Samoa Tourism Authority

SAMOA TOURISM AUTHORITY

ANNUAL REPORT FINANCIAL YEAR 2019/2020

31 October 2020

The Honorable Speaker of the House Afioga Leaupepe Toleafoa Faafisi Legislative Assembly MULINUU

SAMOA TOURISM AUTHORITY ANNUAL REPORT 2019 - 2020

In accordance with Section 23 of the Public Bodies (Performance and Accountability) Act 2001, I have the privilege to submit before Parliament the Annual Report of the Samoa Tourism Authority for the financial year, July 2019 to June 2020.

Faafetai.

Sala Fata Pinati MINISTER OF TOURISM

TABLE OF CONTENTS

1.0 MESSAGE FROM THE MINISTER ...... 5 2.0 MESSAGE FROM THE CHIEF EXECUTIVE OFFICER ...... 6

3.0 EXECUTIVE SUMMARY ...... 7

4.0 MANDATE ...... 8

4.1 Tourism Development Act 2012 ...... 8

5.0 ENTITY PROFILE ...... 8

5.1 Organization Profile ...... 8

5.2 Organizational Structure ...... 8

5.3 Board of Directors (July 1, 2019 – 30 June 2020) ...... 8

5.4 Management (July 1, 2019 – 30 June 2020) ...... 8

5.5 Organizational Chart ...... 9

6.0 POLICY AND SECTOR COORDINATION ...... 10

6.1 Overview ...... 10

6.2 Goals, Key Performance Indicators and Results of PSC for FY2019/2020 ...... 10

6.3 Covid-19 Recovery response proposal ...... 10-11

6.4 Samoa Tourism Growth Partnership ...... 11

6.5 Review of the Samoa Tourism Sector Plan 2014-2019 and writing of new sector plan 2020-2025 .. 12

6.6 Review of the Samoa Destination Marketing Plan 2014-2019 and writing of the new Samoa destination Marketing Plan 2020-2025 ...... 12

7.0 SALES AND MARKETING ...... 13

7.1 Overview ...... 13-15

7.2 Goals, Key Performance Indicators, Results for Sales & Marketing-Apia FY2019/2020 ...... 15

7.3 Goals, Key Performance Indicators, Results for Sales & Marketing-Australia FY2019/2020 ...... 16

7.4 Goals, Key Performance Indicators, Results for Sales & Marketing-N. Z FY2019/2020 ...... 17

7.5 Goals, Key Performance Indicators, Results for Sales & Marketing-Nth America FY2019/2020 .. 17-18

7.6 Goals, Key Performance Indicators, Results for Sales & Marketing-UK/Europe FY2019/2020 ..... 18-19

7.7 Goals, Key Performance Indicators, Results for Sales & Marketing-Am. Samoa FY2019/2020 .... 19-20

7.8 Goals, Key Performance Indicators, Results for Sales & Marketing-Asia FY2019/2020 ...... 20

7.9 Other Marketing Updated ...... 21

8.0 PLANNING AND DEVELOPMENT ...... 21

8.1 Overview ...... 21

8.2 Goals, Key Performance Indicators, Results for Planning & Development FY2019/2020 ...... 21-22

8.3 Tourism Sector Capacity Building and Workforce Development ...... 23-24

8.4 Awareness and Education Program...... 24-25

8.5 Tourism Training Taskforce (TTT) ...... 25

8.6 Samoa Tourism Growth Partnership (STGP) – Capacity Building & Training...... 25

8.7 Trainings and Workshops for the Staff ...... 25

8.8 Product, Service & Infrastructure ...... 26

8.9 Tourism Business & Investment ...... 26

8.10 Climate Change & Disaster Management ...... 27

8.11Agritourism Park, Atele ...... 27-28

8.12 Garden Toilets project ...... 28

8.13 National Beautification Campaign ...... 28

9.0 RESEARCH AND STATISTICS ...... 28

9.1 Overview ...... 28-30

9.2 Goals, Key Performance Indicators, Results for Research & Statistics FY2018/2019 ...... 30

9.3 Assessment of Visitor Arrivals by Markets ...... 31

9.4 Assessment of Visitor Arrivals by Purpose of Travel ...... 31-32

9.5 Assessment of Visitor Expenditure ...... 32-33

9.6 Assessment of Choice of Accommodation ...... 33-34

9.7 Assessment of Hotels Occupancy Rates ...... 34-35

9.8 Assessment of Cruise Ship Visitors ...... 35

9.9 Assessment of Aviation Capacity ...... 35-36

10.0 FINANCE AND CORPORATE SERVICES ...... 36

10.1 Overview ...... 36-37

10.2 Annual Accounts, Systems, Finances, Analysis ...... 37-38

10.3 Human Resources ...... 38-39

1.0 MESSAGE FROM THE MINISTER

Talofa lava! I am pleased as the Minister of Tourism to present this Annual Report for the Financial Year July 2019 to June 2020 highlighting some of the milestones and significant challenges by the government and the sector.

The FY 2019/2020 is arguably one of the most challenging year for the industry if not, our generation. We started positively with recorded growth of 15.8% in the first quarter driven mainly by our sports and business sectors during the South Pacific Games in July 2019. Such promising results led to high expectations and forecasting a far better yield and annual return for the industry.

Unfortunately, the following months were not as favorable as we have hoped for. The measles epidemic which led to strict travel restrictions have adversely impacted the industry. Recorded negative growth and the decline was felt and experienced across the whole sector especially the accommodation sector and other key essential services. As we were in the recovering phases from the measles, COVID-19 outbreak further added more challenges on the already struggling industry. The COVID-19 impact to date has significantly pummeled the sector with increased unemployment, delayed financial institution obligations, disruptions to all supply chains amongst other key concerns.

Recovery of the industry is one of the key drives by the government through the Authority as strongly highlighted in the government stimulus packages. Keeping the industry afloat, maintained and well- prepared prior reopening the borders is a priority. Tourism is indeed everyone’s business and continues to be the mainstay of our economy and given its significance, the Government continues to support the Sector as one of its key economic priorities.

The Authority continued to spearhead the development of sustainable tourism through their mandated roles in creating opportunities and leading initiatives in the areas of destination marketing, product development, capacity building, research, climate change and business enabling environment. Rest assure, efforts are in place to ensure the industry will recover and build back better. I acknowledge the valuable contribution of the private sector in the development of our economy. Moreover, ALL of Samoa who have supported the industry during these difficult times Your assistance through domestic tourism is very much appreciated. I also express appreciation for the great support from the Cabinet and Parliament for the government annual grant especially the Stimulus Packages. Also, acknowledge the hard-working sector especially the Samoa Hotel Association and Savaii Samoa Tourism Association.

Finally, my gratitude to our donor partners, leadership and contribution of the Board of Directors, Management and Staff of Samoa Tourism Authority. I look forward to working closely with you in the next financial year.

Ma loú faaaloalo tele;

Sala Fata Pinati. MINISTER OF TOURISM

2.0 MESSAGE FROM THE CHIEF EXECUTIVE OFFICER Talofa! This financial year has been the most challenging year to date after a period of sustained growth in overall numbers over the past few years. The uncertainties brought about as a result of both the Measles Outbreak and the COVID-19 Pandemic has presented unprecedented challenges and obstacles to the Industry. Significant amount of collaborations between the government, donor partners and the sector are indeed required to ensure we remained sustained and stay resilient for the livelihoods of our Beautiful Samoa.

Samoa is very vulnerable to natural disasters and especially wide spread outbreaks with major economic consequences due to our economy’s dependence on the tourism sector. Travel restrictions imposed during the Measles and COVID-19 as well as the State of Emergencies are already having a sector wide impact on our local economy. Increasing numbers of unemployment and reduced working hours across all operators, financial debt repayments to financial institutions and normal maintenance as well as operational costs for all business operators are some of the challenges. However, the health of the nation is a priority and any case of COVID-19 on our shores will be disastrous.

With all the challenges comes opportunities. Tourism is still considered as the mainstay of our economy currently accounts for 25% of the Gross Domestic Product, employing an estimated 15% of the workforce and generating a third our total foreign reserves. Given its key role in the economy, it is identified as the most affected by the recent measles epidemic and the current unprecedented coronavirus pandemic that is now bringing global tourism to a halt. Although the industry is in a standstill, it is envisaged as the leading industry to spearhead our economy recovery and post COVID-19 pandemic.

Strategic recovery efforts as a result of the government Stimulus Packages and donor aid assistance from the New Zealand government have led to numerous opportunities in easing the industry burden in terms of capacity building, wage subsidies, essential services incentives and others. However, more efforts and fiscal solutions are required to ensure the industry survives if the current COVID-19 restrictions prolong. Major works and collaborative efforts with all key stakeholders are currently implemented to ensure all facets of the sectors is functioning, maintenance and planning prior to the reopening of the international borders. Local and domestic tourism have shown great potential and kept businesses afloat in the absence of international visitors. The Authority on behalf of the government leads and create opportunities on the following key areas; • Robust marketing and research; • Product development; • Accessibility and infrastructure; • Investment opportunities • Capacity building. I wish to take this opportunity to acknowledge the Government’s support, everyone with a vested interest in tourism in Samoa and our development partners especially the New Zealand Government for your continued support and assistance. Gratitude to the Samoa Hotel Association and Savaii Samoa Tourism Association. My sincere Faafetai to the Minister of Tourism, Chairman and Board of Directors and especially the Management and Staff for their hard work and commitment for the financial year under review. I look forward to fostering new partnerships and enhancing current developments to ensure Tourism Sustainability and Sector wide recovery.

Ma le faaaloalo tele,

Faamatuainu Lenata’i Sālā Suifua CHIEF EXECUTIVE OFFICER

3. EXECUTIVE SUMMARY The Financial Year 2019 /2020 was indeed a memorable one. It will be arguably the most challenging to date and during our generation. It started off positively with an increase of 10.8% grant from the government ($13,263,582) compared to the previous year ($11,966,895). Moreover, growth was recorded in the first quarter where, 15.8% was achieved driven mainly by our sports and busines visitors during the South Pacific Games. The following months toward the end of the Financial Year highlighted significant decline in the industry. Pre-pandemic, quantitative surveys have reported positive results in terms of sustainable tourism development in Samoa. International Visitors Survey for 2019 conducted by the respected New Zealand Tourism Research Institute concluded that the average visitor spend prior to arrival in Samoa is SAT$2,587 (NZ$1,466) per person, estimated that 55% of this amount - SAT$ 1,423 (NZ$806) reaches the Samoan economy (SAT$ 168/NZ$95 per day). The average visitor spends SAT$1,377 (NZ$782) while in the country or SAT$162 (NZ$92) per person per day. Average visitor spend has increased slightly from 2018 – both in country and pre-paid. If the pre-paid spend and the in-country spend are combined, it is estimated that the total spend per visit is SAT$2,800/NZ$1,588 (or SAT$330/NZ$187 per person per day). Overall, average total length of stay increased to 8.5 nights in 2019 compared to 8.2 nights in 2018. Average total spending per visitor also grew to $2,800tala per day compared to $2,649 tala in the previous year.

