                                                                        Fiscal Year Expenditures by Type




                                10                                                                                                                                                                          Visitors Bureau (TO/Revenue Package)

                                                                                                                                                                                                            ASG (in addition to current TO exp.)

                                                                                                                                                                                                      .... Grants (EDA, DOI, HUD, HHS, others)

                                                                                                                                                                                                            Private Investment

                                                                                                                                                                                                            Users Fees (solid waste fee - utility ch.)


                         U)       7
                         z



                         z        6
                                                                    FPrl@-t- @Irlv-st-ellt


                                  4

                                                                                                              [Viiissikors @Bureau
                                                                                                           - - - - - - - - - -                                                               - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
                                  2                                                                      - - - - - - - - - - - - - - - - - - - - - - -





                                  0                                                                                                                                                                                                           ....... ....... .......  ....... -- ------------
                                           FY95                                                          FY96                                                          FY97                                                          FY98
                      L                                                                                                                                           FISCAL YEAR
























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                                                 AMERIKA SAMOA VISITORS BUREAU
                                            Estimated Basic Budget for FY-96 through FY-99
                                                             (in thousands of $)


                                                        FY96          FY97          FY98          FY99



            Personnel                                       270           320           320           3@

            General Admin. and Misc. Activities             162           112            99           ic
            Visitor Assistance Centers                      225             75           75             7
            Marketing and Promotion                         125           270           370           37
            Regional Linkages/ Organizations                  50            80          100           1 C
            Information/Public Awareness                    105             85           85             E
            Data Collection and Analysis                      51              8          51

                                          TOTAL             988,          950,         11001          106



























































                                                                                         I
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                      PART 4 - APPENDICES                                                    Mpendix - Inventory of Accommodations


                                                                     APPENDIX A


                                                 INVENTORY OF ACCOMMODATIONS




                                 Accommodations                      Address               Number of                 Rate
                            Tutuila Accommodations                                           Rooms
                            Hotels:
                            1. Rainmaker Hotel               P.O. Box 996                       137          Single/Twin: $60-85/
                                                             Pago Pago, AS 96799                             night
                                                                                                             Fale: $80-150/night
                            Motels:
                            1. Apiolefaga Inn                P.O. Box 336                        27          Single: $40/night
                                                             Pago Pago, AS 96799                             Double: $50/night
                                                                                                             Triple: $65/night


                            2. Motu 0 Fiafiaga               P.O. Box 1554                       12          Single: $50/night
                                                             Pago Pago, AS 96799                             Double: $60/night


                            3. Herb & Sia's                  P.O. Box 430                        10          Single: $40/night with
                                                             Pago Pago, AS 96799                               private bathroom
                                                                                                             Single: $351night with
                                                                                                                shared bathroom
                                                                                                             Double: $45/night with
                                                                                                                private bathroom
                                                                                                             Double: $40/night with
                                                                                                                shared bathroom
                            Bed & Breakfast
                            1. Barry's Bed & Breakfast       P.O. Box 5572                                   Single: $35/night
                                                             Pago Pago, AS 96799                             Double: $40/night
                                                                                                             Additional person:
                            Manu'a Accommodations                                                               $10/night
                            Motels
                            1. Ta'u Motel                    Ta'u , Manu'a                        9          Single: $30/night
                                                             Pago Pago, AS 96799                             Double: $40/night


                            2. Do i & 11aisa                 P.O. Box 932                         6          Single: $20/night
                                                             Pago Pago, AS 96799                             Double: $35/night


                            3. Va )to Lodge                  c/- Vili Malae                       10         Single: $35/night
                                                             Ofu, W nu'a , AS 96799                          Double: $40/night


                            4. Fiti ita Lodge                P.O. Box 1858                        8          Single: $25/night
                                                             Pago Pago, AS 96799                             Double: $30/night


                                                                               A- I









                        PART 4 - APPENDICES                                                           Appendix B - Inventory of Attractions


                                                                       APPENDIX B


                                                        INVENTORY OF ATTRACTIONS





                                                                 NATURAL ATTRACTIONS



                                      Beaches                                                    Descripfion
                        Auasi Harbor                             Beach resort, swim ming/diving, scenic appeal, picnic facilities and
                                                                 shop ing area nearby

                        Amouli/Aganoa                            Picnic facilities, photo appeal, swimming and restroom facilities

                        Onesosopo                                Picnic facilities, swimming and restroom facilities

                        Utulei                                   Picnic facilities, public swimming and restroom facilities

                        Fatumafuti                               Picnic facilities and swimming

                        East Utumea & West Utumea                Picnic facilities and swimming
                        Amanave         Parks                    Picnic facilities and swimming
                        National Park of American                The park is in three units of widely separated islands, altogether
                        Samoa                                    comprising nearly 9,000 acres, a thousand of which are offshore waters
                                                                 out to the outer edge of coral reefs. The park has some of the most
                                                                 scenic island shoreline on earth; long, white sand beaches, and sea
                                                                 cliffs, sheltered covers, and islets covered with lush green vegetation
                                                                 extending all e way to the ocean's edge.
                                                                 The park is also comprised primarily of a largely undisturbed and
                                                                 uninhabited native climax rainforest. The rainforest provides habitat
                                                                 for at least 35 bird species, most of which are native resident breeders
                                                                 and two species of native flying foxes. These large, soaring fruit bats
                                                                 are important pollinators of rainforest plants, another special feature of
                                                                 the National Park.


                        Tafuna Park/Lion's Park                  Located on the western shoreline of the Pala Lagoon in Central Tutuila
                                                                 this park contains a children's playground, tennis and basketball courts
                                                                 With picnic facilities available. The site is covered with Le'ile'i trees and
                                                                 a mangrove forest on the inner lagoon. Lions' park is an unique
                                                                 wetland 'with access to the ocean.

                        Lava Lava Golf Course                    -Th-e -Lava Lava Golf Course offers 18 holes, a fully furnished pro shop,
                                                                 club rentals, rent-a-carts, restaurant and opened 7 days a week.

                        Onesosopo                                Access to the ocean, picnic facilities, playground area, parks-p-orting
                                                                 events and opened on Sundays








                                                                                 B -1








               Appendix B - inventory of Attractions                                                          PART 4 - APPENDICES

               -Le-one        Waterfalls -               Swimming, camping nd photo appeal
                                                             m- i    -                                                                                    I
               Nu'uuli                                   Swi ming, camping and photo appeal

                            Tropical Reef
               Fagatele Bay Sanctuary                    Protected area of .25 sq. nautical miles of an ecosytem typical of the
                                                         Pacific Islands. The smallest and the most remote of all sanctuaries
                                                         this is the only true tropical reef in the National Marine Sanctuary
                                                         Program.



                                                         CULTURAL I HISTORICAL ATTRACTIONS


                              Locadon                                                    Descriptfon
               Le'ala                                    Lava formation, photo appeal, camping and picnic facilities

               Massacre Bay                              1787 massacre of 12 Frenchmen and 39 Samoans at A'asu, which is
               A'asu                                     the home of the French Tombs. Camping, swimming, snorking, diving
                                                         and hiking available.

               Tagata-Matau-Quarry                       Located in the village of Leone, the only Basalt quany site
                                                         recorded from American Samoa lies high on Malaloto ridge,
                                                         northeast of Tutuila. Here Samoans of prehistoric mined
                                                         volcanic rock; from which they manufactured stone tools,
                                                         particularly adzes, which were scraping and grading tools.

               Jean P. Haydon Museum                     The Jean P. Hayclon Museum was named in honor of Governor
                                                         Haydon's wife, during the Governor's term in Samoa from 1970 to 1974.
                                                         Ancient artifacts of the Polynesian way of life will enhance your
                                                         appreciation of the Samoan culture. The museum contains traditional
                                                         and original artifacts used by the Samoan parties to hunt for pigeons.
                                                         Tools, war clubs, bark cloth fine mats, fishing gear such as pearl shell
                                                         hooks and a boniot fishing outrigger canoe are housed
                                                         in the museum.


               Blunt's Point                             Blunts Point is the location of the six inch naval shore batteries which
                                                         protected the entrance to Pago Pago Harbor during WW 11. Pago Pago
                                                         was a strategic refueling and supply deport for the US Navy. Also on
                                                         site are command bunker and lookout site. Along_te trail various
                                                         military sites include six ant-craft batteries, ammunition magazines, a
                                                         wood fire steam generator, signal equipment and a rail tram for
                                                         transporting heavy gear from sea level. Excellent hiking conditions and
                                                         scenic view.


               The Tramway                               Magnificent view from atop, allowing you to look out to the
                                                         Pago Pago Harbor with a fleet of various ships, the main wharf,
                                                         Rainmaker hotel, and the Governor's mansion. Excellent hiking and
                                                         scenic view.


