SOLOMON ISLANDS TOURISM TRAILS

FINAL REPORT AND RECOMMENDATIONS

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SOLOMON ISLANDS TOURISM TRAILS

FINAL REPORT AND RECOMMENDATIONS

Finalised: 19 September 2019

STRONGIM BISNIS Level 1, Alvaro Building, Mendana Avenue, , Solomon Islands P +677 25664 [email protected] STRONGIMBISNIS.COM.SB

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TABLE OF CONTENTS

List of Tables ...... 5 List of Figures ...... 6 Abbreviations ...... 7 Glossary of Key Terms ...... 8 Executive summary ...... 9 WWII Trail ...... 9 Western Province Trail ...... 10 1 Project background and introduction ...... 13 1.1 Background to this Assignment ...... 13 2 Tourism and Destination Management in the Solomon Islands ...... 15 2.1 Methodology ...... 15 2.2 Destination management in the Solomon Islands ...... 15 3 Overview of the WWII and Western Province Trails ...... 17 4 Visitor flows and recommendations for the WWII Trail ...... 19 4.1 Overview of identified flows...... 19 4.2 Vision for the WWII Trail ...... 19 4.3 Map of the proposed WWII Trail ...... 20 4.4 Flows and visitors on the WWII Trail ...... 21 4.4.1 Current visitors ...... 22 4.4.2 Future visitors ...... 22 4.5 Identification of challenges and possible solutions ...... 23 4.6 Interventions needed to strengthen the WWII Trail ...... 25 4.6.1 Enhance collaboration ...... 25 4.6.2 Information provision...... 26 4.6.3 Product development ...... 27 4.6.4 Safety of boats and facilities ...... 29 4.6.5 Transport frequency and quality ...... 29 4.6.6 High costs of investments and general operations ...... 29 4.6.7 Weather impact on travel plans ...... 29 4.6.8 Quality of accommodation ...... 29 4.6.9 Market awareness ...... 30 4.6.10 Telecommunications ...... 30 4.6.11 Staff training ...... 30 4.7 Action plan for development ...... 30 5 Visitor flows and recommendations for the Western Province Trail ...... 35 5.1 Overview of identified flows...... 35 5.2 Vision for the Western Province Trail ...... 36 5.3 Map of the Western Province Trail ...... 36 5.4 Flows and visitors on the Western Province Trail ...... 38 5.4.1 Current visitors ...... 38 5.4.2 Future visitors ...... 39 5.5 Identification of challenges and possible solutions ...... 42 5.6 Interventions needed to strengthen the Western Province Trail ...... 43 5.6.1 Enhance collaboration ...... 44 5.6.2 Information provision...... 44 5.6.3 Safety of boats and facilities ...... 46

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5.6.4 Transport frequency and quality ...... 46 5.6.5 High costs of investments and general operations ...... 47 5.6.6 Weather impact on travel plans ...... 47 5.6.7 Quality of accommodation ...... 47 5.6.8 Market awareness ...... 47 5.6.9 Telecommunications ...... 47 5.6.10 Staff training ...... 47 5.7 Timeline and actions for development ...... 48 6 Conclusion, Recommendations and Next Steps ...... 52 6.1 WWII Trail recommendations ...... 52 6.2 Western Province Trail recommendations ...... 52 6.3 National level recommendations ...... 52 6.3.1 Infrastructure development ...... 53 6.3.2 Communications infrastructure ...... 53 6.3.3 Land transport infrastructure ...... 53 6.3.4 Sea transport infrastructure ...... 54 6.3.5 Air transport ...... 54 6.3.6 Operational capacity building ...... 55 6.3.7 Sustainability ...... 58 6.4 Establish national parks ...... 59 6.4.1 Waste management ...... 59 6.4.2 Equipment purchases ...... 60 6.5 Next steps ...... 61 References ...... 62 Appendix ...... 63 A. Methodology ...... 63 A.1 Workshop background ...... 63 A.2 Workshop process ...... 63 A.2.1 Prioritisation criteria ...... 66 A.2.2 Rating scale for interventions ...... 67 B Background for WWII Trail development ...... 68 B.1 Overview of flows and prioritisation for trail ...... 68 B.2 Trail segment maps and description ...... 73 B.2.1 Province ...... 73 B.2.2 Central province ...... 74 C Background for Western Province Trail development ...... 76 C.1 Overview of flows and prioritisation for trail ...... 76 C.2 Trail segment maps and descriptions ...... 82 C.2.1 Munda ...... 82 C.2.2 Seghe ...... 83 C.2.3 Gizo ...... 84 C.3 Workshop participants ...... 86 D Further information...... 88 D.1 Honiara VIP Workshop invitation ...... 88 D.2 Honiara stakeholder workshop ...... 89 D.3 Gizo stakeholder workshop ...... 90

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LIST OF TABLES

Table 1: Sample touring itinerary for WWII Trail ...... 9 Table 2: Sample touring itinerary for 10-day Flashpacker segment – Gizo/Munda ...... 10 Table 3: Sample touring itinerary for 20-day Flashpacker segment – Marovo/Tetepare/Munda//Gizo ...... 11 Table 4: Transport connections on the WWII Trail ...... 21 Table 5: Sample touring itinerary for WWII Trail ...... 23 Table 6: Challenges and potential solutions for the WWII Trail development ...... 23 Table 7: Opportunities to enhance collaboration ...... 25 Table 8: Information provision- Trail collateral ...... 27 Table 9: Information provision – Trail signage ...... 27 Table 10: Product Development ...... 28 Table 11: Transport Schedule – Frequency and quality ...... 29 Table 12: Accommodation review ...... 30 Table 13: Action steps for WWII Trail development ...... 31 Table 14: Overview of transport connections Western Province ...... 37 Table 15: Sample 10- day Flashpacker itinerary – Gizo/Munda ...... 40 Table 16: Multiple overnight – 20 nights flashpacker ...... 40 Table 17: Challenges and solutions for the WP Trail development ...... 42 Table 18: Opportunities to enhance collaboration ...... 44 Table 19: Opportunities for information provision ...... 45 Table 20: Boat and safety facilities ...... 46 Table 21: Transport schedule ...... 46 Table 22: Action steps for WP Trail development ...... 48 Table 23: Communication infrastructure ...... 53 Table 24: Land transport infrastructure ...... 53 Table 25: Sea transport infrastructure ...... 54 Table 26: Air transport infrastructure ...... 55 Table 27: Operational capacity building - Training ...... 55 Table 28: Operational capacity building -Safety ...... 56 Table 29: Operational capacity building – Emergency Planning ...... 56 Table 30: Operational capacity building -Website ...... 57 Table 31: Operational capacity building -Monitoring ...... 57 Table 32: Developing tourism sustainability ...... 58 Table 33: National and marine parks ...... 59 Table 34: Waste management ...... 59 Table 35: Equipment purchases ...... 60

ANNEXES Ratings scales for interventions ...... 67 Overview of relevant flows from Honiara workshops ...... 69 Overview of relevant flows from Gizo workshops ...... 77 Honiara VIP Workshop ...... 86 Honiara stakeholder workshop ...... 86 Gizo stakeholder workshop ...... 87

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LIST OF FIGURES

Figure 1: Overview map of all relevant flows during the Honiara workshops ...... 19 Figure 2: WWII Trail from a transport perspective, showing the three segments ...... 20 Figure 3: Overview of all relevant flows for the Western Province...... 35 Figure 4: Overview of the Western Province Trail from a transport perspective ...... 37

ANNEXES Annexe Figure 1: The St. Gallen Model for Destination Management process ...... 64 Annexe Figure 2: Stakeholders in Honiara discussing the outcomes of the workshop...... 65 Annexe Figure 3: Stakeholders in Gizo discussing the outcomes of the workshop...... 66 Annexe Figure 4: Detailed map of Guadalcanal section of the WWII Trail ...... 73 Annexe Figure 5: Detailed map of Central Province section of WWII Trail ...... 75 Annexe Figure 6: Detailed map of Munda Hub on Western Trail ...... 83 Annexe Figure 7: Detailed map of Seghe Hub on Western Trail ...... 84 Annexe Figure 8: Detailed map of Gizo Hub on Western Trail ...... 85

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ABBREVIATIONS

CPTOA Central Province Tourism Operators Association

DMO Destination Management Organisation

GO Guadalcanal Operators

IFC International Finance Corporation

ITO Inbound Tour Operator

MCT Solomon Islands Ministry of Culture and Tourism

MSD Market Systems Development

NGO Non-Governmental Organisation

SB Strongim Bisnis

SBD Solomon Islands Dollar

SGDM St Gallen Destination Management model

SITIDF Solomon Islands Tourism Infrastructure Development Fund

SME Small to Medium-sized Enterprise

TO Tour Operator

TS Tourism Solomons

WPTA Western Province Tourism Association

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GLOSSARY OF KEY TERMS

Destination Management Destination management refers to the actions local stakeholders take to plan, design, and deliver a sustainable and competitive tourism experience to their visitors. This includes resource management, service standard design and implementation, education and training, marketing, visitor management, crisis management, and other tasks. A Destination Management Organisation (DMO) often performs these functions, at least partially. However, all relevant stakeholders from the public, private, and civil society sector should be involved for effective and sustainable destination management.

Flashpackers Flashpackers are independent travellers that have a higher disposable income than traditional backpackers. Therefore, they are more likely to stay in upmarket accommodation at least some of the time, focus on experiences, and want to connect with the local population. This is a growing and attractive segment.

Visitor flow A visitor flow describes the movement of visitors is an organic construct, because tourists have free choice on why, where, and when they travel. Flows differentiate tourist movement, based on their motivations for travel and activities arising from these motivations. This means that Honiara expatriates going on a WWII weekend tour to the area and WWII veterans’ families visiting different historical sites on Guadalcanal and in the Tulagi area are not the same flow. Their motivations for choosing the Solomon Islands are different, so is their timing, and probably the amount they spend.

Tourist trail Tourism destinations have long implemented thematic trails to bundle tourism experiences and help tourists to plan their itineraries. Some examples include the Great Himalaya Trail or the Garden Route. These trails help suppliers work together on certain themes to promote the activities that are available in an area. These trails can be viewed as designed itineraries that encapsulate several organic flows that are aligned on some factors, like their main activity for example. Therefore, we can speak of a “WWII Trail”, which then includes both of the flows described above.

Trail collateral The trail collateral includes all marketing and information materials that are used to promote and sell the trail. This can include, but is not limited to, promotional pictures, websites, brochures, maps, and information sheets.

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EXECUTIVE SUMMARY This work was performed as part of Strongim Bisnis’ commitment to strengthen and stimulate growth in the Solomon Islands’ tourism sector. The goal of the project was to develop tourism trails in the Western Province, the Central Province and to increase tourism visitation and spread tourists throughout the regions.

Workshops were conducted in Honiara and Gizo in September and October 2018. A wide range of stakeholders attended, but some areas were underrepresented, especially the Central Province, Munda and areas. This was due to transportation and weather challenges, which gives emphasis to transportation being one of the major challenges in developing tourism in the Solomon Islands.

These workshops aimed to gain insights into the current visitor flows occurring in the Western Province, Central Province, and Guadalcanal. These flows were then used to design two visitor trails—the WWII Trail and the Western Province Trail—that will form the basis of the recommendations for tourism development in these regions.

WWII Trail The WWII Trail connects Honiara with the WWII sites on Guadalcanal, in the Tulagi area of Central Province, and on , where clear products still need to be developed. In addition to historical sites there are a variety of other activities to participate in and the trail simply provides a framework for visitors to choose their own adventure.

Currently, many of the visitors on this trail are Honiara expatriates, but there is potential to develop a more international market, once the trail’s visibility and infrastructure (both transport and products) are improved. The report makes recommendations for seven interventions to strengthen the trail, including development of trail collateral and signage, creating products around Savo Island’s WWII heritage, improving the WWII product offering in Tulagi, providing accurate transport schedules to tourists, and ensuring that accommodation is raised to an international standard. One recommendation that supports all of these is the enhancing of collaboration between stakeholders to ensure they work together to grow tourism in these provinces for all. The regional tourism associations and donors have a role to play in helping to coordinate the efforts and provide linkages to the public sector organisations.

Table 1: Sample touring itinerary for WWII Trail1 Day 1 • East Guadalcanal WWII tour, including Skyline Ridge Memorial, Bloody Ridge National Park, and visit Honiara market • Overnight stay at Coral Sea Resort Day 2 • Early start to Tulagi by boat (1.5 hours) • Visit sites along Boli Passage at Tulagi Island, Tanabogo, Gavutu, and Tokyo Bay • Scuba or snorkelling • Overnight stay at Raiders Day 3 • Early start by boat to Savo Island (1.5 hours) • Relax, swim or hike to hot springs or megapode birds/eggs • Overnight stay at Sunset lodge Day 4 • Boat trip to Visale (20 minutes) • Drive to Vilu war memorial / visit to Mbonege wrecks for snorkelling • Overnight stay at Ginger Beach Day 5 • Early morning drive back to Honiara for departure or onwards connections to other provinces

1 Itinerary may be shortened or lengthened. Accommodation providers may be used by the tourist to suit their budget. 9

Western Province Trail The Western Province is already host to most international tourism activity in the Solomon Islands and the Western Province Trail aims to further connect the three provincial tourism hubs of Gizo, Munda, and Seghe. This would allow for tourists to move through the region more freely, stay longer and experience more. The trail will be of interest to divers who want to experience the whole region and flashpackers, who seek out a variety of experiences while they visit an area.

The report provides five key recommendations that will help to make this trail a reality. These are similar to the WWII Trail in that they also recommend creating collateral, enhancing collaboration between stakeholders, and creating clear transport schedules for tourists. All of these will make it easier for visitors to travel through the province and create their own experience. Two additional recommendations relate more to the diving sector, which will continue to be a key part of the Western Province’s attractions. These interventions suggest building a decompression chamber in Munda to make diving in the region safer and mapping all dive sites so that visitors can choose where they want to dive ahead of schedule.

All of these interventions require collaboration between the stakeholders in the three hubs and with tour operators working at a national level. Public sector and civil society organisations can support and provide resources, where needed.

Table 2: Sample touring itinerary for 10-day Flashpacker segment – Gizo/Munda Day 1 • Arrive in Gizo from Honiara • Stay at Fatboys, Oravae, Sanbis, or other accommodation Day 2 • Snorkel/dive/surf • Relax Day 3 • Snorkel/dive/surf • Relax Day 4 • Early start by boat to Kolombangara • Day hike with overnight in Imbu Rano Eco-Lodge Day 5 • Trekking / bird watching • Relax • Overnight in Imbu Rano Eco-Lodge (alternative climb up volcano) Day 6 • Early start with boat trip to Zipolo Habu Resort or Titiru • Fishing trip / diving (via Dive Munda), or snorkeling • Stay at Resort Day 7 • Turtle/nature expedition • Explore • Diving/snorkelling • Relax Day 8 • Early transfer to Tetepare2 • Take part in turtle monitoring, coconut crab sighting, snorkelling • Night at Eco-Lodge Day 9 • Day spent exploring the island • Swim with Dugongs • Night at Eco-Lodge Day 10 • Back to Munda • Flight to Honiara for onward connection

2 At the time of report writing Tetepare was planning a four-day head-hunter trekking product. This could be inserted into the itinerary by leaving out Titiru/Zipolo, or Kolombangara. 10

Table 3: Sample touring itinerary for 20-day Flashpacker segment – Marovo/Tetepare/Munda/Kolombangara/Gizo Option 1 Option 2 Day 1 • Arrive in Seghe from Honiara (flight or • Arrive in Mbunikalo (first stop in boat) Marovo Lagoon from Honiara (boat • Transfer out to Uepi3 only) • 30-minute transfer to Driftwood or Wilderness Lodge4 Day 2 • Day spent diving and snorkelling • Relax, free-diving, snorkelling, cave • Stay at walk, village visit, carving/weaving course • Stay at Driftwood or Wilderness Day 3 • Diving/snorkelling • Relax, free-diving, snorkelling, cave • Day trip to underwater volcano walk, village visit, carving/weaving • Back to Uepi course • Stay at Driftwood or Wilderness Day 4 • Early start to get to Seghe to meet the • Early start to get to Seghe to meet freight ship– trip to Ughele (or by small boat) the Anjanette – trip to Ughele (or by • Boat transfer to Tetepare small boat) • Stay at Tetepare Eco-Lodge • Boat transfer to Tetepare • Stay at Tetepare Eco-Lodge Day 5 • Start early on Head-Hunter’s Trek – 3 • Start early on Head-Hunter’s Trek – – 9 nights camping, then back to the Eco-Lodge 3 nights camping, then back to the Eco-Lodge5 Day • Transfer to Rendova • Transfer to Munda 10 • Snorkelling with Turtles • Explore waterfall, visit a WWII • Stay at Titiru Lodge museum near Munda or do a fishing trip with Zipolo • Stay at Agnes Gateway Hotel or Zipolo Habu Day • Transfer to Munda • Scuba diving with Dive Munda in 11 • Explore waterfall near Munda and then the lagoon or fishing trip with Zipolo stay at Agnes Gateway Hotel • Stay at Agnes Gateway Hotel or Zipolo Habu Day • Boat transfer via Noro to Ringi • Boat transfer via Noro to Ringi 12 • Transfer to Imbu Rano Lodge • Transfer to Imbu Rano Lodge • Evening/night Bushwalk / Birdwatching • Evening/night Bushwalk / Birdwatching Day • Day trek with birdwatching with eco guide • Early start to the peak 13 • Spend night in Imbu Rano Lodge • Overnight in tent Day • Early start and trip to Gizo • Climb peak and return to Imbu 14 • Explore Gizo town, market Rano lodge. Spend the night in Imbu • Visit local school Rano lodge. • Stay at Rekona Lodge Day • Early start and trip to Vella la Vella • Early start and trip to Gizo 15 • Local food, explore cacao plantation • Explore Gizo town, market • Village tour, meet the locals • Visit local school • Stay at Uriapo Lodge • Stay at Oravae Lodge

3 Uepi had a 3-night minimum stay rule at the time of this report. 4 Wilderness Lodge was closed for restoration at the time of this report. 5 The Tetepare Head-Hunter’s Trek was not yet built at the time of this report. 11

Day • WWII wreck tour on Vella • Surfing, snorkelling, or stand up 16 • Snorkel near lodge paddle board • Stay at Uriapo Lodge • Stay at Oravae Lodge Day • Early start to Gizo • Surfing, snorkelling, or stand up 17 • Relax and stay at Fatboys paddle board • Stay at Oravae Lodge Day • Stay at Fatboys • Stay at Fatboys or Sanbis 18 • Dive trip to nearby beginner spots • Dive trip via Dive Gizo Day • Stay at Fatboys • Stay at Fatboys or Sanbis 19 • Relax, snorkel • Dive trip via Dive Gizo Day • Flight from Gizo to Honiara for onward • Flight from Gizo to Honiara for 20 connection onward connection

National level interventions Many of the challenges faced for the individual trails cannot be solved in just one province. Therefore, the report makes twelve national level recommendations that will facilitate a growing tourism industry across the Solomon Islands.