Furthermore, overall visitor satisfaction levels with Samoa services and experiences are high. The most appealing elements are environmental cleanliness and weather; local people; activities, attractions, entertainment and events; and culture. The least appealing elements are the lack/quality of infrastructure, public services and facilities; rubbish and natural environment care; food and beverage; social issues; cost of goods and services; customer service, and accommodation. Visitors’ future intentions are very positive with 91% of those surveyed stating that they would return to Samoa, and 95% saying they would recommend Samoa to friends or family. The industry indeed can grow and has the potential to further stimulate growth in our economy.

Border restrictions and closure during the Measles outbreak and COVID-19 pandemic during the last quarter of the Financial Year meant that FY19/20 was effectively only for 9 months in terms of visitor arrivals. This is reflected in the 30.3% recorded with 124,399 visitors compared to 178,564 in the previous Financial year. Moreover, a 15% drop compared to figures five years ago. Overall visitor expenditures decreased by 27% year on year and declined to 375.3 million from the promising $514.2 million during the previous FY. The decline in Samoa is similar to the downward across the Pacific region and globally.

The total estimated direct employment impact from March to end June 2020 indicates at least 1,137 staff will be terminated from accommodation providers and 433 from support services. The total direct impact to accommodation providers as at end May 2020 is over a 1000 staff laid off since the closure of borders and businesses.

Moreover, total credit to the private sector as reported is approximately 2.026 billion at end of December 2019 with at least 13 percent or 260 million outstanding debts for tourism specific businesses. Based on updates from CBS total outstanding debts for tourism at end of March 2020 was approximately SAT$ 270 million with non-performing loans totalling SAT$13.5 million. There is now a high risk of these existing loans turning into non-performing loans over the next 12 months given the reduction in revenue base for these businesses due to continued closure of borders. Access to external resources will be critical to ensure support is provided towards those who have lost their jobs as well as financial viability of most small to medium operators.

With all the challenges in the industry, government and donor partners will ensure the industry survives the unprecedented wave of uncertainties. Tourism is currently the most affected sector. Fortunately, it is also forecasted that it will spearhead our economy recovery post COVID-19. Stimulus packages have played major role in assisting in the areas of capacity building, domestic tourism, international destination marketing, wage subsidies, product development and incentives. Overall, more fiscal policies and resources are required to ensure the tourism sector survives during these unprecedented times.

4.0 MANDATE 4.1 Tourism Development Act 2012 The Samoa Tourism Authority is mandated under the Tourism Development Act 2012 to lead the sustainable development, promotion and management of the Tourism Sector through effective planning, administration, regulation and for related purposes in accordance with the Objectives and Guiding Principles of the Act.

5.0 ENTITY PROFILE 5.1 Organization Profile STA is the government agency responsible for advising the Tourism Sector on the sustainable development of tourism that is beneficial and prosperous for Samoa. The objectives and functions of the STA are mandated in the Tourism Development Act 2012. From time to time when pertinent and essential Government issues directives communicated through the Minister of Tourism or the Chief Executive Officer (CEO) which the Authority will integrate into the performance of its functions.

5.2 Organizational Structure The STA’s organizational set up makes it responsible for both the marketing and product development of the destination. This is fundamental and complementary to the responsibilities in the effective development and promotion of Samoa to be a premier tourism destination in the Pacific.

With the recent amendments approved by Cabinet the Samoa Tourism Authority’s Board of Directors now has a membership of five (5) directors superseding the Tourism Development Act 2012 that stipulates seven (7).

STA has a CEO who oversees the effective execution of the functions of the Authority and advices the Board of Directors on policies and strategic issues.

There are currently five (5) divisions of the Authority. They are: Policy and Sector Coordination, Sales and Marketing, Planning and Development, Research and Statistics and Finance & Corporate Services. The Ministerial Support output was added by MOF for budget purposes.

5.3 Board of Directors (July 1, 2019 – 30 April 2020) Adele Kruse Chairlady (Managing Director, Insel Fehmarn Hotel Leota Lu II Director (Managing Director, Vacations Beach Fales) Aanamaitu Tauiliili Pasikale Director (Managing Director, Airport Transfer & Tours) Tauiliili Alise Stunnenberg Director (Managing Director, Island Hoppers Vacations) Tuiataga Nathan Bucknall Director (Managing Director, Taumeasina Island Resort) Tuala Oli Ah Him Director (Managing Director, Millenia Hotel & Samoa Sports Lodge) Leota Matamua Kuki Retzlaff Director (Managing Director, Le Lagoto Resort)

In April 2020 Cabinet appointed a new five-member Board of Directors; Lavea Tupaimatuna Iulai Lavea (Chairperson), Tauiliili Alise Stunnenberg, Tuiataga Nathan Bucknall, (SHA President) Tupai Saleimoa Vaai and Matamua Leota Kuki Retzlaff.

5.4 Management (July 1, 2019 – 30 June 2020) Chief Executive Officer Faamatuainu Lenatai Sala Suifua Dulcie Wong Sin – Simanu Policy and Sector Coordination Manager Leituala Joe Chan Ting Sales and Marketing Manager Tupai Robert Ah Sam Planning and Development Manager Kitiona Pogi Research and Statistics Manager Pativaine Petaia – Tevita Finance and Corporate Services Manager

ORGANISATIONAL CHART

6. POLICY AND SECTOR COORDINATION DIVISION 6.1 Overview The Policy Advice and Sector Coordination division which includes the Office of the CEO and the Board of Directors who meets once a month or whenever necessary, is responsible for the establishment of sound tourism strategies fundamental to the development and sustainability of the Samoa Tourism Sector and advising the Shareholding Minister and Minister of Tourism accordingly.

Additionally, the division spearheads the coordination of the major development partners’ support to the Sector through the Sector Coordinator who is also the manager and who is responsible for the facilitation of the Tourism Sector Plan and keeping the Sector well informed on Government plans concerning the Sector.

6.2 Goals, Key Performance Indicators and Results of PSC for FY2019/2020 Budget - $919,929 (operation, Board and personnel) Scope of Appropriation: This appropriation allocated to this division contributes to the development of policies, legislations and the provision of advice to the Minister, Board of Directors and the effective management of the Authority. GOALS KPIs FY2019/2020 RESULTS (and comments) 1.A well informed and 37 meetings/consultations More than 20 meetings were held coordinated sector through with the Tourism Sector including STA Board meetings, network meetings of the STA Stakeholder meeting for the Review of Board and Working Groups and the Tourism Sector Plan 2014-2019 consistent information forum, Technical Taskforces meetings, dissemination Tourism Recovery COVID19 Taskforce and STGP Project related working committee meetings lead by PSC.

Awareness campaigns were made through TV1, TV3 and EFKS TV and Radio programs on Radio Polynesia and 2AP.

More than 10 circulars were distributed during the year. 2.Start consultations in Develop 5 policy briefs Work ongoing and potential policies to promotion of the Tourism impact the industry due to Covid19 are Development Act 2012 and being considered also for the update to relevant Laws and Regulations the Tourism Development Act 2012. 3.M&E Framework Annual February 2020 – During the Due to Covid19 SOE restrictions the Review Samoa Tourism Forum Samoa Tourism Forum was deferred to a later date. However individual and focused groups consultations were held for the review of the STSP2014-2019 that commenced March 2020 and ongoing.

6.3 COVID19 RECOVERY RESPONSE PROPOSAL. It is important to note that the sector during the period was just recovering from the measles epidemic before the unprecedented impacts of COVID19 reached Samoa. The implementation and enforcement of the SOEs by Government to protect Samoa saw a tremendous bearing on the sector noting a negative growth of 36.2% in the 3rd quarter of the Financial Year (Jan – Mar) and an overall 124,399 visitors recorded compared to 178,564 in the previous Financial Year. The trend recorded reflects a 15% drop compared to visitor numbers in the last five years. The measles survey undertaken and a rapid assessment conducted by the Authority and KVA, the total estimated direct 10

employment impact from March to end June 2020 indicates at least 1,137 staff will be terminated from accommodation providers and 433 from support services.

Accordingly, PSC during the period assisted the Authority in leading the sector’s COVID19 recovery discussions with development partners and also by spearheading the establishment of the sector’s Draft COVID19 Recovery Strategy 2020 whereby the KVA Consult Ltd joined the sector to fast-track strategies and possible actions to support immediate recovery measures for the sector. A taskforce for this work was also established comprising of reps from the Ministry of Finance, Development Bank of Samoa, Central Bank of Samoa, Samoa Hotels Association, KVA Consult Ltd and the Authority. The COVID-19 Recovery Response Proposal for Samoa Tourism Sector (TC19RP), sets out the immediate strategic priorities projected to help the industry recover and rebuild from the effects of the corona pandemic. The primary Goal of the TC19RP is to "achieve a steady and immediate recovery of Samoa’s tourism industry targeting the most vulnerable tourism operators ". The Draft TC19RP was shared (May 2020) with the development partners including NZAP, DFAT, World Bank, ADB and heads of Government Ministries. The Authority continues to work with the Samoa Hotels Association and Savaii Samoa Tourism Association in collating critical information (profiling surveys) that will help support updates regarding the status of operators to Cabinet mainly to seek support proposal. The announcement of the Government Stimulus Package on 7th April 2020 provided some support for the sector however, the SOE regulations have hindered much of the revenue generating opportunities across the sector.