               Tiaseu (Starmound)                        Hunters tested their skill in capturing the sought after pigeons in lively
                                                         contests around the starmound. Starmounds have been found on
                                                         plateaus and in the lowland forest. They arecalled starmounds due to
                                                         the extended arms, or ray that appear star shaped from above. Hiking,
                                                         waterfalls and pools are in the mountain streams. The valley is also a
                                                         shefter to several bird nesting and rookeries.



                                                                         B - 2













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                      PART 4 - APPENDICES                                                     Appendix B - Inventory of Attractions



                      CCCAS Mission Home                     First home of missionades arriving in Samoa

                      Atauloma School                        Histodca-l -preservabon

                      Leone On The Reef                      Petroglyphs (carved images on the reef of a large turde)

                      Faga'itua                              Petrogl hs (carved images in stone of a large turfle)

                      Saua (Manu'a)                          Kava stone




                                                             WATER SPORTS



                                      Type                                                Descripdon

                      Fautasi                                Historical canoe. The fautasi holds 40 men and
                                                             is appro)dmately 90 ft long.
                      Paopao canoe                           Cultural art-craft

                      Outgrigger canoe                       Regional competitive sport in the International Polynesian
                      with an Ama                            Canoe Federation. Races are held every 2 years.
                                                             The outrigger holds 6 people.

                      Laser                                  A 16 ft. long Olympic class monohull racer, which will be
                                                             used in the 1996 Olympics.

                      Hobie 14 and Hobie 16               -The Hobie is used in the South Pacific Games
                                                             and may be used in the 1996 Olympics.

                      SailboardingNVindsurfing               Olympic sport

                      Yachts/Yacht Club                      The Yacht Club located in Utulei, is a member of the
                                                             International Yacht Racing Unit and a member of the
                                                             American Samoa Nabonal Olympic Committee.























                                                                           B - 3







                  PART 4 - APPENDICEI                                          Appendix C - Inventory of Transportation


                                                         APPENDIX C


                                         INVENTORY OF TRANSPORTATION





                             LAND                               AIR                            WATER


                               Taxi                         Hawaiian Air                       Tugboats
                           68 registered                     (7)- DC 10                    Tautua and Tatoso
                                                            seat capacity                     Barges/LCU
                              Buses                         34 first class                  Talimanao (LCU)
                          191 registered                      265 coach                   Manu'a Tele - certified
                                                                                              Crane barge
                           Car Rentals                     Polynesian Air                        Ferry
                           80 registered                    (1) Twin Offer              Queen Salamasina (W.S)
                                                       (1) Britain Norman Island
                            TourVans                  seat capacity- 18 per craft
                              1 van
                                                             Samoan Air
                           Tour Guides                      (2) Twin Offers
                             3 guides                        (1) King Ak
                                                       seat capacity- 9 per craft
                              Roads
                     83.8 paved miles in Tutuila


                          Total Vehicles
                           339 available



























                                                                 C - I








            Appendix C - inventory of Transportation                                     PART 4 - APPENDICES











                             AIRLINE OPERATIONS IN AMERICAN SAMOA


                             Airline                             Number of Flights

            Polynesian Airlines
            To and from Western Samoa                   28 flights per week

            Samoa Air
            To and from Western Samoa                   28 flights per week
                                                                  y average
            Samoa Air
            To and from Manu'a                          14 flights per week
                                                        2 er day average
            Samoa Air
            To and from Tonga                           2 flights per week

            Hawaiian Airlines
            To and from Hawaii                          2 flights per week

            Source: Polynesian Airlines, Samoa Air and Hawaiian Airlines




















                                                           C - 2








                  PART 4 - APPENDICES                                     Appendix D - Inventory of Regional Organizations


                                                           APPENDIX D


                           INVENTORY OF PRIMARY REGIONAL ORGANIZATIONS




                        Pacific Asia Travel Association (PATA)
                  Vice-president- Mr. Ian Kennedy
                  Phone - 61-332-3599
                  P.O. Box 645
                  Pacific Division
                  Kings Cross, Sydney, Australia 2011

                  Founded in 1951, PATA's mission is to contribute to the growth, value and quality of travel to and
                  within the Pacific-Asia region. The Association is the recognized authority on Pacific-Asia travel and
                  tourism.


                  PATA programs are designed to meet the needs of members, allowing each to remain competitive in
                  the world marketplace. PATA provides research information, product development, human
                  resources development, ( offering training programs and scholarships in travel/tourism) and high
                  tech data information to members. In addition, the Association provides leadership in coordinating
                  region-wide programs to protect and preserve the area's unique environmental and cultural
                  resources.



                     + World Tourism Orcianization (WTO)
                  Dr. Hari Varma - Asian Regional Representative
                  Fax - 34 - 1- 571 - 3733


                  The World Tourism Organization (WTO) is a non profit organization available to all major countries.
                  WTO specializes in monitoring tourism trends, tourism projections, annual reports on statistical data
                  of world wide tourist numbers, publications of the tourist industry world wide events and
                  sponsorships of training programs in conjunction with the South Pacific Education Regional
                  Programs.


                        Tourism Council of the South Pacific (TCSP)
                  Levani Tuinabua, Director
                  Phone - 679-304-1777 Fax - 679- 301-995
                  35 Loftus Street
                  P.O. Box 13119, Suva, Fiji

                  Tourism Council of the South Pacific (TCSP) concentrates within the South Pacific Region
                  with world wide offices. Majority of the South Pacific Regional countries are members of TCSP.
                  TCSP specializes in business through networking, contacts through the Council for conferences,
                  seminars, forums. Direct marketing, promotional and sales support to national tourism
                  organizations and industry members. The Council enables members the opportunity to reach an
                  audience of thousands of targeted industry professionals.







                                                                   D - I








                     PART 4 - APPENDICES                                                                 Appendix E - Tourism Statistics


                                                                      APPENDIX E


                                                              TOURISM STATISTICS




                                              1987
                                        Visitor Analysis                       Without                                  Visit
                                                                                               u-s--fo-u-rist         Relatives
                                                               All Visitors       VFR       B iness


                                       AH Countries                   38,430      20,737         13,729       7,008      17,693
                                      North America                   7,295         7,295          3,343      3,952             0
                                      Canada                             274            274             54       220            0
                                      United States                   7,009         7,009          3287        3722             0
                                      Mexico                             12             12              2        10             0
                                      Central America                    44             44     -32               12             0
                                      South America                      62             61              44       17             1
                                      Europ@                          1,065         1,060               291      769            5
                                      France                             93             93              35       58             0
                                      Germany                            314            312             45       267            2
                                      Sweden                             69             69              5        64             0
                                      United Kingdom                     237            237             93       144            0
                                      Other Europe                       352            349             113      236            _3
                                      South Asia                         61             61              35       26             0
                                      South East Asia                    301            182             131      51             119
                                      East Asia                       1,073             770             625      145            303
                                      China                              318            227             178      49             91
                                      Japan                              120            118             44       74  -          2
                                      Korea                              635            425             403      22             2 fO-
                                      Australia                          691            677             247      430            14
                                      New Zealand                     2,447         2,340           1010       1330             107
                                      Pacific                         25,336        8,197          7,959         238      17,139
                                      Fqi                                278            271             219      5              7
                                      Tonga                           1,099             196             163      33             ï¿½03
                                      Western Samoa                   23,827        7,624           7495                   16203
                                      Cook Islands                          3             3             1          2            0
                                      Other Pacific                      129            103             81       22             26
                                      Other Areas                        55             50              12       38             5



                                         Major Sources              Total       Percent

                                      United States                   7,009-      35.98%
                                      Australia                          677        3.48%
                                      New Zealand                     2,340       12.01%
                                      Europe                          1,060         5.44%
                                      East Asia                          770        3.95%
                                      Western Samoa                   7,624       39.14%
                                        Total                         19,480

                                      Ekpenditure, Analysis
                                      Avg. Daily Expend.                                                95.5     115            72.5
                                      Avg. Length of Stay                                               4          4            4
                                      Persons                                                     13,729       7,008     1 T,-693

                                      jEst. Expenditures                                       5,244,478,3,223,680     5,130,970
                                        80% confidence           10,879,302,                  4,195,582 @,578,944, 4,104,776,


                                                                                E-I








              Appendix E - Tourism Statistics                                                            PART 4 - APPENDICES


                          1988
                   Visitor Analysis
                                                                Without                                               Visit
                                             All Visitors        VFR             Business           Tourist         Relatives

