National Sustainable Tourism Growth and Investment Promotion Strategy 2016-2026

2 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary When we market Namibia, we market the experi- we develop the necessary skills and understanding ence of Destination Namibia for it is the promise of the tourism sector. of an unforgettable experience that draws people to the land of endless horizons. It is in the way we The spirit of partnership and Team Destination Na- share the stories of our people and our places that mibia are the ingredients that will unlock the true capture the imagination of tourists worldwide. realization that tourism is indeed everyone’s busi- ness and that we, as a team, need to act as a compet- When tourists arrive in Namibia, they are expect- itive unit to take tourism to the next realm. ing the experience of Destination Namibia they were promised through our marketing efforts. It is It is my hope that these Strategies will unlock the the customer care and service that makes the expe- true potential of the Namibian tourism sector which rience extraordinary and enduring. The Namibian we have not yet fully explored. This potential has the tourism sector can only excel in customer service ability to impact the lives of all Namibians and gen- if all sectors make it an integral priority to provide erate jobs, empowerment and livelihood diversifica- extraordinary customer service. This requires that tion. Tourism is everyone’s business. Hon. Pohamba Shifeta Minister of Environment and Tourism National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 3 EXECUTIVE SUMMARY Tourism is an important sector in Namibia. It is ment Profile and Promotion Strategy is to ingrain the third largest contributor to the country’s Gross this collaborative way of working deeply in our Domestic Product (GDP), it generates a significant sector and to promote public and private sector amount of jobs and is a valuable foreign exchange cooperation to ensure sustainable growth of tour- earner for the economy. The Government of Na- ism that benefits all Namibians. Data shows that, mibia has long recognised and prioritised tourism in Namibia, 13 tourists equals one job. Therefore, development in various legislative and policy doc- the main objective is to increase tourism arrivals to uments. In order to ensure that tourism growth generate more employment for Namibians. delivers broad and equitable social, economic and environmental benefits, the Government through The secondary objectives for the Strategy are cen- the Ministry of Environment and Tourism has tered on transformational economic and social developed two important documents namely; empowerment. This will come through support the National Tourism Investment Profile and In- programs for small and medium sized businesses, vestment Strategy and the National Sustainable implementation of the concessions policy in fa- Tourism Growth Strategy and this document is a vor of Black Economic Empowerment enterprises summary combination of the two documents and and their partners, tangible support for communal should be read in consultation with the National conservancies that have tourism potential and in- Tourism Policy. It is prepared to serve as a quick creasing business opportunities for rural tourism guide and overview of the two national strategy enterprises throughout the country. Furthermore, documents. this transformational agenda requires aggressive and efficient marketing and promotions, both in The overall goal of the National established and emerging markets. Sustainable Tourism Growth and Development Strate- With the successful completion of these objec- gy and the National tives, the goal is to transform Namibia into the Tourism Invest- most competitive tourism destination in Africa. Not only does this strategy envision Namibia to be the country of choice for tourists and prospec- tive tourism investors; it envisions Namibia to be competitive in skills and training development, in the development of innovative, market-driven tourism products and in aggressive and ef- ficient tourism marketing.

4 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary Ultimately, implementation of this strategy will re- nerships. Finally, it is for tourism in Namibia to sult in a strengthened presence of Namibia in ex- contribute meaningfully to rural development and isting and new tourism markets, a more diversified overall economic growth via the sustainable use of and competitive tourism product with accessible natural and cultural resources. domestic and cultural tourism products, enhanced institutional capacity for the management of the METHODOLOGY sector, private sector profitability, a positive invest- ment climate and a tourism industry that benefits This strategy sets out to analyse the socio-eco- all Namibians. nomic challenges and opportunities currently fac- ing the tourism industry in Namibia and develop THE VISION FOR TOURISM ways and means to address these challenges. The strategy was prepared via consultation with pub- The vision for tourism is for a growing, vigorous lic, civil society, communal conservancies, private and dynamic economic sector that brings social sector, and individual stakeholders including via and economic benefits to all Namibians via the workshops, focus groups, desktop research and in- generation of jobs and incomes. It is for Namibia terviews. A separate National Tourism Investment to be a role model in the conservation of biological Profile and Promotion Strategy has been prepared diversity, environmental management and tour- in parallel with this National Sustainable Tourism ism development through innovation and part- Growth and Development Strategy. National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 5 LIST OF ACRONYMS B2B Business to Business NGDP National Gross Domestic Product B2C Business to Customer NGOs Non-Governmental Organizations BEE Black Economic Empowerment NHC National Heritage Council CBNRM Community Based Natural NIC Namibia Investment Centre Resources Management NQA Namibia Qualifications Authority CBT Community Based Tourism NSA Namibia Statistic Agency DTG Directorate of Tourism and Gaming NSFAF Namibia Student Financial ETEA