6.4 Samoa Tourism Growth Partnership The New Zealand Samoa Tourism Growth Partnership (STGP) remains the main development partner for the Authority and Samoa’s Tourism sector. There were more than 15 meetings held regarding STGP activities, which also included the ongoing dialogue meetings with the Ministry of Finance and the New Zealand Aid Program to sought assistance for the industry, essentially with the major impacts of the COVID19 and the closure of boarders. The STGP Australia based Service Management Company (TRC) have not been able to visit Samoa and have been providing minimal assistance to bulk of activities and works that have occurred during the period. The details of the STGP components namely website redevelopment, product development (directional signages and interpretative signages), international visitor survey, training is discussed at large under the key output divisions reports. Key

Achievements for the STGP during the reported period included the following:

• Final 12 months International Visitor Survey 2019/2020 reports and data-mining completed– New Zealand Tourism Research Institute, Auckland University of Technology • Completion of the upgrade works to the Authority’s website (Electric Art Company) • Completion of the review of the old Samoa Tourism Workforce Strategy 2012 and establishment of the new Samoa Tourism Workforce Strategy 2020-2025. • Geology of Savaii for Tour Guide and a Resource Material for Tourism students • 9 interpretive signages developed • 3 attractions sites completed – Saleaula Lava Fields, Sopoaga Falls and Fuipisia Falls • 32 sites reassessed for potential upgrade works • Two (2) industry trainings completed successfully - Site Management and First Aid and six awareness programs for schools implemented (Aleipata College, Lepa College, Lefaga College, Sagaga College, Aana No2 & Aana No1 Colleges). • Review of the Samoa Tourism Sector Plan 2014-2019 completed and first draft of new sector plan 2020-2025 available.

• Procurement and tender works for the Consultancy Services to review the Samoa Marketing Strategy 2014-2019 and write the new strategy 2020-2025 completed.

COMPONENTS Amount Expended FY19/20

Output 1: Marketing and Research 214,682.00

Output 2: Product Development: Sites and 82,758.17 Signages

Output 3: Training 186,839.48

Output 01 (Additional Fund) Review of the 95,007.51 Sector Plan 2014-2019 and Writing of new sector plan 2020-2025 Total Expended for the STGP during the period is SAT$579,287.16.

6.5 REVIEW OF THE SAMOA TOURISM SECTOR PLAN 2014-2019 AND WRITING OF NEW SECTOR PLAN 2020-2025

The procurement process for this consultancy services was carried out during the period and the KVA Consult Ltd was selected following the completion of the evaluation process. The project is supported by the New Zealand Samoa Tourism Growth Partnership and the selection by the evaluation panel was approved by the National Tenders Board during the 3rd quarter of the financial period. The total cost of the consultancy services is SAT$106,101.00

The review report was received as per agreed arrangement and the first final draft of the Sector Plan 2020-2025 was submitted to the Authority at end of June 2020. Validation workshops to be conducted and it is essential to note that the plan will simply be focusing on recovering to pre- pandemic levels by 2025. We take note of this as travel restrictions and containment measures are likely to be in place for longer, and are expected to be lifted only gradually, with the possibility of reversal should new waves occur. Even when tourism supply chains start to function again, new health protocols mean businesses will be operating at restricted capacity.

Launch for the plan is scheduled before end of 2020.

6.6 REVIEW OF THE SAMOA DESTINATION MARKETING PLAN 2014-2019 AND WRITING OF THE NEW SAMOA DESTINATION MARKETING PLAN 2020-2025

PSC led the implementation of the procurement process for the project in relation to preparing of the Terms of Reference, Tender Documentations and completion of the evaluation process.

Draft Contract have been shared with the selected bidder (The Intrepid) for final comments/approval. Project is scheduled to complete prior end of 2020.

7.0 SALES AND MARKETING 7.1 Overview

This fiscal year had many challenges. In November 2019 the tourism industry was hit with the measles epidemic and later by the Covid19 pandemic that had unprecedented consequences to the tourism industry.

The Marketing workplans at all source markets were revised due to the uncertainties brought by the covid19 pandemic. There were cancellations particularly with Trade Familiarisations, Media Visits, Events & Meetings, and Joint Venture Campaigns which directly link to any form of travel. All Sales generating activities were cancelled.

With Samoa’s borders closed to all overseas countries the focus turned to the local market to keep the tourism sector in business. The Sales and Marketing workplan for the overseas markets directed efforts towards using online and digital platforms to keep Samoa’s presence and visibility in the markets.

Resources were invested in marketing partnerships with various local media outlets (TV, radio, newspapers and a local online agent) to promote packaged deals for the local operators.

Resources were also invested in TV Film programmes, Kuka, Taste of Beautiful Samoa and Tafaoga, Experience our Beautiful Samoa. Both programmes were intended to highlight the unique selling points of Samoa, through local cuisine worth of international standards and recognition and the many beautiful secret places of Samoa to visit. In addition to collecting high resolution footages, local photographers/videographers were employed to film fresh contents for the individual properties for marketing purposes and updating STA’s image and video gallery which enhanced the online performance of the STA website.

There was great feedback received from the public in reference to the Beautiful Samoa brand increasingly seen at outdoor places mainly in New Zealand and Australia, marketing efforts via displays on billboards, bus backs and inside passenger trains.

Generating awareness through joint marketing campaigns with the wholesalers was the team’s tactical approach to selling the products available before the measles crisis struck. The usual scheduled local, regional and international events took place until they were cancelled in the last three months of the financial year. The events that took place contributed to the promotion of the Brand, Beautiful Samoa, marketing of the destination and generating demand for and interests of the international travellers to visit Samoa.

The ‘call to action’ was www.samoa.travel for all the marketing activities aside from the Joint Venture Campaigns with the wholesalers and OTAs. This directs visitor traffic to the main consumer website for information about the destination.

The website, www.samoa.travel now has an Online Agent Training Portal. This was completed in June 2020 with updated website contents of short videos embedded in relevant webpages aimed at keeping 1st position using related keywords when searched online. The website contents in particular the Samoa Direct platform where all packaged deals are located online is updated whenever there are changes.

An App was completed during the year aimed at improving visitor experience when holidaying in Samoa. Final registration matters are to be completed before the App is made available on google play store. The Team continuously update the website contents in particular the Samoa Direct platform where all the packaged deals are located online.

Overall Performance for the website as follows:

o As expected, total website visitors dropped during the period. However, a high number of first- time visitors to the website was noted of 454,744; a 5% drop compared to previous period. o Bounce rate worsened by 6.7% but still at a healthy 38.5% which is far below the usual range of 60% before the redevelopment work started in 2018. This reflects the ongoing updates on the website contents. o New webpages such as stories/wild life; Beach Fales; Plan/accommodation and Experience/must-dos listed as top contents during this period. This reflects the efforts in targeting the local market using TV Filmed programmes and those of the local media agencies for promoting local packaged deals and activities. o Australia and New Zealand audiences dominated online visitor traffic on the website. o Czech Republic surprisingly appeared in the top six (6) countries with visitors browsing through the website content. During the lockdown period, a few European visitors were stranded in Samoa. They moved around the islands and posted their local experiences on social media. o A 44.5% increase is reported for visitor traffic through clicking the webpages more directly in search for destination about the destination. Also, a 18.2% visitor traffic towards the website as a result of social media posts during the period. o Social Media followers have grown steadily since the establishment of the Digital Team in December 2018. The Digital Team continues to create and post contents that capture attention generating high level engagements and increasing followers. The newest platform setup was the LinkedIn Account aimed at growing trade related activities and business opportunities.

Google Analytics Report 2019-2020

Overview 18/19 19/20 Change Top Content Page % Change views

Total Visitors 483,184 457,534 -5.31% 1) Homepage 275,423 53.45%

First-Time Visitors 478,863 454,744 -5.04% 2) Package-deals NZ 61,294 -56.86%

Page views 2,144,124 1,501,283 -29.98% 3) Stories/wild-life 26,637 100.00%

Pages/visit 3.11 2.58 -17.13% 4) Home/fale-fun 17,627 100.00%

Avg Time on Site 00:02:20 00.01.41 -27.88% 5) Plan/accommodation 16,458 100.00%

Bounce Rate 36.10% 38.55% 6.79% 6) Experience/must-dos 14,192 100.00%

Total Sessions 689,560 582,635 -15.51%

Visits by Country of Origin Traffic Sources FY1819 FY1920 % Change

Country Visits Share Referral 10,665 12,613 18.27%

New Zealand 141,743 30.72% Organic Search 231,218 216,186 -6.50%

Australia 107,945 23.39% Direct 53,954 77,993 44.55%

USA 89.441 19.38% Paid Search 48,267 20,030 -58.50%

UK 24,620 5.34% Social 21,658 19,804 -8.56%

Samoa 19,635 4.26%

Czechia 9,642 2.09%

7.2 Goals, Key Performance Indicators, Results for Sales & Marketing – Apia FY2019/2020 Budget - $732,489 (operation and personnel) Scope of Appropriation. The appropriation is for the implementation of the marketing strategy in support of the initiatives in the selected source markets. GOALS KPIs FY 2019/2020 RESULTS (and comments)

1.Increase Demand and Yield

No. of target Visitor Arrivals from 4,773 – 8,864 visitors 2019/2020 = 11,000 visitors (increase due markets other than NZ, Australia, to the Samoa hosted Pacific Games 2019) North America, UK/Europe, American Samoa and Asia. 2018/2019 = 9,336 visitors 2.Increase Awareness and Interest in Samoa and its offerings www.samoa.travel 427,923 traffic www.samoa.travel 457,534 users/traffic (due to covid19)

www.samoa.travel 454,744 new users www.samoa.travel 2,790 repeat users www.samoa.travel 38% bounce rate Social Media (Facebook, Instagram, 9,660,094 people reached by Facebook: 2019/2020 - 20,519,687 people You Tube) our advertisements and reached promotions via Social Media. 2018/2019 – 10,869,065 people reached 2017/2018 – 9,660,094 people reached 2016/2017 – 5,447,741 people reached

Instagram: 2019/2020 – 43,940 followers 2018/2019 - 32,433 followers 2017/2018 - 24,632 followers 2016/2017 – 20,402 followers

Twitter: 2019/2020 – 21,003 followers 2018/2019 - 23,300 followers 2017/2018 - 67,700 followers 2016/2017 – 67,500 followers

YouTube: 2019/2020 – 3,486 subscribers, 183,547 views 2018/2019 – 2,431 subscribers, 114,440 views 2017/2018 – 2,306 subscribers, 177,665 views 2016/2017 – 64,207 views Media Releases 12 media releases 0 3.Increase Awareness and Interest in Samoa through participation at Trade

and Consumer Shows Signed contracts at the 5 tourism 50 contracts signed (at 5 There were no tradeshows due to the Trade Shows attended Tourism Trade Shows attended) measles and covid19. Signed contracts at the 2 tourism 20 contracts signed (at 5 There were no tradeshows due to the Consumer Shows attended Tourism Consumer Shows measles and covid19. attended)