                 AH Countries                     38,505            21,634             11,512           10,122            16,871
              North America                         8,800            8,777              2,850             5,927               23
               Canada                                 291              26T                 48               239                  4
               United States                        8,500            1ï¿½-,-48-1           2799             5682                19
               Mexico                                     9                9                 3                6                  0
              Central Arnedca                          25               22                 18                 4                  3
              South America                            31               27                 21                 6                  4
              Europe                                1,062            1,055                252               803                  7
               France                                  96               95                 37               58                   1
              -Germany                                279              279                 21               258                  0
              -Sweden                                  30               30                   0              30                   0
              Anited Kingdom                          267              265                100               165                  2
               Other Europe                           390              386                 94               292                  4
              South Asia                               38               37                 15               22                   1
              South East Asia                         257              146                100               46              ill
              East Asia                               750              568                394               174             182
              -China                                  261              191                134               57                70
              Japan                                   112              ill                 57               54                   1
               Korea                                  377              266                203               63              M
              Australia                             1,140            1,131                317               814                  9
              New Zealand                           3,250            3,114                989             2125              136
              Pacific                             23,099             6-,-70-5           6,530               175           16,394
               Fiji                                   280              275                211               64  -                5
               Tonga                                  897              145                126               19              752
               Western Samoa                      21,756             6,148               6096               52 -15608
               Cook Islands                               3                3                 2                1                  0
               Other Pacific                          163              134                 95               39                29
              6ther Areas                              53               52                 26               26                   1

              Majo , Sources                     Total         Percent

              United States                         8,481          41.38%                                                        -
              Australia                             1,131           5.52%
              New Zealand                           3,114          15.19%
              Europe                                1,055           5.15%
              East Asia                               568           2.77%
              Western Samoa                         6,148          29.99%
                 Tota 1                           20,497

              Expenditure Analysis
              A.D.E.                                                                      95.5              115             72.5
              A.L.S.                                                                         4                4                  4
              Persons                                                                  11,512           10,122            16,871
              jEst. Expenditures                                                  4,397,5841       4,656,1201         4,892,590
                 80% confidence              11,157,035,                    1     3,518,0671       3,724,8961         3,914,072




                                                                     E-2








                 PART 4 - APPENDICES                                                    Appendix E - Tourism Statistics


                             1989
                    VisitorAnalysis                All         Without                                   Visit
                                                Visitors         VFR        Business       Tourist      Relatives
                     AH Countfies                   36,190        19,658        11,295         8,363        16,532
                    North America                    6,313          6,313        2,637         31,676               0
                    Canada                             166             166             37         129               0
                    United States                    6,132          6,132         2594         3538                 0
                    Mexico                              15             .15             6             9              0
                    Central America                     19             18              8          10                1
                    South America                       32             31              18         13                1
                    Europe                            1,058         1,056          193            863               2
                    France                              58             58              27         31                0
                    Germany                            319             319             21         298               0
                    Sweden                              61             61              5          56                0
                    United Kingdom                     287             287             75         212               0
                    Other Europe                       333             331             65         266               2
                    South Asia                          46             46              22         24                0
                    South East Asia                    124             124             61         63                0
                    East Asia                          607             502         249            253           105
                    China                              223             183             96         87                40
                    Japan                              118             118             40         78                0
                    Korea                              266             201         113            88                65
                    Australia                         1,294         1,294          291         1003                 0
                    New Zealand                       3,320         3,244          988         2256                 76
                    Pacific                          23,335         6,988         6,812           176        16,347
                    Fiji                               350             322         220            102               28
                    Tonga                              630             192         171            21            438
                    Western Samoa                    22,207         6,354          6354              0        15853
                    Cook Islands                           1              1            0             1              0
                    Other Pacific                      147             119             67         52                28
                    Other Areas                         42             42              16         26                0



                        Major Sources               Total      Percent
                    United States                     6,132       33.00%
                    Australia                         1,294         6.96%
                    New Zealand                       3,244       17.46%
                    Europe                            1,056         5.68%
                    East Asia                          502          2.70%
                    Western Samoa                     6,354       34.19%
                      Total                          18,582

                    Expenditure Analysis
                    A.D.E.                                                         95.5           115           72.5
                    A.L.S.                                                             4             4              4
                    Person-s                                                     11,295        8,363          16,532
                    Est. Expenditures                                         4,314,690    3,846,980      4,794,280
                       80% confidence,          10,364,760,                  3,451,752, 3,077,584,       3,835,424,



                                                                  E - 3








             Appendix E - Tourism Statistics                                                  PART 4 - APPENDICES


                           1990
                    VisitorAnalysis                            Without                                    Visit
                                             All Visitors        VFR         bu-siness  ---f o-u -rist   Relatives-
                AH Countfles                      42,684           24,846       16,347         8,499        17,838
             North America                          7,486            7,486        3,274        4,212               0
               Canada                                 168              168          30           138               0
               United States                        7,311            7,311        3,238        4,073               0
               Mexico                                     7               7          6               1             0
             Central America                          -19               19           7            12               0
             South America                             17               16           7               9             1
             Europe                                   880              879         178           701               1
               France                                 118              118          17           101               0
               Germany                                224              224          35           189               0
               Sweden                                  99               99          10            89               0
               United Kingdom                         292              292          71           221               0
               Other Europe                           147              146          45           101               1
             South Asia                                30               30          14            16               0
             South East Asia                          176              115          48            67            61
             East Asia                                574              485         277           208            89
               China                                  245              193         109            84            52
               Japan                                  154              154          44           110               0
               Korea                                  175              138         124            14            37
             Australia                              1,260            1,257         273           984               3
             New Zealand                            3,248            3,169        1,025        2,144            79
             Pacific                              28,982           11,380       11,241           139        17,602
               Fiji                                 -281               239         162            77            42
               Tonga                                  594              131         119            12            463
               Western Samoa                      27,947           10,900       10,900               0      17,047
               Cook Islands                               2               2          2               0             0
               Other Pacific                          158              108          58            50            50
             Other Areas                               12               10           3               7             2



                    Major Sources                Total         Percent

             United States                          7,311          30.46%
             Australia                              1,257          5.24%
             New Zealand                            3,169          13.20%
             Europe                                   879          3.66%
             East Asia                                485          2.02%
             Western Samoa                        10,900           45.41%
                Total                             24,001

                Expenditure Analysis
             A.D.E.                                                                95.5          115           72.5
             A.L.S.                                                                  4               4             4
             Persons                                                            16,347         8,499        17,838
             Est. Expenditures                                    -          6,244,554     3,909,540      5,173,020
                80% confidence                 12,261,691,                  4,995,643,    31127,632,      4,138,416






                                                              E - 4







                   PART 4 - APPENDICES                                                      Appendix E - Tourism Statistics


                                 1991
                          'Visitor Analysis                         Without                                 Visit
                                                    All Visitors      VFR       Business      Tourist     Relatives


                      AH Countries                        36,736       18,848       12,018        6,830       17,888
                     North America                         6,793        6,791        3,331        3,460              2
                     Canada                                   130         128           32             96            2
                     United States                         6,653        6,653        3,295        3,358              0
                     Mexico                                   10              10           4           6             0
                     Central America                             5            5            2           3             0
                     South America                               8            8            7           1             0
                     Europe                                   723         720          147             573           3
                     France                                   82              82        33             49            0
                     Germany                                  185         183           16             167           2
                     Sweden                                   84              84        11             73            0
                     United Kingdom                           203         202           54             148           1
                     Other Europe                             169         169           33             136           0
                     South Asia                               44              42        16             26            2
                     South East Asia                          106             42        29             13        -64
                     East Asia                                492         429          230             199           63
                     China                                    234         185          133             52            49
                     Japan                                    163         163           36             127           0
                     Korea                                    95              81        61             20            14
                     Australia                                912         907          242             665           5
                     New Zealand                           2,799        2,718          982        1,736              81
                     Pacific                              24,843        7,175        7,028             147     17,668
                     -Tqi-                                    282         257          166             91            25
                     Tonga                                    472             95        92             3          377
                     Western Samoa                        23,870        6,713        6,685             28      17,157
                     Cook Islands                                2            2            2           0             0
                     Other Pacific                            217         108           83             25         109
                     Other Areas                              11              11           4           7             0



                           Major Sources                 Total       Percent

                     United States                          6,653      36.68%
                     Australia                                907       5.00%
                     New Zealand                            2,718      14.98%
                     Europe                                   720       3.97%
                     East Asia                                429       2.36%
                     Western Samoa                          6,713      37.01%
                       Total                               18,140


                        EKponditure Ana@ysis

                     A.D.E.                                                            95.5            115- 72.5
                     A.L.S.                                                                4           4             4
                     Persons                                                         12,018        6,830       17,888
                     Est. Expenditures              -                             4,590,876   3,141,800    5, 1-81 5=201
                        80% confidence                10,336,157               1 3,672,701   2,513,4401    4,15 LEW