These recommendations are split between infrastructure development and operational capacity building. These two key activities will make it easier for tourism stakeholders to do business and for tourists to make the most of their time in the Solomon Islands. The recommendations include transport infrastructure upgrades and developments, communication infrastructure upgrades, development of safety and emergency procedures, setting standards for sustainable tourism, and training staff to provide better service.

All of these are larger interventions and must be coordinated with a wide range of stakeholders. In all of these, Strongim Bisnis or other donor representatives can take a coordinating role to help the local stakeholders build the necessary capacity.

Next steps The next steps based on these recommendations are to coordinate meetings and discussions with the relevant stakeholders involved in each intervention. A more permanent solution here would be to establish a working group or task force to drive forward each of the trails. That way all involved stakeholders can be represented and multiple interventions can be discussed at one time. Since there is large overlap between some of the key stakeholders, namely MCT, TS, the local tourist associations, and tour operators, having a more permanent group reduces the need to always coordinate new participants.

Overall, the workshops discovered the great variety of tourism flows already present in Solomon Islands and showed the potential for these to be developed to the next level. The trails will help to coordinate the activities and efforts of the various stakeholders to spread tourists throughout the regions and grow the tourism industry for all participants.

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1 Project background and introduction Strongim Bisnis is a three-year market systems development (MSD) program funded by the Australian Government in Solomon Islands. The program commenced in 2017 and works under the umbrella of the Solomon Islands Growth Program (SIGP). Its goal is to stimulate growth in specific sectors, including tourism, through activities that catalyse business innovation, change practices, strengthen collaboration, manage risks, build resilience and increase women’s participation and empowerment.

The program has three end-of-program outcomes (EOPOs) to June 2020: I. Business is demonstrating potential for increased productivity, greater resilience, better risk management, more income earning opportunities and access to high value markets, measured by higher agricultural yields, more efficient use of assets and labour, and new business models that favour employment, incomes or trade. II. The private sector and government work together to increase opportunities for trade and investment, and form external partnerships that accelerate business growth, measured by a more favourable investment climate and external partnerships that accelerate changing business practice. III. Women and youth have increased economic opportunity, measured by women’s and youth participation in the above outcomes, and specific measures for women’s and youth economic empowerment.

1.1 Background to this Assignment Tourism offers the Solomon Islands the opportunity to transform its long-term growth trajectory, with inclusive and sustainable growth. It offers the prospect for more widely distributed economic power than is the case for extractive industries, which could also ease political economy constraints on future development. Evidence from the Solomon Island’s key competitor destinations shows that growth in tourism can lead to broad based employment and income generation, as well as support the retention of cultural traditions and the sustainable management of natural assets.

However, awareness of Solomon Islands as a tourism destination in key source markets is severely limited. Globally, tourist arrivals grew by 3.9% in 2016 to reach a total of 1.2 billion with the Pacific Island region capturing 3.1 million of these. The Solomon Islands, however, failed to capitalise on this global and regional trend. It only captured 2% of visitors in the region, and 1% (around 6000 individuals) of leisure tourists.

The sector lacks: good quality market research/intelligence for tourism stakeholders to make informed decisions; travel information for tourists; appropriate tourism products and services; marketing/promotion of Solomon Islands as a tourism destination; and coordination in the sector.

It is also affected by land issues, poor transparency, high business taxes, low human capital resources, high costs of operating businesses, and other factors which add to a generally unfavourable investment climate.

The Government of Solomon Islands (SIG) has identified the Western Province as one of the focal areas for tourism development due to its: levels of visitation; an acceptable level of actors; existing infrastructure (Munda International Airport as well as Seghe and Gizo airports); and product development opportunities.

As part of the Solomon Islands National Tourism Development Strategy (SINTDS) 2015-2019, one of the key strategies for product development is supporting linkages between existing operators through the development of thematic trails or routes that reflect the Solomon Islands’ unique cultural and natural assets. Developing, packaging and marketing tourism products based around a series of tourism routes or trails is a concept that has been successfully used in many countries to support product development. For example, Great Himalaya Trails, Nepal, or the Garden Route, South Africa. The SINTDS highlights the potential for a Western Province Trail linking a number of 13

key natural and cultural-based attractions including those around Gizo, Munda and Marovo Lagoon as well as adventure activities, including dive sites, surfing, nature, WWII and fishing.

The interventions described in this report introduce the concept of visitor flow destination management and tourism trails to sector stakeholders in Honiara Capital Territory, Guadalcanal Province, the Central Province, and Western Province, draft visitor flows/trails, and develop basic plans for these. The work for this report was conducted in close cooperation with Strongim Bisnis’ partners in the regions.

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2 Tourism and Destination Management in the Solomon Islands Traditionally, a tourism destination is the focal point in the development and delivery of tourism products and implementation of tourism policy as well as the basic unit of analysis in tourism. Destinations can be countries, regions, or single resorts. The destination should offer a broad range of products, experiences and services under the destination brand. With these high demands, it is important that a destination is managed professionally. The challenge is that, unlike a single company, a destination is made up of many different stakeholder groups with different interests that need to collaborate in order to plan, design, and deliver the tourism product. One operator alone, cannot deliver the whole destination product and it takes effort to align actors from the public, private, and NGO sectors to a common cause.

2.1 Methodology In this way, destinations are very complex and traditional destination management has not managed to stay ahead of developments. With ever more channels and more vocal stakeholders, the idea of ‘managing’ the destination, in a traditional sense no longer exists. Destination managers need to learn to take a step back and let operators—who are closest to the visitors— deliver the experiences they expected. In the modern world, good service is the best marketing. The St Gallen Destination Management (SGDM) approach can help tourism managers gain greater understanding of the variable demand in their destination. This then allows for more market- oriented service design and delivery (see Appendix A for a description of the methodology).

To that end, the SGDM is mostly concerned with understanding tourist demand and uses the concept of strategic visitor flows as the basic unit of analysis and planning. Mapping the flows in space helps stakeholders of all education levels to understand the strategy and be part of the process. Strategic planning then becomes a very practical and applied process, rather than traditional strategic processes. It helps to identify the influencers and key decision makers in every flow and creates opportunities for new collaboration. This is especially important in destinations where many different stakeholders are involved in tourism.

2.2 Destination management in the Solomon Islands Destination management in the Solomon Islands is driven by the Solomon Islands Ministry of Culture and Tourism (MCT) and Tourism Solomons. MCT has recently begun reviewing the accommodation standards throughout the country and the operators are currently performing minor upgrades and improvements to comply with the new minimum standards. The first phase of the standards implementation was initiated in 2018. Tourism Solomons has recently launched its new branding campaign and is encouraging market operators to align their marketing efforts with it6.

MCT and Tourism Solomons are supported in their activities by a variety of programmes from the Australian, New Zealand, and Japanese governments, who are important stakeholders in the development of tourism. For example, the New Zealand government is a key support for the current airport infrastructure development in the Western Province, at both Munda and Gizo. Improvements for Seghe airport are also planned at a later stage. Solomon Airlines is also a key partner in the development of international tourism, because they provide the primary access for guests to the Solomon Islands, a role which will increase further when international flights commence to Munda in 2019.

Three provinces are currently on the priority list for tourism development for Strongim Bisnis: Guadalcanal Province (including Honiara Capital Territory), Central Province, and the Western Province. In the provinces, both the local governments and local tourism associations are engaged in growing tourism development and supporting the local operators.

6 Tourism Solomons. (2018). A “seismic shift” – new look ‘Solomon Is.’ branding catalyst for Solomon Islands’ tourism future | Tourism Solomons. Available at: https://www.visitsolomons.com.sb/a-seismic-shift-new-look-solomon-is- branding-catalyst-for-solomon-islands-tourism-future.

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In Guadalcanal Province, the main challenge is transport infrastructure. The Japan International Cooperation Agency (JICA) is in the process of improving the roads and bridges along the northern coast of the island and they are also planning to upgrade the international airport at Henderson. This will help local inbound tour operators, who bring most of the guests to the province, to move them around the island more efficiently.

The Central Province has no airports and boats are the only means of transport. Even the shipping options are limited, with no scheduled tourist-standard transport available between Honiara and Tulagi. Hotels provide their own boats to transfer passengers to the Central Province. One of the major challenges is the access to mobile phone coverage in the province, without which it is very difficult for tourism operators to contact and connect with each other and guests.

In the Western Province, the most important development is the construction of a temporary terminal in Munda, so that international flights from Brisbane can commence in 2019. The Gizo airstrip has also been upgraded to allow flight connections to Munda with a Dash 8 aircraft with Seghe (Marovo Lagoon) to follow. In preparation for the additional incoming international tourists, businesses in both Munda and Gizo are upgrading their facilities with funding from the New Zealand Government and the newly established Solomon Islands Tourism Infrastructure Development Fund (SITIDF), initiated by Solomon Airlines. Meanwhile the Australian government is funding a major upgrade of the Gizo market to create an attraction for the cruise market.

The Western Provincial Government (WPG) is setting up new information centres in Munda and Seghe and has assigned two additional officers to oversee these. At the same time, WPG will put more emphasis on online marketing to magnify the efforts of local operators. The Western Province Tourism Association (WPTA) represents the interests of the local industry and is working to grow its membership in 2019. Members receive trainings, for example culinary skills, tour guiding, and customer service in 2018, and access to other programmes, like subsidised solar panels. A new tourism school in Tambaka will help educate workers for the growing industry, based on a curriculum developed and supported by the Skills for Economic Growth program.

With this great variety of stakeholders involved and spread out over many different islands, it is even more important to have a common language when speaking about tourism. The SGDM approach can help the key tourism stakeholders to empower the service providers to grow their industry. Challenges across flows will identify interventions that support multiple flows and therefore have a greater impact.

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3 Overview of the WWII and Western Province Trails Tourism destinations have long implemented thematic trails or routes7 to bundle tourism experiences and help tour operators or tourists to plan their itineraries. Some examples include the Great In this report, a trail refers to a Himalaya Trail8, which crosses five Asian countries, or defined and tangible network of the Garden Route9, in South Africa. The European tourism sites that create the potential Union has also supported the development of cultural for tourists to design itineraries and tourism routes10 as a means to diversify tourism experiences for their visit. visitation to cultural sites. A trail can be defined as a physical stretch of a journey, a marked and tangible network of sites. or a continuous path11.

From a supply side, trails help stakeholders and suppliers to work together on defined themes to promote the activities that are available in an area and attract more visitors. Collaboration between stakeholders across various locations can generate new tourism possibilities that are not possible when operators work in isolation. Combined marketing efforts towards a trail can help to spread the message and align operators’ promotional efforts. However, in a modern connected world, transport connections, quality activities and services, and provision of accurate and up-to-date information are some of the factors that can affect the success of a trail. Clear governance of trails management and their marketing is important, so the stakeholders involved in destination management at a regional and national level must align on how to best coordinate the implementation of the trail.

This takes tourists away from the main points of interest and spreads the economic impact of tourism development to more remote Tour operators can package tours around the trail areas. Many regions within the Solomon or independent tourists can use the trail as a Islands are still in the very early guide to design their own experience in their development stages of tourism and this chosen destination(s). Making tourists aware of can help to ‘put them on the tourist map’. their options will encourage them to stay longer The main attractions may still be the and explore more diverse sites within the country. world-class diving and empty beaches, but tourists can then also see the other possibilities and it encourages operators to offer more diverse services and activities.

The Solomon Islands has a diverse range of tourism offerings and a trail can help tourists to make decisions on what to see and do in the time that they have available to them. The SGDM approach comes in as an assessment tool for planning, analysing the existing flows in the destinations to determine where there are overlaps in terms of infrastructure usage.

A tourist flow is an organic construct, because tourists have free choice on why, where, and when they travel. Flows differentiate tourist movement, based on their motivations for travel and activities arising from these motivations12. This means that Honiara expatriates going on a dive weekend to Tulagi and divers coming from Australia to dive in and around Tulagi for a week are not the same flow. Their motivations for choosing the Solomon Islands are different, so is their timing, and probably the amount they spend. However, they still use the same infrastructure (transport, hotels, activities) and can benefit from the development of a more established route to Tulagi and beyond. This is the rationale behind the development of the two tourism trails in the Solomon Islands. They focus on the development of common transport corridors and related activities that will allow visitors to choose their own adventure.

7 Routes and trails are often used interchangeably, but for the purpose of this report the word trail will be used. 8 See www.greathimalayatrails.com 9 See www.gardenroute.co.za/ 10 See Council for Europe’s cultural routes resources: www.coe.int/en/web/cultural-routes 11 See https://mint.gov.hr/UserDocsImages/arhiva/ManagingVisitors-CultRoutes.pdf 12 Beritelli, P., Reinhold, S., Laesser, C. & Bieger, T. (2015). The St. Gallen Model for Destination Management. St. Gallen: IMP-HSG. 17

The next two chapters will present the two trails that were developed based on the current flows identified in the workshops: 1. The WWII trail connecting Guadalcanal (including Honiara Capital Territory) and the Central Province (Chapter 4), and 2. The Western Province Trail, connecting the key tourism hubs of Marovo Lagoon, Munda, and Gizo (Chapter 5). Each chapter starts with an overview of the flows identified in the related workshops, the vision for the trail’s development, a map showing the connections for the trail, explanation of the current flows that form the basis for the trail, challenges in developing the flows further, and the interventions required to develop this trail further.

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4 Visitor flows and recommendations for the WWII Trail

In total, the workshop participants identified and mapped 40 flows in the three regions covered in the Honiara workshop (details of all the flows from this workshop are included in the appendix section 8.2). Figure 1 shows all the current flows identified for the Guadalcanal (including Honiara Capital Territory) and Central Province (at the level of detail drawn by the workshop participants). This shows a great variety of flows going all across the three regions for various activities. The grey area shows where most of the flows overlap and is the starting point for the trail development. Map legend:

Flows/ movements of visitors

Activity areas (e.g. dive site)

Area with most overlaps

Figure 1: Overview map of all relevant flows during the Honiara workshops13

4.1 Overview of identified flows

Figure 1 illustrates that visitor interest in Solomon Islands’ WWII heritage and local culture is spread throughout this region where they can to see points of interest, participate in festivals, and engage with local communities. Appendix B (Annexe Table 3) provides an overview of all the flows that created this overview diagram.

Water sports, and diving in particular, is a major attraction for visitors to the Solomon Islands. Many of the flows identified in the Honiara workshop related to diving, snorkelling, river rafting, and surfing. But also, the potential for new flows, like paddle boarding tours were identified.

Visitors interested in natural attractions, like mountain or forest walks, endemic bird species, or other nature activities have a lot to choose from in this area. Some of these flows, like bird watching, are still a niche market, but could be developed further in the future.

The overview of all the flows shows that many of them make the connection between Honiara and the Central Province. On closer analysis, the core flows confirmed that there is a loop between Guadalcanal and the Central Province that will form the basis of the WWII Trail.

4.2 Vision for the WWII Trail The vision for the trail is to connect the various WWII tourism sites in Guadalcanal and the Central province to allow visitors to experience the sites as part of a route or loop track. This will connect the different attractions and provide visitors with the opportunity to choose their own itinerary along the route. Many of the current flows are based on Honiara expatriates weekends or daytrips, but

13 Some flows outside of the current map zoom were left out to increase readability. 19

with planning these can connect into longer packages with more varied activities that could appeal to international tourists.

The primary developed WWII sites are West and East Guadalcanal, and parts of Tulagi Island, Tanabogo, Gavutu and Tokyo Bay. For divers, the shipwrecks in Iron Bottom Sound would also count as WWII attractions. Savo Island also has a rich WWII history, but operators have not yet developed or packaged these as products.

This means that the trail is also of interest to tourists who are not purely WWII enthusiasts, but who might also want to participate in other tourist activities, related to Solomon Islands culture, sports, or nature experiences. The trail will connect the most important WWII sites within the two provinces, but will give the visitors that travel along this route a great variety of activities to partake in. For some, the WWII activities may even be secondary attractions and just part of the overall package.

4.3 Map of the proposed WWII Trail

Figure 2 shows the WWII trail from a transport perspective.

Road transport

Sea transport Primary Secondary

Air transport

Trail segment

Figure 2: WWII Trail from a transport perspective, showing the three segments

There are no flight connections between Honiara and the Central province, so all the travel along this trail is done by boat and/or land transport (on Guadalcanal). Table 4 shows the main transport routes on the WWII trail with transport options and approximate travel times, which for boats are highly weather dependent.

The loop begins and ends in Honiara, which is the main access point for the Solomon Islands until direct international flights commence into the Western Province in 2019. From Honiara, boat transport can bring visitors to Tulagi in the Central Province, which is about a 1.5-hour boat journey. There are infrequent larger boats available for this segment, but most transport is through small

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boats. Accommodation is available on Tulagi and visitors can stay at several options, ranging in price and quality. During the boat trip, a knowledgeable guide can bring alive the sea battle for Guadalcanal over Iron Bottom Sound as visitors cross the sound from Honiara to Tulagi. On the next leg, passengers can travel to Savo Island in about 1.5 hours, on a small boat. One accommodation option is available there. The boat trip from Savo to Visale on Guadalcanal is another 20 minutes. From there visitors can take a taxi or bus back to Honiara, which is another 2-hour drive. The trail is accessible in both directions and visitors could choose to travel west from Honiara first.

In addition, a secondary set of flows goes to Buena Vista island, from either Savo, Tulagi, or Honiara. There are several activity flows there that complement the other flows on the trail in their interest in nature and diving. This loop is an optional addition to the trail and provides opportunities to extend the visitors’ stay in the province.

Table 4: Transport connections on the WWII Trail WWII core trail Transport options Duration Frequency Honiara → Visale Car/Taxi 1.5 hours On demand Public transport – 1.5 hours Regular Hiace (truck) Monday to Saturday Visale → Savo Small boat 20 mins On demand Savo → Tulagi Small boat 1.5 hours On demand Tulagi → Honiara Small boat 1.5 hours Regular service with small boats Monday to Saturday Larger boat 1.5 hours Monday, Wednesday, Friday Nugu trail loop14 Transport options Duration Frequency Savo → Nugu Small boat 1.5 hours On demand Nugu → Tulagi Small boat 1.5 hours On demand Nugu → Honiara Small boat 2 hours On demand

Figure 8 and 9 in Appendix B show more details of these two trail sections.