7.3 Goals, Key Performance Indicators, Results for Sales & Marketing – Australia FY2019/2020 Budget - $2,486,860 (operation & personnel) Scope of Appropriation. This appropriation is for the formulation and implementation of the Australia marketing strategy for the financial year targeting the achievement of the Tourism Development Plan 2014-2019 forecasted Visitor Arrivals from Australia. GOALS KPIs FY 2019/2020 RESULTS (and comments)

1.Increase Demand and Yield from the Australia Market No. of target Visitor Arrivals from Australia in the 27,668-29051 visitors 2019/2020 = 28,339 visitors Tourism Development Plan 2014-1019 achieved (decrease due to measles and covid19) 2018/2019 = 40,880 visitors No. of target Visitor Room Nights in the Tourism 69,220 – 71,297 room nights STA and a company have almost Development Plan 2014-2019 completed a computerized system to help capture this information as this is one of the main challenges faced by the Authority. (will implement next year) 2.Increase Awareness and Interest in Samoa and its offerings in Australia No. of direct marketing campaigns implemented. 52 2019/2020 - 42 Direct Marketing activities carried out during the period using online, print, tv and radio media. No. of Joint venture campaigns implemented 23 22 Joint Venture campaigns carried out during this period 3.Improve Trade Engagement with the Australia Travel Trade No. of hosted trade familiarizations. 5 2 Trade familiarizations during the period

No. of overseas agents/sellers trained 700 946 agents trained during the (to effectively sell Samoa) period No. of tourism Trade Shows and events attended 8 8 tourism trade shows attended 4.Improve Social Engagement (to invoke interest through the media, consumer shows and partnerships) No. of hosted overseas media 14 media visits 2 Media Group visits during the (who would write about period Samoa and distribute largely) No. of overseas media articles generated 28 7 media articles generated No. of press/media releases distributed 24 33 media releases were circulated No. of tourism Consumer Shows and events attended No. of partnership campaigns implemented. (with 8 2 partnership campaigns non-travel/media entities) implemented 16

7.4 Goals, Key Performance Indicators, Results for Sales & Marketing – New Zealand FY2019/2020 Budget - $2,408,651 (operation & personnel) Scope of Appropriation. This appropriation is for the formulation and implementation of the New Zealand marketing strategy for the financial year targeting the achievement of the Tourism Development Plan 2014-2019 forecasted Visitor Arrivals from New Zealand. GOALS KPIs FY 2019/2020 RESULTS (and comments)

1.Increase Demand and Yield from the NZ market No. of target Visitor Arrivals from New 66,382 – 67,646 visitors 2019/2020 = 53,590 visitors (decrease due Zealand in the Tourism Development to measles & covid19) Plan 2014-1019 achieved 2018/2019 = 81,135 visitors No. of target Visitor Room Nights in 162,794 – 165,894 room nights STA and a company have almost completed the Tourism Development Plan 2014- a computerized system to help capture this 2019 information as this is one of the main challenges faced by the Authority. (will implement next year) 2.Increase Awareness and Interest in Samoa and its offerings in NZ No. of direct marketing campaigns 52 campaigns 69 direct marketing activities carried out implemented. using online, print, radio and tv media. No. of Joint venture campaigns 35 joint campaigns 15 joint campaigns implemented implemented 3.Improve Trade Engagement with the NZ Travel Trade No. of hosted trade familiarisations 6 2 trade familiarizations hosted during the period No. of overseas agents/sellers trained 700 553 agents trained during the period No. of tourism Trade Shows and events 9 9 tourism trade shows attended attended 4.Improve Social Engagement (to invoke interest through the media, consumer shows and partnerships) No. of hosted overseas media 4 4 media visits hosted during the period No. of overseas media articles 24 13 articles generated during the period generated No. of press/media releases 24 32 media releases via EDMs during the distributed period No. of tourism consumer shows and 5 9 tourism consumer shows attended events attended No. of partnership campaigns 0 . implemented. (with non-travel/media entities)

7.5 Goals, Key Performance Indicators, Results for Sales & Marketing – North America FY2019/2020 Budget - $612,319 Scope of Appropriation. This appropriation is for the formulation and implementation of the North America marketing strategy for the financial year targeting the achievement of the Tourism Development Plan 2014-2019 forecasted Visitor Arrivals from North America.

GOALS KPIs FY 2019/2020 RESULTS (and comments)

1.Increase Demand and Yield from the North America Market No. of target Visitor Arrivals from 10,876 visitors 2019/2020 = 9,280 visitors (decrease due to North America in the Tourism measles and covid19) Development Plan 2014-1019 achieved 2018/2019 = 13,694 visitors No. of target Visitor Room Nights in n/a the Tourism Development Plan 2014- 2019 2.Increase Awareness and Interest in Samoa and its offerings in the North America market No. of direct marketing campaigns 6 2 direct marketing campaign activities implemented. carried out during the period No. of Joint venture campaigns 6 1 joint trade campaign carried out during implemented the period 3.Improve Trade Engagement with the North America Travel Trade No. of hosted trade familiarisations 4 0 trade familiarizations due to measles and covid19 No. of overseas agents/sellers trained 450 924 agents trained during the period No. of tourism Trade Shows and events 2 2 tourism trade show attended attended 4.Improve Social Engagement (to invoke interest through the media, consumer shows and partnerships) No. of hosted overseas media 6 0 media visits due to measles and covid19. No. of overseas media articles 18 2 media articles generated during the generated period

No. of press/media releases 36 25 media releases circulated No. of tourism consumer shows and 3 2 tourism consumer show attended events attended

7.6 Goals, Key Performance Indicators, Results for Sales & Marketing – UK / Europe FY2019/2020 Budget - $767,800 Scope of Appropriation. This appropriation is for the formulation and implementation of the UK/Europe marketing strategy for the financial year targeting the achievement of the Tourism Development Plan 2014-2019 forecasted Visitor Arrivals from UK/Europe. GOALS KPIs FY 2019/2020 RESULTS (and comments)

1.Increase Demand and Yield from the UK/Europe market No. of target Visitor Arrivals from UK/ 4,572 – 4,659 visitors 2019/2020 = 4,134 visitors (decrease due to Europe in the Tourism Development measles and covid19) Plan 2014-1019 achieved 2018/2019 = 7,109 visitors No. of target Visitor Room Nights in n/a the Tourism Development Plan 2014- 2019 2.Increase Awareness and Interest in Samoa and its offerings in the UK/Europe market

No. of direct marketing campaigns 4 13 direct marketing campaign activities implemented. carried out during the period No. of Joint venture campaigns 6 8 joint trade campaign caried out during the implemented period 3.Improved Trade Engagement with the UK/Europe Travel Trade No. of hosted trade familiarisations 6 0 trade famils due to measles and covid19 No. of overseas agents/sellers trained 250 4,583 agents trained during the period No. of tourism Trade Shows and events 6 28 tourism trade shows attended attended 4.Improve Social Engagement (to invoke interest through the media, consumer shows and partnerships) No. of hosted overseas media 6 2 media visits due to measles & covid19 No. of overseas media articles 12 40 media articles generated during the generated period No. of press/media releases 12 15 media releases circulated distributed No. of tourism consumer shows and 4 28 tourism consumer shows attended events attended 7.7 Goals, Key performance Indicators, Results for Sales & Marketing – American Samoa FY2019/2020 Budget - $146,861 Scope of Appropriation. This appropriation is for the formulation and implementation of the American Samoa marketing strategy for the financial year targeting the achievement of the Tourism Development Plan 2014-2019 forecasted Visitor Arrivals from American Samoa. GOALS KPIs FY 2019/2020 RESULTS (and comments)

1. Increase Demand and Yield from the American Samoa market No. of target Visitor Arrivals from 18,474 visitors 2019/2020 = 8,978 visitors (decrease due to American Samoa in the Tourism measles and covid19) Development Plan 2014-1019 achieved 2018/2019 = 16,542 visitors No. of target Visitor Room Nights in n/a the Tourism Development Plan 2014- 2019 2.Increase Awareness and Interest in Samoa and its offerings in American Samoa No. of direct marketing campaigns 24 48 direct marketing activities carried out implemented. during the period using tv, radio and print media. No. of Joint venture campaigns 4 0 due to measles and covid19. implemented 3.Improved Trade Engagement with the American Samoa Travel Trade No. of hosted trade familiarisations 1 0 due to cancellation of STE2020 because of covid19 No. of overseas agents/sellers trained 2 n/a

No. of tourism Trade Shows and events 1 0 tourism trade show attended due to attended covid19. 4.Improve Social Engagement 19

(to invoke interest through the media, consumer shows and partnerships) No. of hosted overseas media 3 n/a No. of overseas media articles 6 n/a generated No. of press/media releases 15 n/a distributed No. of tourism consumer shows and n/a n/a events attended

7.8 Goals, Key Performance Indicators, Results for Sales & Marketing – Asia FY2019/2020 Budget - $378,000 Scope of Appropriation. This appropriation is for the formulation and implementation of the Asia marketing strategy for the financial year targeting the achievement of the Tourism Development Plan 2014-2019 forecasted Visitor Arrivals from Asia. GOALS KPIs FY 2019/2020 RESULTS (and comments)

1.Increase Demand and Yield from the Asia market No. of target Visitor Arrivals from Asia 7,195 – 7,332 visitors 2019/2020 = 9,078 visitors (decrease due to in the Tourism Development Plan measles and covid19) 2014-1019 achieved 2018/2019 = 9,868 visitors No. of target Visitor Room Nights in n/a n/a the Tourism Development Plan 2014- 2019 2.Increase Awareness and Interest in Samoa and its offerings in the Asia market No. of direct marketing campaigns 4 30 direct marketing activities carried out implemented. during the period mainly online and digital No. of Joint venture campaigns 4 12 joint venture campaigns carried out implemented during the period 3.Improved Trade Engagement with the Asia Travel Trade No. of hosted trade familiarisations 2 3 trade familiarizations hosted during the period. Others were cancelled due to covid19. No. of overseas agents/sellers trained 500 36 agents trained during the period No. of tourism Trade Shows and events 2 6 tourism trade shows attended during the attended period 4.Improve Social Engagement (to invoke interest through the media, consumer shows and partnerships) No. of hosted overseas media 4 6 media visits hosted during the period No. of overseas media articles 12 177 articles generated during the period generated No. of press/media releases 24 20 media releases distributed during the distributed period No. of tourism consumer shows and n/a n/a events attended No. of partnership campaigns n/a n/a implemented. (with non-travel/media entities)

7.9 Other Marketing Updates ▪ Nine (9) events were supported during the year funded from the Sales and Marketing budget. The measles and covid19 cancelled a lot of tourism events this year. ▪ 28th International Siva Afi Competition ▪ Pacific Games 2019 ▪ Pacific Games Concert and Markets ▪ Manu Samoa vs Tonga Rugby match ▪ Teuila Tag Rugby Competition ▪ Samoa Vibes Concert ▪ Annual Teuila Festival ▪ Miss Samoa Pageant ▪ Participation to the Miss Pacific Pageant held in Papua New Guinea

8.0 PLANNING AND DEVELOPMENT 8.1 Overview

The Planning and Development Division is responsible for the planning and coordination of tourism development and the evaluation of quality tourism business standards that promote the establishment of quality products, services and infrastructure. The key sections and components of the division include Product development, Capacity Building and Workforce Development, Climate Change and Disaster Risk Management as well as the Garden Toilets and Agri-tourism Park Projects. The division also leads the implementation of the Product Development and the Capacity Building and Training components of the Samoa Tourism Growth Partnership which is funded by New Zealand Aid.