                                                                     E - 5








             Appendix E - Tourism Statistics                                                      PART 4 - APPENDICES


                              5 YEAR $UMMARY OF WSITOR.IPMATISTICS

                                                         Without                                   Visit
                                          All Visitors       VFR       Business     fo--urist -Reiatives

                 All Countries                192,545        105,723     64,901        40,822      86,822
             North America                     36,687        36,662      15,435        21,227           25
             -Canada                             1,029        1,023          201          822             6
             -United States                    35,605        35,586        -5,213      20,373           19
              -Mexico                                53           53          21           32             0
             Central America                       112          108           67           41             4
             South America                         150          143           97           46             7
             Europe                              4,788        4,770        1,061        3,709           18
                                                                                          297
              France                               447          446          149                          1
             -Germany                            1,321        1,317          138        1,179             4
              Sweden                               343          343           31          312             0
             -United Kingdom                     1,286        1,283          393          890             3
              Other Europe                       1,391        1,381          350        1,031           10
             South Asia                            219          216          102          114             3
             South East Asia                       964          609          369          240          355
             East Asia                           3,496        2,754        1,775          979          742
             --China                             1,281          979          650          329          302
             Japan                                 667          664          221          443             3
              Korea                              1,548        1,111          904          207          437
             Australia                           5,297        5,266        1,370        3,896           31
             New-Zealand                       15,064        14,585        4,994        9,591          479
             Pacific                          125,595        40,445      39,570           875      85,150
             Jiji                                1,471        1,364          978          386          107
             Jonga                               3,692          759          671           88         2,933
             -Western Samoa                   119,607        37,739      37,530           209      81,868
              Cook Islands                           11           11            7            4            0
              Other Pacific                        814          572          384          188          242
             Other Areas                           173          165           61          104             8



                  Major Sources               Total      Percent

             United States                     35,586        35.34%
             Australia                           5,266       5.23%
             New Zealand                       14,585        14.48%
             Europe                              4,770       4.74%
             East Asia                           2,754-      2.73%
             Western Samoa                     37,739        37.48%
                Total                         100,700

             -Expenditure Analysis

             A.D.E.                                                          95.5         115          72.5
             A.L.S.                                                             4            4            4
             Persons                                                       6,402        5,666      21,387

             Est. Expenditures                                         2,445,564    2,606,360    6,202,230
                80% confidence               9,003,323              11,956,4511     2,085,088    4,961,784


                                                                 E-6








                PART 4 - APPENDICES                                Appendix F - Summaries of Tourism Forums


                                                  APPENDLX F


                                    SUMMARIES OF TOURISM FORUMS




                                            EASTERN DISTRICT FORUM
                                                  June 13 - 14,1994



                ACCOMMODATIONS


                    * The Rainmaker Hotel is presently located in an undesirable place. (In proximity to
                      the Oil Dock.)
                    * Remove the government from the Rainmaker Hotel management. Have a
                      businessman run the Hotel.
                    * Determine the shareholders' inclinations. Let them decide the fate of the Hotel.
                    * Remove the government from the Rainmaker Hotel management. Hire qualified
                      local managers, perhaps a group of businessmen. Only if there are no qualified
                      individuals on-island, then hire from off-island.
                    * Mapusaga, with its relatively large land mass as compared to other villages, a
                      possible site for locating a hotel.
                    * Remove the government from the Rainmaker Hotel management. Have an
                      off-island company run it. Only people profiting now from Hotel are Board of
                      Directors.
                    * Let the Rainmaker Hotel shareholders decide what should be done about the
                      Hotel. If they wish to sell, sell locally.
                    * The Rainmaker has been under government management for many years, and
                      has never closed its doors for extended periods of time. If the Hotel is to be sold,
                      maintain an initial 5 year probationary period to ensure prospective buyer is
                      solvent and will be an asset to the Hotel.
                    * The Hotel has been operated by the government for many years, with no profit to
                      show. Attempt to sell the Rainmaker locally first, then off-island if there are no
                      local buyers. A reminder that 80% of the Rainmaker is still held by the
                      Development Bank to secure the loan on the Hotel
                    * Condition of the Hotel is a major constraint to Tourism. Lease, don't sell the Hotel
                      -'Taofiofi le maea alalo'.
                    * Tafuna may be an alternate site for locating a hotel. Due to the scarcity of land, a
                      multi-story building could be considered.
                    * We should consider offering a package deal with another hotel, like Tusitala.
                    * Lower Rainmaker room rates.
                    * Lease the Hotel.






                                                         F - I







           Appendix F - Summaries of Tourism Forums                                PART 4 - APPENDICES


           OTHER ACCOMMODATIONS


             ï¿½  Be more supportive of village developments. Example: Assist in provision of
                adequate transportation to such places as Aunu'u.
             ï¿½  Consider villages with a strong cultural village structure to protect against
                vandalism, destruction of property, and trouble-makers.
             ï¿½  Be certain villages (village councils) are informed or notified before tourists flood
                the villages.

          ATTRACTIONS


             ï¿½  Initially, develop attractions that require minimal financial investment.
             ï¿½  Aunu'u has many attractions that have been overlooked, i.e. Vaisuatoto, Pala, etc.
             ï¿½  ASG could work with the villages in determining a location for a structure like the
                Polynesian Cultural Center in Hawaii, to entice visitor spending.
             ï¿½  Have individual villages or counties determine a package relevant to their own
                village(s), and provide assistance for those deemed most cost/effective and
                which would provide the greatest mileage for tourism.
             ï¿½  Provide facilities (stages, restrooms, etc.) at strategic locations like the departure
                point for Aunu'u, where villages can give performances for cruise ship tourists.
             ï¿½  Money could be given to the pulenu'us to ensure reliable clean-up in commercial
                areas like town, the Industrial Park, etc, Hard for pulenu'us to get enough
                volunteers to clean the volume of trash in these locations.
             ï¿½  Pulenu'us already receive checks, and are presently responsible for cleaning up
                the villages. They should be given no additional funding for the fulfillment of the
                same responsibility. Keep pulenu'us who work, and let go of those who don't.
             ï¿½  Village laws exist to prevent littering. More support is needed from the Office of
                Samoan Affairs when cases are referred. More often than not Samoan Affairs
                refers cases back to the villages for settlement
             ï¿½  Each village should be visited, and its attractions determined.
             ï¿½  The offensive smell from Star Kist and Van Camp is detrimental to-tourism
                development efforts. Air pollution regulations applicable to the canneries should
                be more rigorously enforced
             ï¿½  If considering the possible closing of the canneries, think of the consequences
                that could result from mass unemployment.
             ï¿½  Use the inmates from the Tafuna Correctional Facility to clean up, a cost-saving
                measure.
             ï¿½  Enact a community service requirement (picking up trash) for all litterers.
             ï¿½  American Samoa is too dirty. The trash problem needs to be addressed.
             ï¿½  Does ASG have money to invest in village attractions? Has the amQunt--of raoney
                requisite to maintain attractions, like Aunu'u's, been determined?
             ï¿½  We litter, we should clean up. Foster cooperation between ASG and the villages.
                Encourage more personal responsibility. Have cultural leaders perform as they
                should:




                                                      F - 2








               PART 4 - APPENDICES                              Appendix - Summaries of Tourism Forums


                            pulenu'u - ensure clean up of village;
                            leoleonu'u - enforce litter laws in village;
                            faipule - enact appropriate litter laws
                            Samoan Affairs - work cooperatively with cultural village leaders

                   # Safeguard our culture. There are areas, particularly within the villages, that are
                     not open to visitors on the Sabbath.
                   * Public Health and village leaders should work cooperatively to ensure clean up
                     and prevent littering in the villages.
                   * Eradicate stray dogs, and dispose of appropriately. Who is responsible for such?
                   * Fa'a-Samoa is weaker here, as compared to Western Samoa. We also honor
                     U.S. laws. Task Force could suggest solutions to the trash problem that the
                     cultural leaders can support and help implement.
                   * When determining attractions, consider points of interest relevant to Samoan
                     history and culture.
                   * Encourage selling of handicrafts within each village.

               TRANSPORTATION


                   * Resolve transportation constraints before attempting to attract tourists.
                   * Separate administration of Airport from Port. Coast Guard has some jurisdiction
                     over Port, as FAA does over the Airport.
                   * Do not impose a departure tax. It would work against tourism development
                     efforts.
                   * Enact and enforce departure fees and airport parking fees for additional revenue
                     for tourism development efforts.
                   * Amend existing laws that prevent a'foreign' carrier like Polynesian from
                     transporting passengers between the Territory and Hawaii. Refer the matter to
                     the Fono and other appropriate entities who can effect changes.
                   * Do we have the power to change a Federal law, like Cabotage? If so, how? If
                     not, why?
                   * Have the Fono appropriate monies for the improvement of transportation.
                   * Build a sufficient dock in Auasi, and provide reliable transport to and from
                     Aunu'u.