Emerging Tourism Entrepreneurs Assistance Fund Association NSTGDS National Sustainable Tourism GRN Government Republic of Namibia Growth and Development Strategy ICTD Information and Communication NTA Namibia Training Authority Technology Development NTB Namibia Tourism Board IMCTD Inter-Ministerial Committee on NTCAC National Tourism Competitiveness Tourism Development Advisory Council IUM International University of NUST Namibia University of Science Management and Technology JV Joint Ventures NWR Namibia Wildlife Resorts MAWF Ministry of Agriculture, Water O/M/As Office/Ministries/Agencies and Forest OPM Office of the Prime Minister MET Ministry of Environment and PDN Previously Disadvantaged Tourism Namibians MFMR Ministry of Fisheries and Marine PoN Polytechnic of Namibia Resources RA Road Authority MHAI Ministry of Home Affairs and SACU Southern Africa Custom Union Immigration SADC Southern African Development MHETI Ministry of Higher Education, Countries Training and Innovation SME Small Medium Enterprises MHSS Ministry of Health and Social SMME Small, Macro & Medium Services Enterprises MICE Meetings, Incentives, Conference SOEs Stated Owned Enterprises and Events TAN Tourism Association of Namibia MICT Ministry of Information, TTESDEA Tourism Transformational Communication and Technology Economics, Social Development MISMED Ministry of Industrialization, Trade and Empowerment Agency and SME Development TSA Tourism Satellite Account MLIREC Ministry of Labor, Industrial UAE United Arab Emirates Relation and Employment Creation UNAM University of Namibia MLR Ministry of Land Reform UNESCO United Nations Educational, MME Ministry of Mines and Energy Scientific and Cultural MoF Ministry of Finance Organization MIRCO Ministry of International Relation UNWTO United Nation World Tourism and Cooperation Organization MoJ Ministry of Justice USP Unique Selling Point NAC Namibia Airport Company VTCs Vocational Training Centers NACOBTA Namibia Community Based WGA Whole of Government Approach Tourism Association WWF World Wide Fund NACSO Namibia Association of CBNRM Support Organizations NAD Namibian Dollars NCCI Namibia Chamber of Commerce and Industry NDP National Development Plan

6 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary INTRODUCTION Tourism was included as one of the four key economic Tourism is a critical pillar of the Namibian economy priorities in National Development Plan (NDP4) on that generates jobs. In 2012, the World Travel and the grounds of its significant contribution to Gross Tourism Council estimated the total contribution of Domestic Product (GDP) and employment and in travel and tourism to Namibia’s Gross Domestic Prod- consideration of its inherent growth potential derived uct to be 20.5% and that 27% of all employment was from Namibia’s natural wildlife and landscape capital generated through the sector. This is higher than in and important strides made in product development Kenya, Tanzania, Zimbabwe, Botswana or South Af- and international marketing by government and in- rica. This contribution to the economy has to be nur- dustry. If the current trend of developing tourism tured and expanded. products in a sustainable manner continues and is upheld at all times, tourism will be a key catalyst for The diagram below shows the attitude and approach growth and nation building. Namibia’s economy is that we need to take as we rethink being competitive fueled by mining, agriculture, tourism and fishing and as a tourism destination. sustained growth in tourism could raise its ranking to the second or even first position. AS IT USED TO WORK... Competitive Assets - Nice beaches We’ll manage Marketing will - Friendly staff those well do the rest - Beautiful city AS IT NEEDS TO WORK... Integrate the Deliver and invest offering from Figure out who in continuous marketing we need to serve Desireability learning through delivery Competitiveness to aftercare National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 7 PART 1 Investment Strategy

8 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary STRATEGIC FOCUS FOR TOURISM GROWTH PRIVATE SECTOR DRIVEN IMPLEMENTATION ment from the traditional authorities, local authori- ties to the national government – A “Whole of Gov- In line with NDP 4 the focus of the growth strategy is ernment Approach” (WGA). This approach provides to achieve the NDP4 goals namely; employment cre- the necessary infrastructure, training, public safety ation, income equality and economic growth. To do and support services. This approach means that the this it is necessary to create an enabling framework Namibian Government must actively use formal and/ that allows the private sector to do what they do best or informal networks across the different O/M/A – create revenue – and government’s role is to facil- within the government to coordinate the design and itate and regulate this wealth creation. This wealth implementation of the range of interventions that the translates into more roads, clinics, schools and funds government’s agencies will be making in order to in- available for economic growth and development. It is crease the effectiveness in achieving tourism growth therefore that this Strategy must be implemented by and development in the interest of economic growth. investors, developers and other tourism private sector segments according to standards established through CULTURE OF HOSPITALITY AND EXCEL- public – private sector coordination and partnerships. LENT CUSTOMER CARE GOVERNMENT APPROACH The success of this strategy will rest upon the experi- ence and the customer care that goes with that experi- Tourism is everyone’s business. A sectoral ap- ence. It is therefore imperative that all sectors relevant proach to tourism will ensure that Namibia ful- to the tourism sector both public and private must ly reaps its potential from tourism and thus cultivate and embrace a culture of efficient and excel- will forego a full return on investment from lent customer service delivery. the tourism sector as a country. Tourism FOCUS ON “PRIORITY MARKETS” THAT Development requires the involvement YIELD THE HIGHEST RETURN ON TOUR- of all parts of the Namibian govern- ISM INVESTMENT