At the Sector level, the division is also responsible for the implementation of a number of Thematic Areas which include Product Development, Human Resource Development and Investment and Business Enabling Environment as outlined in the Samoa Tourism Sector Plan 2014-2019.

The following table highlights Key Performance Indicators (KPIs) pertaining to the Planning and Development division that was submitted to the Ministry of Finance (MoF) as part of the Authority’s overall budget bid for FY2019/2020.

8.2 Goals, Key Performance Indicators, Results for Planning & Development FY2019/2020 Local Budget - $596,702 (operation & personnel) Scope of Appropriation. This appropriation contributes to the planning and facilitation of Quality and Accredited Tourism Developments. GOALS KPIs FY2019/2020 RESULTS (and comments)

Accommodation Standards: Tourism sector National Accreditation Maintain 100% Scheduled inspections for the year were Program – Annual Compliance with the compliance of existing and affected by the measles and covid19 National Minimum Standards for ALL new developments by 30 restrictions. commercial businesses especially tourism June 2020, through Accommodations (146 accommodations quarterly, bi annual and Inspection of all accommodation with a total room of 2,724 and beds of annual accommodation properties is scheduled for the next FY. 5177) 5 week-activity. standards inspections. Tourism Product Development: Number of visitor attractions upgraded to Upgrade 2 Sites by 30th (a) 3 attraction sites were completed higher standard for safety and enhanced June 2020 during this period, (1) Saleaula Lava Field visitor experience. was completed in September 2019 and (2) Sopoaga Waterfall Lookout and (3) Fuipisia Waterfall Lookout were completed in December 2019.

(b) Due to a huge spike in cost for the To Sua Trench project, a directive from Cabinet was given to find an alternative option for upgrading the To Sua staircase. The project is currently on hold and discussions for a way forward will commence once TRC’s contract is renewed by NZ Aid or otherwise an alternative compromise is taken.

(c) There has been a major delay in the progress of works due mainly to TRC’s pending contract renewal with NZ Aid. Workforce Development: Increase No. of employees of the Sector 50% of total no. of the Ninety (90) tourism sector employees trained in the prioritized training needs. Tourism Sector employees were trained within the financial year on trained and maintaining Site Management and Essential First Aid & high standards of service CPR. by 30 June 2020. The decrease in numbers compared to last year is attributed to the focus and priority given to the Review of the Workforce Development Plan 2010-2012 and development of the new Workforce Strategy 2020-2025.

The decrease in number of trained employees is also a result of the Measles and COVID-19 SOE restrictions on large gatherings. Climate Change and Disaster Preparedness: Sector Awareness Programs – Climate Completion of 3 x 1 x Awareness Program was conducted in Change and Disaster Preparedness Awareness programs by September 2019 led by DMO. June 2020 The program was a tsunami drill exercise for the Aleipata area and included all tourism operators in the area. The Authority worked closely with DMO in informing and also assessing the response of these tourism operators during the exercise.

Further scheduled Disaster Awareness Programs for the sector prior to Cyclone season were affected by the covid19 pandemic restrictions. Atele Agritourism Project: Project Phase 1 (includes car park, Completion of Phase 1 by Phase 1 of Stage 2 works commenced and landscape, earthworks) 30 June 2020 were completed during the year.

Preliminary earthworks for Entry drive, North Lawn and Terraces, Swale 1 & 3, Ponding Area and the Terrace Stairway are completed.

8.3 Tourism Sector Capacity Building and Workforce Development 8.3.1 Tourism Sector Training and Capacity Building Programmes 8.3.1 Site Management Training (NZAP – Samoa Tourism Growth Programme funded) ▪ Site Management Training was identified and earmarked to up-skill owners and service staff with appropriate skills set to care for their respective sites and visitors. ▪ The half (½) day training course covered a mixture of strands essential to the development of each site which have already completed upgrading works under Output 2 of the same programme. ▪ The course was delivered by STA in collaboration with TRC Limited to five (5) attractions sites and to a total of twenty-five (25) participants.

8.3.2 Essential First Aid and CPR Training (NZAP – Samoa Tourism Growth Programme funded) ▪ Essential First Aid and CPR Training was implemented under the STGP. ▪ The training targeted Attraction Sites owners and employees and was delivered in three (3) full days in 3 different locations with an additional refresher session for STA Staff and key hotels associations. ▪ Sixty-five (65) participants completed the courses delivered by Samoa Red Cross Society.

8.3.3 Pacific Week of Agriculture (South Pacific Tourism Organization (SPTO) funded) ▪ The division co-facilitated the coordination of the two (2) Side Events for the Pacific Week of Agriculture in collaboration with SPTO and PIFON. ▪ The Mocktail Competition and Chefs and Mama’s Cook-off were a few of the highlights of the 1-week commemorative gala. The Mocktail Competition was joined by five (5) competitors who serve in the tourism industry with NUS and APTC selected as judges for the competition.

▪ The finale of the week was wrapped up with the Chefs and Mama’s Cookoff which was divided into two main categories: Professional and Trainees. Three pairs in each category were inspired to be part of the competition because it would not only strengthen synergies with renowned chefs but also craft solid networks with regional stakeholders and locals alike. ▪ Chefs included three (3) APTC students pairing up with WIBDI registered women farmers that worked hand in hand over 1 week to pursue the expected outcomes, especially bringing the farm to table concept to life through the use of traditional ingredients to create authentic meals and beverages. ▪ Celebrity Chef, Lance Seeto was the main judge of the competition as President of SSTA, Vaaelua Faapoipoi Gidlow played the assistant judge role. ▪ A cookbook was also published featuring all the guest chefs signature dishes and recipes.

8.3.4 Teuila Food Vendors Training on Food Handling and Food Safety AND Fire Safety Practice and Compliance. ▪ The Authority continued to work in partnership with the Ministry of Health (MoH) to provide mandatory requirements for all Food Vendors for the Teuila Festival so they are able to maintain high quality standards and hygiene. One workshop was successfully delivered prior to the event.

▪ In addition, fire safety is also noted as one of our key priorities as administered by the Fire and Emergency Services Authority (FESA). Every year the Authority continues to work in partnership with FESA to organize a one-day training workshop to further promote awareness on safe practices and compliance. It is forecasted in anticipation that skills obtained from these trainings will further enhance responsiveness to unexpected events and for a safer Samoa.

8.3.5 Review of the Samoa Tourism Workforce Development Plan 2010-2012 and Writing of the New Workforce Development Plan 2020-2025. The Review of the Workforce Development Plan took place in November 2019 despite being jammed with the Measles epidemic. One-on-one appointments with the tourism stakeholders were pushed through with combined consultations suspended. The TA works were carried out by the winning bidder, Cockpit Limited, a New Zealand based company that specializes in Tourism trainings and accreditation. The review works progressed over two (2) weeks with regular meetings and updates with different clusters from the Tourism Training Taskforce, STA Management and Hotels Associations. Early this year, the draft plan was presented to the Taskforce members for final amendments with subsequent approval of the Board of Directors. The living document is now in its first year of implementation with the hopes of bringing positive change to our labor force.

8.4 Awareness and Education Program o The Division continues to lead the Authority’s local awareness and education programs on radio and television. It is an effective tool to regularly keep the public and stakeholders informed of the Authority’s work and tourism related issues. o As tourism is included in the high school curriculum, it is pleasing to continue to receive a high number of student enquiries on Tourism components for which the division remains active to guide and assist students with. This year as well, the division led the School Awareness Roadshow, an initiative to provide hands-on support to students in Years 12 and 13 in tourism related fields to enhance their understanding and aid them as they prepare for the national and final examinations. Six (6) Schools were covered in this year’s pilot program

▪ Aleipata College, Mutiatele ▪ Lepa/Lotofaga College ▪ Lefaga College, Savaia Lefaga ▪ Sagaga College, Afega ▪ Aana No. 2 College, Apolima ▪ Aana No. 1 College, Faleolo

o The division was also fortunate to be involved in the SQA Career Day in both Upolu and Savaii for which an exhibition booth was setup for the students’ awareness. This partnership enables students to gain a clearer understanding of the Authority’s functions and core activities.

8.5 Tourism Training Taskforce (TTT) o The Taskforce was established in 2010 after sector wide consultations to strengthen collaborations on tourism workforce related issues and opportunities. It is also the National Sector Advisory group that advises the Samoa Qualifications Authority on proposed Samoan Qualifications for the Sector. o Key matters were electronically discussed especially if documents/training materials were needed to be reviewed and endorsed. o A total of five (5) taskforce meetings and two (2) special meetings were held within the financial year.

8.6 Samoa Tourism Growth Partnership (STGP) - Capacity Building and Training o The Authority continues to acknowledge the support and assistance of the Government of New Zealand towards the development of the Sector. Tourism Trainings and Skills Development under Component Three of the STGP outlines two outcomes to be achieved: ▪ Development, procurement and delivery of in-service, on the job basic skills training for hospitality and accommodation workers; and ▪ Development, procurement and delivery of on the job small business skills development

o The Output 2 allocation for Attraction Sites Training opens another window for further support towards product enhancement and development. 40 Rubbish bins were procured in line with the ongoing efforts of keeping Samoa clean and also the purchasing of safety equipment such as Life Jackets and torches for the listed attraction sites around Samoa.

8.7 Trainings and Workshops for Staff The division was given the opportunity to participate in fully funded overseas trainings, workshops, seminars and conferences as well as those held in Samoa during the year. These programs continue to help build the capacity of staff in performing their roles and responsibilities.