                SUPPORT SERVICES & INFRASTRUCTURE

                     Ensure adequate infrastructure to support tourism related efforts, i.e., drainage for
                     roads and villages to prevent flooding/pooling during and after rainy spells.

                DEVELOPMENT INCENTIVES


                   * Reduce our reliance on the canneries.
                   * Grant a tax exemption to all businesses who support the Hotel. (Like Rarotonga.)
                     Possibly exempting even airlines.


                                                       F - 3








         Appendix F - Summaries of Tourism Forums                           PART 4 - APPENDICES


            ï¿½ Grant tax exemptions to all tourism businesses and support services.
            ï¿½ Legalize gaming.

         FUNDING AND FINANCING


            ï¿½ Draft a bill for additional Tourism funding, for the Senate and House
              endorsement.
            ï¿½ Retain fish not utilized by the canneries, but which the canneries are selling for
              profit off-island. Determine a means of realizing a profit locally.
            ï¿½ Are there any Federal grants, for tourism development specifically, that the
              Territory can apply for?

         MARKETING AND PROMOTION


               Include representatives of other ethnic groups (i.e, Chinese and Koreans) on a
              tourism development committee. They can help sell American Samoa in their
              home countries.
              Place an emphasis on marketing our special holidays, such as Flag Day, White
              Sunday, etc. as well as the goodness of our people.
              Utilize our sons and daughters who are on scholarship off-island. They can be
              provided with promotional material to disseminate at appropriate opportunities.
            ï¿½ Increase the overall budget for tourism marketing.
            ï¿½ Market our living culture.
            ï¿½ Target marketing to those types of people who will spend money.

         REGIONAL COOPERATION


            * Effect all marketing in conjunction with Western Samoa. Promote the'Samoas'.
            * Develop packages with other hotels, airlines, etc.

         IMPLEMENTATION/MONITORING


            ï¿½ Formulate and implement ways to ensure tourism is a long-term proposition, that
              retains continuity through political changes, etc.
            ï¿½ Remove tourism from government management, and give it to the private sector to
              operate.


         OTHER

            ï¿½ Develop Tourism appropriately. Remember to take into account cultural
              concerns, like honoring the Sabbath, etc.
            ï¿½ Afford educational opportunities (such as scholarships) for our sons and
              daughters to train off-island in needed tourism related fields.




                                                  F - 4








               PART 4 - APPENDICES                                Appendix F - Summaries of Tourism Forums


                                           WESTERN DISTRICT FORUM
                                                 June 20 - 21, 1994

               ACCOMMODATIONS


                Shares:
                      ASG retains its Rainmaker Hotel shares.
                      1. It was our forefathers' investment.
                      2. We are dependent on ASG for many things, including its legal protection.
                             ASG our toomaga.
                      Sell ASG shares to local shareholders, and/or other locals.
                      ASG sell 40% of its shares to locals; keep 40%.
                      ASG duped our elders. ASG has 80% of the Rainmaker shares,, how-was that
                      accomplished?
                      Remove ASG from ownership of the Hotel, remove its political influence.
                      Sell the Rainmaker Hotel.


                Management:
                   *  Problem not money, but management. Employ qualified management, there are
                      qualified Samoans on-island.
                   *  Give new management at Rainmaker time to implement their plans.
                   *  Politics affects Hotel management too much.
                   *  Remove ASG from management of the Rainmaker Hotel.
                   *  Retain off-island management for the Rainmaker, while Samoans remain as
                      shareholders. Example: Successful Fiji owned, Japanese run hotels.
                   *  Request further funding from the Governor to improve Hotel.
                   *  Have ASG be mediator, to ensure fair rates comparable to the quality of the room.
                   *  Institute low rates for locals during slow periods, some revenue from hotel rooms
                      better than none.


                Other Accommodations:
                   ï¿½  Do not rely solely on Rainmaker.
                   ï¿½  Give districts opportunity to recommend sites for, and develop other
                      accommodations.
                   ï¿½  Promote and directly assist traditional accommodations, Samoan/local endeavors.
                   ï¿½  Establish a partnership between ASG and the private sector (a county perhaps).
                      ASG finances project, private sector (county) manages it.
                   ï¿½  Maintaining existing accommodations, while continuing to establish others are
                      both worthwhile efforts. They should be pursued concurrently.

                ATTRACTIONS


                      Give tourists Samoa, its culture and traditions.
                       1. Samoan lifestyle - living conditions in a fale or laoa,, food preparation and
                       eating on the


                                                         F - 5








          Appendix F - Summaries of Tourism Forums


                 floor, planting bananas/taro, etc.

             ï¿½  ASG and villages cooperatively clean and maintain cultural attractions. (Ex:
                Turtle & Shark, Papa Se'ea, etc.) Build access roads.
             ï¿½  Employ a Park Marshall for National Park preservation matters.
             ï¿½  Institute a long term maintenance program for'permanent' attractions, i.e.
                beaches, etc.
             ï¿½  Encourage the production and selling of handicrafts, particularly among our
                elderly.
             ï¿½  Give attractions planning to ASCC. Utilize the students in a'Forces for Tourism'
                program.
             ï¿½  Develop Fagalele as a cultural center similar to the Mormon Polynesian Cultural
                Center in Hawaii. Start small, and expand as funds become available.
             ï¿½  Develop old deserted Aasu village as a functioning exhibition Samoan village for
                tourists.
             ï¿½  Remove containers from wharf.
             ï¿½  Give the responsibility and funding for trash pickup to the District Governor,
                fa'alupega and pulenu'us, instead of to a private contractor.
             ï¿½  Return the trash pickup to ASG.
             ï¿½  Utilize the inmates of the Tafuna Correctional Facility for trash pickup.
             ï¿½  When designing a Territory-wide clean up strategy, give special consideration to
                industrial areas such as the Fagaloa, which require more frequent maintenance.
             ï¿½  Scuttle the stranded Korean longliners on the reef.
             ï¿½  Let the villages determine their own sandmining policies.
             ï¿½  Encourage recycling. Have deposits for bottles, or ban bottled beer.

             ï¿½  Institute public awareness and education to prevent littering. Emphasize
                tagatanu'u/citizen responsibility, not the 'money first and only' mentality.
             ï¿½  increase public health awareness. Promote cleanliness, then tourism.
             ï¿½  Pay for garbage pick up services, as we presently do for power and water.

          TRANSPORTATION

             ï¿½  Great improvements required before tourists can be accommodated effectively
                and efficiently.
             ï¿½  Change transportation laws that limit air accessibility by air.
             ï¿½  Separate Airport from Port.
             ï¿½  Create entity for managing Port.
             ï¿½  Improve bus and taxi regulations, health standards, and service.
             ï¿½  Meter taxis.


          SUPPORT SERVICES/INFRASTRUCTURE

                Place a high priority on construction and use of a sewer system that compasses
                all the villages in American Samoa, for waste processing,


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               PART 4 - APPENDICES                              Appendix F - Summaries of Tourism Forums


               DEVELOPMENT INCENTIVES


                 *  Facilitate the securing of tourism development loans by local families. (Consider
                    the success of Aggie Grey's as continued by her family.) Establish a revolving
                    loan fund.
                 *  Offer tax exemptions for all tourism related businesses.
                 *  Inform the public of the technical assistance available to small businesses and
                    entrepeneurs.
                 *  Minimize restrictive regulations for developing small businesses.

               FUNDING & FINANCING


                 *  Implement funding schemes with Development Bank, as ASG exerts more control
                    over them than over the other two commercial banking institutions.
                 *  Legalize gaming or develop an ASG lotto. Use percentage of proceeds for
                    tourism development. (Use idle Rainmaker rooms for-gaming.)
                 *  Institute parking fees at public facilities like the hospital and market. Utilize
                    percentage of revenue generated for tourism development.
                 *  Require a certain percentage (1/2 to 1 percent) of profit from tax-exempted
                    companies in the community, for tourism development.
                 *  Add 10% to the 150% beer tax, and add 1 cent to the soda tax, proceeds for
                    tourism development.
                 *  Increase taxes on beer/cigarettes/soda, earmark percentage for tourism
                    development.
                 *  Discourage an accommodations tax. It would be a disincentive for developing a
                    struggling market.
                 *  Discourage tapping into ASPA monies. Consumers will ultimately bear the brunt,
                    costs of essential infrastructure might increase.
                 *  Determine a method for ASG receiving a percentage from lucrative bingo market
                    profits.
                 *  Increase poker machine license fees, proceeds earmarked for tourism
                    development.
                 *  Earmark % of firearms tax for tourism development.
                 *  Add 1 cent to fuel tax, proceeds for tourism development.
                 *  Assess $1/child/semester for riding school bus, proceeds for tourism
                    development.
                 *  Increase overall budget for tourism development.

