[From the U.S. Government Printing Office, www.gpo.gov]
Tourism Task Force Report to the Governor @21 4@4 41 1/441- 001@ 155 A46 A44 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 A6 . . . . . . . . . . . . . . . . . . . . . All Govern f4 OUND VOL MOW Awl @A&Amwffiili, 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 0 PART 2 B A C K G R 0 U N D t4l- @p A-4- Y qVY 4s fdrge 7777 _7 Ri" Iditk@ Gbv.eF",or0,- If V@ Q', J@ Xr P @ "I A`,R Ilk 4 olk -10=1, U Q@ I owl :@A RT -C OR 0,,@ U N zBA t pq "N'M ft TP-MPRWORM, - @_Ant 14 AM WT P_@ _41 A 117-q oZ 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. � Accommodations PRIORITY OBJECTIVES 1 -Improve Rainmaker Hotel to generally accepted international standards. 2 -Increase number and quality of alternate tourist accommodations. � 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. � 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. � Development Incentives 17 -Provide financial incentives and support for local tourism busmiess development. 18 -Provide technical assistance to local tourism businesses and entrepreneurs. � Fundins! and Financin2 19 -Increase funding levels for tourism development. 20 -Increase available capital for tourism business development. � Marketing and Promotion 21 -Identify appropriate tourism markets for American Samoa. 22 -Develop targeted marketing/promotional plan. � 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 O N P L A 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: � ASG (comparable to existing TO budget) � 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. -k7 At, left -Is Wvl AA ,Alt -40 TA AL, Ah If. 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: � Increase private sector involvement in managing tourism development. � Decrease government *involvement in managing tourism development. Immediate Goals: � Expand and improve tourist accommodations � 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: � Create jobs for local residents � Increase local business opportunities � Promote village-based tourism development Immediate Goals: � Increase incentives for tourism development � Expand and improve tourist accommodations � Improve the number, quality, and accessibility of attractions � Improve transportation linkages � 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: � In-house (ASG) � Community Development Block Grant (HLJD) � 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 MIN�R, 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 @ 3A 3AJ 3B Task 3B he' Redy 0 oli e et , vI ft su J@Dra and offer a ro 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: � Increase private sector involvement in managing tourism development. � Decrease government involvement in managing tourism development. � Promote public/private sector partnerships. Immediate Goals: � Increase funding and financing for tourism development programs. � 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: � ASG (Comparable to current TO budget plus 10% increase) � Economic Development Administration (EDA) � Community Development Block Grant (HUD) Possible: � Community Services Block Grant (HHS) � 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: � Create jobs for local residents. � Increase local business opportunities. � Increase private sector involvement in tourism development. � Promote public/private sector partnerships. � Improve the public image of the Territory � Promote village-based tourism development. Immediate Goals: � Increase number and quality of alternate tourist accommodations. � Improve number, quality, and accessibility of attractions. � Improve transportation linkages. � Improve tounism-related infrastructure and support services. � 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: � Department of Transportation (airport and road improvements) � Private financing Likely: � DOI (NPS)/ DOI (CIP) � Community Development Block Grant (public facilities) � 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: � Increase local business opportunities. � Promote public/pnivate sector partnerships. � Improve the public image of the Territory Immediate Goals: � Increase incentives for tourism-related business development. � Improve marketing/promotional strategies. � 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: � Promote public/pnivate sector partnerships. � Improve the public image of the Territory � Clean up and protect the natural environment. � Respect Samoan cultural traditions. � Promote village-based tourism development. Immediate Goals: � Improve number, quality, and accessibility of attractions. � Improve tounism-related infrastructure and support services. � 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: � ASG (TCF, MO, PR, contract) � CDBG, ASCUT, ASPA, EPA (transfer stations) Likely: � ASG (TCF, MO, PF, contract) � Fines, public service, � 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: � improve the public image of the Territory � Clean up and protect the natural environment. � Respect Samoan cultural traditions. � 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: � Community Development Block Grant (HUD) � 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 Desi�rn 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: � Improve transportation linkages. � Improve tourism-related infrastructure and support services. � Increase incentives for tourism-related business development. � Improve marketing/promotional strategies. � 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: � Improve quality and reliability of infrastructure systems and support services. � Improve marketing/promotional strategies. � Improve regional linkages and cooperative arrangements. � 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: � ASG (portion of EDPO local appropriation) � Community Services Block Grant (EDPO) � Community Development Block Grant (EDPO) � Industrial Park Enterprise Fund Likely: � Community Services Block Grant (EDPO) - (future) � Community Development Block Grant (EDPO) - (future) � DOI (OTIA) ?? Possible: � Econon-fic Development Administration (EDPO) - (future) � 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 �11 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 IL Ile IN Jo ILI INI, P'N a J4 JV-, 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 hL@', PART 4 A p p E N D I t- E s B I B L I 0 G R A p H y X:5) 141W 16 f 'Z4 _77 V"" IT t, T, . , "m ,- 1, 7 Y@,a@ I'T 4 4,2i P Mv, IAT, -@Tf, A94 OT' 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 44 Mw ....... ... tk@@ wo ll, 1@- L-l ri . . ... ... ......... - - *Ab-l JL 4F ......... ..... .............................. ........... ............ . . . . . . . . . . 4k 4w. 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 �03 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 1�-,-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 � Be more supportive of village developments. Example: Assist in provision of adequate transportation to such places as Aunu'u. � Consider villages with a strong cultural village structure to protect against vandalism, destruction of property, and trouble-makers. � Be certain villages (village councils) are informed or notified before tourists flood the villages. ATTRACTIONS � Initially, develop attractions that require minimal financial investment. � Aunu'u has many attractions that have been overlooked, i.e. Vaisuatoto, Pala, etc. � ASG could work with the villages in determining a location for a structure like the Polynesian Cultural Center in Hawaii, to entice visitor spending. � 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. � Provide facilities (stages, restrooms, etc.) at strategic locations like the departure point for Aunu'u, where villages can give performances for cruise ship tourists. � 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. � 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. � 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 � Each village should be visited, and its attractions determined. � 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 � If considering the possible closing of the canneries, think of the consequences that could result from mass unemployment. � Use the inmates from the Tafuna Correctional Facility to clean up, a cost-saving measure. � Enact a community service requirement (picking up trash) for all litterers. � American Samoa is too dirty. The trash problem needs to be addressed. � Does ASG have money to invest in village attractions? Has the amQunt--of raoney requisite to maintain attractions, like Aunu'u's, been determined? � 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 � Grant tax exemptions to all tourism businesses and support services. � Legalize gaming. FUNDING AND FINANCING � Draft a bill for additional Tourism funding, for the Senate and House endorsement. � 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. � 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. � Increase the overall budget for tourism marketing. � Market our living culture. � 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 � Formulate and implement ways to ensure tourism is a long-term proposition, that retains continuity through political changes, etc. � Remove tourism from government management, and give it to the private sector to operate. OTHER � Develop Tourism appropriately. Remember to take into account cultural concerns, like honoring the Sabbath, etc. � 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: � Do not rely solely on Rainmaker. � Give districts opportunity to recommend sites for, and develop other accommodations. � Promote and directly assist traditional accommodations, Samoan/local endeavors. � Establish a partnership between ASG and the private sector (a county perhaps). ASG finances project, private sector (county) manages it. � 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. � ASG and villages cooperatively clean and maintain cultural attractions. (Ex: Turtle & Shark, Papa Se'ea, etc.) Build access roads. � Employ a Park Marshall for National Park preservation matters. � Institute a long term maintenance program for'permanent' attractions, i.e. beaches, etc. � Encourage the production and selling of handicrafts, particularly among our elderly. � Give attractions planning to ASCC. Utilize the students in a'Forces for Tourism' program. � Develop Fagalele as a cultural center similar to the Mormon Polynesian Cultural Center in Hawaii. Start small, and expand as funds become available. � Develop old deserted Aasu village as a functioning exhibition Samoan village for tourists. � Remove containers from wharf. � Give the responsibility and funding for trash pickup to the District Governor, fa'alupega and pulenu'us, instead of to a private contractor. � Return the trash pickup to ASG. � Utilize the inmates of the Tafuna Correctional Facility for trash pickup. � When designing a Territory-wide clean up strategy, give special consideration to industrial areas such as the Fagaloa, which require more frequent maintenance. � Scuttle the stranded Korean longliners on the reef. � Let the villages determine their own sandmining policies. � Encourage recycling. Have deposits for bottles, or ban bottled beer. � Institute public awareness and education to prevent littering. Emphasize tagatanu'u/citizen responsibility, not the 'money first and only' mentality. � increase public health awareness. Promote cleanliness, then tourism. � Pay for garbage pick up services, as we presently do for power and water. TRANSPORTATION � Great improvements required before tourists can be accommodated effectively and efficiently. � Change transportation laws that limit air accessibility by air. � Separate Airport from Port. � Create entity for managing Port. � Improve bus and taxi regulations, health standards, and service. � 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, F-6 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. F - 7 Appendix F - Summaries of Tourism Forums PART 4 - APPENDICES � Provide material for commercials on a network like CNN. � Arrange for A.S. tourism brochures to be carried on different airlines. � Lower hotel room rates to correspond to the quality of the room REGIONAL COOPERATION � Initiate dialogue to debate air regulations and constraints relative to the Territory. Amend laws that hamper air accessibility to American Samoa. � 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. � Enlist the Governor and Fono's aid in dealing with the Federal Government on transportation issues. IMPLEMENTATION/MONITORING � 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.) � 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: � Determine attractions within each of the Manu'a islands. Have villages develop and maintain their own. � Develop ecotourism. � 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 � Charge businesses for trash pickup. � 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. � 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. � 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. � Luanu'u is different from the Faletolu. Desirable that every village have one attraction developed specifically for tourism. � 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. � 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. � Consider Fagalele as a cultural center/Historic site. Transportation � 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. � 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.) � Add lights to Fitiuta airstrip to facilitate air service at night. � Remove Port in Tutuila from town. * Consider development of ports in Manu'a. � Earmark a percentage of Port monies for tourism development, and otherwise utilize Port monies for Port improvements. � 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? � Meter taxis. � Amend Cabotage laws that restrict Polynesian's service to the Samoas. F - 10 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.) � Institute an increased fee for poker machines and other forms of gambling for tourism development. Propose a $5,000 fee on poker machines. � Ensure that ASG receives some $ from entities who solicit money here. (Like Manu Samoa, etc.) Utilize for tourism development. � Legalize gaming. Have a government sponsored lottery. � Consider tax on heavy equipment, i.e. trucks and other diesel powered machinery, for road improvement. � Consider requesting a percentage of funds from the Office of Communications, which seems to be operating profitably, for tourism development. Marketing & Promotion � 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. � If Manu'a's old tales are to be written down, then they must remain in Manu'a. � To pique tourist interest, post billboards in appropriate places indicating Tutuila and Manuas" attractions. � Develop and disseminate colorful and informative brochures for distribution everywhere, by airlines, agencies, ASG travelers, off-island scholarship students, legislators, etc. Distribute widely. � Tourism development personnel can develop brochure for Manu'a, in conjunction with Manu'a residents and traditional leadership. Regional Cooperation � 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. � Maintain membership in regional organizations like PATA & TCSP, who can assist in attracting tourists. � Regional cooperation desirable to cut costs of promoting and attracting tourists, a means of pooling resources. Implementation & Monitoring � 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. � Tourism is a business. Remove it's management from the ASG, and give to the private sector. � 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 � Government should get out of accommodations. Politics has no place in running a Hotel, the latter business-oriented. � Disband the present Rainmaker Board. Hire qualified and accountable manager. (There are qualified Samoans for the post, on and off-island.) � 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. � For targeted small business loans, assist both existing and proposed new facilities. No handouts. � Have the Development Bank fund the construction of bungalows, do not place such emphasis on the one big Hotel. � 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. � 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. � Village-based bed & breakfast accommodations need not be ornate, but must necessarily be clean. ATTRACTIONS � 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. � When developing attractions in the villages, avoid disrupting the culture, the latter being one of our greatest assets. � 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 � 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. � Discourage government entities, such as EPA & ASCMP, from offering monetary compensation/prizes for clean-up. � Improve water systems in outlying villages. � Upgrade roads, particularly to attraction areas. � 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 � Provide tax exemption for hotels and directly related tourism businesses. � Provide tax exemptions based on employment and wage levels/expenditures. � Provide tax credit to businesses that invest in training. � Waive customs duties for the import of materials that support tourism industry. � 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. � Limited awareness of such ASG training/employment programs such as JTPA, etc. � Provide for business training (simple to advanced), management training, and consumer services awareness. FUNDING & FINANCING � Finance for local ownership. Discourage expensive ventures that can only be financed and controlled by outside interests. � Utilize idle land for planting required food/crops; import substitution. � Effect cost-benefit analysis for every project proposed for funding and assistance. � Simplify loan criteria requirements. Consider the ownership of suitable sites. MARKETING & PROMOTION � Target quality tourists, not mass tourism. � TCSP (Tourism Council of the South Pacific) a good indicator of markets for tourists, as well as a valuable data base information center. � Provide tax breaks and other incentives for encouraging industry participation in marketing and promoting Samoa. � 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 � Maintain local control. � 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. G-i Appendix G - Bibliography PART 4 - APPENDICES � Travel and Tourism Barometer, World Tourism Organization, Madrid, 1993. � Vassiliou, Dr. George, Tourism and Sustainable Development. Global Conference on the Sustainable Development of Small Island Developing States, United Nations, NY, April, 1994 � Wasco, John, Hiking Trails of Tutuila andManua, Calumet Industries, Unpublished, 1994. � Walbrink, Donald & Associates, Physical Standardvfor Tourism Development, Pacific Islands Development Commission, Honolulu, May 1973. � World Tourism Organization, Tourism Master Planfor Western Samoa, 1984-1993, Government of Western Samoa, Apia, March 1984. � 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. G-2 I I I I I I I I I I I I I I I I ACKNOWLEDGMENTS: PHOTOGRAPHS I FREDERICK KOEHLER SUTTER MONICA MILLER DANIEL GALANIS I FALANIKO VITOLIO I I I I I I I Z) I I I I I I I I I I I i L III I I @11111 3 6668 00000 3634 9