Two areas outside of this trail that have significant tourism flows already are Russell Island and the area. Russel Island is a Transport is on demand or infrequent. This popular stop over for liveaboard dive boats makes it difficult to plan ahead or can make and has potential to add to the dive the transfers very expensive. This was also one experience for divers who want to stay longer of the primary challenges that participants in and dive different sites. Perhaps a regular the workshops alluded to repeatedly. sea transport there can add to the WWII Trail in a second phase of development. Marau Sound, as a destination and access point to the weather coast/south Guadalcanal area has great potential for trail development in a next phase. Currently, it caters to a combination of high-end visitors (through Island Resort) and backpackers. Improved road connections and increased flights would help to develop this area further. Both of these areas have great future potential for tourism development, but for now are not on the main trail.

4.4 Flows and visitors on the WWII Trail Out of the 40 flows identified in the workshop, five are core to this trail and 16 others can be mapped to the trail, because they use the same infrastructure and add to the activities on the trail. Four further flows are related to cruises stopping off in Honiara. These bring a different target group again and only for a very short stop over.

14 Other options could include Roderick Bay, Maravagi, or other overnight options. 21

4.4.1 Current visitors Currently, most of the visitors on this trail are Honiara expatriates or international visitors from Australia, New Zealand, Japan, Europe or America. This is supported by the 2016 visitor survey, which lists these as the primary source countries for leisure tourists. Honiara is also the destination for most of the business travellers to the Solomon Islands and these travellers often participate in daytrips or even short overnight trips while they are in the country. Due to the high cost of air travel within the Solomon Islands, Guadalcanal and the Central Province are likely to be popular destinations for these weekend getaways.

The current spending of these visitors depends very much on the duration of their trip. According to the workshop participants, visitors on daytrips tend to spend between $200 and $1,000 SBD per day on activities, including transport. However, it is not quite clear what the participants included in their estimates, so these numbers are indicative only. Also, for business visitors who are in Honiara on an assignment would still be paying for their hotel and hospitality in Honiara, in addition to the daytrips.

Overnight trips also vary in price, from about $550 SBD per person per night for a snorkelling trip and overnight at Dolphin View Resort to a dive weekend at Raiders Resort, which is estimated at around $5,000 SBD per weekend. This variety is good for the market, as it caters to different price and comfort levels within the expatriate and international visitor markets.

In general, spending data could be analysed at a more detailed level per flow, because there the spending pattern is more similar than across flows. This is a research task for the further development of the trail or individual flows.

4.4.2 Future visitors In the future, expatriates and international business visitors will continue to be an important segment for this trail, because they are already in Honiara and can explore the trail from there. In general, there are three timeframes that seem appropriate for the WWII Trail: Daytrips, short stays (overnights in one location), and touring (stays in more than one location per trip). The goal of the WWII Trail is to move people through the destination and to encourage them to see and do more. Therefore, the touring visitors are the preferred travellers on the trail.

4.4.2.1 Daytrip Daytrips will continue to be a popular option for parts of this trail, because of the proximity to Honiara and the resident expatriate community and regular business visitors there. Additionally, day trips and activities are also attractive offerings for visiting cruise ships that are looking for land based or local experiences for their guests.

Giving these target groups more options for spending their time and money will give local tourism operators a steady stream of visitors. Expatriates and business people are a captive market and looking for options to spend their weekends outside Honiara. Their visitation is also less seasonal than international leisure tourists.

4.4.2.2 Short stays (in one location) These are ‘go and return’ trips from Honiara and target a similar audience to the daytrips (resident expatriates and business people who stay over the weekend). These short trips are a good opportunity to show off what the region has to offer and to increase volume for accommodation and activity operators to make their businesses viable. The advantage of these visitor groups is that they travel all year around. However, they will look for variety and new packages and products are needed to entice them to explore different weekend options.

4.4.2.3 Touring (stays in multiple locations) The big opportunity for Guadalcanal and the Central Province is to encourage visitors to stay longer and see more of the provinces. This means that visitors spend time in more than one location during their trip, hence spreading the economic benefits to other parts of the provinces and to 22

other businesses. As shown earlier, the core trail has three key segments where visitors can overnight: Guadalcanal (including Honiara), Savo Island, and Tulagi. There is also the possibility to extend the loop to Nugu, Roderick Bay, Mbike Island, and/or Maravagi.

Table 5 shows an example five-day itinerary for the WWII Trail, where the visitors stop off in multiple locations to take part in WWII and other activities. This is just one option and many extensions, with longer stays in one place or an extension into the Nugu loop, are possible. A four- to five-day itinerary is especially demanded by Honiara expatriates based on the recent Expatriate Market Survey (Feb 2019)15. This illustrates the point that everyone chooses their own path and adventure through the destination.

Table 5: Sample touring itinerary for WWII Trail Day 1 • East Guadalcanal WWII tour, including Skyline Ridge Memorial, Bloody Ridge National Park, and visit Honiara market • Overnight Stay at Coral Sea Resort Day 2 • Early start to Tulagi by boat (1.5 hours) • Visit sites along Boli Passage from Tulagi Island, Tanabogo, Gavutu, and Tokyo Bay • Scuba or snorkelling • Overnight stay at Raiders Day 3 • Early start by boat to Savo Island (1.5 hours) • Relax, swim or hike • Overnight stay at Sunset lodge Day 4 • Boat trip to Visale (20 minutes) • Drive to Vilu war memorial • Overnight stay at Ginger Beach Day 5 • Drive back to Honiara for departure or onwards connections to other provinces

Tour operators or self-planning tourists can take the transport info as a starting point to design itineraries for themselves or their guests.

4.5 Identification of challenges and possible solutions Workshop participants were asked to provide information on the challenges and possible solutions for each of the flows, as part of the marketing process planning. Table 6 shows the key challenges identified along with possible solutions.

Table 6: Challenges and potential solutions for the WWII Trail development Challenge Description Solution Weather Weather impacts the tourist Develop bad weather options experience and can make transport for activities and transport. across the provinces difficult. High operating costs This includes setup and Tax exemptions on equipment maintenance of operations. purchases. Preserving environment The beautiful and pristine Establishment of environment is one of the main environmental laws and selling points of the Solomon policies. Setup of proper Islands. The challenge is to waste management and preserve the environment while education programmes.

15 Strongim Bisnis, (2019). Domestic Expatriate Tourism Survey. Available at: https://www.strongimbisnis.com.sb/resources/25-final-report-domestic-expatriate-tourist- market-solomon-islands/file.html

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growing the tourism industry. This includes dealing with pollution and reducing environmental destruction (through logging for example). High transport costs Sea transport is very expensive Provide regular scheduled between Guadalcanal and Tulagi, transport service from especially with private boats. This Honiara to Tulagi. can make short trips too expensive. Short length of stay Guest do not stay long in each area. Increase activities and offer more products. Meeting international Customer service and Upgrade facilities to MCT accommodation and accommodation facilities are standards or above. Train staff service standards mostly poor by international for customer service and food standards. This includes food safety. Improve culinary offers hygiene. by accommodation providers. Tour guides also need to be trained Lack of sea transport There is very little transport Provide regular transport or available to Buena Vista Island. reliable transport on demand Information Very little information available on Provide trail information in a different accommodation guide or online. establishments, hot spots to visit, transport options, and more.

Road quality Roads on Guadalcanal are Improve roads (in progress substandard. through the Japan International Cooperation Agency (JICA)). Telecommunications Telecommunications, including Upgrade mobile coverage on mobile and Internet access is the islands. limited on Guadalcanal and especially in the Central Province. Boat safety There is limited safety gear in boats Provide life jackets. Set to Tulagi or other islands. This standards for transport safety. includes life jackets. Basic infrastructure and Limited infrastructure on west Upgrade infrastructure. Set accommodation on Guadalcanal. This includes limited standards for public facilities. Guadalcanal accommodation and activities, and no toilets or water on public beaches. Not enough Lack of accommodation and Develop / upgrade accommodation & activities on the Guadalcanal accommodation and services. activities coast. Lack of signage There is no signage for swim, Provide tourist information snorkel, dive spots along the road and create proper road to Visale. signage. High price Transport, accommodation, site Ensure value for money for fees, and other components are guests. If prices are stable, very expensive compared to value should rise. international competition, especially in Asia. Low visitor numbers Some new activities, like rafting, Increase promotional efforts and established WWII sites still and connect with tour have low visitor numbers. operators. Help service providers to market

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themselves better and facilitate exchange with tour operators / agents. WWII site WWII sites not maintained properly. Ensure that site maintenance maintenance/standards is performed. Regular review of maintenance and processes. Cruise ship information Low awareness of when cruises Establish cruise working group (for daytrip providers) come, limited communication with to bundle services to offer to cruise companies, and low port cruises. preparedness. Make connections to cruise companies.

The key challenges identified across the flows included collaboration, telecommunications, safety of boats and facilities, transport frequency and quality, high costs of both equipment purchase and general operations, weather impact on travel plans, lack of quality accommodation, lack of awareness in markets (marketing and PR), and lack of trained staff.

The solutions in many cases sound simple on paper, but are not easy to implement, especially when there are multiple stakeholders involved. Some of the solutions lend themselves to national programmes, like training for example, to raise the level of service throughout the country. The next section presents the WWII Trail specific interventions that will help to reduce the challenges and find solutions for industry growth.

4.6 Interventions needed to strengthen the WWII Trail The specific interventions required to strengthen this trail are all related to the solutions from the previous section and aim to address the challenges identified. The purpose of each intervention is described, along with the suggested activities and stakeholders involved. The interventions are rated on their complexity, cost, and duration (this rating scale is described in more detail in Appendix A). This section describes mainly interventions that Strongim Bisnis can drive and develop. Projects with large capital requirements, like upgrading roads or starting new transport services, will be covered in Chapter 6 under “National level” interventions. The reason for this is that the funding for these interventions would need to come from national level programmes and the prioritisation of these interventions needs to be weighed against development in other provinces.

The following six interventions focus on enhancing the WWII Trail as a whole. They are described under the following headings.

4.6.1 Enhance collaboration In tourism, no operator can provide the tourism service by themselves. It is a combination of service providers that together create the experience for the visitors. That is why cooperation is vital to a successful and growing tourism industry.

Table 7: Opportunities to enhance collaboration WWII intervention 1 Enhance collaboration Purpose To help tourism service providers work together better to create experiences for guests along the WWII Trail and in their communities. Regular exchanges between operators can make it easier to collaborate and to service guests together. The Central Province Tourism Operators Association (CPTOA), Guadalcanal Operators (GO) and Tandai Tourism Association (TTA) can provide a great platform for members to get together to discuss strategy and operational issues. In fact, at the workshops, the participants stated they would like more regular exchanges in their regional groups.

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Activities - Set dates for quarterly meetings to exchange ideas and discuss challenges - Arrange a moderator for the discussions - Shift the venue between Guadalcanal and the Central Province and organise a site tour of a business or attraction. This way operators get to know each other and each other’s business better. - Organise input speech for each session from an expert. Stakeholders involved - CPTOA/GO leads - Strongim Bisnis supports - MCT/ Tourism Solomons - Tourism operators attend Complexity Medium – many stakeholders involved Cost Low, except for transport to other hubs Duration Low – can be done quickly Start by Start ASAP

4.6.2 Information provision Visitors and tour operators will need information to make the most of the WWII trail. These first two interventions help to make the trail more visible and provide key information.

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Table 8: Information provision- Trail collateral WWII intervention 2 Trail collateral Purpose To make the WWII Trail more accessible to travellers and tour operators, some information material would help people to choose their own adventure or tour operators to design new tours. This material can be online or in print copy. A website is faster to update and reaches more people. Activities - Survey (through interviews) some tourists (both expatriates and foreign visitors) on the trail to find out what information they wish they had earlier - Create information materials on the WWII trail, including transport routes, activities in the different segments, accommodation options, and sample itineraries. - Coordinate with tour operators to create new tours - Set schedule to update materials regularly Stakeholders involved - MCT/ Tourism Solomons leads - Tourism associations support (CPTOA and GO) - Strongim Bisnis supports - Current transport suppliers provide information - Tourism operators provide input - Tourists provide input Complexity Medium – many stakeholders involved Cost Medium (if print or online) Duration Low – can be done quickly, based on this report Start by Start as soon as possible (ASAP)

Table 9: Information provision – Trail signage WWII intervention 3 Trail signage Purpose To make the WWII trail more visible and noticeable on the islands. Road signage makes it easier for self-drivers to find the places of interest along the way. At the same time, the signage may create interest amongst visitors that are just passing by. Stickers in shop windows on the trail can help the businesses to promote themselves and show their support for the trail. Activities - Plan signage printing and distribution - Erect signs and plan for regular maintenance Stakeholders involved - MCT/ Tourism Solomons leads - Strongim Bisnis supports - Current transport providers provide information - Tourism operators Complexity Medium – many stakeholders involved Cost Medium – sign printing and placement Duration Medium – could take time to convince stakeholders and for installation Start by Start ASAP

4.6.3 Product development The WWII Trail passes through Savo Island, which is rich in WWII history. However, these are not developed as products yet and hence an intervention is required to increase the available experiences there.

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Table 10: Product Development WWII intervention 4 Develop WWII products on Savo Island Purpose To complete the WWII trail and add additional attractions for WWII enthusiasts, the WWII history on Savo Island should be developed into marketable tours. Story telling around the Battle of Savo Island could entice people to complete the loop or go for day trips. Otherwise, the other activities on Savo Island can add variety to a longer itinerary on the WWII trail. Activities - Lead discussions with local residents and land owners - Engage local WWII experts to map attractions - Work with tour operators to create packages (maybe run a contest) - Feed products into trail collaterals and signage Stakeholders involved - Tourism operators on Savo lead - MCT/ Tourism Solomons supports - Strongim Bisnis supports - Tour operators support Complexity Medium – many stakeholders involved Cost Medium – work and resources required to create products and packages Duration Medium – could take time to convince landowners and research historical significance Start by Start ASAP

WWII intervention 5 Improve WWII product offering in and around Tulagi Purpose To improve WWII heritage in and around Tulagi, information (brochures), maps of sites on/around Tulagi with description of history (for self-guided or guided tour), tour guide(s), and site signage and clean-up/maintenance. Online information is important for this as well.

Activities - Lead discussions with local tour operators, accommodation providers, and residents - Engage local WWII experts to map attractions - Work with tour operators to create packages (maybe run a contest) - Feed products into trail collaterals (brochures/maps) and updating signage - Think about online visibility Stakeholders involved - Tourism operators and/or accommodation providers on Tulagi lead - MCT/ Tourism Solomons supports - Strongim Bisnis supports - Tour operators support Complexity Low – few stakeholders involved in small geographic location Cost Low – work and resources required to create products and packages Duration Medium Start by Start ASAP

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4.6.4 Safety of boats and facilities Safety is a national level issue and will be covered in more detail in Chapter 6.

4.6.5 Transport frequency and quality

Table 11: Transport Schedule – Frequency and quality WWII intervention 6 Transport schedule Purpose To make it easier for visitors and tour operators to put together itineraries for travel along the trail, it is important to have accurate information. Even if there is limited transport at the moment, information on when it goes is crucial for people to plan their travels. This information could be made available through the Tourism Solomons website and/or distributed through an email to operators on a regular basis. Paper versions could also be provided to accommodation providers to add to their room books. Activities - Assess current and past bus/boat options on WWII trail - Determine schedule (where possible) - Compile data - Publish and update regularly Stakeholders involved - MCT/ Tourism Solomons leads - Strongim Bisnis supports - Current transport providers give information - Tourism operators give information on desired additional transport Complexity Medium – many stakeholders involved Cost Low – no big costs Duration Low – can be done quickly Start by Start ASAP

Transport infrastructure improvement is also a national issue and will be covered in the recommendations section. However, a short-term intervention for the WWII Trail is the provision of up to date transport schedule information to help tourists and operators plan.

4.6.6 High costs of investments and general operations High investment and operating costs are part of the framework conditions in which the industry operates. This is covered at national level, in section 6.3.

4.6.7 Weather impact on travel plans Inclement weather causes flight and boat transport delays and can severely interrupt tourists’ travel plans. Larger boats and aircraft can help to reduce cancellations and delays because they can operate in rougher weather. Transport infrastructure interventions are covered in section 6.3.

4.6.8 Quality of accommodation The International Finance Corporation’s (IFC) recent report on the Western Province’s investment needs16 found that upgrading accommodation was one of the major factors in improving the success of tourism in the province. It seems that this is also true in Guadalcanal and the Central Province. Limited tourism quality accommodation reduces the potential number of tourists that could use the trail at any one time. An assessment of the current state of the accommodation in

16 International Finance Corporation (2018). Western Province Tourism Investment Needs Assessment. Sydney. 29

these two provinces would help to determine where there was potential to upgrade or expand existing accommodation or build new facilities to meet demand.

Table 12: Accommodation review WWII intervention 7 Accommodation quality review Purpose To assess the current state of accommodation in Guadalcanal and the Central Province to see where there is room for improvement. Activities - Assess current accommodation facilities in the provinces - Determine where there is potential to upgrade or expand existing facilities - Determine where new accommodation is needed and has a business case - Conduct feasibility studies, search for investors - Finance and implement - Align with IFC assessment Stakeholders involved - MCT/ Tourism Solomons supports - Strongim Bisnis supports - IFC leads - Donor agencies support - Current accommodation providers give input - Guests provide input on current state Complexity Medium – many stakeholders involved Cost Low – for assessment, high for upgrading and new build Duration Low – assessment, medium upgrade and build

Included in accommodation assessment are services such as customer service and food/beverage. The recent expatriate market survey17 commissioned by Strongim Bisnis shows that there is a need for accommodation providers to improve their food/beverage options.

4.6.9 Market awareness Market awareness refers to the target segments’ awareness of what is on offer on the WWII Trail. A number of operators mentioned that not enough people know about their offerings. One solution covered by the trail collaterals, which promotes the WWII Trail as a whole and gives information on the facilities and activities available on the trail. However, the other two interventions are again at a national level, because they apply to other provinces as well. They are covered in section 6.3

4.6.10 Telecommunications High investment and operating costs are part of the framework conditions in which the industry operates. This is covered at national level, in section 6.3.

4.6.11 Staff training High investment and operating costs are part of the framework conditions in which the industry operates. This is covered at national level, in section 6.3.

4.7 Action plan for development Most of the interventions suggested in the previous section require collaboration between various industry stakeholders, from the public, private, and NGO sector. It might be useful to create a working group for the WWII Trail development that brings the most important stakeholders together on a regular basis. Table 13 specifies the next actions that need to be taken to move the six

17 Strongim Bisnis, op. cit. 30

interventions for the WWII Trail forward in the short-term. Notes on timings are provided, but the exact start and end dates need to be aligned with stakeholders in discussions.