It is imperative that a tourism development and mar- keting approach to assure increase in tourist arriv- als and investors must be based on the principles of “priority markets”. This means Namibia must go after those markets that are in line with our competitive and comparative advantages and that are easiest to reach and convince to visit or invest in Namibia. It is imperative that these markets also yield high revenues and higher spending per visitor. Therefore Namibia’s marketing strategy must be focused in terms of serv- ing these high priority markets first and then branch- ing out to wider markets. National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 9 FOCUS ON SUSTAINABILITY (ENVIRON- The Strategy will be executed in an uncertain and MENTAL, SOCIAL AND ECONOMIC SUS- recessionary international economic climate. Not- TAINABILITY) withstanding this, the aim will be realized by grow- ing tourism arrivals from current international source Sustainability is enshrined in the Namibian Constitu- markets, mainland Africa, regionally as well domesti- tion. It is therefore that in line with the National Tour- cally. The main locomotive of growth in tourist num- ism Policy this Strategy must be implemented within bers will translate into increased job creation for Na- this frame. Tourism development must be socially, mibians across the country. environmentally and economically sustainable.We are thus after tourism that sustains or enhances the A further goal is to reduce seasonality and encour- geographical character of the place being visited, in- age geographical spread of tourists throughout Na- cluding its environment, culture, aesthetics, heritage mibia, as well as transforming sustainable economic and the well-being of all Namibians. The aim of the and social empowerment. These will be supported by national tourism growth and development strategy is creating an investment climate that is highly attrac- to transform Namibia into the most competitive tour- tive coupled with removing unnecessary bureaucratic ism destination in Africa. and regulatory obstacles to doing business, to further encourage private sector leadership, investment and growth in the tourism sector. DIAGNOSTIC ASSESSMENT OPPORTUNITY FOR GROWTH in tourism marketing and promotion. NTB has ap- Since independence, Namibia has come a long way in proached different markets with different strategies. its product development, marketing and policymak- ing. This section provides a diagnostic assessment of To this end, the Namibia Tourism Board needs to the key activity areas related to tourism development foster close and on-going contact with this segment in Namibia and identifies the challenges and oppor- of the market and be in a position to craft deals and tunities that this Strategy later addresses in detail. product exposure. The task now is to ensure that the opportunity for PRODUCT QUALITY future growth is tackled vigorously so as to make Namibia the most competitive tourism destination It is essential that all tourism service providers en- in Africa. deavor to deliver quality products services that can ensure tourists have a superior experience from the PROMOTION AND MARKETING Namibian tourism product offering. The Namibia Tourism Board, a parastatal that sits COMMUNITY BENEFITS under MET, was established in 2001 to take the lead Tourism in the conservancies of Namibia is a dy- namic and fast growing sub sector of the national tourism industry. Conservancies benefit thousands of rural communities through employment, cash income, social projects and in-kind benefits. This is part of the Community Based Natural Resources Management program, which has become a major development program in the country.

10 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary TOURISM TRANSFORMATION ECONOM- THE INSTITUTIONAL ENVIRONMENT ICS, SOCIAL DEVELOPMENT AND EMPOW- ERMENT Namibia is one of a small number of countries where the environment and tourism sectors are combined The Namibia Tourism Board has introduced a Black in one Ministry. This is an explicit indication of the Economic Empowerment Programme centred on linkage in Namibia between conservation and tour- the three pillars of: ism. • Training and mentoring of historically disadvan- taged Namibians; INFRASTRUCTURE AND UTILITIES • Sponsoring of previously disadvantaged Namib- ians to attend foreign trade fairs through a Mar- While the tourism infrastructure of Namibia is a keting Support Programme; relative strength compared to many competing des- • Ensuring internships for previously disadvan- tinations, the requirements for tourism need to be taged Namibians that can serve as exposure, espe- reflected in the planning of those agencies directly cially for students responsible for its provision with the MET vigor- Therefore going forward, there is a need to assess ously representing the interests of the sector. what the most effective market entry point for these businesses is. PROFITABILITY ACCESS TO NAMIBIA For tourism in Namibia to grow it is vital that tour- Namibia is becoming increasingly distinctive among ism businesses are not just profitable, but sufficient- developing country tourism destinations by having ly profitable to encourage new investment to take its own independent international airline. It is vital place. Tourism requires continuous and genuine that there is a close relationship between the MET trust and collaboration between the public and pri- and the Ministry of Works and Transport in align- vate sectors to achieve a competitive sector. ing Air Namibia with national tourism development goals within the constraints of working to achieve profitability. It is important that the transport master plan for Namibia takes into account the needs of the tourism sector in terms of road access, air access, rail and port and other supporting infrastructure AWARENESS Although tourism is identified at a national level as a priority sector in terms of job creation, there is a relatively low awareness of tourism amongst the Namibian population. The Ministry of Environment and Tourism, together with Team Destination Na- mibia, must work together to increase aware- ness of tourism in Namibia. National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 11 REGIONAL TOURISM DEVELOPMENT PLAN BACKGROUND b) Review the enabling Acts of the SOEs, car- ry out institutional and organizational as well Tourism product is the foundation of our tourism as operational audits of the SOEs with a view to supply. Namibia must constantly innovate in the area streamline their structures and functions of product development in order to achieve the over- c) Monitor performance of the SOEs all goal of being the most competitive destination in Africa. 