Name of Training/Workshop Location

EPIC Monitoring Tool Application Workshop Samoa Young Leaders from Pacific Island Countries Guangdong, China

Bilateral Training on Tourism Management for Samoa in China China Global Dialogue on Ocean Accounts Sydney Australia Professional Tourism Fellowship Program Hawaii & Washington DC Accommodation Standards Assessors Training Apia Disaster Management DRM Workshop Orator Hotel Procurement Process Training Apia Sustainable Tourism Conference Vanuatu National Validation Workshop (MSMEs) Apia EMS Workshop for the Industry Apia Assets Disposal Processes Workshop Apia

8.8 Product, Service and Infrastructure 8.8.1 Accommodation Standards Program ▪ The Accommodation Standards inspections scheduled for the financial year2019 were postponed due to the restrictions imposed by the measles epidemic and covid19 pandemic.

▪ The approval of the initial report for the Review of Accommodation Standards was deferred due to a request by the Board of Directors for further industry consultations. The consultations took place at five (5) different locations around Upolu and Savaii to a total of 34 properties. A specialized training was also conducted by the consultant for the Industry inspectors (STA, SSTA, SHA) on the industry minimum standards and classification process as part of the review activities. The refined report has been approved in principle pending the inclusion of additional minimum standards in response to future epidemics or pandemics as experienced during the Measles and Covid-19.

8.8.2 STGP - Installation and Upgrade of Visitor Information and Way-finding signage ▪ Defect liability periods were completed within the financial year for the way finding signs for both Upolu and Savaii. ▪ The division in collaboration with the Savaii Samoa Tourism Association and the TRC Consult developed nine (9) interpretive signs for attractions sites in both Upolu and Savaii as part of Phase 1 of the upgrading of visitor information and way finding project.

8.8.3 STGP - Attraction Sites Upgrading ▪ The Measles epidemic and the COVID-19 pandemic significantly affected the development of Attraction Sites under the STGP program this financial year. Only three (3) sites were completed this financial year which includes Saleaula Lava Fields, Sopoaga Falls and Fuipisia Falls. ▪ TRC Consult contracted under NZ Aid to lead the implementation of the attraction sites component were not able to travel to Samoa. The division took the opportunity during the SOE to revisit 32 sites to re-assess and scope potential upgrade works. ▪ Consultations progressed to the next phase of upgrade works with a final community consultation with the Lepea Village Council for Papaseea Waterfall, whereby the Technical engineer (Kramer Consultants) was present to give an extensive brief on the detailed plans and design. The tender for contractor and construction work for this site is expected to be conducted in the next financial year. In addition to this, Landscape Concept plans were also drawn for Mataolealelo Pool and Swimming with the Turtles by Mr John Marsh. ▪ Work will recommence once funds are made available to STA.

8.9 Tourism Business and Investment 8.9.1 New Tourism Businesses ▪ There were a few accommodation properties and support services that officially opened this year. The majority only contacted the Authority when the construction phase was completed or when the project was ready for opening and in need of support letters for business license. This is an ongoing issue and a challenge particularly with the accommodation sector. ▪ Despite the setbacks, the division continued to promote good business planning through advice and consultations with the owners and operators at the initial stages of development. ▪ There is continued collaboration with the Ministry for Revenue and Ministry of Works through PUMA in the screening and approval processes for business license and development consent applications for business in the tourism sector. In addition, awareness programs are also communicated via other means including radio programs and social media platforms.

New tourism developments registered with the Authority and inspected this year as well as support letter issued are summarized below:

Types of New Tourism Developments: Accommodations 14 • Operational / complete 8 • Final Stage of Completion 2 • Construction phase 1 • Planning stage 1 • Existing properties 2 Support Service 8 • Tour Operators 5 • Attraction Sites 2 • Rental Company 1 Support Letters Issued: Accommodations and Support Services 13 • New Developments 4 • Existing properties (license renewal) 1 • New Support services 8

8.9.2 Tourism Investment ▪ The division is regularly called upon to represent the Authority at the Investment Committee (IC) meetings in the absence of the CEO. There were three (3) meetings held within this year with one tourism related application discussed and approved. ▪ The Authority in collaboration with key Government agencies assisted the process with the division playing the facilitation role to ensure up to date information is made available to the interested investors and that requests are facilitated smoothly. There was one meeting held within this reporting period that was facilitated by the Ministry of Commerce, Industry and Labor. ▪ There were two consultations attended by the division on the review of the Reserve and Restricted list. The Authority put forth a proposal to include three (3) categories (Standards, Budget and Beach Fales) under the Reserved List for local people only and was approved by Cabinet in December 2017. There were no further discussions due to COVID-19 state of emergency whereas the consultant Mr. Danny Burrow was unable to travel over to conduct his individual consultations and to further discuss the Authority’s proposal.

8.10 Climate Change and Disaster Management o In close collaboration with DAC the team responsible for the coordination of the Authority’s Disaster Response Plan keeps the tourism industry informed through the timely dissemination of special weather bulletins issued by the Samoa Meteorological Office during times of severe weather events such as flooding, tropical disturbances and also heavy rain and wind warnings or advisories.

o The ‘Exercise National Wave’, a tsunami simulation exercise which was held in Aleipata and Lepa in September, 2019. The simulation exercise provided the opportunity for tourism operators within the area to test their response actions and plans in the event of a tsunami.

o The team has been working in close collaboration with the National Emergency Operation Centre and Ministry of Health as part of the Operations team and assisting with the assessing of Quarantine sites for the repatriation flights.

o The team worked closely with the Sector Coordinator and KVA in the compilation of the Tourism Industry’s Covid19 Recovery Plan to assist the industry with the impacts of the current pandemic and with any future pandemics and epidemics.

8.11 Agritourism Park, Atele ($253,000 supplementary budget from Government of Samoa) o The Agritourism Park is developing steadily with reallocated funds from other budget avenues. Funds for crucial landscaping and fencing activity was released in February 2020 under the supplementary 27

budget. Earth works mainly continue with the South Lawn and Car Park Area and plans are in the pipeline for a security fence to be installed, once the MOU for the usage of the 20 Acre Park Area by STA is finalized by the Ministry of Agriculture and Fisheries.

o The Samoa Women Association of Growers (SWAG) and Samoa Farmers Association (SFA) were approached to assist with the development of the Park. Savaii Koko organization is assisting with the Park through the provision of Koko plants, whilst Taulasea Samoa are gathering Samoan Medicinal plants to be planted at the Park. Flowering and Ornamental plants were procured from MAF, florists and farmers. The division also made use of the idle season due to the global pandemic to plant crops which would maintain the weeds and also yield produce. Water pipes were installed throughout the Park to improve the irrigation and ability to water the plants. Electricity posts and lines are connected, which has improved the efficiency of works and tasks.

8.12 Garden Toilet Project (EU – Water Sanitation Sector funded) o The division completed its 3rd Project year with the completion of twelve (12) Garden Toilets, including Saleaumua and Robert Louis Stevenson Museum.

o To assist with maintenance, the Authority pays $100 a month to facility care takers of garden toilets upon a satisfactory monthly inspection by the team.

o The annual National Toilet Day commemoration was cancelled for 2019. A short documentary on the project was produced and will be aired for 2020’s commemoration ceremony. The team are actively contributing to the Joint Water and Sanitation Committee and its Sanitation sub-committee through inspections and meetings.

8.13 National Beautification Campaign o The installation and maintenance of village signages on both Upolu and Savaii is an ongoing task of the National Beautification Committee implemented by the NBC team that is responsible to the STA Manager Planning and Development. o Thirty-five (35) Upolu village signages were installed during the year. Eastern Upolu will be covered next year. o Twelve (12) NBC meetings were planned for the year, four (4) lavatory inspections and two (2) national clean ups however, only three (3) meetings were conducted, three (3) lavatory inspections and no national clean up took place because of the covid19 restrictions.

9.0 RESEARCH AND STATISTICS 9.1 Overview

Financial Year (FY) under review started on a positive note with the Pacific Games in July contributing to a record first quarter where growth of 15.8% was achieved driven mainly by our sports and business visitors.

Growth stagnated over October and November with the measles epidemic having a huge impact on December numbers where negative growth of 25.4% was recorded which largely negated solid growth achieved over the first 5 months of the Financial Year.

The lingering impact to overall visitor confidence from the measles epidemic and travel restrictions brought about by Covid19 greatly impacted numbers for the 3rd quarter (Jan–Mar) where negative growth of 36.2% was recorded compared to the same period in the previous Financial Year.

Border closures for the last quarter meant that FY 19/20 was effectively only 9 months in terms of visitor arrivals and it was certainly reflected in overall numbers whereby negative growth of 30.3% was recorded with 124,399 visitors compared to 178,564 in the previous Financial Year or a 15% drop compared to numbers five years ago. Total overnight visitor expenditure decreased by 27% year on

year and dropped to $375.3 million from $514.2 or a net decrease in revenue generated through the industry of $138.9 million

The huge drop in overall visitor numbers affected pretty much all of our key statistics with the exception of our sports visitors and visitor numbers from our neighboring Pacific Islands which achieved positive growth because of the Pacific Games.

VISITOR ARRIVALS Growth % Growth % Months 2015/16 2016/17 2017/18 2018/19 2019/20 20/19 20/16 July 15369 16482 18392 19241 24647 28.1 60 August 12834 12270 14680 16321 17489 7.2 36 Sept 13093 12066 13085 14843 16212 9.2 24 Quarter 1 41296 40818 46157 50405 58348 15.8 41 October 11620 11393 12214 14523 14544 0.1 25 November 9597 9243 12111 11483 11907 3.7 24 December 17811 18831 20777 24021 17927 -25.4 1 Quarter 2 39028 39467 45102 50027 44378 -11.3 14 January 12095 11991 12654 13755 10456 -24.0 -14 February 8226 7891 7413 9044 7053 -22.0 -14 March 9982 9490 11707 11163 4164 -62.7 -58 Quarter 3 30303 29372 31774 33962 21673 -36.2 -28 April 11295 11602 10819 14413 May 11246 11025 13156 13565 June 12936 14257 16315 16192 Quarter 4 35477 36884 40290 44170 TOTAL 146104 146541 163323 178564 124399 -30.3 -15 % Growth 5.5 4.8 11.5 9.3 -30.3

9.2 Goals, Key Performance Indicators, Results for Research & Statistics FY2019/2020 Output 4 Budget - $403,954 (operation & personnel) Scope of Appropriation. This appropriation contributes to the provision of quality Tourism statistical and research information pertinent to the planning and development of sustainable tourism. Performance Measure KPIs FY 2019/2020 RESULTS (and comments)

Accurate and timely Occupancy Rates for effective planning Achieve 85% sample across all At least 50% We continue to get good responses from accommodation properties for our deluxe and superior properties but little occupancy survey improvement is noted in the other categories.