Table 13: Action steps for WWII Trail development Action step Responsible/involved parties Timing

WWII Intervention 1 - Enhance collaboration Kick-off meeting with key CPTOA and GO responsible, As soon as possible stakeholders MCT, TS and SB supports Set dates and location for CPTOA and GO responsible, At kick off quarterly meetings in 2019 MCT, TS and SB supports Invite stakeholders to meetings CPTOA and GO responsible, Two months in advance of MCT, TS and SB supports meeting Organise case study / site tours CPTOA and GO responsible, Before invitation goes out MCT, TS and SB supports Organise input speeches CPTOA and GO responsible, Before invitation goes out MCT, TS and SB supports Hold meetings CPTOA and GO responsible, Every quarter MCT, TS and SB supports, operators attend

Collect feedback and review CPTOA and GO responsible, Every meeting, annual MCT, TS and SB supports, review in December operators provide feedback

Set plans for 2020 CPTOA and GO responsible, By December 2019 MCT, TS and SB supports

WWII intervention 2 - Trail collateral Kick-off meeting with key MCT and TS responsible, As soon as possible stakeholders CPTOA, GO and SB supports Gather and review current MCT and TS responsible, This could take weeks or materials relating to trail sections CPTOA, GO and SB supports months, depending on the resources assigned and availability of information

Interviews with tourists MCT and TS responsible, This can start in parallel to CPTOA, GO and SB supports gathering current materials and will take about a month to collect data and analyse.

Set plan to develop collaterals MCT and TS responsible, Planning time depends on CPTOA, GO and SB supports the number of stakeholders that are consulted.

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Develop collateral MCT and TS responsible, Different timeframes CPTOA, GO and SB supports depending on type (e.g. website, print materials, etc.)

Publish and distribute MCT and TS responsible, Dependent on materials CPTOA, GO and SB supports Update and maintain MCT and TS responsible, This is an ongoing CPTOA, GO and SB supports exercise, but reviews should be at least annual

WWII intervention 3 - Trail signage Kick-off meeting with key MCT and TS responsible, As soon as possible stakeholders CPTOA, GO and SB supports Discuss options and policy with MCT and TS responsible, As soon as possible roading authority CPTOA, GO and SB supports Apply for required consents MCT and TS responsible, Depends on policy and CPTOA, GO and SB supports requirements Hold design contest for new trail MCT and TS responsible, Start as soon as possible logo (can use for other collateral CPTOA, GO and SB supports and run for two months too)

Plan signage locations and type, MCT and TS responsible, Dependant on type of in line with trail collateral CPTOA, GO and SB supports signage and authorisations required, this can take time.

Install signage MCT and TS responsible, Based on plan from CPTOA, GO and SB supports previous step Update and maintain MCT and TS responsible, This is an ongoing CPTOA, GO and SB supports exercise, but reviews should be at least annual

WWII intervention 4 and 5 - Develop WWII products for Savo Island and Improving WWII service offer on Tulagi Kick-off meeting with key Savo/Tulagi tourism operators As soon as possible stakeholders responsible, MCT, TS and SB support, land owners input required

Create list of sites on and around Savo/Tulagi tourism operators Depending on resources Savo /Tulagi responsible, MCT, TS and SB and information already support, land owners input available this can be done required quickly.

Hold "Savo/Tulagi WWII tour Savo/Tulagi tourism operators Run contest for one itinerary contest" responsible, MCT, TS and SB month support, tour operators enter

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Develop site materials and Tour operators responsible Two to three months, products Savo/Tulagi tourism operators depending on number of support, MCT, TS and SB sites and resources support available

Feed product information into Tour operators responsible Depends on number of overall Trail collateral Savo/Tulagi tourism operators products and the state of support, MCT, TS and SB the collateral when the support products are completed

WWII intervention 6 - Transport schedule Kick-off meeting with key MCT and TS responsible, As soon as possible stakeholders CPTOA, GO and SB supports Gather data and compile MCT and TS responsible, Depending on availability, schedule CPTOA, GO and SB supports this may include primary research, so could take time.

Publish schedule online or offline MCT and TS responsible, Publishing on a website, CPTOA, GO and SB supports like TS, could be done quickly

Review and update regularly MCT and TS responsible, As needed or at least CPTOA, GO and SB supports every six months

WWII intervention 7 - Accommodation quality reviews Kick-off meeting with key MCT and TS responsible, As soon as possible stakeholders CPTOA, GO and SB supports Assess current review results MCT and TS responsible, Depends on data from MCT minimum quality CPTOA, GO and SB supports available standards review

Set plan for further assessments MCT and TS responsible, Depends on current plans CPTOA, GO and SB supports Gather results and assess where MCT and TS responsible, Part of larger strategic on the WWII Trail more CPTOA, GO and SB supports plan for trail development accommodation is needed

Work with investors to develop MCT and TS responsible, Depending on volume of accommodation (upgrade or CPTOA, GO and SB supports, investment required, build) investors involved types of investors involved

Audit accommodation regularly MCT and TS responsible, Ongoing process, should (through online reviews or CPTOA, GO and SB supports be done regularly (online mystery shopping) and offline) to ensure compliance

These interventions represent the recommendations for the development of the WWII Trail. Together they will enhance the visibility of the trail and encourage tourists to visit for longer. New 33

product developments, like the WWII sites on Savo Island, will add to the potential experiences and give expatriates and international visitors more opportunities to explore.

The key to achieving these recommendations is effective collaboration between the operators, both within regions, but also across the country. Public, private, and civil society organisations are required to work together to drive these interventions forward.

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5 Visitor flows and recommendations for the Western Province Trail

5.1 Overview of identified flows In total, the workshop participants identified and mapped 46 flows in the Western Province during the Gizo workshop (details of all the flows from this workshop are included in Appendix C). Figure 3 shows all the current flows identified for the Western Province (at the level of detail drawn by the workshop participants). This shows a great variety of flows going all across the three tourism hubs for various activities. The grey areas show the three main hubs of Seghe, Munda, and Gizo where most of the flows overlap. These three hubs are the starting point for the trail development.

Map legend:

Flows/ movements of visitors

Activity areas (e.g. dive site)

Hub area

Figure 3: Overview of all relevant flows for the Western Province.

Figure 3 shows visitors spread out in this province to take part in water sports activities, diving, or cultural events. Appendix C (Annexe Table 3) provides an overview of the relevant flows that created this overview diagram.

Water sports, and diving in particular, is a major attraction for visitors to the Western Province and many of the flows are related to diving or water sports, like snorkelling, surfing, and more.

Visitors interested in natural attractions, like mountain or forest walks, endemic bird species, or other nature activities have a lot to choose from in this area too. Some of these flows, like bird watching, are still a niche market, but could be developed further in the future. Tetapare and Kolombangara in particular are known for their hiking and nature.

The overview of all the flows shows that some of them make the connection between the different hubs, but most of them are more hub and spoke movements, not flows through the destination. However, on closer analysis, the core flows confirmed that there are some flows going through the province and those will form the basis for the Western Province Trail.

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5.2 Vision for the Western Province Trail The vision for the trail is to connect the three-hub destinations of Seghe, Munda, and Gizo to create a trail that will connect the different attractions and provide visitors with the opportunity to choose their own itinerary along the route. Many of the current flows are based on Honiara expatriates weekends or short holiday trips, but with some effort and planning, these can connect into longer packages with more varied activities that could appeal to international tourists.

The primary developments are around the three hubs of Gizo, Munda, and Seghe. From there, the flows go out and come back to the hubs because transport between hubs is not easy, expensive, and very weather dependent.

The goal is to connect these hubs more directly, so that tourists can move from one to the next to create longer itineraries. Two groups are of particular interest in this analysis: 1. Divers – because the Western Province is a high-quality dive destination and divers already flow through the destination, and 2. The Flashpacker segment – these are backpackers with higher budgets, which is what is required in the Solomon Islands. They prefer experiences over things and are willing to spend money on these exclusive experiences.

5.3 Map of the Western Province Trail Figure 4 shows the Western Province Trail from a transport perspective. The three hubs are all connected through flights from Honiara and there are flight connections between them, but in some cases only once per week. Some transfers connect through Honiara, so what could be a 10 minutes flight could potentially take five hours. In addition, there are two large, scheduled shipping boats (Anjeanette and Fair Glory) that traverse from Honiara to Gizo and back once a week. However, this also takes some time and the sea route can be very rough.

From the hubs, the transport paths go out to the main attractions on the southern islands of Tetapare or Rendova or the volcanic island Kolombangara. However, it is sometimes difficult to connect service providers or book, because of very limited internet and phone connectivity. Almost all transport from the hubs is done by small boats with outboard motors. The hubs and attractions in each area are described in more detail in Appendix C.

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Road transport

Sea transport Primary Secondary

Air transport

Trail segment

Figure 4: Overview of the Western Province Trail from a transport perspective

As Table 14 shows, most of the transport is on demand or infrequent in some cases. This makes it difficult to plan ahead or can make the transfers very expensive. This was also one of the primary challenges that participants in the workshops alluded to repeatedly. In fact, not many participants from Munda or Seghe made it to the workshop, because of the expense and time taken to travel. Figures 10, 11, and 12 in Appendix C show more details of these three trail sections.

Table 14: Overview of transport connections Western Province Segment Transport options Duration Frequency Honiara → Air 60 minutes Daily Seghe for direct (Three flights go direct, others via flights, two Gizo, Taro, Ramata, or Suavanao) hours with stopover Freight ship 11 hours Leaves Honiara Saturday 9pm “Anjeannette” Stops in Bunikalo (Marovo lagoon) Leaves Seghe Monday Evening Freight ship 11 hours Leaves Honiara Sunday “Fair Glory” Stops in Bunikalo (Marovo Lagoon) Leaves Seghe Teusday 4:15pm Honiara → Air 1 hour Daily Munda Freight ship 23 hours Leaves Honiara Saturday 9pm “Anjeannette” Leaves Noro Monday Freight ship 23 hours Leaves Honiara Sunday “Fair Glory” Leaves Noro Tuesday Honiara → Air 1 hour Daily Gizo Freight ship 26 hours Leaves Honiara Saturday 9pm “Anjeannette” Leaves Gizo Monday Freight ship “Fair 26 hours Leaves Honiara Sunday Glory” Leaves Gizo Tuesday Air 20 minutes Once a week on Friday

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Seghe → Freight ship 7 hours Leaves Seghe Sunday Munda “Anjanette” Leaves Noro Tuesday Freight ship “Fair 7 hours Leaves Seghe Sunday, Tuesday Glory” Leaves Noro Monday, Tuesday Small boat 7 hours On demand Seghe → Gizo Air 30 minutes Daily Freight ship 10 hours Leaves Seghe Sunday “Anjeannette” Leaves Gizo Tuesday Small boat 10 hours On demand – Via Munda Munda →Gizo Air 10 minutes Daily Freight ship 3 hours Leaves Honiara Saturday 9pm “Anjeannette” Leaves Gizo Monday Freight ship “Fair 3 hours Leaves Honiara Sunday Glory” Leaves Gizo Tuesday Small boat 2 hours On demand Gizo →Vella la Small boat 1 hour, On demand Vella depending on exact location Gizo → Small boat 1 hour On demand Kolombangara Gizo → Small boat 1 hour On demand Island Munda → Small boat 2 hours On demand Tetapare Tetepare → Small boat 6 hours On demand Seghe Munda → Small boat 1 hour On demand Rendova Seghe →Peava Small boat 3 hours On demand Seghe → Small boat 2 hours, On demand South Marovo depending on exact location

One area outside this main trail that is already attracting visitors is the Mono islands group, just south of Papua New Guinea. However, the transport connection there are very difficult, so for now this will be left out. One future flow that was suggested in the workshop focussed on dive trips to Mono, so this could be an option in the near future.

5.4 Flows and visitors on the Western Province Trail Out of the 46 flows identified in the workshop, three are core to this trail and 25 others can be mapped to the transport trail shown above because they use the same infrastructure and add to the activities on the trail. Three other flows are related to cruises stopping off in Gizo. These bring a different target group again and only for a very short stop over, but can still be lucrative business.

5.4.1 Current visitors Currently, most of the visitors to the Western Province are either Honiara expatriates or international visitors from Australia, New Zealand, Japan, Europe, or America. This is supported by the 2016 visitor survey, who list these as the primary source countries for leisure tourists. They all come through Honiara at the moment, though this may change when the airport in Munda starts receiving international flights.

The current spending of these visitors depends very much on the time they spend on their trip. Divers travelling through the Solomon Islands independently, so without an agent, spend apparently $1,200 SBD per day although it is not clear what that includes. The 2016 visitor

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survey18 estimated a daily spend of closer to $1,500 on average and this was without diving. Therefore it is likely that these divers spend closer to $2,000 SBD per day. They reportedly spend three days per destination, diving and then moving on, using one of the transport connections stated earlier. That means they spend about 10 days in the Solomon Islands on average.

The Flashpacker segment is likely to spend about the same across their trip. They might stay in a cheaper accommodation at night, but then treat themselves at the start or end of their trip. They are likely to spend money on experiences. Since experiences are not cheap in the Solomon Islands, spending here could also be higher.

In general, spending data could be analysed at a more detailed level per flow, because there the spending pattern is more similar than across flows. This is a research task for the further development of the trail or individual flows.

5.4.2 Future visitors In the future, expatriates and international business visitors will continue to be an important segment for this trail, because they are already in Honiara and can explore the trail from there. There are four timeframes that seem appropriate for the Western Province Trail: 1) Daytrips; 2) Short-trips (overnights in one location); 3) Longer stay in one hub (hub and spoke with activities from one location); and 4) Touring (stays in more than one hub location per trip). As with the WWII Trail, the goal of the Western Province Trail is to move people through the destination and to encourage them to see and do more. Therefore, the touring visitors are the preferred travellers on the trail. However, the others are not to be underestimated and will be covered here briefly as well. 5.4.2.1 Daytrip Daytrips are more difficult here, since there is no resident population like in Honiara and flights are too expensive and inconvenient to go for just one day. Day trips and activities are only really attractive offerings for visiting cruise ships that are looking for land based or local experiences for their guests. This can earn the local economy some income, but it needs to be coordinated and planned well to ensure that the cruise guests get something they want and that they tell others about it. Pre-booked tours are a good option, because often cruise guests have already decided on their programme before they arrive in a port, so then it is too late. Giving these cruise guests options to spend their time and money in and around will give local tourism operators a good visitor stream every time a cruise ship lands.

5.4.2.2 Short-trips Short-trips in the Western Province will mostly be Honiara expatriates looking to get out of Honiara on long weekends. Due to the expensive flights and limited schedules, it is not worth going for less than two nights. These visitors are likely to just spend two days relaxing in one place and not travelling around much. Long weekends with public holidays are likely to be popular and might be good occasions to create specials.

5.4.2.3 Overnight These are guests that will stay for a longer period in a resort or other accommodation. For example, divers who spend one week at Ropiko Resort19, spending about $7,000 SBD per person per week. These visitors just want to be in one place and are unlikely to travel large distances to the next hub. They are valuable guests that spend significant money in the destination, but only at one accommodation with some services from surrounding service providers maybe.

18 StollzNow Research (2016). International Visitor Survey 2016. Solomon Islands Visitors Bureau, Honiara. 19 Ropiko Resort had closed at the time of the workshop. 39

5.4.2.4 Multiple overnight: 10/20 nights flashpacker These are visitors who have come to really experience the Solomon Islands and to take it slowly. They are more likely to use boat transport rather than flights to move between hubs and will stay longer in each destination. Table 15 and 16 below shows an example of a 10-day and 20-day itinerary for a couple of flashpackers, travelling together to save on the boat transfers.

Table 15: Sample 10- day Flashpacker itinerary – Gizo/Munda Day 1 • Arrive in Gizo from Honiara • Stay at Fatboys, Oravae, Sanbis, or other accommodation Day 2 • Snorkel/dive/surf • Relax Day 3 • Snorkel/dive/surf • Relax Day 4 • Early start by boat to Kolombangara • Day hike with overnight in Imbu Rano Eco-Lodge Day 5 • Trekking / bird watching • Relax • Overnight in Imbu Rano Eco-Lodge (alternative climb up volcano) Day 6 • Early start with boat trip to Zipolo Habu Resort or Titiru • Fishing trip / diving (via Dive Munda), or snorkeling • Stay at Resort Day 7 • Turtle/nature expedition • Explore Rendova Island • Diving/snorkelling • Relax Day 8 • Early transfer to Tetapare • Take part in turtle Monitoring, coconut crab sighting, snorkelling • Night at Eco-Lodge Day 9 • Day spent exploring the island • Swim with Dugongs • Night at Eco-Lodge Day 10 • Back to Munda • Flight to Honiara for onward connection

Table 16: Multiple overnight – 20 nights flashpacker Option 1 Option 2 Day 1 • Arrive in Seghe from Honiara (flight or • Arrive in Mbunikalo (first stop boat) in Marovo Lagoon from • Transfer out to Uepi20 Honiara (boat only) • 30-minute transfer to Driftwood or Wilderness Lodge21 Day 2 • Day spent diving and snorkelling • Relax, free-diving, snorkelling, • Stay at Uepi cave walk, village visit, carving/weaving course • Stay at Driftwood or Wilderness Day 3 • Diving/snorkelling • Relax, free-diving, snorkelling, • Day trip to underwater volcano cave walk, village visit, • Back to Uepi carving/weaving course

20 Uepi had a three-night minimum stay rule at the time of this report. 21 Wilderness Lodge was closed for restoration at the time of this report. 40

• Stay at Driftwood or Wilderness Day 4 • Early start to get to Seghe to meet the • Early start to get to Seghe to freight ship – trip to Ughele (or by meet the Anjeannette – trip to small boat) Ughele (or by small boat) • Boat transfer to Tetepare • Boat transfer to Tetepare • Stay at Tetepare Eco-Lodge • Stay at Tetepare Eco-Lodge Day 5 • Start early on Head-Hunter’s Trek – 3 • Start early on Head-Hunter’s – 9 nights camping, then back to the Eco- Trek – 3 nights camping, then Lodge back to the Eco-Lodge22 Day • Transfer to Rendova • Transfer to Munda 10 • Snorkelling with Turtles • Explore waterfall, visit a WWII • Stay at Titiru Lodge museum near Munda or do a fishing trip with Zipolo • Stay at Agnes Gateway Hotel or Zipolo Habu Day • Transfer to Munda • Scuba diving with Dive Munda 11 • Explore waterfall near Munda and in the lagoon or fishing trip then stay at Agnes Gateway Hotel with Zipolo • Stay at Agnes Gateway Hotel or Zipolo Habu Day • Boat transfer via Noro to Ringi • Boat transfer via Noro to Ringi 12 • Transfer to Imbu Rano Lodge • Transfer to Imbu Rano Lodge • Evening/night Bushwalk / • Evening/night Bushwalk / Birdwatching Birdwatching Day • Day trek with birdwatching with eco • Early start to the peak 13 guide • Spend night in tent • Spend night in Imbu Rano Lodge Day • Early start and trip to Gizo • Climb peak and return to Imbu 14 • Explore Gizo town, market Rano lodge. Spend the night in • Visit local school Imbu Rano lodge. • Stay at Rekona Lodge Day • Early start and trip to Vella la Vella • Early start and trip to Gizo 15 • Local food, explore cacao plantation • Explore Gizo town, market • Village tour, meet the locals • Visit local school • Stay at Urianpo Lodge • Stay at Oravae Lodge Day • WWII wreck tour on Vella • Surfing, snorkelling, or stand 16 • Snorkel near lodge up paddle board • Stay at Urianpo Lodge • Stay at Oravae Lodge Day • Early start to Gizo • Surfing, snorkelling, or stand 17 • Relax and stay at Fatboys up paddle board • Stay at Oravae Lodge Day • Stay at Fatboys • Stay at Fatboys or Sanbis 18 • Dive trip to nearby beginner spots • Dive trip via Dive Gizo Day • Stay at Fatboys • Stay at Fatboys or Sanbis 19 • Relax, snorkel • Dive trip via Dive Gizo Day • Flight from Gizo to Honiara for onward • Flight from Gizo to Honiara for 20 connection onward connection

22 The Tetepare Head-Hunter’s Trek was not yet built at the time of this report. 41

These itineraries are just samples and a variety of different activities and connections are possible. Tour operators and visitors can use these as inspiration to plan their adventure through the Western Province.