2. UPGRADE STATE-OWNED TOURISM FACILITIES a) NWR to go into true PPPs for loss making resorts Product innovation that contributes to a wider geo- b) Renovations at following resorts (Ai-Ais ren- graphical spread of the benefits of tourism within ovation, Torra Bay and Miles) Namibia will be encouraged and facilitated as far as c) Upgrade ablution facilities and waste man- practicable within the commercial opportunities and agement systems at all state-owned tourism fa- constraints of the tourism industry. cilities d) Upgrade all NWR shops to market-related This section details the strategic interventions need- product ranges ed to ensure product diversification and product de- e) Upgrade park entrance gates velopment in the regions of the country. 3. EXPANDING THE TOURISM PRODUCT RANGE TO 1. TURN THE STATE OWNED ENTERPRISES UNDER UNLOCK UNUSED POTENTIAL AND ACHIEVE GREATER THE MANDATE OF MET INTO PROFITABLE ENTITIES: REGIONAL EQUITY IN TOURISM DEVELOPMENT (NWR, Zambezi Waterfront, NTB and Windhoek a) Strengthen Namibia’s position as a MICE Country Club) into profitable companies that gen- (Meeting Incentives, Conferences and erate employment and economic benefits to the park Events) Destination and to the Nation. b) Fast tract the development of a) Enable the development and implementation Convention Centres in the fol- of strategic plans, business plans, annual strate- lowing localities; Zambezi gic plans and projects to improve the economic (KAZA), Windhoek viability of these SOEs and Lüderitz

12 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary c) Rehabilitation of Voigtsgrund farm home- 5. CLARIFY RULES AND REGULATIONS AROUND VOL- stead near Mariental to create lodge and medi- UNTOURISM um size convention centre in Hardap Region. d) Develop and upgrade Lodges at; 6. INTEGRATE NGO’S AND CONSERVANCIES INTO THE Palmwag, Hobatere, Etendeka, Impalila Island, BUSINESS INFORMATION CHAIN Goanikontes, Iona National Park (JV with Ango- la) and in Sioma Ngwezi National Park (JV with 7. CREATE TOURISM CLUSTERS TO PROMOTE RE- Zambia) GIONAL TOURISM DEVELOPMENT e) Acquire land at Mata Mata to enable Nami­ bia to join the Kgalagadi Transfrontier Park and 8. DEVELOP A CULINARY PROGRAMMES AND ESTAB- open up tourism routes in southern Namibia. LISH A CULINARY INSTITUTE FOR NAMIBIA f) Support and promote trans-frontier conser- vation area 9. DEVELOP A STRATEGY TO ADDRESS LAND TENURE g) Support and promote tourism in protected areas CONSTRAINTS ON TOURISM INVESTMENT ON STATE • New lodge in the Namib Sand Sea LAND SUCH AS A BOT CONCEPT • New lodge in Mudumu National Park (NP) • Expand size of DVGP and establish new 10. CREATE AND MAINTAIN A WELL-TRAINED TOUR- lodge ISM WORKFORCE. • Expand size of Waterberg PP and establish new lodge • Establish new lodge in Mangetti National Park (NP) 4. MAP CULTURAL TOURISM PRODUCTS a) NTB to strengthen the existing cultural festivals i.e. /Ai//gams, San Kubis, Lüderitz crayfish festival and Olufuko Cultural Festival, to ensure high quality simple but fun and professional events marketed domestically and regionally. b) Establish more living museums c) Promote film tourism d) incentivise curio and craft manufacturing in conservancies National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 13 ACTION PLAN KEY INTERVENTIONS opment and institutional coordination • Restructure the Namibia Tourism Board In MET’s view, the following urgent interventions • Engage deeply and systematically with all Govern- drawn from the National Tourism Growth and De- ment Ministries velopment Strategy and the National Tourism Invest- ment Promotion Profile, notwithstanding the consid- B). LEGISLATIVE FRAMEWORK erable costs they would require, are needed in order There are various pieces of legislation and policies in to achieve faster growth and obtain tangible benefits Namibia that can hamper the competitiveness of the from tourism and thus ensure sustained growth and Namibian tourism sector. Hence, the MET needs to economic development of the country. closely monitor all laws in the country in order to; The interventions will be in their entirety implement- • Improve the legislative environment ed within the frame of the National Tourism Policy of • Maximise economic linkages 2008 as outlined in the Strategic documents. Notwith- • Ensure that the policy and legal framework of standing that, the following key concepts and princi- government work in tandem with each other as it ples are central to the ongoing development and im- relates to tourism plementation of the Namibian National Growth and Development Strategy which is developed as per the C). AWARENESS, MARKETING, AND PROMOTION call by the NDP 4. The NTB, as the lead marketing agency, must spear- head the development of all awareness, marketing and All the Interventions must also be seen in the perspec- promotion activities by; tive that they are aimed at improving the competitive- ness of the sector as per the main objective of NDP 4 • Developing a new marketing strategy for tourism and the tourism Strategies. in Namibia • Increase cruise visits to Walvisbay and Lüderitz A). ORGANIZATIONAL AND INSTITUTIONAL FRAMEWORK • Strengthen Namibia as a MICE Destination This section details the organizational and Institu- tional environment that exists and makes recommen- dations for strengthening it. D). PRODUCT AND REGIONAL DEVELOPMENT Tourism product is the foundation of our tourism supply. • Strengthen capacity at Ministry of Environment Namibia must constantly innovate in the area of product and Tourism development in order to achieve the overall goal of being • Creation of new bodies to support tourism devel- the most competitive destination in Africa.