A centralized database which the accommodation properties and other tourism businesses can access and input their occupancy rates daily will be launched in the new year. Keep Sector well informed on Tourism Statistical information and updates for effective planning Bi Annual Newsletters and Statistical 2 Bi Annual and Annual Reports were Updates prepared and presented to the Board and made available to relevant stakeholders. Quarterly Reports on - Visitor arrivals, 4 Quarterly Reports are prepared and Occupancy rates, attraction site presented to MPE and also included in information, aviation capacity, cruise newsletters and circulars that are sent out ships, attraction site information, cruise to industry. Have started to utilise ships, tourism earnings and others.) infographics to present data to be more user friendly. Monthly Reports on - Visitor arrivals, 12 (every month) Monthly Report detailing all of the key Occupancy rates, attraction site statistics were prepared and presented to information, aviation capacity, cruise the Board and made available to relevant ships, attraction site information, cruise stakeholders ships, tourism earnings and others.) Events/Activities Evaluation Reports Completed and disseminated Events 1 Due to Covid19 SOE restrictions all major Evaluation Reports events for the year were cancelled.

9.3 Assessment of Visitor Arrivals by Markets o All of our major markets recorded negative growth in their respective numbers for the period as reduced access brought about by travel restrictions had a direct effect on all key market performances.

o NZ and Australia recorded negative growths of 36.2% and 37.9% respectively with 40,086 less visitors from our top two markets for the period. American Samoa’s visitors reduced by 43.4% as it was the most affected out of all markets by travel restrictions.

o Europe also recorded a big decrease in their numbers with negative growth of 47.7% while Asia was the best performing out of all markets considering the circumstance recording a drop of only 11%

Arrivals by Market Growth % Growth % Market 2015/16 2016/17 2017/18 2018/19 2019/20 20/19 20/16 NZ 65,429 45% 67,636 46% 76,148 47% 81,135 45% 53,590 43% -36.2 -18.1 Australia 30,911 21% 29,453 20% 33,053 20% 40,880 23% 28,339 23% -37.9 -8.3 Am Samoa 14,665 10% 17,416 12% 17,440 11% 16,542 9% 8,978 7% -43.4 -38.8 USA 11,719 8% 9,866 7% 13,257 8% 13,694 8% 9,280 7% -33.3 -20.8 Europe 5,104 3% 4,616 3% 6,233 4% 7,109 4% 4,134 3% -47.7 -19.0 Others 11,615 8% 9,923 7% 10,001 6% 9,336 5% 11,000 9% 16.6 -5.3 Asia 6,661 5% 7,527 5% 7,191 4% 9,868 6% 9,078 7% -11.0 36.3 Totals 146,104 100% 146,437 100% 163,323 100% 178,564 100% 124,399 100%

9.4 Assessment of Visitor Arrivals by Purpose of Travel o Our Holiday and VFR visitor numbers is highly influenced by the performance of our key markets and both recorded negative growth of 30.9% and 38.8% respectively.

o Our business traveler’s segment which was performing well prior to the health crisis was also affected to a lesser degree decreasing in growth by 16.2% while our sports visitors as expected was the best performing out of all travel segments increasing by 254%

Purpose of Travel Growth % Growth % Purpose 2015/16 2016/17 2017/18 2018/19 2019/20 20/19 20/16 Holiday 55,611 38% 58,010 40% 64,734 40% 68,886 39% 47,585 38% -30.9 -14.4 VFR's 48,113 33% 48,076 33% 63,465 39% 71,980 40% 44,031 35% -38.8 -8.5 Business 12,093 8% 12,515 9% 10,508 6% 10,934 6% 9,167 7% -16.2 -24.2 Sport 2,588 2% 1,377 1% 1,522 1% 1,622 1% 5,741 5% 253.9 121.8 Others 27,699 19% 26,459 18% 23,094 14% 25,142 14% 17,875 14% -28.9 -35.5 Totals 146,104 100% 146,437 100% 163,323 100% 178,564 100% 124,399 100%

OVERALL GROWTH IN HOLIDAY MARKET % Annual Growth 17.90% 4.30% 11.59% 6.40% -30.92

9.5 Assessment of Visitor Expenditure Visitor Expenditure decreased by 27% to SAT$375.3 million from SAT$514.2 million from the previous FY. The drop is slightly less relative to overall visitor arrivals and this is largely attributed to the performance of our Asian market which has a higher overall average spend compared to our other markets.

Earnings by Purpose (SAT$ Millions) Growth Growth Purpose 2015/16 2016/17 2017/18 2018/19 2019/20 % 20/19 % 20/16 Holiday 146.90 38% 155.18 40% 177.64 39% 191.91 37% 140.27 37% -29.1 -4.5 VFR's 146.76 38% 147.37 38% 199.42 44% 235.18 46% 148.13 39% -43.6 0.9 Business 36.82 10% 38.52 10% 33.00 7% 34.79 7% 31.15 8% -11.0 -15.4 Sport 7.42 2% 3.62 1% 3.84 1% 4.1271 1% 19.76 5% 406.9 166.3 Others 47.19 12% 42.94 11% 40.31 9% 48.059 9% 35.96 10% -30.0 -23.8 Totals 385.1 100% 387.6 100% 454.2 100% 514.1 100% 375.3 100%

Earnings by Market (SAT$ Millions) Growth Growth Market 2015/16 2016/17 2017/18 2018/19 2019/20 % 20/19 % 20/16 NZ 174.20 45% 183.40 47% 214.70 47% 233.98 46% 159.33 42% -31.9 -8.5 Australia 99.70 26% 95.30 25% 110.50 24% 139.03 27% 102.03 27% -26.6 2.3 Am Samoa 30.10 8% 35.70 9% 36.40 8% 35.72 7% 16.25 4% -54.5 -46.0 USA 30.10 8% 26.20 7% 35.60 8% 36.68 7% 26.01 7% -29.1 -13.6 Europe 5.10 1% 4.70 1% 6.80 1% 7.71 1% 4.65 1% -39.7 -8.8 Others 45.90 12% 42.30 11% 50.20 11% 60.93 12% 66.99 18% 9.9 45.9 Totals 385.1 100% 387.6 100% 454.2 100% 514.1 100% 375.3 100%

% Annual Growth 10.80% 0.60% 17.20% 13.2% -27%

9.6 Assessment of Choice of Accommodation o There was a decrease across the board in visitors utilizing our Accommodation Products based on arrival card information, which decreased to 44,234 from 67,667 a decrease of 53% or 23,433 less visitors staying in paid accommodation compared to the previous FY.

o Our Deluxe properties continues to be the most preferred of all categories maintaining its share at 64%. All of the other accommodation categories also largely maintained their overall share year on year.

COMPILATION OF VISITOR ARRIVALS STAYING IN TYPES OF HOTELS 2018/19 Accom Standard Holiday VFR Business Sports Others Total Share Deluxe 31980 4679 4485 320 1934 43398 64% Superior 4921 1386 1452 185 604 8548 13% Standards 3102 870 563 88 460 5083 8% Budget 5887 1116 614 204 464 8285 12% B/Fales 1961 223 27 13 89 2313 3% Total 47881 8278 7141 813 3554 67667 100%

COMPILATION OF VISITOR ARRIVALS STAYING IN TYPES OF HOTELS 2019/20 Accom Standard Holiday VFR Business Sports Others Total Share Deluxe 19824 3377 3179 522 1499 28401 64% Superior 2641 1063 976 308 522 5510 12% Standards 1694 490 449 184 383 3200 7% Budget 3394 845 529 246 428 5442 12% B/Fales 1409 111 17 36 108 1681 4% Total 28962 5886 5150 1296 2940 44234 100%

% Share by Hotel Category 2018/19 % Share by Hotel Category 2019/20

3.4% 4%

12.2% 12%

7.5% 7%

12.6% 13% 64.1% 64%

Deluxe Superior Standards Budget B/Fales Deluxe Superior Standards Budget B/Fales

9.7 Assessment of Hotels Occupancy Rates o Occupancy Rates for all of our categories recorded increases with their respective weighted averages for the period under review resulting in overall weighted average occupancy rates decreasing to 24.2% from 46.7%.

o The majority based on data provided had solid July – Dec periods followed by the unfortunate circumstances of the second six months with around 85% of properties recording occupancy rates of less than 10%

FINANCIAL YEAR OCCUPANCY RATES 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Category Weight Ave Weight Ave Weight Ave Weight Ave Weight Ave Weight Ave Deluxe 41.5 49.5 43.5 64.7 67.2 36.7 Superior 47.9 51.4 48.6 50.4 48.1 26.4 Standard 17.1 19.8 18.9 20.8 24.4 14.3 Budget 20.1 22.3 23 19.7 28.6 17.9 Overall Average 31.6 35.8 34.9 42.3 46.7 24.2 Beach Fales 11.6 14.2 14.7 15.5 21.4 12.6

9.8 Assessment of Carriers Visitor Loading o Air NZ’s decrease in capacity hasn’t affected its ability to bring in visitors and it’s still the top carrier in terms of visitor loading holding 35% of overall market share bringing in a total of 42,062 for the year.

o Samoa Airways has gained ground and closely follows with a market share of 34% and this is mainly due to its operations out of four routes compared to Air New Zealand’s one. All of the other carriers were able to maintain their overall market shares from the previous year.