5.5 Identification of challenges and possible solutions The Western Province already receives most of the foreign leisure tourists to the Solomon Islands. What is currently missing is more information on the experiences to be had in the Western Province, outside of the core dive sector, and how to get there and around effectively.

Table 17: Challenges and solutions for the WP Trail development Challenge Description Solutions Closed airport/flight There is frustration at No solution, but better cancellations frequent flight cancellations communication between the or airport closures be this airline and guest could help weather related or for visitors reschedule more maintenance. efficiently. Sea transport There is a lack of regular Better schedules and more scheduled sea transport. transport. Flight schedule The flights to all the Western More regular and reliable sea Province airports are very transport could take some of expensive and the flight the load of the aircraft. schedule, especially to Seghe, is limited. This constrains the growth of the region’s tourism sector. Landowners Access rights are a challenge Involve landowners early and in many areas and can delay work with the local projects significantly, if no communities. solution is found. Communication /Internet The whole Western Province New mobile towers could has rather limited connection resolve this situation. to mobile and Internet Otherwise satellite telephones services. are an option, but these are expensive to operate. New products Still need promotion and Help operators to present awareness raising, for themselves online and examples for the butterfly prepare information for the tour, surfing tours, or the overall Western Province Trail. upcoming Head-Hunter’s trail. Community leadership Sometimes the community Involve community early and does not take ownership of determine who will lead events. events. Limited equipment For large numbers of tourists Plan for large visitor numbers on daytrip, from cruises for in advance and ensure there example, there is sometimes is enough equipment or not enough equipment or limitations are communicated transport. early. Lack of suitable In many areas, there is not Plan to develop more high-end accommodation suitable tourist accommodation, as per IFC accommodation. Basic village report.23 accommodation may not be attractive for all tourists.

23 International Finance Corporation, op. cit. 42

Training Staff skill levels are Train tour guides and hiking sometimes not sufficient to guides, give first aid training cater for international guests. and provide refresher courses. Access fees Some villages charge very Negotiate prices beforehand high access fees and tourists and get villages to commit to do not understand. set prices in advance. WWII maintenance Some sites are not Identify sites and develop maintained and could be them to suitable levels. presented better. Remoteness Many of the islands in the Identify those remote islands Western Province, for example that are most suitable for , are very remote, which international tourists and help creates challenges for the local communities develop transport and supplies. proper accommodation, even Accommodation is usually if it is basic, and train food simple and so is the food. This preparation skills. might be too basic for international visitors. Road transport Where roads exist, they are Identify and improve roads. not in good condition and transport is slow. No mapped hiking routes On Kolombangara, there are Map current routes and no mapped hiking routes and prepare hiking guides. the points of interest are also not mapped. International connections Operators in the Western Prepare information and bring Province have limited a few agents from the main contacts to international tour source markets on a family operators or outbound agents. trip. Transport connections Air, sea, and road transport is Create information materials a challenge and very on the best connections and expensive. Connections work on adding more between different hubs is transport options. Introduce challenging. The service service quality assessments, quality often does not justify through TripAdvisor, where the prices charged. available. Booking system Kolombangara does not have Arrange Internet bookings a booking system and due to through Gizo and then the limited Internet communicate by phone with connectivity, it is sometimes Kolombangara, when hard to reach the operators. possible. Cruise arrivals The local operators have Work through the WPTA to limited information on when align all operators that can cruise ships are coming into offer something to cruises and the harbour. This makes it approach cruises with a difficult to prepare united voice. adequately. The docking/berthing logistics are also a challenge.

5.6 Interventions needed to strengthen the Western Province Trail The specific interventions required to strengthen this trail are all related to the solutions from the previous chapter and aim to address the challenges identified. The purpose of each intervention is described, along with the suggested activities and stakeholders involved. The interventions are rated on their complexity, cost, and duration (this rating scale is described in more detail in 43

Appendix A). This section describes mainly interventions that Strongim Bisnis can drive and develop. Projects with large capital requirements, like upgrading roads or starting new transport services will be covered in Chapter 6.3 under “National level” interventions. The reason for this is that the funding for these interventions would need to come from national level programmes and the prioritisation of these interventions needs to be weighed against development in other provinces.

The following 5 interventions focus on enhancing the Western Province Trail as a whole. They are described under the following headings.

5.6.1 Enhance collaboration In tourism, no operator can provide the tourism service by themselves. It is a combination of service providers that together create the experience for the visitors. That is why cooperation is vital to a successful and growing tourism industry.

Table 18: Opportunities to enhance collaboration WP intervention 1 Enhance collaboration Purpose To help tourism service providers work together better to create experiences for guests along the Western Province Trail and in their communities. Regular exchanges between operators can make it easier to collaborate and to service guests together. The WPTA can provide a great platform for members to get together to discuss strategy and operational issues. In fact, at the workshops, the participants stated they would like more regular exchanges in their group. Activities - Set dates for quarterly meetings to exchange ideas and talk about challenges - Arrange a moderator for the discussions - Shift the venue between the three hubs and organise a site tour of a business or attraction. This way operators get to know each other and each other’s business better. - Organise input speech for each session from an expert. - Celebrate successes of regional cooperation, new tour products, etc. - Support WPTA’s financial sustainability Stakeholders involved - WPTA leads - Strongim Bisnis supports - Provincial Tourism Department / MCT/ Tourism Solomons supports - Tourism operators attend Complexity Medium – many stakeholders involved Cost Medium, except for transport to other hubs Duration Low – can be done quickly Start by Start ASAP

5.6.2 Information provision Visitors and tour operators will need information to make the most of the Western Province trail. These first two intervention help to make the trail more visible and provide key information, especially related to the dive possibilities and locations. This will make it easier for independent travellers to assess their options and chose their itinerary in the region.

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Table 19: Opportunities for information provision WP intervention 2 Trail collateral Purpose To make the Western Province Trail more accessible to travellers and tour operators, some information material would help people to choose their own adventure or tour operators to design new tours. This material can be online or in print copy. A website is faster to update and reaches more people. Activities - Survey (through interviews) some tourists on the trail to find out what information they wish they had earlier - Create information materials on the Western Province Trail, including transport routes, activities in the different segments, accommodation options, and sample itineraries. - Coordinate with tour operators to create new tours - Set schedule to update materials regularly in print and ONLINE. Stakeholders involved - Provincial Tourism Department / Inbound Tour Operators / Tourism Solomons leads (across trails) - WPTA leads locally - Strongim Bisnis supports - Current transport providers provide information - Tourism operators provide input - Tourists provide input Complexity Medium – many stakeholders involved Cost Medium (if print or online) Duration Low – can be done quickly, based on this report Start by Start ASAP

WP intervention 3 Map dive sites Purpose Diving is and will continue to be one of the main attractions along the Western Trail. The dive operators provide information on the diving trips they offer as well as descriptions of some of the dive sites. However, a map of the various dive sites in the area is not currently available. The map could integrate with other marketing materials to give visiting divers an overview of not only what they can do, but where in the Western Province. This way they could plan their trips through the province according to where they wanted to dive. Activities - Speak to dive operators to determine dive site locations - Create information materials on the Western Province Trail, including transport routes, activities in the different segments, accommodation options, and sample itineraries. - Coordinate with tour operators to create new tours - Set schedule to update materials regularly Stakeholders involved - Provincial Tourism Department / Inbound Tour Operators / Tourism Solomons leads - Local dive operators provide information - Strongim Bisnis supports - WPTA supports Complexity Medium – not many stakeholders involved, but stiff competition between the operators could lead to unwillingness to disclose information

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Cost Medium (especially if online) Duration Medium – can be done quickly, based on input from local dive operators Start by Start ASAP

5.6.3 Safety of boats and facilities Safety is a national level issue and will be covered in more detail in Chapter 7. However, one recommendation is particular to the Western Province. As the premium dive destination in the Solomon Islands, the safety of divers is of paramount importance in this area. However, the only decompression chamber in the country is located in Honiara. This means that if a diver in the Western Province is affected by decompression sickness, he/she would need to be flown to Honiara first, which is medically not advisable. Therefore, one intervention here is to install a decompression chamber in Munda, at the centre of the Western Province.

Table 20: Boat and safety facilities WP intervention 4 Decompression chamber Purpose To make diving in the Western Province safer and to be able to offer emergency assistance to divers with decompression sickness. Munda is in the middle of the province and is reachable by boat from everywhere, weather permitting. The chamber could be installed close to the hospital to offer complete care for sick divers. Activities - Conduct feasibility study - Find funding/implement - Coordinate with dive operators to set up emergency protocols Stakeholders involved - Ministry of Health leads - Strongim Bisnis supports - Dive operators provide input - Tourism operators provide input Complexity Medium – many stakeholders Cost High – equipment is expensive Duration Medium Start by Start feasibility ASAP

5.6.4 Transport frequency and quality Transport infrastructure improvement is also a national issue and will be covered in the recommendations in Chapter 7. However, a short-term intervention for the Western Province Trail is the provision of up to date transport schedule information to help tourists and operators plan itineraries and schedules.

Table 21: Transport schedule WP intervention 5 Transport schedule Purpose To make it easier for visitors and tour operators to put together itineraries for travel along the trail, it is important to have accurate information. The transport arrangements in the Western Province are more complicated than in Guadalcanal and Central Province, because they involve multiple hubs and air travel. Even if there is limited sea transport at the moment, information on when it goes is crucial for people to plan their travels. Especially if people need to connect between flights and boats. Contact information for private or hotel boats available on demand would also show visitors these options. This information could be made available through the Tourism Solomons

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website and/or distributed through an email to operators on a regular basis. Paper versions could also be provided to accommodation providers to add to their room books. Activities - Assess current and past flight/boat options on the Western Province trail - Determine schedule (where possible) - Compile data - Publish and update regularly (online, mobile app, print) Stakeholders involved - MCT/ Tourism Solomons leads - Strongim Bisnis supports - Solomon airlines - Current sea transport providers give information - Tourism operators give information on desired additional transport Complexity Medium – many stakeholders involved Cost Low – no big costs Duration Low – can be done quickly Start by Start ASAP

5.6.5 High costs of investments and general operations High investment and operating costs are part of the framework conditions in which the industry operates. This is covered at national level, in Section 6.3.

5.6.6 Weather impact on travel plans The weather causes flight and boat transport delays and can severely interrupt tourists’ travel plans. Larger boats and aircraft can help to reduce cancellations and delays because they can operate in rougher weather. Transport infrastructure interventions are covered in section 6.3.

5.6.7 Quality of accommodation This was covered in detail in the IFC’s recent report on the Western Province’s investment needs and the report makes clear recommendations on how to raise the quality level of the accommodation in the Western Province. Quality accommodation includes customer service as well as quality food and beverage services (currently rated low by most visitors in Solomon Islands).

5.6.8 Market awareness Market awareness refers to the target segments’ awareness of what is on offer on the Western Province Trail. A number of operators mentioned that not enough people know about their offerings. One part of this is covered by the trail collaterals, which promotes the Western Province Trail as a whole and gives information on the facilities and activities available on the trail. However, the other two interventions are again at a national level, because they apply to other provinces as well. They are covered in Section 6.3.

5.6.9 Telecommunications High investment and operating costs are part of the framework conditions in which the industry operates. This is covered at national level, in Section 6.3.

5.6.10 Staff training High investment and operating costs are part of the framework conditions in which the industry operates. This is covered at national level, in Section 6.3.

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5.7 Timeline and actions for development Most of the interventions suggested in the previous section require collaboration between various industry stakeholders, from the public, private, and NGO sector. Table 22 specifies the next actions that need to be taken to move these initiatives forward in the short-term.

Table 22: Action steps for WP Trail development Action step Responsible/involved parties Timing WP Intervention 1 - Enhance collaboration Kick-off meeting with key WPTA responsible, MCT, TS As soon as possible stakeholders and SB support Set dates and location for CPTOA and GO responsible, At kick off quarterly meetings in 2019 MCT, TS and SB support Invite stakeholders to meetings CPTOA and GO responsible, Two months in advance MCT, TS and SB support of meeting Organise case study / site tours CPTOA and GO responsible, Before invitation goes out MCT, TS and SB support Organise input speeches CPTOA and GO responsible, Before invitation goes out MCT, TS and SB support Hold meetings CPTOA and GO responsible, Every quarter MCT, TS and SB support, operators attend

Collect feedback and review CPTOA and GO responsible, Every meeting, annual MCT, TS and SB support, review in December operators provide feedback

Set plans for 2020 CPTOA and GO responsible, By December 2019 MCT, TS and SB support

WP intervention 2 - Trail collateral Kick-off meeting with key MCT and TS responsible, As soon as possible stakeholders WPTA and SB supports Gather and review current MCT and TS responsible, This could take weeks or materials relating to trail sections WPTA and SB supports months, depending on the resources assigned and availability of information

Interviews with tourists MCT and TS responsible, This can start in parallel WTPA and SB supports to gathering current materials and will take about a month to collect data and analyse

Set plan to develop collaterals MCT and TS responsible, Planning time depends WPTA and SB supports on the number of stakeholders that are consulted

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Develop collaterals MCT and TS responsible, Different timeframes WPTA and SB supports depending on type (e.g. website, print materials, etc.)

Publish and distribute MCT and TS responsible, Dependent on materials WPTA and SB supports Update and maintain MCT and TS responsible, This is an ongoing CPTOA, GO and SB supports exercise, but reviews should be at least annual

WP intervention 3 - Map dive sites Kick-off meeting with key MCT and TS responsible, As soon as possible stakeholders WPTA, dive operators and SB supports

Map dive sites MCT and TS responsible, Can be done in one WPTA and SB supports, dive meeting, if the dive operators provide input operators are all there

Create brochure/website MCT and TS responsible, Depends on what format materials WPTA and SB supports is chosen and whether this is outsourced or done by TS

Share with tour operators and MCT and TS responsible, Adjust timing to fit with link to other collateral WPTA and SB supports other collateral Update as needed MCT and TS responsible, Ongoing, as new dive CPTOA, GO and SB supports sites are found/explored

WWII intervention 4 - Decompression chamber Kick-off meeting with key Local government and health As soon as possible stakeholders authority responsible, local dive operators, MCT, TS, WPTA and SB support

Gather requirements from Health authority and local Depending on resources dive operators and hire government responsible, MCT, and information already consultant TS, WPTA and SB support, available this can be dive operators provide input done quickly

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Conduct feasibility study Consultant to conduct study Should take no more responsible, health authority than two months and local government responsible to oversee, MCT, TS, WPTA and SB support, dive operators provide input

Secure funding from donors/operators Tender for construction Health authority and local One to two months government responsible, MCT, TS, WPTA and SB support

Award tender and build Health authority and local Depends on government responsible, MCT, specifications and TS, WPTA and SB support, bidders' proposals winning bidder constructs

Develop emergency protocols for Health authority and local Can be done parallel to Western Province government responsible, MCT, construction TS, WPTA and SB support, dive operators provide input, winning bidder provides input

Operationalise chamber and Health authority and local protocols to make WP diving government responsible, dive safer operators, MCT, TS, WPTA and SB support

WP intervention 5 - Transport schedule Kick-off meeting with key MCT and TS responsible, As soon as possible stakeholders WPTA and SB supports Gather data and compile MCT and TS responsible, Depending on availability, schedule WPTA and SB supports, this may include primary transport and tourism research, so could take operators provide input time

Publish schedule online or offline MCT and TS responsible, Publishing on a website, WPTA and SB supports like TS, could be done quickly

Review and update regularly MCT and TS responsible, As needed or at least WPTA and SB supports every six months

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These interventions represent the recommendations for the development of the Western Province Trail. Together they will enhance the visibility of the trail and encourage tourists to visit for longer and in more diverse areas.

The key to achieving these recommendations is effective collaboration between the operators, both within the hubs and regions, but also across the country. Public, private, and civil society organisations are required to work together to drive these interventions forward.

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6 Conclusion, Recommendations and Next Steps

This report has provided an overview of the results from the tourism workshops held in Honiara and Gizo. The bottom up analysis showed the potential to develop two key trails throughout the Solomon Islands that can be used to drive tourism development in these areas. Both the WWII and Western Province trail were described in detail and recommendations made as to the key interventions required to develop tourism on this trail. No recommendations were made in relation to the individual flows from the workshops, as this was outside of the scope for this assignment.

This section presents a summary of the report’s key conclusions and recommendations, including next steps, for each of the trails and overarching, national level recommendations and interventions.

6.1 WWII Trail recommendations The recommendations for the WWII Trail were covered in Chapter 4 and seven clear interventions at trail level were identified. These together will help the stakeholders to develop this trail to enhance the positive contribution of tourism to the province.

6.2 Western Province Trail recommendations The recommendations for the Western Province Trail were covered in Chapter 5 and five clear interventions at trail level were identified. These together will help the stakeholders to develop this trail to enhance the positive contribution of tourism to the province.

When analysing the individual flows for the trail development, some flows stood out as having definite potential for further individual development.

1. Surfing – Surfing is a fast-growing industry and many surfers now choose luxury surf travel to remote destinations. The Solomon Islands has great waves and no crowds, so there is potential to take some market share of the more traditional surf destinations, like Indonesia, the Maldives, or Sri Lanka. The Australian surf market could be an especially easy and willing target. 2. Head-Hunter’s trail – the Head-Hunter’s trail combines a variety of elements that appeal to the adventurous traveller: nature, combination of camping and luxury, and some culture. This is a great initiative and could be a strong drawcard in the future.