               MARKETING & PROMOTION

                 * People are our greatest resource. When promoting, capitalize on the goodness
                    of our people.
                 *  Establish tour centers at strategic locations in each district. Display audio, visual,
                    and written materials to pique tourists interest, and encourage prolonged stays
                    and spending.


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           Appendix F - Summaries of Tourism Forums                          PART 4 - APPENDICES


             ï¿½ Provide material for commercials on a network like CNN.
             ï¿½ Arrange for A.S. tourism brochures to be carried on different airlines.
             ï¿½ Lower hotel room rates to correspond to the quality of the room

           REGIONAL COOPERATION


             ï¿½  Initiate dialogue to debate air regulations and constraints relative to the Territory.
                Amend laws that hamper air accessibility to American Samoa.
             ï¿½  Apprise the Federal Government, particularly the Transportation Board, of the
                consequences of Cabotage for American Samoa. Request assistance in
                changing -or amending the law to allow Polynesian to serve American Samoa with
                flights to Hawaii and the Mainland.
             ï¿½  Enlist the Governor and Fono's aid in dealing with the Federal Government on
                transportation issues.

           IMPLEMENTATION/MONITORING


             ï¿½ Westem District Resolution:     Have the Tourism Task Force serve as the agency
                that plans and administers tourism matters. Remove tourism from the
                government. (Proposed by District Governor, Afioga Fuimaono. Seconded by
                Faiivae. Sustained by the raising of hands.)
             ï¿½ Improve immigration laws and procedures to become more'visitor friendly'.

           -OTHER


             *  Develop tourism from within, do not transplant tourism from outside. Use what fits
                here.
             *  Relative to tourism development, ensure laws are effected and enforced to
                safeguard our culture from negative outside influences that would be detrimental
                to our youth and society as a whole.
             *  Have the Task Force, EDPO and the Office of Tourism work cooperatively with
                villages/counties in determining tourism programs. ASG in serious financial
               -straits, encourage proposals that require no major monetary investment from the
                government.
             *  Prevalent attitudes about tourism a disincentive to attracting tourists. Public
                awareness education suggested.
             *  Develop sports facilities as a draw for visitors. (Host regional sports events.)
             *  Zone the Territory in order that development can be planned and located
                accordingly.
             *  Seek Fono support for Tourism Plan, and funding of proposed tourism
                development activities.
             *  Establish 2 scholarships annually in areas where local tourism expertise is
                lacking.





                                                    F - 8








               PART 4 - APPENDICES                                 Appendix F - summaries of Tourism Forums


                                             MANU'A DISTRICT FORUM
                                                    June 30, 1994



               Accommodations


                   * Tutuila's first point of entry, first impression of the Hotel should be an acceptable
                     one.
                   * ASG to sell half of its shares; maintain the remainder.
                   * ASG to sell all its shares, with first preference given to locals.
                   * ASG to sell all its shares; 50% first preference to existing shareholders, 50% first
                     preference to locals.
                   * Remove ASG from Hotel management.
                   * Give Hotel management to entity that will ensure profit for the Rainmaker, profit
                     for the shareholders.
                   * Concern: If a private business runs the Hotel, what guarantee is there that they
                     will not arbitrarily raise rates to suit themselves?
                   * Lower Hotel room rates.


                      Governor Tufele Li'amatua's comments regarding ASG's ownership of 80% of
                      Hotel shares:

                      'In 1978, the Rainmaker had a 2 million dollar debt. ASG requested 2 million
                      dollars from EDA, received it and used it to bail out the Hotel. Rainmaker now
                      in debt to ASG, Rainmaker unable to repay ASG. ASG now, therefore, controls
                      80% of Hotel shares.


                   * Give financial assistance directly to villages to develop village based
                     accommodations. This will benefit more people, as opposed to the development
                     of one hotel.
                   * Encourage development of village-based fale, fala, & ti (bed & breakfast)
                     programs. Expose tourists to Samoan lifestyle; preparation of food (umu), eating
                     on a mat, Samoan cuisine, etc.
               Attractions:


                   ï¿½ Determine attractions within each of the Manu'a islands. Have villages develop
                     and maintain their own.
                   ï¿½ Develop ecotourism.
                   ï¿½ Develop sports options, i.e. fishing, snorkeling, tennis courts, golf course, etc.
                   * ASG assist Manu'a islands in the determination of suitable dumping sites for
                     trash, sites posing the least hazard to the natural environment. Allocate monies
                     for trash collection and disposal directly to Ta'u, Faleasao, & Fitiuta. (Trash
                     collection presently effected by the M&O division of the Department of Public
                     Works.) Villages have more at stake with regards to beautification and would,
                     therefore, be more conscientious in collection and disposal of trash.


                                                         F - 9








           Appendix F - Summaries of Tourism Forums                             PART 4 - APPENDICES


              ï¿½ Charge businesses for trash pickup.
              ï¿½ Institute a'aso' (day) for different groups in the villa@ge to clean -up, instead of just
                Wednesday for the pulenuu, etc. In the course of a week, have a day for all
                matais to clean up, a day for faletua & tausi (chiefs' wives), for tupulaga (youth),
                and 3 days for the malosi o le nu'u (aumaga). Establish as a tradition. Provide
                incentives: pictures in the paper, commercial shots on T.V., public recognition,
                etc.
              ï¿½ See Historic Commission for a listing of attractions in Manu'a. Determine others
                in conjunction with the traditional leaders and villages. Roads traversing the
                islands, and particularly to attractions, will need to be developed.
              ï¿½ Manu'a will, if necessary and desirable, determine a site suitable for the location
                of a museum for the exhibition and selling of handicrafts. Build a completely new
                building specifically for the coordination of tourism matters, an information center
                for brochures and other literature and audio/visual aids.
              ï¿½ Luanu'u is different from the Faletolu. Desirable that every village have one
                attraction developed specifically for tourism.
              ï¿½ Utilize to'omagas presently in existence under TAOA. Senior citizens there
                already working on handicrafts daily. Coordinate with TAOA so that a variety of
                handicrafts can be displayed.
              ï¿½ Take advantage of services/benefits relative to the National Parks, i.e.
                preservation of flora and fauna, development of trails, park rangers, training
                opportunities, etc.
              ï¿½ Consider Fagalele as a cultural center/Historic site.

           Transportation

              ï¿½ Maior constraint to tourism development in the Manu'a islands. Need
                improvement in air and support surface transportation. Need reliable and
                consistent service into and out of Manu'a.
              ï¿½ Government still has land left from Fitiuta airport lease, land that can
                accommodate a lengthier airstrip that will enable bigger aircraft to service the
                Manu'a islands. (6.8 thousand feet given to ASG; 3.5 thousand presently utilized.
                Enough left for expansion of airstrip.)
              ï¿½ Add lights to Fitiuta airstrip to facilitate air service at night.
              ï¿½ Remove Port in Tutuila from town.
              * Consider development of ports in Manu'a.
              ï¿½ Earmark a percentage of Port monies for tourism development, and otherwise
                utilize Port monies for Port improvements.
              ï¿½ Commission regulating taxis and buses should more actively enforce cleanliness
                and other relevant standards. Is there a law prohibiting loud and obscene music in
                public transportation?
              ï¿½ Meter taxis.
              ï¿½ Amend Cabotage laws that restrict Polynesian's service to the Samoas.




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               PART 4 - APPENDICES                                Appendix F - Summaries of Tourism Forums


               Support Services & Infrastructure

                  + Improve roads.
                  * Request $ and assistance from ASG for the improvement of roads, water, &
                     power.
                  * Facilities should be standardized at all tourist attractions to be promoted.
                  * Provide hospitality training for Manda as well as Tutuila.

               Development Incentives

                  *  Grant tax exemptions to all tourism and tourism support service industFies.
                  *  Need a long-range plan.
                  *  Give first preference to village wherein anticipated development is located, to
                     provide services & labor, etc.
                  *  Facilitate loans from financial institutions for tourism related businesses OR ASG
                     provide materials and technical assistance to start development.