14 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary • Develop and leverage events as a core product of- Support fering ▷ Ensure Competitiveness and Sustainability of • Examine the feasibility of developing a culinary the Communal Conservancies institute ▷ Fast-track tourism development in • Ensure conservation remains a key unique selling conservancies for enhanced livelihood benefit point for Namibia ▷ Vastly improve international marketing of all • Promote film tourism conservancy tourism facilities • Clarify rules and regulations around volunteer ▷ Support upgrade and renovation of all tourism conservancy tourism facilities • Promote quality products in all Namibia ▷ Enhance local tourism value chains in • Conduct a market mapping of cultural tourism conservancies products ▷ Incentivize local supply chains in goods and • Create tourism clusters services to conservancy-based tourism facilities • Integrate NGOs and conservancies into the busi- ness information chain F). GRADING AND REGULATION The main aim is to maintain product quality, encour- E). TOURISM TRANSFORMATIONAL ECONOMICS, age quality improvements and inform the consumer. SOCIAL DEVELOPMENT AND EMPOWERMENT One of the secondary objectives of tourism in Namib- • Enhance grading and regulation within the tour- ia is to support transformation and empower previ- ism industry ously disadvantaged populations. • Consider moving towards a system of self-regula- tion of the Namibian tourism industry • Develop a policy designed to support emerging • Enhance grading and regulation within the entrepreneurs in tourism tourism industry by re-looking at the legislative • Fully institutionalize the concessions unit within framework the Ministry of Environment and Tourism • Change grading system to reflect client experi- • Strengthen Emerging Tourism Entrepreneurs ence not static requirements support • Create, sustain and promote a positive tourism in- vestment climate G). STATISTICS AND RESEARCH • Ensure and promote Government priority on The absence of proper, accurate, and timely statis- tourism investment tics about tourism in Namibia is a barrier to tourism • Establish the Tourism Transformational Eco- growth and development, MET should therefore; nomics, Social Development and Empowerment Agency. This agency is replacing what was former- • Ensure collection of relevant statistics for tourism ly known as NACOBTA and its main functions • Ensure strong inter-agency communication are: • Improve collection of tourism arrival statistics ▷ Set up a Community Based Reservation System • Strengthening the Statistic Unit in MET ▷ Strengthen Emerging Tourism Entrepreneur • Ensure institutional collaboration with regard to tourism statistics • Ensure the collection of relevant statistics • Tourism Satellite account • Tourism Exit Survey • Tourism Annual Statistics • Domestic Tourism Survey National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 15 in partnership with the private sector H). HUMAN RESOURCES DEVELOPMENT AND TRAINING I). ECONOMIC LINKAGES One of the major weakness to Namibia’s overall Experience elsewhere in Africa has demonstrated the competitiveness as a tourism destination is a lack effectiveness of linkages between tourism and other of tailor-made courses or qualifications that suit the economic activities. There are opportunities in Na- industry needs. In order to address this challenges mibia to strengthen linkages and for small businesses there is a need to: to supply more goods and services to the tourism in- dustry. Therefore this strategy aims to: • Develop as matter of urgency a tourism career map • Align tourism training to have a balance between • Ensure strong economic linkages within the tour- skills based and academic based training ism sector • Ensure the full recognition of prior learning across • Establish a strong monitoring and evaluation sys- all the subsectors of tourism tem to provide up to date information on the role • Create and maintain a well-trained tourism work- of linkages in the sector force • Address economic leakage in the tourism sector • Ensure that tourism opportunities are promoted through local awareness raising programs • Ensure qualified and appropriately trained staff at J). DESTINATION MANAGEMENT NTB, NWR, Zambezi Waterfront and Windhoek Destination management includes the management Country Club of a destination’s natural and cultural heritage and in- • Ensure that first impressions for tourists to Na- frastructure for tourism. Consideration should also mibia are positive and memorable be given to the various options available for financing • Reorient the university tourism programs and privatizing tourism infrastructure projects, such • Ensure the implementation of the Human Re- as government outlays, multilateral and regional fi- source Development Plan as contained in the nancial institutions, involvement of the private sector National Sustainable Tourism Growth and Deve­ through build-operate-transfer schemes and foreign lopment Strategy direct investment. Implementation actions identified • Ensure that the tourism training meets the de- in this strategy includes; mands of the industry • Implement a country and sector wide customer • Improve accessibility to Namibian destinations service excellence programme and a Welcome to • Create environmental awareness and education Namibia Initiative • Ensure that tourism development is economically, • Ensure the availability of financial resources for environmentally and socially sustainable targeted skills interventions such as for tour- • Rehabilitate principal tourism sites guides, hunters, and other skills based tourism job • Ensure that Namibia is up to international health, opportunities safety, security and sanitation standards • Promote aggressively recognition of prior learn- • Ensure the protection and preservation of Namib- ing in the sector ia’s cultural heritage • Create a national tourism skills development pro- • Ensure Namibia’s industry is conserving energy gramme and water wherever possible • Implement a national customer service training • Establish a monitoring programme for client feed- programme and welcome to Namibia Initiative- back on all Namibian tourism operations using • Establish service quality training programme industry barometers such as Trip Advisor. • Convert Khorixas resort to a training centre • Review the eco-award system to include links to for NWR staff and conservancy staff the local economy and institutionalize eco-award • Create a training programme for en- as a program of government. terprise managers with a focus on • Improve official tourism signage throughout Na- emerging tourism programme mibia. • Ensure the protection and preservation of Namib- ia’s cultural heritage. • Ensure Namibia industries are conserving energy and water wherever possible. • Ensure the finalization of the waste and pollution control bill.