Both of these flows could produce great stories that could help in the promotion of the trail. Most relevant for the connections between the hubs is the development of new transport infrastructure, which is included in the national level recommendations. It is vital to make it easier to move tourists through the province and between the different hubs, especially once the direct flights from Brisbane to Munda bring more tourists directly to the Western Province.

6.3 National level recommendations Across both workshops and many of the identified flows, participants brought up the following topics repeatedly. The implementation of these projects at a national level would benefit not only the WWII and Western Province Trail development, but also other provinces. They are aimed at supporting tourism operators and the local economy in general to function more efficiently and generate more value.

The interventions here are broken down into the two general topics of Infrastructure development and Operational capacity building. Many of these are also covered in other documents, for example the IFC’s recent assessment of the Western Province’s Tourism Investment Needs24, but they are worth repeating here. These are larger projects that are outside of the scope of the Strongim Bisnis budget and need to coordinated with a wider audience of stakeholders. They essentially represent

24 International Finance Corporation, op. cit. 52

work on “Supporting functions” and “Rules” of the MSD model and facilitate the core industry to do their work.

6.3.1 Infrastructure development Transport accessibility and connectivity are the key for moving tourists, and local residents, around the country efficiently and safely. At the same time communication infrastructure is crucial for businesses and tourists to interact before, during, and after their stay. In both areas, improvements could help to facilitate faster industry growth.

6.3.2 Communications infrastructure Especially on some of the outer islands, communications infrastructure is still very limited. This includes access to telephone services, the Internet, and email. This can make it difficult for operators to take bookings or respond to guest requests, especially at short notice. This is a national level issue that, if resolved, can raise the overall competitiveness of the Solomon Islands in all sectors and improve the standard of living for the local population. Key stakeholders are the local telecommunications companies, industry representatives, ministries, and international donors.

Table 23: Communication infrastructure Intervention N1 Improvement of Communications Infrastructure Purpose To increase the overall network coverage in the main tourism areas in the Solomon Islands to give operators access to telecommunications and Internet Activities - Assess current coverage levels - Identify areas that need improvement - Finance/plan/implement development Stakeholders involved - Relevant ministries/ provincial governments - Donors/Financiers (Australia, New Zealand, IFC, etc.) - Solomon Telekom/ B-mobile implement - Tourism operators provide input on requirements Complexity High – many stakeholders involved Cost Low (for assessment), High (installation) Duration Low (for assessment), High (installation) Start by Start ASAP

6.3.3 Land transport infrastructure In some areas, roads are a good option to move people around. However, bad roads can make travel around the country time consuming and dangerous for tourists and locals alike.

Table 24: Land transport infrastructure Intervention N2 Road quality improvement Purpose To improve road quality to speed up access to remote areas on the main islands of Guadalcanal, Gizo, and islands. Land transport is less weather dependent than sea or air and can make reliable connections possible in some areas. Activities - Assess current road quality - Identify priority areas - Test feasibility/finance/plan/implement/ develop Stakeholders involved - Relevant ministries/ provincial governments 53

- Donors/Financiers (Australia, New Zealand, Japan, IFC, etc.) - Land owners - Tourism operators Complexity Medium – existing roads High – new roads Cost High Duration Short-term – upgrade existing roads Guadalcanal Medium-term – Upgrade roads on Gizo and around Munda Long-term – potentially connect road from Seghe to Munda, along existing logging tracks Start by Start feasibility work ASAP

6.3.4 Sea transport infrastructure In many parts of the Solomon Islands, sea transport is the only option to reach more remote areas.

Table 25: Sea transport infrastructure Intervention N3 Improve sea transport connections

Purpose Improve sea transport reliability and safety to speed up access to the Central and Western Provinces. This would need to take the shape of a larger boat running a predefined route regularly, to avoid weather dependent cancellations. An example to emulate in the long run could be the Yasawa Flyer in Fiji. Activities - Assess main routes for boats (current and past) - Identify opportunities for route development - Finance/plan/implement development Stakeholders involved - Relevant ministries/ provincial governments - Donors/Financiers (Australia, New Zealand, IFC, etc.) - Shipping operators (national and international) - Tourism operators Complexity Medium Cost High Duration Medium Start by Start feasibility work ASAP

6.3.5 Air transport The Solomon Islands have a large number of airfields and the national carrier operates an extensive route network. However, the number of scheduled flights and high weather dependence can make this form of travel inconvenient at times. The new flights into Munda in 2019 will improve the international capacity significantly, but then the challenge will be moving visitors around the region and country from there. Significant efforts are already being made here, especially in the Western Province, as described earlier and in the IFC assessment report25.

One point of critique from operators was the communication between the airline and operators in case of schedule changes or delays. This intervention could increase efficiency in the short-term.

25 Ibid. 54

Table 26: Air transport infrastructure Intervention N4 Schedule communications platform

Purpose Improve communication with other tourism operators on schedules. Communication is vital when weather delays strand visitors when they are already in the country. Activities - Assess current schedule to see where demand most outstrips supply - Review communication processes with operators - Identify opportunities for improvement - Finance/plan/implement development Stakeholders involved - Relevant ministries/ provincial governments - Solomon Airlines, other international carriers - Donors/Financiers (Australia, New Zealand, IFC, etc.) - Tourism operators Complexity Medium Cost High (airports, aircraft), low (improved communications) Duration Long-term, short-term Start by Start ASAP

6.3.6 Operational capacity building

6.3.6.1 Training People make up a large part of the tourism experience and training is essential to equip them for jobs in the industry. Training was often cited as something that the stakeholders needed to develop their flows. Some examples of the types of trainings include tour guide training, first aid/safety training, digital marketing, and conservation training.

Table 27: Operational capacity building - Training Intervention N5 Industry training

Purpose To develop people to work in the tourism industry and create sustainable livelihoods out of tourism and support industries. Training can include all aspects of hospitality as well as topics regarding sustainability and safety. Activities - Conduct training needs analysis with industry stakeholders and tourists to assess the most urgent training needs - Identify potential training partners in SI and abroad - Develop training curricula and delivery modes - Roll out provincially and nationally - Assess quality improvements and iterate trainings

Stakeholders involved - Relevant ministries/ provincial governments - Local schools and universities - Rural training centres - Donors/Financiers (Australia, New Zealand, IFC, etc.) - Tourism operators - International partner schools or institutions 55

Complexity High Cost High Duration High Start by Start ASAP

6.3.6.2 Safety Safety is a big concern for many tourists and can influence their choice of destination. This relates to the overall safety standards in the industry and preparedness in case of natural disasters in particular. These interventions also benefit the local community and improve the level of wellbeing in the country. Two main interventions are required here:

Table 28: Operational capacity building -Safety Intervention N6 Safety review Purpose To review overall safety standards in the tourism and related industries to raise them to international standard. This includes transport safety (on boat transport, for example), accommodation safety and security (including food safety), as well as emergency response capabilities (especially for remote areas). Activities - Assess current standards and assess operator compliance (assess any accident protocols) - Identify gaps and improvement areas - Set minimum standards and implement monitoring - Review regularly Stakeholders involved - Relevant ministries/ provincial governments - Donors/Financiers (Australia, New Zealand, IFC, etc.) - Tourism operators - Health sector Complexity Medium Cost High (for implementation) Duration Medium-term Start by Start ASAP

Table 29: Operational capacity building – Emergency Planning Intervention N7 Emergency plan development Purpose To prepare emergency plans for natural disasters, like earthquakes and tsunamis. These form the basis for education of the local communities and tourism operators on how to respond in case of emergency. Activities - Assess current plans and procedures - Compare to international best practice - Set up plan for key populated areas for both tourist and local population evacuations - Finance/plan/implement development of the measures Stakeholders involved - Relevant ministries/ provincial governments - World Vision and Solomon Islands Red Cross - Donors/Financiers (Australia, New Zealand, IFC, etc.)

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- Tourism operators Complexity Medium Cost Medium Duration Short-term Start by Start ASAP

6.3.6.3 Marketing and sales support In addition to the trail collateral for each trail, operators require marketing and sales support at a more individual level. This is about the operators presenting themselves to the market, through various media channels, and selling their offerings effectively. This could include the operator’s own website, a booking platform (booking.com for example), or traditional print media. Destination marketing organisations are often responsible for support in this area and Strongim Bisnis should collaborate with Tourism Solomons on helping the operators with this. There are two specific recommendations here:

Table 30: Operational capacity building -Website Intervention N8 Support operator website / booking platform presentation Purpose To help operators sell their services through online media. This helps them position their services online and sell directly to end customers. This service only helps those operators who have access to good Internet. Activities - Develop assessment toolkit for operator websites / booking profiles - Support with individual reviews of sites / profiles and make recommendations - Provide advice on copywriting, photography, use of social media, etc. - Determine where there is potential to upgrade existing sites or profiles - Track operator success before and after - Train operator’s staff to maintain online presence - Stakeholders involved - MCT/ Tourism Solomons leads - Strongim Bisnis supports - Donor agencies support - Tourism operators work on their own online presence

Complexity Medium – many stakeholders involved Cost Low for initial assessment, Medium for reviews / upgrades Duration Low assessment, medium reviews/upgrades

Market awareness can also refer to operators being aware of their markets and what they want. This puts emphasis on the destination’s market research function to help operators find answers to these questions.

Table 31: Operational capacity building -Monitoring Intervention N9 Upgrade monitoring and statistics function Purpose To gather more relevant and up-to-date data on the tourism demand for the Solomon Islands to support operators in making better decisions. The monitoring function can include Big Data tools, like 57

online review measurement, or simple upgrades of arrival surveys, hotel registration cards, data exchanges between operators, or upgrades of the visitor survey process. This would include a system to make the most relevant data available to all operators on a regular basis. Activities - Assess current statistics and monitoring capability - Conduct needs analysis in the industry - Benchmark against international best practice - Analyse gaps and prioritise quick wins - Develop long-term data gathering and sharing strategy - Create accurate customer profiles and help operators target these - Maintain system and review periodically Stakeholders involved - MCT/ Tourism Solomons leads - National Statistics Office supports - Strongim Bisnis supports - Donor agencies support - Tourism operators provide input to needs assessment - Guests provide input through surveys Complexity Medium – many stakeholders involved Cost Low – for assessment, medium for data purchases and building reporting system Duration Low for assessment, Medium to build, Long-term to refine and update

6.3.7 Sustainability The basic accommodation standards that MCT has already developed and implemented through the first phase ensure that minimum accommodation will be up to international standards. However, tourists are also seeking more sustainable options than ever before. Therefore, it is important for the Solomon Islands to develop standards that will help maintain their social, economic, and environmental sustainability.

Table 32: Developing tourism sustainability Intervention N10 Develop tourism sustainability standards Purpose To develop and introduce basic sustainability standards for the tourism industry in the Solomon Islands. Without proper care, the natural raw materials that support the tourism activities in the Solomon Islands will deteriorate with increased visitation. The standards need to be developed, trained, and enforced to ensure the Solomon Islands keep their nature pristine for the local population and visitors. Standards should be developed for the destination, accommodation, and tour operators. Activities - Assess current sustainability standards, if available - Compare to international best practice - Adapt international standards to Solomon Islands requirements (e.g. GSTC criteria) - Finance/plan/implement development of the measures Stakeholders involved - Relevant ministries/ provincial governments - Donors/Financiers (Australia, New Zealand, IFC, etc.) - International standards or certification providers 58

- Tourism operators Complexity Medium Cost Medium Duration Short-term Start by Start ASAP

6.4 Establish national parks National parks help to protect natural resources and provide a legal basis for exclusion of damaging activities. Concession systems help to manage park access and generate revenue.

Table 33: National and marine parks Intervention N11 Establish national parks/ marine parks Purpose To develop and write into law national parks and marine reserves to protect the Solomon Islands environment for future generations. Ministries can then establish a concession system to only allow certified operators to offer services within the national parks. Activities - Assess current national park policies and laws - Review current areas under review - Conduct feasibility assessment - Finalise national park establishment - Design concession system for tourism operators - Educate local communities on how to protect their environment - Monitor and assess Stakeholders involved - Relevant ministries/ provincial governments lead - Donors/Financiers (Australia, New Zealand, IFC, etc.) supports - WWF supports - International certification bodies assist - Tourism operators provide input Complexity High – many stakeholders Cost High – time and resources for negotiations, consultations, etc. Duration Medium-term - feasibility, Medium–Long term – establish parks, maintain and monitor Start by Medium term

6.4.1 Waste management Waste management is a big topic in tourism throughout Asia and the Pacific. Pictures of rubbish on pristine beaches or on popular dive sites does not attract tourists. When tourism develops in remote areas without proper waste management, this can lead to problems for the environment and local communities as tourism grows. The Solomon Islands has a small population and low tourist numbers at the moment, so it is important to build systems that can help local communities manage their waste before tourism grows too much.

Table 34: Waste management Intervention N12 Develop sustainable waste management practices Purpose To develop and introduce better waste management practices to the Solomon Islands to avoid environmental degradation and 59

pollution. The country needs to protect its natural resources to grow a sustainable tourism industry and maintain its competitive “untouched” advantage. Setting up proper waste management practices ensures that less damage is done as the industry grows. These systems also benefit the local communities where tourism takes place. The technical system needs to be supported with training programmes to change the mindset of the local communities and to get their buy in. Activities - Assess current waste management practices in the Solomon Islands - Compare to international and regional best practice - Create plan to improve iteratively - Create education programme (can be done independently of technical development) - Finance/plan/implement development of the measures Stakeholders involved - Relevant ministries/ provincial governments - Local town councils - Donors/Financiers (Australia, New Zealand, IFC, etc.) - International standards or certification providers - Waste management companies (national or international) - Tourism operators Complexity High – many stakeholders involved, big change from status quo Cost Low (for assessment), Medium (for training), High (for system) Duration Low (for assessment), Low - Medium (for training), High (for system) Start by Start ASAP

6.4.2 Equipment purchases Operators across the provinces mentioned that it was expensive for them to purchase key operating equipment, for example for boats or diving. Priority industries would benefit from a tax reduction to help them operate profitably. The programme would only be available to registered companies and would encourage operators to register their companies.

Table 35: Equipment purchases Intervention N13 Reduce import taxes on equipment purchases Purpose To reduce the costs to operators for updating their equipment, like dive or boat equipment for example. The government would need to reduce duties on certain items that the tourism industry needs to raise the quality of the activities and services. Registered operators could then import a certain amount of equipment for their own operations at a preferential rate. This would encourage operators to register their business to be eligible for the subsidised rates. Activities - Set equipment type to prioritise (dependent on what activities are to be supported/priority investment operators) - Analyse current import duties - Benchmark international duties, best practice

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- Make policy recommendation - Pilot test the programme - Roll out and revise periodically Stakeholders involved - Relevant ministries/ provincial governments - Donors/Financiers (Australia, New Zealand, IFC, etc.) - Strongim Bisnis support analysis - Tourism operators provide input on requirements Complexity High – many stakeholders involved, policy change Cost Medium – some tax income losses Duration Medium – depends on policy cycles in Solomon Islands Start by Start ASAP

6.5 Next steps This report has provided plans for the WWII Trail and the Western Province Trail. The purpose of these trails is to help the Solomon Islands tourism industry to diversify their offering and move tourists around these regions more efficiently. This helps to distribute the economic benefits of tourism to a wider community and develop more remote regions through tourism growth. The set of interventions for the trails and at a national level are meant to help the industry stakeholders take the next steps on this journey of tourism growth. Specific next steps are to align the stakeholders behind these plans and to start working on the interventions.

The first step is to circulate the report and interventions to the stakeholders involved and get them to provide additional input to the action planning. From there, they need to commit to take actions and request any assistance that might be required from other stakeholders. Strongim Bisnis can provide a simple monitoring function, keeping track of what the progress is on the various interventions and reminding stakeholders of their commitments.

One way to align stakeholders behind these plans is to establish a WWII and Western Province Task Force or Steering Committee that will help to coordinate the efforts towards building these trails. Strongim Bisnis can help to coordinate this group, but it should be the local stakeholders and associations (WPTA, CPTOA, GO) in the lead. This group should include the public sector actors (MCT, TS, Provincial Tourism Offices) and donors involved in tourism (Australia, New Zealand, Japan, IFC, etc.) as well as any NGOs (WWF for example) that are facilitating tourism development in the provinces. This group should meet at regular intervals (quarterly) in person on virtually to discuss where they stand on the implementation of the interventions and goals for the coming quarter.

For national level interventions, a larger group of stakeholders is involved. However, a steering group could also help there to align stakeholders behind goals and implementation plans. This should be coordinated with other donors working on similar mandates, like the IFC for the Western Province Tourism development.

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REFERENCES

Beritelli, P., Reinhold, S., Laesser, C. & Bieger, T. (2015). The St. Gallen Model for Destination Management. IMP-HSG, St. Gallen.

Council of Europe. (2018). Cultural Routes. Available at: https://www.coe.int/en/web/cultural- routes.

Gardenroute.co.za. (2018). Garden Route South Africa Guide, Accommodation in the Garden Route South Africa. Available at: http://www.gardenroute.co.za.

Great Himalaya Trails. (2019). Great Himalaya Trails: Trekking, hiking and walking in Nepal. Available at: http://www.greathimalayatrails.com.

International Finance Corporation (2018). Western Province Tourism Investment Needs Assessment. Sydney.

Klarić, V., Androić, M., Nevidal, R. and Horjan, G. (2013). Managing Visitors on Thematic Cultural Routes Handbook. Ministry of Tourism of the Republic of Croatia. Available at: https://mint.gov.hr/UserDocsImages/arhiva/ManagingVisitors-CultRoutes.pdf.

StollzNow Research (2016). International Visitor Survey 2016. Solomon Islands Visitors Bureau, Honiara.

Strongim Bisnis, (2019). Domestic Expatriate Tourism Survey. Available at: https://www.strongimbisnis.com.sb/resources/25-final-report-domestic-expatriate-tourist- market-solomon-islands/file.html

Tourism Solomons. (2018). A “seismic shift” – new look ‘Solomon Is.’ branding catalyst for Solomon Islands’ tourism future | Tourism Solomons. Available at: https://www.visitsolomons.com.sb/a-seismic-shift-new-look-solomon-is-branding-catalyst-for- solomon-islands-tourism-future.

Wikipedia (2018). Battle of Savo Island. Available at: https://en.wikipedia.org/wiki/Battle_of_Savo_Island.

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Appendix

The appendices provide additional details and deeper analysis related to the trails presented in the report. Appendix A presents the methodology for the workshops and the analysis. Appendices B and C provide background to the WWII and Western Province Trails, respectively. Appendix D shows the participants list for the workshops. Appendix E presents the invitations sent to participants.