               Funding & Financing

                  *  Increase budget for Office of Tourism/tourism development.
                  *  Requested identification of possible means of funding, governmental and
                     otherwise.
                  *  Look into money available under the Arts Council programs, for the compilation of
                     written legends and other cultural tales.
                  *  Consider National Parks as a source of revenue for tourism development.
                  *  Seek monies from the Bureau of Outdoor Recreation to develop parks in Manu'a.
                     (Moali'itele & Representative Sao Nua)
                  *  Leave ASPA monies alone. We don't want to be the possible cause of higher
                     utility rates for consumers.
                  *  150% tax on beer/cigarettes/soft drinks already earmarked for other purposes.
                     Add 10% additional tax to 150%.
                  *  Institute a Miscellaneous Fee that will enable ASG to tax profits from caught fish
                     not utilized by the canneries, but which are auctioned off-island by such
                     companies as Kaiko-Maru.
                  *  Canneries do not need tax exemption, but they are getting it. Only $ ASG
                     presently deriving from canneries is from employees' wages. Arrange for a
                     certain percentage of the canneries' profits to be earmarked for tourism
                     development. Even 1 % should translate into a sizable amount.
                  *  Enact a 5 cent tax on each case of tuna exported by the canneries. Money
                     earmarked specifically for tourism development. Easier to collect than a 1 % on
                     profit. 4 million dollars anticipated if tax collected, considering present volume of
                     canneries' case exports. (Previous proposed bill on exports died, because of stiff
                     cannery opposition and lobbying. Reports from canneries to Fono did not reflect




                                                        F - I I








           Appendix F - Summaries of Tourism Forums                            PART 4 - APPENDICES


                a great profit, did not seem accurate. Public education and support on issue
                needed to pass a proposed export tax bill for canneries.)
              ï¿½ Institute an increased fee for poker machines and other forms of gambling for
                tourism development. Propose a $5,000 fee on poker machines.
              ï¿½ Ensure that ASG receives some $ from entities who solicit money here. (Like
                Manu Samoa, etc.) Utilize for tourism development.
              ï¿½ Legalize gaming. Have a government sponsored lottery.
              ï¿½ Consider tax on heavy equipment, i.e. trucks and other diesel powered
                machinery, for road improvement.
              ï¿½ Consider requesting a percentage of funds from the Office of Communications,
                which seems to be operating profitably, for tourism development.

           Marketing & Promotion

              ï¿½ Manu'a will not write its old-legends down for unrestricted dissemination, but will
                accept mention in promotional brochures of certain points of interest in Manu'a.
                Tourists will be told the actual tales on-site in Manu'a.
              ï¿½ If Manu'a's old tales are to be written down, then they must remain in Manu'a.
              ï¿½ To pique tourist interest, post billboards in appropriate places indicating Tutuila
                and Manuas" attractions.
              ï¿½ Develop and disseminate colorful and informative brochures for distribution
                everywhere, by airlines, agencies, ASG travelers, off-island scholarship students,
                legislators, etc. Distribute widely.
              ï¿½ Tourism development personnel can develop brochure for Manu'a, in conjunction
                with Manu'a residents and traditional leadership.

           Regional Cooperation

              ï¿½ Our islands comprise a relatively tiny land mass, when compared to the rest of the
                world, it would be to our benefit to cooperate with other Pacific entities in
                promoting tourism.
              ï¿½ Maintain membership in regional organizations like PATA & TCSP, who can assist
                in attracting tourists.
              ï¿½ Regional cooperation desirable to cut costs of promoting and attracting tourists, a
                means of pooling resources.

           Implementation & Monitoring

              ï¿½ Remove tourism management from ASG. Establish an entity comparable to
                Hawaii's Visitor's Bureau to direct and manage tourism affairs. Preferable that
                entire island participates in tourism development, not just ASG.
              ï¿½ Tourism is a business. Remove it's management from the ASG, and give to the
                private sector.
              ï¿½ Have a central government tourism council that coordinates with district councils
                on tourism matters. (1 council each for the Eastern, Western, & Central districts.)


                                                    F - 12








                PART 4 - APPENDICES                                Appendix F - Summaries of Tourism Forums


                      Cut number of employees in the Office of Tourism. Insist on honesty in the
                      utilization of monies earmarked for tourism development.
                      Concern: If tourism is removed from under the government's wing, will there still
                      be Federal and local monies available for tourism development?


                 Other


                      Need a Manu'a commission on Manu'a development/affairs, that will coordinate
                      with ASG on all matters relative to Manu'a. Suggested composition- District
                      Governor, traditional leaders, designated representatives. Rationale: There are
                      some types of funding government has limited access to, but for which groups are
                      more readily accepted. Perhaps Manu'a can request Federal $ on its own for
                      preservation of cultural and historic landmarks, preservation of legends, etc.
                      Employ someone in Manu'a to liase with tourism development entity in American
                      Samoa, and to ensure that Manu'a is adequately represented regarding tourism
                      development matters.
                      Establish and maintain good communications between those who bring tourists
                      and their Manu'a hosts; between Tutuila/ASG and Manu'a.
                      In response to a query from Representative Lua Moliga, Chairman Mata'utia
                      clarified the roles of the Office of Tourism and the Tourism Task Force- OT an
                      ASG agency. Task Force a body composed primarily of private sector individuals
                      appointed by the Governor to determine a 5 Year Plan for the development of
                      tourism in American Samoa, including Manu'a. Representative Moliga further
                      questioned whether the Task Force can implement the recommendations made by
                      Manu'a. Mata'utia responded that the tourism development plan yet to be drafted
                      will take into account the views of the traditional leadership and the general public
                      on implementation and monitoring of such a plan.
                   +  Do not allow outside to dictate what tourism should be for us. Preserve our
                      culture, while reaping tourism dollars.
                   *  Government needs to be behind tourism, if it is to work. Example- Cook Islands
                      who, with solid government support, waited 8 years before seeing their tourism
                      development plans begin to bear fruit.
                   *  Office of Tourism budget probably cut, because there were no apparent results for
                      the money spent. Fono would probably be more supportive of tourism if they
                      understood benefits.
                   *  Offer a diversity of attractions, not just the same song and dance routine year
                      after year.












                                                         F - 13








           Appendix F - Summaries of Tourism Forums                              PART 4 - APPENDICES


                                             GENERALFORUM
                                               Rainmaker Hotel
                                               July 11-13, 1994



          ACCOMMODATIONS


             ï¿½ Government should get out of accommodations. Politics has no place in running
                a Hotel, the latter business-oriented.
             ï¿½ Disband the present Rainmaker Board. Hire qualified and accountable manager.
                (There are qualified Samoans for the post, on and off-island.)
             ï¿½ Government should sell its shares to local investors to maintain local ownership.

                 Concern: Is selling ASG shares to individual shareholders practical? Too many
                 owners may make it difficult to effectively and efficiently manage the Hotel.
                 Perhaps, ASG should sell its shares locally, with a preference for large
                 investors. Another alternative would be to sell to the business sector, so
                 management is not overly diluted.

             ï¿½ For targeted small business loans, assist both existing and proposed new
                facilities. No handouts.
             ï¿½ Have the Development Bank fund the construction of bungalows, do not place
                such emphasis on the one big Hotel.
             ï¿½  Provide training to fale, fala, & ti (bed & breakfast) operators.

                 Concern-. Make village participants aware that these activities should be a
                 supplementary source of income, not the mainstay.

             ï¿½  EDPO & DPW could provide design standards for the development of
                accommodations, standards that make the maximum use of local materials.
                Furthermore, a compatible rating system should be implemented.
             ï¿½  Village-based bed & breakfast accommodations need not be ornate, but must
                necessarily be clean.

          ATTRACTIONS


             ï¿½  Culture, people, & environment are our assets. Protect and preserve them. Place
                emphasis on these assets when seeking our 'niche' in the world market. Stay
                away from anything that adversely impacts our assets.
             ï¿½  When developing attractions in the villages, avoid disrupting the culture, the latter
                being one of our greatest assets.
             ï¿½  Effect an education and awareness program that highlights the benefits as well as
                the. existing problems if tourism is developed appropriately.
                 .Start at the elementary level as part of the curriculum.



                                                     F- 14








               PART 4 - APPENDICES                                 Appendix F - Summaries of Tourism Forums


                      Yield trips for young people to see not just the attractions, but the devastated
                      problem
                      areas, too, i.e. lifter-strewn beaches, etc.
                      .Include churches and youth groups.
                    * Government and the private sector should consider effective alternatives to
                      reduce litter generation, such as recycling.         (Possible basis for small
                      businesses/jobs.)
                    * Private sector can work with the villages in cleaning and maintaining attractions.
                      Example: Adopt-a-Beach or Park programs involving organizations like the
                      Rotary or Lions Club, etc.
                    * Establish a strong network of government agencies, such as Parks & Rec., EDPO,
                      DPW, & ASPA, to work with villages in establishing and sustaining clean-up
                      programs.
                    * Identify village beaches that can be opened to tourists on Sunday OR Encourage
                      tourists to go to church on the Sabbath.
                    * Do not discourage villages from charging tourists a minimal fee for beach use.