16 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary Successful implementation of these strategic interven- MET will ensure that stakeholders, public, private and tions requires strong public/private coordination and civil society, move forward together to achieve a pro- widespread recognition that tourism is a business; one ductive tourism sector. of the world’s most competitive. This requires all parties, government, tourism state The MET and most particularly the Directorate of owned enterprises, the private sector, non-governmen- Tourism will lead the implementation of the Strategy tal organisations and development partners, to work and the proposed actions. together towards the same mutually beneficial goals. National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 17

18 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary IMPLEMENTATION PLAN ROLES AND RESPONSIBILITIES In addition, this strategy envisions the creation of 3 new bodies, the Inter-Ministerial Committee on The MET, and most particularly its Directorate of Tourism Development that will play a key role in the Tourism and Gaming (DTG), will lead the implemen- necessary liaison between Ministries and relevant tation of this National Sustainable Tourism Growth public sector agencies. and Development Strategy. However, it requires the in- put of both public and private sector partners. This sec- The National Tourism Competitiveness Council (all tion details the roles and responsibilities of the various stakeholders), will give the private sector, including the stakeholders in implementing this Strategy. tourism trade associations, inputs to the development of policy and in practical implementation. Private PUBLIC SECTOR STAKEHOLDERS sector stakeholders will have a responsibility in taking A strong linkage to and involvement of other Minis- an overarching view of tourism development rather tries is fundamental to success. The specifics of how than focusing only on the narrower interests of any each Ministry interacts with tourism, according to particular group. their respective mandates, are detailed in Annex 1. Below is a list of the five most important government Regional Tourism Development Fora– These fora are partners for the Ministry of Environment and Tour- to lead and guide tourism development in the regions. ism as they implement this strategy. These bodies are to work closely with the local and traditional authorities as well as the regional councils • Ministry of Home Affairs and Immigration: in in consultation and partnership with other relevant supporting the tourism industry via the speedy stakeholders in particular the tourism private sector. processing of work permit requests and via sup- port to the training of immigration officers in cus- tomer care so that bona fide visitors can be sure of STATE OWNED ENTERPRISES (SOE) a warm welcome to Namibia; Engagement is needed to assure the competitiveness • Ministry of Industrialisation, Trade and of state own enterprises under the MET mandate. SME Development: in both the support of small and medium sized tourism businesses The poor understanding of the scope/role of the and in the mobilisation of domestic and for- SOEs must be addressed with more positive con- eign investment in the tourism sector; tact between the SOEs in the tourism sector and the • Ministry of Higher Education, tourism industry. The primary focus of SOE per- Training and Innovation and the Na- formance, achievements and TORs, should be pri- mibia Training Authority: in designing marily based on the business realities of the tourism and implementing effective vocation- sector in Namibia, i.e. in increasing the competi- al training in tourism; tiveness and profitability of the sector in line with • Ministry of Works and Trans- the mandate from NDP 4 to generate revenue in the port: in facilitating linkage between interest of economic independence and growth. tourism development and infra- structure planning and in liaison between tourism and transport STRATEGIC INITIATIVES FOR SOES state owned enterprises; • MET must ensure that Tourism is run efficiently • National Planning and effectively to grow tourism arrivals and in- Commission in providing crease revenues from tourism; support on accessing do- • NTB and NWR acts must be reviewed and nor funding. (for detailed amended to reflect the current MET NSTGDS Responsibility matrix and NDP4; see Annex1 of the NST- • Ensure that there is adequate private sector rep- GDS) resentation on the boards of the SOEs with a National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 19 particular focus on skills, expertise and know-how. • Ensure close collaboration amongst the SOEs with similar mandates to ensure syner- gistic implementation of strategic priorities of Government • Ensure that there is a complete organisational, systemic, policy and legislative review done of the SOEs including forensic audits as relevant and appropriate • In line with the above develop strategic, operational and business plans for the SOEs • Amend the policies and legislation as relevant and appropriate with a view of ensuring the competitiveness of the SOE A). NWR SPECIFIC STRATEGIC INTERVENTIONS: • NWR should be restructured and develop and implement a strategic plan containing a five year strategy, where clear business plans, management capacity and operating budgets for each property are a part of the compa- ny’s overall strategic plan. • The strategy should include the environmental management of their sites and ensure that all requirements as per the Environmental Man- agement Act of 2007 are strictly adhered to, as is the case for any other developer. • NWR is to consider viable acquisitions of distressed properties of competitors who have facilities in areas where NWR currently has none. These acquisitions should however, be considered as a part of the strategic plan. • As NWR restructures and addresses its management challeng- es, it should focus on joint venture agreements to run tourism facilities in communal conservancies where the private sector has not expressed an interest. • NWR is to work towards generating dividends for govern- ment within three years. Accordingly, the annual payment made to Namibia Wildlife Resorts from the MET’s budget should start to decrease as they become more financial- ly can be augmented to include partial support for this activity. B). NTB SPECIFIC STRATEGIC INTERVENTIONS • NTB must be restructured and remain only with the marketing and promotion functions. • Ensure that the regulatory functions of NTB are taken up in an effective and appropriate man- ner by the appropriate institutions

20 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 21 PART 2 Growth Strategy