TOTAL ARRIVALS BY CARRIERS 2018/19 Sam Talofa Other Virgin Airways Air NZ Fiji Air Air Air Sea Total Visitors 19642 59163 62788 24214 5217 1681 5859 178564 Returning Residents 3256 33087 16359 6309 4110 123 2527 65771 Total 22898 92250 79147 30523 9327 1804 8386 244335 % Share Visitors 11% 33% 35% 14% 3% 1% 3% 100%

TOTAL ARRIVALS BY CARRIERS 2019/20 Sam Talofa Other Virgin Airways Air NZ Fiji Air Air Air Sea Total Visitors 13355 40636 42062 15797 3445 3703 5401 124399 Returning Residents 2400 24717 13040 4263 2749 117 2483 49769 Total 15755 65353 55102 20060 6194 3820 7884 174168 % Share Visitors 11% 33% 34% 13% 3% 3% 4% 100%

9.9 Assessment of Aviation Capacity o Aviation capacity for the year decreased by 88,843 seats in absolute terms or negative growth of 28.2% when compared to the previous financial year as border closures meant that aviation figures for this financial year are effectively over the first nine months.

o Air New Zealand capacity reduced by 25,815 seats with 130 less flights bringing in 23,397 less passengers for the year and their overall loading factor dropping to 76% from 80% last FY.

o Fiji Airways capacity reduced by 14,147 seats with 98 less flights of offer out of three routes bringing in 10,700 less passengers for the year with the majority of cancellations out of Nadi

o Virgin capacity reduced by 8,448 seats with 48 less flights of offer out of it Australian routes bringing in 7,151 less passengers for the year with the majority of cancellations out of Sydney

o Samoa Airways was the most affected out of all carriers mainly due to the impact on its Pago route where 1,144 less fights were on offer compared to the previous FY. This resulted in a significant decrease in its overall capacity by 35,951 seats with the carrier bringing in 26,036 less international travelers for the period. 35

o Talofa Airways faced the same problems as Samoa Airways over its Pago routes also offered 501 less flights bringing in 3,532 less travelers for the period under review.

o Overall, total seat capacity offered by airlines servicing our international routes decreased by 88,843 seats while total international travelers clearing our borders decreased by 70,792 or a reduction of 30.6% resulting in an overall decrease in loading factor of 71% from 73%.

Overall Utilisation by Carrier & Route FY 2018/19 Overall Utilisation by Carrier & Route FY 2019/20 Airline Route # Flights PAX CAP Util (%) Empty Seats Airline Route # Flights PAX CAP Util (%) Empty Seats Air NZ AKL 424 77937 97125 80% 19188 Air NZ AKL 294 54540 71310 76% 16770 Virgin BNE 57 7925 10032 79% 2107 Virgin BNE 44 5434 7744 70% 2310 SYD 119 14993 20944 72% 5951 SYD 84 10333 14784 70% 4451 Fiji Airw HNL 52 3845 8666 44% 4821 Fiji Airw HNL 36 2148 5904 36% 3756 NAN 242 26429 38066 69% 11637 NAN 164 17568 26953 65% 9385 SUV 4 132 272 49% 140 SUV 0 0 0 0% 0 Talofa AirwPPG 1445 9542 13005 73% 3463 Talofa Airw PPG 944 6010 8496 71% 2486 TBU 5 31 45 69% 14 TBU 8 45 72 63% 27 Samoa AirwPPG 2663 33773 45271 75% 11498 Samoa Airw PPG 1519 19068 25020 76% 5952 AKL 352 41010 57740 71% 16730 AKL 259 30701 42846 72% 12145 SYD 103 11212 16892 66% 5680 SYD 72 7869 11910 66% 4041 BNE 52 4649 8528 55% 3879 BNE 68 6970 11250 62% 4280 TOTAL 5518 231478 316586 73% 85108 TOTAL 3492 160686 226289 71% 65603

Comparison: FY2018/19 vs FY 2019/2020 Airline Route # Flights PAX CAP Util (%) Empty Seats Air NZ AKL -130 -23397 -25815 -3.76 -2418 Virgin BNE -13 -2491 -2288 -8.83 203 SYD -35 -4660 -6160 -1.69 -1500 Fiji Airw HNL -16 -1697 -2762 -7.99 -1065 NAN -78 -8861 -11113 -4.25 -2252 SUV -4 -132 -272 -140 Talofa Airw PPG -501 -3532 -4509 -2.63 -977 TBU 3 14 27 -6.39 13 Samoa Airw PPG -1144 -14705 -18797 -0.87 -4092 AKL -93 -10309 -14894 0.63 -4585 SYD -31 -3343 -4982 -0.30 -1639 BNE 16 2321 2722 7.44 401 TOTAL -2026 -70792 -88843 -2.45 -18051 % Change -36.72 -30.58 -28.19

10.0 FINANCE AND CORPORATE SERVICES 10.1 Overview

The Finance and Corporate Services Division is the internal support service of the Samoa Tourism Authority that ensures the compliance of the Authority with the Public Bodies and Performance Accountability Act 2001 and other relevant national and international legislations that govern the human resource, finance, and administration related responsibilities of the Authority.

The Human Resource team leads in the recruitment, retaining and the repatriation of staff members to ensure the best qualified personnel are recruited, retained and administered in accordance with the STA Human Resource policies, Labor Employment and Recruitment Act 1972 (LERA) and relevant Cabinet Directives. The Division also is in charge of the Human Resource policies and its review in consultation with the Management and Staff periodically.

10.2 Annual Accounts, Systems, Finances, Analysis 10.2.1 Annual Accounts – FY2019 - 2020 o The audited annual accounts of the Samoa Tourism Authority presented in the Report were prepared in accordance with the International Financial Reporting Standards and the Public Finance Management Act 2001 (amended 2006) in relation to the form or content of financial statements made under the Public Bodies (Performance and Accountability) Act 2001 (amended 2015)

10.2.2 Internal Control Systems o The Samoa Tourism Authority’s internal control systems continue to be effective in ensuring sustained accountability and transparency throughout the execution of the Authority’s operations strengthened further with the application of the accounting software MYOB that is upgraded annually, and the existing Finance and Administration policies and procedures.

o Any issues raised with relevant recommendations by the auditors during audits to fortify internal control systems of the Authority are implemented where and when necessary.

10.2.3 Finances o The Samoa Tourism Authority being a Non-Trading Government Public Body receives an annual budget from Government which contributes to the majority of its total income every year (FY2019/2020: 96.56%; FY2018/19: 96%).

o Other income of the Authority, include foreign exchange gain, hire of STA assets, Cultural village tours takings, and Teuila Festival broadcasting fees and registrations, funds received from MNRE through the Water and Sanitation Sector for the Tourism Garden Toilets Project on both Upolu and Savaii and other income.

o The year noted an increase of 10.8% in the grant from Government ($13,263,582) when compared to the previous year ($11,966,895) that reported a 4.86% increase over the FY2017/2018 grant.

10.2.4 Financial Analysis o The year recorded a deficit of ($187,070); a significant impact of the Below the Line adjustment for Vagst post STA and MCR conducted discussions and reconciliations but still a better performance than last year’s deficit ($682,275).

o Total income for the year compared to last year increased by 9.99% which for the most part is the 10.8% increase ($1,296,687) in the Government grant and to a lesser extent the 97% increase ($104,041) in foreign exchange earnings when compared to last year.

o Total expenses decreased by 3% compared to last year due to the impact of covid19 restrictions locally and internationally.

o Contributing to the deficit of the year is the adjustment for Vagst post MCR and STA reconciliations. STA Vagst payable with MCR was cleared before financial year end.

o The Trade Creditors of the Authority at year end, of $1,382,796 increased by 280% in comparison to last year ($363,287). This is mostly a direct result of campaigns and activities booked in the markets for which Purchase Orders were issued that were postponed into the next financial year as international borders continue to remain closed.

o With a current ratio of 1.41 at year end the Authority was in a good position to meet its short-term debts when they fall due.

o Overall, the Authority’s financial performance and position as at 30 June 2020 was of good standard.

10.3 Human Resources 10.3.1 Staff o The Authority at the beginning of the financial year employed a total of 77 employees, including our New Zealand and Australia Market Representatives and their assistants.

o At the end of the financial year, we had on record a total of 76 employees; 44 males and 32 females.

o This decrease in number is a result of four (4) vacant positions which are now in the final stage of the Recruitment and Selection Process.

o The Authority during the financial year approved a restructuring for all divisions and a reclassification of three (3) positions.

Staff members per division for the Financial Year. DIVISIONS Total Staff CEO 3 Policy & Sector Coordination 2 Marketing & Sales + Overseas Representatives 18 Planning & Development + NBC 26 Research & Statistics 7 Finance & Corporate Services 20 TOTAL 76

10.3.2 Recruitment and Selection 10.3.2.1 New Recruitments ▪ STA recruited twelve (12) new employees during the financial year as replacements for the vacant positions from cessation of employment due to resignations and promotions of existing staff members. ▪ The new recruits included the current reigning Miss Samoa / Miss Pacific, 2 Contract Officers specifically Finance and Corporate Manager and Planning and Development Manager. The other 9 new recruits include Permanent Officers namely; one (1) Principal Officer, one (1) Senior Officer and seven (7) Officers.

10.3.3 Promotions ▪ One Permanent Staff Member got promoted to one of the Authority’s Contract Positions during the year after successfully completing the Recruitment and Selection process and granted approval by Cabinet.

10.3.4 Transfer Staff ▪ Three (3) staff were transferred to another division.

10.3.5 Redesignated Staff ▪ One (1) position was redesignated to more reflect the duties and responsibilities and objective of the post within this FY.

10.3.6 Cessation of Employment 10.3.6.1 Resignation ▪ Six (6) employees resigned to pursue other endeavors.

10.3.6.2 Termination ▪ Two (2) employees were terminated this financial year.

10.3.6.3 End of Contracts ▪ Manager for Finance and Corporate Services successfully completed her 3-year contract term (2016-2019) in December. She was reappointed to resume in her role as Finance & Corporate Services Manager.

10.3.7 Capacity Building/Overseas Trainings ▪ The Authority was again fortunate this year to have received several invitations to a number of overseas training opportunities for our staff members to attend before covid19 restricted travel.

The following table provides details of these programmes: Host Country Title of Training Duration of Training Type of Sponsorship

1 Guangdong, China Tourism Human Resource 25th June – 4th July Partially sponsored by Development and Training MOCT and STA program 2 Fuzhou, China Bilateral Training on Tourism 7th -27th August 2019 Partially Sponsored by Management the Chinese Gov and STA 3 Shanghai, China Bilateral Seminar on 5th -25th September Partially Sponsored by Information Technology (IT) CIFAL and STA

4 Menado, Indonesia International Workshop on 26th – 27th October Partially Sponsored by Ecotourism for Archipelagic 2019 Indonesian Gov and and Island States STA 5 Tokyo, Japan Tourism Development Policies 8th October- 9th Partially Sponsored by Program November JICA and STA

Selection of candidates was done by Management and approved by the Board and Cabinet based on program requirements and eligibility criteria. Crucial also to the selection process is the relevance of the program to the respective areas of responsibilities for effective capacity building of staff. The usual reporting requirements of Government apply, and staff members are expected to do presentations to Management and Staff upon return.]