                TRANSPORTATION


                    * Separate Airport from Port.
                    * Many complaints about the airport:
                       1. Terminal complaints
                              luggage claim areas
                              .need to improve passenger processes (ingress/egress)
                              'restroom maintenance
                    * Organize volunteers to improve certain portions of the Airport. Provide public
                      recognition for their efforts. Encourage constructive action, not just criticism.
                    * A specific and implementable plan is required for improvements.
                    * Foster airline cooperation to maximize service to American Samoa. Government's
                      role is not to mandate change, but to provide a forum for the airlines to sit down
                      and discuss air service issues.
                    * Government should require Hawaiian Airlines to increase flights to 3-4
                      times/week.
                    * $40 billion recently passed by the U.S. Congress for improvements to domestic
                      airport terminals. (Aviation Trust Fund). How can American Samoa tap into this?
                    * Improve facilities for yachtees and cruise ship passengers.

                INFRASTRUCTURE & SUPPORT SERVICES


                    * Provide educational and awareness programs for the community regarding litter,
                      tourist related business opportunities in the villages and natural attractions, etc.
                    * Make ASPA responsible for solid waste collection. Assess a surcharge on
                      electric bills. (Premise: The higher the bill, the more trash you generate.)




                                                         F - 15








           Appendix F - Summaries of Tourism Forums                              PART 4 - APPENDICES


              ï¿½ Reinstate village beautification programs. Emphasize cleaning up for its own
                sake, and not for $. Public acknowledgment of clean litter-free villages, public
                notice of 'dirty' villages.
              ï¿½ Discourage government entities, such as EPA & ASCMP, from offering monetary
                compensation/prizes for clean-up.
              ï¿½ Improve water systems in outlying villages.
              ï¿½ Upgrade roads, particularly to attraction areas.
              ï¿½ Situate restrooms in strategic locations throughout the island. Within the villages,
                the maintenance of the facility should be the responsibility of the villagers.

           DEVELOPMENT INCENTIVES


              ï¿½ Provide tax exemption for hotels and directly related tourism businesses.
              ï¿½ Provide tax exemptions based on employment and wage levels/expenditures.
              ï¿½ Provide tax credit to businesses that invest in training.
              ï¿½ Waive customs duties for the import of materials that support tourism industry.
              ï¿½ Provide grants for new and pioneering efforts in tourism development.

                 Concern: Too much of the incentives are going to the big boys, precluding
                 assistance to small and productive entrepreneurs. There is no comprehensive
                 policy for development incentives, an organized package is needed of what help
                 is available, not fragmented and scattered assistance.

              ï¿½ Limited awareness of such ASG training/employment programs such as JTPA,
                etc.
              ï¿½ Provide for business training (simple to advanced), management training, and
                consumer services awareness.


           FUNDING & FINANCING


              ï¿½ Finance for local ownership. Discourage expensive ventures that can only be
                financed and controlled by outside interests.
              ï¿½ Utilize idle land for planting required food/crops; import substitution.
              ï¿½ Effect cost-benefit analysis for every project proposed for funding and assistance.
              ï¿½ Simplify loan criteria requirements. Consider the ownership of suitable sites.

           MARKETING & PROMOTION


              ï¿½ Target quality tourists, not mass tourism.
              ï¿½ TCSP (Tourism Council of the South Pacific) a good indicator of markets for
                tourists, as well as a valuable data base information center.
              ï¿½ Provide tax breaks and other incentives for encouraging industry participation in
                marketing and promoting Samoa.
              ï¿½ Determine ways and means of marketing ecotourism, our 'grand and splendid
                natural resources'. According to John Wasco, the full spectrum of flora can be


                                                     F - 16








                PART 4. - APPENDICES                            Appendix F - Summaries of Tourism Forums


                     seen on our island in 2 days. (Marketing study?) Consider what it is we are to
                     sell, how to market and to whom? Hiking, camping, etc.
                  *  3 essential ingredients for a successful ecotourist visit:
                      1. Nondegraded environment
                      2. Educational experience (they bring their own guides)
                      3. Cultural experience
                  *  Find our'niche'. (Locally based, financed and operated tourism.) Then seek out
                     relevant marketing specialist from TCSP to assist in development.
                  *  Anticipate short to medium to long term tourists and prepare accordingly.

                REGIONAL COOPERATION


                  * Develop Poly-Core Initiative.
                  * Consider hotel/accommodations linking/cooperation, for hospitality training.
                  * Consider membership benefits in regional organizations like PATA, TCSP, TIA,
                     WTO, etc.
                  * Develop as'the Samoans', not as American or Western Samoa.

                IMPLEMENTATION & MONITORING


                  ï¿½ Maintain local control.
                  ï¿½ Establish strong Visitor's Association that includes village representation.
                  * Remove tourism management from the government, give to private sector.


                OTHER
                     Government should support tourism in general, but get out of the business itself.
                     Encourage NGO (non governmental organizations) participation in tourism
                     development.
























                                                       F- 17








                PART 4 - APPENDICEI                                                     APPENDIX G - Bibliography




                                                      APPENDIX G


                                                     BIBLIOGRAPHY



                   * American Samoa, Your Crossroad.for Investment in the New Pac@fic. Economic
                      Development and Planning Office, American Samoa Government, Pago Pago, 1992.

                   *  Bushnell, Sherry M., Draft Ecolourism Planning Kit, Pacific Business Center Program,
                      Honolulu, March 1994.

                   *  Ecotourism, Guidelinesfor Nature Tour Operators. The Ecotourism Society, North
                      Bennington, Vermont, 1993.

                   *  Hawaii State Plan - Tourism: State Functional Plan. Department of Business, Economic
                      Development, and Tourism, State of Hawaii, Honolulu, 1991.

                   +  Imamura, C.K., Aviation Briefing Paper. Pacific Basin Development Council, Honolulu,
                      HI, 1993

                   *  Mariana Islands, and Hawaii, Pacific Basin Development Council, Honolulu, 1987

                   *  Roos, Kathy, Comments Regarding Tourism Conference. Unpublished paper for the
                      Tourism Task Force, Pago Pago, 1994

                   *  RPT Economic Studies Group. Summary, Tourism Master Plan: Cook Islands. Cook
                      Islands Tourist Authority, Rarotonga August, 1991

                   *  State of the Islandv Report - Territory ofAmerican Samoa, American Samoa Government,
                      Pago Pago, 1992

                   *  Special Transportation Problems of the American Pacific Islands - Report to Congress, U.
                      S. Department of Transportation, Washington D.C., 19886

                   *  Sunia, Aitofele T. F., Comments on American Samoa Promotion Efforts - Visitors'
                      Industry. Unpublished paper for the Tourism Task Force, Pago Pago, 1994

                   *  Sustainable Tourism Development. Industry and Environment, UN Environment
                      Programme, Vol. 15, No. 3-4, 1992.

                   +  Tourism Congress - 1993, Proceedings, Department of Business, Economic Development
                      and Tourism, and Hawaii Tourism Board, Honolulu: December, 1993

                   *  Travel and Tourism, World Travel and Tourism Council, Headington, Oxford, 1993.


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            Appendix G - Bibliography                                             PART 4 - APPENDICES



               ï¿½  Travel and Tourism Barometer, World Tourism Organization, Madrid, 1993.

               ï¿½  Vassiliou, Dr. George, Tourism and Sustainable Development. Global Conference on the
                  Sustainable Development of Small Island Developing States, United Nations, NY, April,
                  1994


               ï¿½  Wasco, John, Hiking Trails of Tutuila andManua, Calumet Industries, Unpublished,
                  1994.


               ï¿½  Walbrink, Donald & Associates, Physical Standardvfor Tourism Development, Pacific
                  Islands Development Commission, Honolulu, May 1973.

               ï¿½  World Tourism Organization, Tourism Master Planfor Western Samoa, 1984-1993,
                  Government of Western Samoa, Apia, March 1984.

               ï¿½  Zodiacal, Alex P., Benefits and Incentives of Doing Business in American Samoa - Fact
                  Sheet. Economic Development and Planning Office, American Samoa Government, Pago
                  Pago, 1993.

































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               ACKNOWLEDGMENTS: PHOTOGRAPHS
  I            FREDERICK KOEHLER SUTTER
               MONICA MILLER
               DANIEL GALANIS
  I            FALANIKO VITOLIO
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