22 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary STRATEGIC OBJECTIVES The key objective of the investment strategy is to transform Namibia into the most competitive tourism desti- nation in Africa. This means being competitive in skills and training development, being the country of choice for prospective investors, achieving high levels of interaction between all stakeholders, and in the development of more innovative, market-driven tourism products and in aggressive and tactical tourism marketing. Aims under the overall Vision are for: • The strengthened presence of Namibia in existing and new tourism markets and/or niche markets • A more diversified and competitive tourism product with vibrant and accessible domestic and cultural tourism products • Enhanced institutional capacity for the management of the sector • Private sector profitability and a positive investment climate • Create sufficient employment opportunities in the tourism sector GROWTH TARGETS The investment growth targets are to increase overall economic value of tourism through ensuring an increase in tourists’ arrivals coupled with increasing the value of tourist’s receipts and ultimately the yield per tourist. The key growth targets are indicated in the table below: TABLE 1: GROWTH TARGET PARAMETERS FOR THE TOURISM INVESTMENT STRATEGY TARGET ELEMENT CURRENT 2020 TARGET GROWTH TARGET Tourists Arrivals (in millions) 1387 1500 8% Yield (receipts per arrival) N$ 4558 6837 50% Tourists Receipts N$ mil 4682 6000 28% National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 23 CONTEXTUAL SETTING Namibia’s goals for the tourism industry are enshrined within the ‘Sustainable Tourism Development and Growth Strategy’ released in September 2016. The strategy lays out goals and visions for the sector, which are aligned with the other national policy documents including the country’s Vision 2030, the 2008 National Policy on Tourism for Namibia and the National Development Plan 4. INVESTMENT FOCUS AREA OBJECTIVE 1. Tourism Arrivals This is to increase the sector’s multiplier effect, and thereby maximise job creation 2. Diversified and competitive tourism Diversified products that include local people will product development also ensure robust value chains to ensure maximum benefit to communities Supporting and investing in indigenous tourism 3. CBNRM Program enterprises supports the economic empowerment and transformation agenda in the sector and supports the creation of linkages between tourism and other sectors. 4. Institutional capacity To support skills development (inclusive of the line ministry, other government departments and com- munity based organisations) and capacity to manage the sector. 5. Sector profitability and supporting To ensure appropriate financing instruments and investment climate regulatory environment. Vision 2030 specifically points out “the solitude, silence and natural beauty that many areas in Namibia provide are becoming sought-after commodities that must be regarded as valuable natural assets. Preserving these as- sets is fundamental to developing tourism as a sustainable economic sector, and helping Namibia to maintain a comparative advantage within the global market. Tourism has more potential as a sustainable industry than virtually any other form of economic development in Namibia.” All these policies refer to the same goal: to grow tourism sustainably. Managed and responsible growth will support job creation in Namibia. Data indicate that for every 13 tourists who arrive in the country, one perma- nent job is created. Tourism growth also contributes to transformation and empowerment in the country. The final objective is to provide for a support framework that increases business opportunities for rural tourism enterprises. The desired outcome of these two strategies is two-fold: 1. Namibia is the most competitive tourism destination in Africa. 2. The tourism industry must become the second most important contributor to the Namibian economy, both in terms of contributions to GDP as well as earnings in foreign revenue.

24 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary PROPOSED INVESTMENT CORE THEMES To enhance and meet the growth targets as set out in Table below, key value chain/project or activities are iden- tified across the five investment focus areas that are in the overall National Sustainable Tourism Development and Growth Strategy. In addition, eight value chains are identified to stimulate tourism growth to help achieve the stated investment targets. Total cost implications are estimated at N$801 million. TABLE 3: CORE INVESTMENT THEMES Investment Focus Area Key Objective/s Estimated Cost A. Attract and increase Increase the number of tourists N$80 million (mainly marketing more tourists from all to 1.5 million-2 million by 2020 costs and development of new key markets markets) Increase domestic tourism in Namibia B. Diversified and Compet- Cruise Tourism N$100 million for a PPP initia- itive Tourism Products tive development International Conference Centre N$450 million1 C. Economic empower- Increase the number of beds in N$ 150 million for lodge in- ment and Transfor- communal conservancy areas vestments and other emerging mation agenda in the from 4% to 10% by 2020 tourism enterprise development sector financing. D. Enhanced institutional HRD and Data Management N$50 million capacity to manage the systems/Research and Statistics sector E. Sector profitability and Develop a framework guide/ N$ 1 million supporting investment manual to facilitate tourism climate investments National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 25

26 TABLE 4: TOURISM VALUE CHAINS Product/Project Current Status Current Development Impact Funding resource Strategic focus/policy nuance required Importance (employment, requirements income, forex) Wildlife tourism Namibia has more than 43% of land area under some form High High High Efficient and optimal utilisation of the concession of conservation management. There are numerous tourism regime will greatly provide for further opportunities. attractions including national parks, communal conservancies Funding will be a composite of public, donor and etc. where wildlife tourism can be leveraged further. private resources. Trophy hunting Trophy hunting constitutes 14% of the overall tourism sector. High Medium Medium Further value chain development of the subsector This sector is under increasing threat from the developed warranted to ensure that more income accrues to world anti-hunting fraternity and an escalating anti-hunting communities. Lack of qualified local hunters makes ethic. The long-term future of this sector is thus precarious. the case for training focus towards that. Other hunting The focus to date has been on trophy hunting with little focus Low Medium Medium Release of non-trophy quota for hunting in conser- on generating better returns for non-trophy harvesting of wild- vancies, linked to benefit (meat) distribution. Strong life. This could also support trophy hunting by widening the focus on training locals to become tracker/guides and base and linking hunting to a wider set of values and purposes. potentially professional hunters. Coastal tourism Subsector has a high impact on the unskilled as more than 70% Medium High Medium to High Opportunities exist in developing large and mid-range of its total jobs falls under that category. lodging facilities. Project titling can also be explored further for this subsector. Community based tour- The subsector provides ample avenue for real sector transfor- High High High Despite the evident high developmental impacts, com- ism including cultural mation, with consistent growth in the number of conservan- munal tourists’ beds are merely 4% of total available tourism cies and joint venture business. Vast opportunities can accrue tourists’ beds. This severely affects overall empower- through the fostering of linkages to enable locals to engage in ment ambitions in the sector. Further support is also food, craft and wood selling activities. needed to ensure appropriate joint venture partner- ship guidelines. Cultural Tourism provides significant entry points for National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary rural communities in Namibia to enter the tourism sector Economic empower- The focus has been