A. METHODOLOGY

A.1 Workshop background Three workshops were held as part of this project, one for senior national stakeholders in Honiara and two for regional operators and tourism actors in Honiara and Gizo. The workshop in Honiara included actors from Honiara Capital Territory, Guadalcanal Province, and the Central Province. The workshop in Gizo focused on the entire Western Province, but most representatives were from the Gizo area (see Appendix D for participation details).

This report is based on the inputs generated from the two-day stakeholder workshop held in Honiara on the 26th and 27th of September 2018 (invitation and agenda in Appendix D). Representation at the workshop was good (see Appendix C), with a total of 73 stakeholders attending.

A.2 Workshop process The workshop first introduced the participants to the general challenges of destination management. The workshop introduced the St. Gallen Model for Destination Management26 as one possible and internationally applied solution. This methodology uses tourism flows as the basic unit of analysis and the workshop leads stakeholders through a six-step process to identify and map the flows in their region. The six steps are shown in Figure A and briefly described in the next paragraphs.

26 Beritelli, P., Reinhold, S., Laesser, C. & Bieger, T. (2015). The St. Gallen Model for Destination Management. St. Gallen: IMP-HSG. 63

Annexe Figure 1: The St. Gallen Model for Destination Management process27

Step 1 – Draw the maps Maps of the tourism regions are shown to stakeholders and they are asked to draw the current visitor flows, under guidance from a trained moderator. Each flow is given a separate map and analysed individually, which leads to granular information, like estimated expenditure per flow.

Step 2 – Overlay and strategise The maps are digitally overlaid to create an overview of all flows through the area, helping to identify additional hotspots, potential for future developments, and strategic topics, like seasonality and infrastructure requirements. For this project, this step was performed after the workshops.

Step 3 – Explore the networks and identify levers The networks of companies that provide the tourism services and bring tourists to the destination are mapped to identify collaboration opportunities along the flows. This includes an analysis of their roles in influencing purchase decisions and servicing tourists on-site. Stakeholders completed these tables at the workshop and they formed the basis for the analysis afterwards.

Step 4 – Explore processes and distribute tasks For each flow, the marketing processes, directly connecting the suppliers with the source markets, are mapped to identify the most cost efficient and direct distribution methods. This helps to identify bottlenecks and find solutions. This step was also part of workshop and included in the results.

Step 5 – Arrange resources Once the tasks and stakeholders known, resource requirements are defined and secured to ensure the implementation can move forward. Project based funding can then be tied to clear outcomes that benefit the stakeholders at a national and a local level.

Step 6 – Update and facilitate the process Ongoing updates keep the maps current and the stakeholders engaged. Local champions in the

27 Ibid. 64

destination facilitate this process with external support, when needed.

The workshops guided the stakeholders through the first four steps of this process and the outcomes are a set of maps of different visitor flows and the corresponding networks and “marketing processes”. These include participant inputs into who the key players are in the flow, who the key influencers are in the market, what is going well in the flow, what the challenges and potential solutions are, and what further information may be required to make better decisions.

These individual flows provide a bottom up view of current tourism activities and movement in the chosen regions and for this project form the basis for later trail development. Annex Figures 2 and 3 show pictures from the workshops. The maps and marketing processes were pinned to the walls and stakeholders were encouraged to review each other’s work and provide comments or more details, where appropriate. This led to discussions between stakeholders and allowed them to engage on a common language; maps and flows. This leads to a common understanding of challenges and can lead to greater cooperation between the stakeholders involved.

Annexe Figure 2: Stakeholders in Honiara discussing the outcomes of the workshop

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Annexe Figure 3: Stakeholders in Gizo discussing the outcomes of the workshop.

After the workshop, the moderator examined the outcomes to compile overlay maps and analysed the flows to generate the plans for the WWII and Western Province trails that are the outcome of this report. The trails were mapped along the transport routes, connecting a number of tourism sites that multiple organic flows already visit. These flows show that the area has tourism potential, but might need to be developed further to attract new visitor segments. For example, many flows around Honiara were expatriates going away for weekends or long-weekends. This shows that there is an attractive tourism activity there that might be developed to attract (more) international leisure visitors in the future. This was described in more detail in Chapters 4 and 5.

The trail plans in this report can help Strongim Bisnis to work with other stakeholders in the Solomon Islands to drive growth in the tourism industry along the chosen trails. The information on the organic flows in the regions and the actors involved can add further depth to future programmes looking to develop grassroots activities and products for the industry.

A.2.1 Prioritisation criteria The purpose of the workshops for this assignment was to design the two trails: The WWII trail and the Western Province Trail. Therefore, one of the main criteria for prioritising the flows was whether they fit with the overall trail concept.

For the WWII Trail, for example, the core flows were those that related to WWII history and activities. The author then used these points of interest as the basic structure for a trail and analysed the transport connections between these points. In a second step, all organic flows that fit with this pattern of movement, even only partially, where identified as “on the trail”. These flows showed other activities that tourists could partake in while following the WWII trail.

For the Western Province Trail the same process was used. Only here, the key themes were diving and adventure (non-diving). Under both of these headings, flows were identified and possible connections between these probed. This once again showed a basic movement pattern between the three hubs of Seghe, Munda, and Gizo, and this transport pattern was used as the foundation of the trail. In this case, a “hubs and spokes” pattern emerged that allows visitors to choose their adventure around the province.

Some flows were not taken into account, for example if they referred to tourism activities in other 66

provinces or were related to cruise ships or liveaboards that follow their own patterns. An analysis of the participants in flows on the trail, the challenges in the flows, as well as possible solutions identified were used to make recommendations towards the improvement of the trail.

A.2.2 Rating scale for interventions The interventions suggested in this report are all rated in the categories of complexity, cost, and duration. For each of these elements, a suggestion of whether this category is High, Medium, or Low is given for each intervention.

Complexity refers to the number of stakeholders involved in the implementation, the legal basis for the actions (whether existing or new), and whether the intervention creates changes to the current way of operating.

Cost estimates the rate of investment required. Since the interventions are still at a high level, it is not possible to put an exact price on them yet, so the ranges can help decision makers to categorise them for now.

Duration is an estimate of whether the intervention can be implemented in the short-, medium-, or long-term. For some, the planning and feasibility study may be possible in the short-term, but the actual implementation will take far more time.

Ratings scales for interventions Rating Complexity Cost Duration High Many stakeholders High capital investments Long-term: More than involved, new required five years laws/policies required, (more than complex changes SBD100,000) required Medium More than one Medium capital Medium term: stakeholder involved, requirements One to five years adaptation of current (SBD10,000 to laws/policies required, SBD100,000) changes to status quo required Low Few stakeholders Low capital Short-term: involved, works within requirements Within one year current legal framework, (less than SBD10,000) only minor changes required

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B BACKGROUND FOR WWII TRAIL DEVELOPMENT

This section provides background information to the WWII Trail development outlined in Chapter 5. Table 11 shows all relevant flows identified during the workshops in Honiara, including additional information collected from the participants. The WWII Trail connects Guadalcanal with the Central Province, including Savo Island, in a loop. Different timeframes and options are possible, depending on what activities the particular visitors want to participate in. The trail sections are analysed in more detail here. The maps for the two sections show the flow possibilities within each area (Figures 8 and 9).

B.1 Overview of flows and prioritisation for trail Table 11 below shows all relevant flows identified in the workshops along with related information. The table shows the name of the flow, the key stakeholder(s) involved, whether this is originally a daytrip or overnight stay, who the tourists are on this flow, what they do, the development stage, and the type of flow.

The type of flow explains the relationship of the flow for the trail development: • Core flows were those that were central to take into consideration when building the trail.

• “On Trail” flows are all those flows that follow or overlap with the main trail and can form part of the experience for the visitors.

• Cruise market flows relate to cruise ships that stop off in Honiara and can feed visitors into the trail on daytrips.

• Future flows were proposed in the workshops and are not yet operational, but can help to add more activities in the future.

These flow types were selected as most important for this summary. Other flows were identified and are included in the Excel analysis provided to Strongim Bisnis as part of this report. However, they are not covered here.

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Overview of relevant flows from Honiara workshops Flow name Key stakeholders Overnight/ Who are they? What do they do? Development Type daytrip stage? Central Loop Central Province Overnight Expatriates/visitors Savo – walk or dolphins Early Core flow Tourism Honiara to Savo to Nugu Diving in Tulagi or Tulagi Snorkel in Savo & Nugu World War East Travel Solomons Ltd Daytrip Expatriate and WWII sightseeing Mid Core flow Guadalcanal international guests Photography World War West Travel Solomons Ltd Daytrip Expatriate and WWII tour Mid Core flow Guadalcanal international guests? Skyline Ridge Ministry of Culture & Daytrip Expatriates Taxi /self-drive tour Early Core flow Memorial and Bloody Tourism Veterans / families Ridge National Park Cruise passengers (USA, Japan, Aus, NZ)

WWII day tour Travel Solomons Daytrip US military Visit WWII sites Early Core flow Tulagi 30 – 70 years Tokyo Bay Gavutu Ponant Cruise Ship Destination Solomons Stayover half French Cultural performance Early Cruise day Cruise passengers market Cruiseship adventure Destination Solomons Overnight AUS, NZ, US, ASIA Cultural programmes Late Cruise 40-60 years Village visits market (Noble Caledonia) Snorkelling/diving Souvenir shopping Dest Birdy Cruise Destination Solomons Overnight AUS, NZ, US Birding Late Cruise 40-70 years Snorkelling market Village visit Cruiseship Destination Solomons Daytrip Austral passengers Boat to airport transfer Mid Cruise turnaround service (French/ English guests) Honiara sightseeing market (Honiara) 30-60 years Airport/boat transfer (Market, Museum, US memorial, Suburbs) Snacks/Lunch (Hotel)

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Flow name Key stakeholders Overnight/ Who are they? What do they do? Development Type daytrip stage? Central Province Xtreme Adventures Overnight Expatriate See turtle nesting Early Future Nature weekend Intrepid travellers Crab migration flow Eco travellers Whales/dolphins Culture visit Snorkelling Stay overnight Mbike or Maravagi Haghella and Roderick Bay Central stand up Extreme Adventures Overnight Australian, US, NZ Paddle board, kayak, Future Future paddle boarding 20-60 years snorkel, dive, village tour, flow Paddle boarders hiking, nature watching, Active, nature loving cultural activities Ocean enthusiasts Overnight Lambi road Olotsara cabin Overnight Expatriates Leisure (weekend away) Early Future trip Road trip flow Snorkel Hike Aquathon Tulagi Central Province Overnight Active expatriates Swim & run Early Future overnight tourism WWII tour flow Eat & drink Sleep Snorkel Nugu weekend Nugu Overnight Expatriates, Australian, Snorkelling (reefs/wrecks) Mid On Trail Volunteers, Aid workers, Cultural performance 30-40 years Village walk Bush walk Raiders dive weekend Raiders hotel and dive Overnight Expatriates Dive/snorkel Late On Trail Australian / European Twin tunnels, Catalina, 30 - 40 Mavi’s seaplane Daytrip to sandfly passage Roderick Bay cultural performance

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Flow name Key stakeholders Overnight/ Who are they? What do they do? Development Type daytrip stage? Historic walking tour Tulagi Pana festival Peter Sagupari Daytrip Expatriates Festival Early On Trail Locals Eat/drink Cultural performance Snorkel Traditional music Food demonstration Parangiju Lodge Trip Parangiju Lodge Daytrip Expatriates and visitors Tenaru falls hike 4 hours, Mid On Trail $100 SB/person Bat cave walk 6 hours, $ 200 per person Dolphin View Doma dolphin view Overnight Local expatriate Snorkel around wreckage Early On Trail New Zealand Dolphin view Couple Mbonege Scuba Landowners (owned) Daytrip Expatriates and visitors Researching Late On Trail Diving on weekends Hobbies WWII ship relic dive Bucket list (wishes & interest) Nugu Snorkel trip Nugu Island Resort Overnight Expatriate/ visitors WWII relic snorkelling Late On Trail Local expatriates Village visit Dive Honeymoon Leisure Weekend getaway Savo overnight trip Sunset Lodge Overnight Expatriates Volcano crater Mid On Trail Stay 2-3 nights Megapode Dolphin visit Village visit Hot springs/ Leisure

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Flow name Key stakeholders Overnight/ Who are they? What do they do? Development Type daytrip stage? Savo overnight trip Sunset Lodge Daytrip Tourists Dolphin view Mid On Trail Europe Visit to hot springs Expatriates? Mbalasuna rafting trip Pacific Agencies Ltd Daytrip Expatriates and anyone Raft Mbalasuna river to Mid On Trail Ko Krama Rafting bridge Adventures Lunga Rafting trip Pacific Agencies Ltd Daytrip Expatriates and anyone Rafting Mid On Trail Ko Krama Rafting Adventures Raft/cave waterfall Pacific Agencies Ltd Daytrip Honiara based Raft Late On Trail expatriate community Visit cave and waterfall Diplomats Volunteers etc 6 – 60 years old Poha cave and water Guadalcanal Daytrip Expatriates Visit caves & view Mid On Trail spring Adventures - Stanley drawings Birdwatching Village visit Geological history Historical sites - WWII Archaeological

Picnic & relaxation Land Owners Daytrip/ Expatriates Relax, chill out Mid On Trail Overnight Locals Sleep, rest Families/Friends Refresh Tenaru Waterfall / Bat Parangiju community Daytrip Expatriates/ Locals Walk / Swim in waterfall Early On Trail cave Tourists Lunch Tulagi dive/hike Raiders / Tulagi dive Overnight Local expatriates & Dive WWII relics around Early On Trail overnight overseas Tulagi Hike around Island sightseeing for war relics

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B.2 Trail segment maps and description The entire trail was described in Chapter 5 and shown in Figure 2. The more detailed maps in the next two sections show the primary touristic infrastructure that visitors use when travelling on this trail. Some of the most relevant accommodation providers and sites of interest are numbered and identified in the legend.

B.2.1 Guadalcanal Province This section of the WWII trail is mostly land-based. It has Honiara as its hub and gateway. The airport here is the main access point to the Solomon Islands, until international flights commence to Munda. Honiara city offers several accommodation options that visitors use as the starting point for their journey through the Solomon Islands. There are some local cultural attractions in Honiara, like the Honiara market, but these are not shown on this map.

From Honiara, tourists visit the WWII related sites in both east and west Guadalcanal. The two most important of these are the Vilu WWII museum in the west and the Skyline Ridge Memorial and Bloody Ridge National Park in the east (2). On these trips to the cultural sites, visitors can also participate in water sports, like snorkelling or rafting, and nature activities, for example visiting a bat cave. These complement the WWII offering in both directions from Honiara. For the purpose of this trail, the road on Guadalcanal goes to the station of Visale, where visitors can board a boat to go to Savo Island in the Central Province. The road does continue on to the west coast of Guadalcanal, but this is a flow for future development and not on the current loop trail. Towards the east, the road also continues on, but to reach Marau Lagoon visitors are better off flying or going by boat. Both of these services are very weather dependent and not very reliable. For this reason, the east is not on the WWII loop trail.

Visitors who are not part of a tour can travel the roads on Guadalcanal by taxi or rent a car. For those wanting to take the loop trail back to Honiara a taxi is a better option. In general, the roads are not of very high quality and driving can be treacherous, especially when it has been raining. HiAce vans provide regular public transport from Monday to Saturday.

Tourists can also travel straight to Tulagi from Honiara by boat. Three times a week the Aviavi, a larger boat, provides a scheduled service and otherwise small banana boats, owned by tourism operators, are available on demand at a high price. Small boat service is also available to Nugu, the additional loop on the trail.

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4 Tourist accommodation 2 5 6 7 Activity area – culture 8 2 Activity area – water sports Activity area – nature 1 Road transport Sea transport Primary Secondary Air transport Annexe Figure 4: Detailed map of Guadalcanal section of the WWII Trail

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Map Legend Culture 1 Vitu WWII Museum 2 Bloody Ridge National Park Nature

1 Bat cave area Accommodation 1 Dolphin View 2 B17 3 Ginger Beach 4 Coral Sea Hotel 5 Heritage Park Hotel 6 Solomon Kitano Mendana Hotel 7 King Solomon Hotel 8 Pacific Casino Hotel

B.2.2 Central province The Central Province encompasses two segments of this trail: Savo Island and Tulagi as the hub for the surrounding islands. Figure 9 shows both of these segments. The main transport route takes visitors either from Honiara straight to Tulagi or from Visale to Savo island. On Savo Island, visitors can partake in a variety of cultural, sporting, or nature experiences that are interesting for both daytrips and overnight stays. The only tourist level accommodation on the island is Sunset Lodge and the room stock limits the number of visitors that can stay overnight.

On Tulagi and the surrounding islands, the world class diving is one of the main attractions. This includes some wrecks in the Iron Bottom Sound. WWII enthusiasts can tour surrounding islands for WWII wreckage and relics, for example in Tokyo Bay. Nature also plays a big role, with hikes, turtle sightings, and other activities available on or around the Tulagi area. All of these activities and the local accommodation are constrained by operator capacity and would need to be upgraded to accept increasing numbers.

From Tulagi, Savo, or Honiara, visitors can also reach Buena Vista Island, where Nugu Beach offers accommodation to travellers. The area offers diving and nature experiences that complement the activities available in Savo and Tulagi. Tourist standard transport here is a challenge that needs to be addressed.

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Tourist accommodation 2 Activity area – culture Activity area – water sports Activity area – nature 2 Road transport Sea transport Primary Secondary Air transport

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Map Legend Accommodation 1 Sunset Lodge 2 Nugu Beach 3 Raiders Hotel & Dive Annexe Figure 5: Detailed map of Central Province section of WWII Trail

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C BACKGROUND FOR WESTERN PROVINCE TRAIL DEVELOPMENT This section provides background information to the Western Province Trail development outlined in Chapter 6. Table 12 shows all the relevant flows identified during the workshops in Gizo, including additional information collected from the participants. The table shows how the flows were analysed and clustered to create the trail and the three hub and spoke segments. These are presented in more detail here. The maps for the priority flows are included in Figures 10, 11, and 12.

C.1 Overview of flows and prioritisation for trail Table 12 below shows all relevant flows identified in the workshop in Gizo along with related information. The table shows the name of the flow, the key stakeholder(s) involved, whether this is originally a daytrip or overnight stay, who the tourists are on this flow, what they do, the development stage, and the type of flow.

The type of flow explains the relationship of the flow for the trail development: • Core flows were those that were central to take into consideration when building the trail.

• “On Trail” flows are all those flows that follow or overlap with the main trail and can form part of the experience for the visitors.

• Cruise market flows relate to cruise ships that stop off in Gizo or Munda and can feed visitors into the trail on daytrips.

• Yellow flows are future flows that are not yet operational, but can help to add more activities in the future. These flow types were selected as most important for this summary. Other flows were identified and are included in the Excel analysis provided to Strongim Bisnis as part of this report. However, they are not covered here.

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Overview of relevant flows from Gizo workshops Name Key stakeholders Overnight/ Who are they? What do they do? Developme Type daytrip nt stage? Medical students Titiru Eco-Lodge Overnight Medical volunteers Hiking Mid Core flow Gizo Underground caves Word of mouth? Relax/do nothing volunteers Nature Seghe Lodge Overnight USA/EU/AUS Kayak Mid Core flow Retired Birdlife Environmentalists Crocodiles Diver groups - self Tulagi Dive Overnight AUS / NZ Underwater Late Core flow organised Dive Munda 30 – 65 photography Dive Gizo Certified WWII dive enthusiasts Uepi resort Just to enjoy marine life 3 days diving each location (2 dives per day) None agent divers Dive Gizo Overnight Single travellers Day dive trips Mid Core flow Dive Munda From all over: AUS, NZ, EU Travelling by boat Andrew 18-30 2-3 days each place More on a budget Budget travel Birding and cultural Destination Overnight Australians Bird watching Early Cruise Solomons Europeans 3-4 nights on average Christina Maelaua Cruise market day GOS - Eileen Daytrip European, France, Africans, Snorkelling Mid Cruise market tours Travel Solomons England, Asians, Pacific Leisure Age 20 – 35 or 40 to 80s Drinking & relax BBQ Cruise ship activities Fatboys resort Daytrip AUS, USA, EU Island tours Early Cruise market Village tours Fishing Surfing

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Name Key stakeholders Overnight/ Who are they? What do they do? Developme Type daytrip nt stage? Mono dive trip Matikuri Eco-Lodge Overnight Australians Dive WWII wrecks Future Future flow New Zealand Fish Culture Long-term Village communities Overnight Med students (stay 6 weeks Community activities Future Future flow expatriates in SI) (learn how to do Volunteer workers (stay 6 traditional crafts, once months) a month planned Sow travellers activity) Less to spend/tighter Munda Seghe Road Agnes Gateway Hotel daytrip Connecting road Land drive Future Future flow Transfer Munda/Seghe Land transport system Bus service Express Catamaran Agnes Gateway Hotel Daytrip Catamaran Express Lagoon ride Future Future flow /Seghe/Munda/Nor Drop and pick up o/Ringi/Gizo Island hopping 50 pax catamaran Munda Forrest Park Sisiata forest Daytrip Munda guests Forest walk Future Future flow Cruise ship guests birdwatch Normal tourists Groups (divers) Ropiko diving Ropiko Resort Overnight International / AUS Scuba diving Mid On Trail Learner - Expert Leatherback turtle Titiru Eco-Lodge Daytrip Tourists from Munda Monitoring Mid On Trail Overseas Research Conservationists Waterfall daytrip Agnes Gateway Hotel Daytrip International (AUS/EU) Swim in the waterfall Early On Trail FIT, Dive groups Enjoy track Student group Organic Ngnawi Nut Baniata community Both Govt officials Research/service Early On Trail Guests from Munda Base/site visit International (AUS, NZ, EU) Chuchulu fishing Agnes Gateway Hotel Overnight Fishermen Game fishing Early On Trail AUS/Intl

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Name Key stakeholders Overnight/ Who are they? What do they do? Developme Type daytrip nt stage? Semi-retired 30-50 years Uepi dive Uepi Resort Both lntl. tourists (80 % AUS) Scuba diving Mid On Trail Others (20%) Fishing Kayaking Lagoon festival Agnes Gateway Hotel Overnight (5 day Relatives and friends Participation Mid On Trail event) Tourists (AUS/USA) Watching Couple/retired Enjoying event Mountain trekking Titiru Eco-Lodge Daytrip Guests from Titiru Forest walk Early On Trail Nature lovers Birdwatch Trekking Birdlife Sealodge Marovo Sealodge Overnight Overseas guests Kayak (multi day) Late On Trail Expatriates (Honiara) Village tour Island visit Snorkel Day tours on Gizo Fatboys resort Daytrip Expatriates volunteers Beach picnic Early On Trail Local & overseas Snorkel

Vacation Fatboys resort Overnight 35-70 age range Relax/read Late On Trail Sanbis resort Annual holiday leave from Eat Oravae coGOges work Drink More established income Stay at Sanbis, None family people Fatboys, Coral Sea, Are these expatriates? Oravae Travel in 2s (couples) Vella la Vella tour Urianpo Lodge Overnight Japanese – family of war Village tours Early On Trail Cliffson Matiuru veterans Wrecks (WWII) 45- 80s Cultural entertainment Male & female Copra making process experience Commemorations Fishing trips

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Name Key stakeholders Overnight/ Who are they? What do they do? Developme Type daytrip nt stage? Stay at Uriapo Lodge, Rolstone Matiuru

Nature tour Simbo Cegilys guest house Daytrip Japanese Visit volcano Early On Trail Australians Megapod bird watching Male & Female 40 – 60

Cultural tours Gizo Rekona lodge Daytrip Mainly Australians & New Village tour Early On Trail Zealanders Traditional weaving, Male & Female cooking, dancing 40 – 60

Cultural experience Melanesian Micronesian

Surfing Gizo Surfers Overnight Local & overseas Surfing Early On Trail Association Australians & New Zealanders Hiking tour Hambere Hambere village stay Overnight Expatriates (students) Adventure Early On Trail Male & female Sleep/eat 25-60 Visit crater Honiara expatriates Dive Gizo Overnight Government employees TBA Mid On Trail weekends Dive Munda NGO employees Doctors 20-40 years Recreational/leisure Gizo women in Overnight Australian “Swim / Snorkel” Early On Trail tourists business New Zealand Village/ Island tours Gizo Dive Expatriates Cultural activities Kolombangara - Imbu Rano Overnight International tourists from Trekking Early On Trail hardcore trekking AUS, GERMANY, USA, EU Stay two to three days

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Name Key stakeholders Overnight/ Who are they? What do they do? Developme Type daytrip nt stage? Kolombangara - day Imbu Rano Lodge Daytrip Students Trekking Early On Trail hiking Gizo/Honiara expatriates Locals Gizo leisure market Oravae Overnight International tourists Snorkelling, relaxing, Mid On Trail EU, AUS, NZ reading books, 25-55 age group sunbathing, having a beer, eat, sleep, and just chill Land/Sea tours Gizo Oravae team Daytrip General international tourists land hopping, Mid On Trail 25- 55 age range snorkelling/ fishing, cultural tours, sightseeing, WWII guided tours Butterfly tour Haigo Rero Overnight German tourists interested in Looking for different Early On Trail butterflies butterfly species Karachi volcano Rekona Daytrip International tourists from Volcano underwater Early On Trail Dive Gizo Seghe experience Dive Munda Geologists/nature lovers

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C.2 Trail segment maps and descriptions The entire trail was described in Chapter 5. The more detailed maps in the next three sections show the three hub areas around Munda, Seghe, and Gizo and points out the primary touristic infrastructure that visitors use when travelling on this trail. Some of the most relevant accommodation providers and sites of interest are numbered and identified in the legend.

C.2.1 Munda Munda is the central hub in the Western Province and will soon become a gateway to the region, when international flights commence in early 2019. The airport already has daily flights to Honiara and is one of the main connections to the region. However, the flights connecting the three regional hubs are infrequent and often need to connect through Honiara. Munda is also connected to two freight ships that pass through on their way from Honiara to Gizo. From Munda, small boats can take visitors to Rendova and Tetapare, which are both famous for natural attractions. On Rendova, the Titiru Eco-Lodge welcomes guests. The accommodation is old and the boat transfers are very weather dependent and often encounter rough seas.

Diving is one of the main attractions in the Munda region with a great variety of dive spots. Dive Munda provides dive trips in the whole region of Munda, , and Roviana Lagoons as well as Rendova and Tetepare. A complete list of dive spots can be found on their website28. These should be mapped and included in support materials for the trail.

Tetapare has many conservation and eco attractions, like turtles, dugongs, and crab conservation projects. The New Zealand government is currently funding a new attraction development there that will establish a Head-Hunter’s Trail, which will take four days to complete and lead walkers almost around the entire island. On the way tourists can view various natural and cultural sites, camping in the bush in three different locations. The last night will then be spent in the Tetapare Eco-Lodge. This is a nice addition to the tourism offering in the area. Zipolo Habu Resort focusses on fishing trips in the area, while Agnes Lodge provides comfortable accommodation near the airport. It also caters to many business visitors.

The sea passage from Seghe to Munda is very rough and the flights are infrequent. One of the suggestions from a workshop participant was to build a road that crosses New Georgia Island from Seghe to Munda. Apparently, there are existing logging roads there that could be widened and paved. This could provide a bad weather, reliable connection between the two hubs. For now, though, air and sea transport are the only ways to traverse the region.

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Culture 1 Head-Hunter’s trail Accommodation 1 Tetapare Eco Resort 2 Agnes Gateway Lodge 3 Zipolo Habu Resort Titiru Lodge Annexe Figure 6: Detailed map of Munda Hub on Western Trail

C.2.2 Seghe The Marovo lagoon offers a great array of dive spots and nature experiences. Except for Seghe airport, the lagoon is also reachable by ship. Large ships dock here twice per week. Small boats can take guests into the lagoon or to Munda, weather permitting. Transfers are very expensive and must be arranged individually. The lagoon is home to three high end resorts, led by Uepi, which has been successfully operating for a long time.

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Sports 1 Underwater volcano Accommodation 1 Uepi 2 Marovo Sea lodge 3 Ropiko Resort Annexe Figure 7: Detailed map of Seghe Hub on Western Trail

C.2.3 Gizo Gizo is the most western hub in the Western Province. It has daily flight connections to Honiara and is also connected to two weekly freight ships that connect to Honiara. From here small boats take visitors to the various accommodations and attractions in the area. Diving is one of the main activities, but there are also other activities, like surfing, trekking, and nature experiences available in this area. Visitors can choose from three more upmarket accommodations and a range of more budget accommodations and village stays. The island of Kolombangara is known for trekking and visitors of different fitness levels go there for either day trips or overnight stays and hikes to the top of the crater. Kolombangara also has some WWII sites in the bush that attract annual visits from veterans or their families. The local community hosts visitors in simple homestay accommodation. Gizo is also a stop for cruise ships and on arrival the visitors can experience the local market or take part in daytrip activities. The operator’s capacity is not large can often not handle all the visitors from a cruise ship.

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Nature 1 Kolombangara Conservation Reserve Accommodation 1 Oravae 2 Fatboys 3 Sanbis Annexe Figure 8: Detailed map of Gizo Hub on Western Trail

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C.3 Workshop participants

The appendix shows the participants of the three workshops held as part of this project.

Honiara VIP Workshop # Name Organization 1. Dana Avram NZ MFAT 2. Freda Unusi Tourism Solomons 3. John Paul Alasia SICCI 4. Bjorn Svensson IFC 5. Moses Tepai MCT 6. Jacob Gala Ministry of Commerce 7. Louise Feltus MCT 8. Niniu Oligao MCT 9. Rachel Sibisopere MCT 10. Pongi Tangia SI National Museum 11. Charles Kadamana Solomon Star 12. Gregory Auta’a MCT 13. Ian Kaukui Solomon Star 14. Lynnissha Runa Sunday Isles 15. Job Rongo’au Fuoo ZFM 16. Dalcy Ilala ADB 17. Cass Grant AHC 18. Brenda Waleka AHC 19. Samuel Aruhu MDPAC 20. Andrew Panton SB 21. Franklin Forau SB 22. Rawena Russel SB

Honiara stakeholder workshop # Name Org/Operator 1. Helen Aumae Tourism Solomons 2. Ellison Tourism Solomons 3. Brendon Mautia Tourism Solomons 4. Jacinta Guadalcanal Provincial Tourism Officer 5. Annabelle Hender AVI – with Central Province Provincial Government 6. John Foimua Travel Solomons 7. Karen Foimua Travel Solomons 8. Ender Rence Imperial Travel and Tours 9. Nasaleta Zama Manahena Travel and Tours 10. Christina Setiano Destination Solomons 11. Garedd Porowai Solomon Islands Travel and Tours 12. Joy Basi Solomon Scouts and Coastwatchers 13. Karen Sikapu Rock Haven 14. Anita Emmett Kokama Rafting 15. Daniella Garo Ginger Beach Retreat 16. Lyle Bulehite Ginger Beach Retreat 17. Titus Garo Ginger Beach Retreat 18. Wendy Kanai Hibiscus Homestay 19. Laurina Atkin Hibiscus Homestay

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20. Zaccheus Sepo Nugu Eco-Lodge 21. Mavis Maike Rekona Flourish 22. Mereoni Tavanipupu 23. Stanley Mataniata Guadalcanal Adventure 24. Anthea Unusi Strongim Bisnis 25. Andrew Panton Strongim Bisnis 26. Louise Feltus MCT

Gizo stakeholder workshop # Name Org/Operator 1. Ivan Maike WPTA President/ Rekona Lodge 2. Tanya Saiqoro Rekona Lodge 3. Naomi Baea WPTA Treasurer/Oravae CoGOge 4. Nagarita Baea Oravae CoGOge 5. Jeremy Baea Oravae CoGOge 6. Pechina Baea Oravae CoGOge 7. Kilo Paza WPTA Member/ Titiru 8. Haego Bero Titiru Ecolodge 9. Viliame Koyamaibole WPTA Member/Agnes Lodge 10. Jeff Patuvaki Provincial Chief Tourism Officer 11. Fabina Lilo Provincial Tourism Officer – Gizo 12. Zaza Gina Provincial Tourism Officer – Munda 13. Frances PT109 14. Rebecca Smiley Gizo Hotel 15. Zayma Gorfe Dive Gizo 16. Naru Elisha Solomon Travel Portal 17. Jacqueline Kagubula Fat Boys 18. Venty Maena Hambere Homestay – Kolombagara 19. Yolonde Simi Cegilys Guesthouse 20. Andrew Trahair Yawana Dive 21. Tony Kubau Jajama Homestay 22. Ferguson Vaghi KIBCA 23. Shannon Seeto WWF 24. Stephen Suti Agalo Gizo Women In Business 25. Anthea Unusi BS-SB

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D FURTHER INFORMATION D.1 Honiara VIP Workshop invitation

‘St Gallen Visitor Flow’ Tourism Workshop

WORKSHOP OVERVIEW The St Gallen model is an approach that helps link tourism attractions and facilitates a traveller’s flow through a destination. The workshop will look at the potential for a visitor flow trail around Guadalcanal and Central, a Western Trail in Western Province, as well as other opportunities to use a visitor flow approach to destination management in Solomon Islands.

FACILITATOR David Ermen is a leading expert in the hotel and tourism industries with a focus on destination marketing and management. His experience in tourism development and training spans Europe, Middle East & Asia.

VENUE Honiara Room, Heritage Park Hotel

Tuesday, 25 September 2018 HONIARA

13.00 – 13.30 Welcome and introduction to the project 13.30 – 15.00 Introduction to St Gallen Visitor Flow Destination Management 15.00 – 15.20 Afternoon Tea 15.20 – 17.00 Practical application of visitor flow mapping – drawing the first maps 17.00 – 17.30 Wrap up and discussion of next steps 17.30 – 19.00 Drinks and Canapes

To RSVP please contact [email protected] or +67725664.

Supported by the Australian Government initiative Strongim Bisnis, with the Ministry of Culture and Tourism and Tourism Solomons

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D.2 Honiara stakeholder workshop

‘St Gallen Visitor Flow’ Tourism Workshop

WORKSHOP OVERVIEW The St Gallen model is an approach that helps link tourism attractions and facilitates a traveller’s flow through a destination. The workshop will look at the potential for a visitor flow trail around Guadalcanal and Central, as well as other opportunities to use a visitor flow approach to destination management in Solomon Islands.

FACILITATOR David Ermen is a leading expert in the hotel and tourism industries with a focus on destination marketing and management. His experience in tourism development and training spans Europe, Middle East and Asia.

VENUE Iron Bottom Sound Hotel, Dynasty Restaurant, Honiara

26 September 2018 HONIARA 09.00 – 09.30 Welcome and introductions to the project 09.30 – 12.00 Introduction to St Gallen Visitor Flow Destination Management 12.00 – 13.30 Networking Lunch 13.30 – 16.00 Practical application of visitor flow mapping – drawing the first maps 16.00 – 17.00 Review of maps and group discussion 17.00 – 17.30 Wrap up Day 1 and briefing for Day 2

27 September 2018 09.00 – 09.30 Welcome back and agenda setting for Day 2 09.30 – 11.00 Review and updating of maps 11.00 – 12.00 Introduction to marketing processes 12.00 – 13.30 Networking Lunch 13.30 – 16.00 Finalising maps and marketing processes for trails 16.00 – 17.30 Wrap up Day 2 and planning for individual follow ups

To RSVP please contact [email protected] or +67725664.

Supported by the Australian Government initiative Strongim Bisnis, with the Ministry of Culture and Tourism and Tourism Solomons

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D.3 Gizo stakeholder workshop

‘St Gallen Visitor Flow’ Tourism Workshop

WORKSHOP OVERVIEW The St Gallen model is an approach that helps link tourism attractions and facilitates a traveller’s flow through a destination. The workshop will look at the potential for a Western Trail in Western Province, as well as other opportunities to use a visitor flow approach to destination management in Solomon Islands.

FACILITATOR David Ermen is a leading expert in the hotel and tourism industries with a focus on destination marketing and management. His experience in tourism development and training spans Europe, Middle East and Asia.

VENUE – Gizo, Western Province TBC

1 October 2018 GIZO, WESTERN PROVINCE 09.00 – 09.30 Welcome and introductions to the project 09.30 – 12.00 Introduction to St Gallen Visitor Flow Destination Management 12.00 – 13.30 Networking Lunch 13.30 – 16.00 Practical application of visitor flow mapping – drawing the first maps 16.00 – 17.00 Review of maps and group discussion 17.00 – 17.30 Wrap up Day 1 and briefing for Day 2

2 October 2018 09.00 – 09.30 Welcome back and agenda setting for Day 2 09.30 – 11.00 Review and updating of maps 11.00 – 12.00 Introduction to marketing processes 12.00 – 13.30 Networking Lunch 13.30 – 16.00 Finalising maps and marketing processes for trails 16.00 – 17.30 Wrap up Day 2 and planning for individual follow ups

To RSVP please contact [email protected] or +67725664.

Supported by the Australian Government initiative Strongim Bisnis, with the Ministry of Culture and Tourism and Tourism Solomons

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