to date on Community Tourism. There has High High High Funding will be required to establish such a centre. ment and Transforma- been no focused strategy towards emerging tourism entre- It can either be public or private or a combination. A tion incubation centre preneurs who may not fall within the category of community restructured structure such as NACOBTA could be based tourism actors considered Film tourism Namibia has significant potential for developing this sub-sec- Medium High High Namibia should ensure that it receives maximum tor. Swakopmund is ideally suited for this sub-sector and areas exposure both in terms of the film and the actors by around there or elsewhere can be set aside for this sector. developing an innovative strategy for this through the Namibian Tourism Board Car testing Namibia is ideally suited for this type of sector with a view to Low Medium High It is necessary to develop the necessary regulatory serve as a tourism promotion anchor through the visibility that framework to ensure that Namibia receive maximum it provides exposure Product/Project Current Status Current Development Impact Funding resource Strategic focus/policy nuance required Importance (employment, requirements income, forex) Cruise tourism On average 10 cruise ships dock at Walvisbay and Lüderitz Medium High High Due to high investment that could be required, a PPP per year. The port expansion plans at Walvisbay by Namport approach will be necessary to follow. includes measures to support this subsector. Township Tourism pro- It is necessary for the transformation of tourism that invest- High High Medium These initiatives should be undertaken and budgeted motion initiatives ment be channelled to township tourism in terms of infrastruc- for by local authorities across the country. ture and promotion. Areas such as Evelyn street in Windhoek can be developed as township tourism hubs with appropriate facilities e.g. revamping of Otjikaendu. Circuit development/ Circuit development helps to diversify the tourism product and High Medium Low Development of further routes should, where feasible, route development direct tourists flows to areas that are desirable from a planning be congruent with the ambitions of increasing beds in model perspective, such as communal areas. Namibia has recently communal areas strategy. developed three routes, mostly in the northern regions of Namibia. Luxury affordability A substantial number of regional tourists are drawn towards Medium to High High Essential to develop value chains that can support and, medical and retail shopping and medical related activities. Further scope is avail- High local products, such as crafts or local fresh produce. tourism able to ensure deeper linkages with local products such as craft shopping outlets. State of the Art Cyber This is to attract the technology industry to Namibia as part Medium to High High Due to high investment that may be required a PPP building of the multiplier effect of tourism. This can catapult Namibia High approach will be necessary. into becoming a critical player in the IT and other technology sectors in the region. It will also make use of the comparative advantage that Namibia enjoys due to the fiber cable. National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 27 BARRIERS TO TOURISM INVESTMENT Barriers to tourism investment manifest themselves differently over the type of tourism. In certain segments, their impacts are less benign than in others. As a result, efforts to remove or lower such barriers, through for example economic incentives, should take note of such distributional impact variations. Key barriers to tour- ism investment in Namibia from an investment perspective are: TABLE 5: BARRIERS TO TOURISM INVESTMENT IN NAMIBIA TYPE OF BARRIER ENDOGENOUS / COMMUNAL COMMERCIAL EMERGING EXOGENOUS TOURISM TOURISM TOURISN TO THE SECTOR Access to capital and credit Exogenous High Medium High Land use / tenure constraints Exogenous High Low High Human resources / skills Endogenous High High High Historical overreliance on long-haul over- Endogenous High High Moderate seas market Both High High High Restricted or limited range of economic incentives Endogenous High High High Seasonality Both High Medium High Import cost of materials and supplies Both High High High Limited Cross-sector linkages

28 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary IMPLEMENTATION, MONITORING & EVALUATION IMPLEMENTATION provide pertinent information on performance. The active monitoring of project performance will enable The Directorate of Tourism and Gaming (DTG) within the DTG to identify obstacles and mitigate them be- the Ministry of Environment and Tourism will take the fore project derailment. lead in monitoring the implementation the National Tourism Investment Strategy. The DTG will produce The DTG will establish measurable indicators or an annual report that describes progress made against refine existing indicators for all projects or pro- set milestones and performance indicators for each ac- grammes. In addition, the DTG will create or refine tivity listed in the key action and priorities plan (Ap- information-gathering systems to collect related data pendix 1). and record and analyze the information. Where feasi- ble, DTG will collect monitoring data at the beginning To mobilize private and public investments to ac- and completion of each activity. After the first year of celerate development of the tourism sector, the implementation, DTG will review and modify perfor- DTG will foster closer collaborations with the Na- mance indicators. A flexible orientation and the need mibia Investment Centre (NIC), National Planning to ingrain realistic timelines in its overall approach Commission (NPC), Ministry of Finance (MOF) will ensure that the DTG takes each limitation and and the local and regional development finance constraint into account. This will also enable the DTG institutions as well as commercial banks with to monitor whether milestones have been missed and tourism desks or tourism specific portfolios. The signal possible bottlenecks in the regulatory structure, Development Bank of Namibia has not featured deficiencies in skills levels or budgetary shortfalls. significantly in investment in the communal con- servancy sector. As a development bank with state EVALUATION finance they need to engage actively and become a key player in financing of tourism joint ventures In terms of evaluation, all projects within this Invest- in communal conservancies and community based ment Strategy will be evaluated at completion to rein- tourism development. force a culture of accountability for delivering results. Evaluations are critical platforms for learning about The key institutions of the MET such as the Environ- successes and shortcomings from which follow-up mental Investment Fund (EIF) and the Namibia Tour- programmes can benefit. At an appropriate interme- ism Board (NTB) will also take the lead in certain key diate year, the DTG will initiate an in-depth review actions such as fostering business linkages. To ensure of the overall Tourism Growth Strategy to ensure the optimal implementation and congruency with the continuing relevance of the implementation frame- Overall Tourism work and priority projects, and their alignment with the relevant National Development Plan at that inter- Growth Strategy, the DTG will continuously report to mediate year. As a result, the DTG will initiate a mi- the National Tourism Advisory Council and the An- term review of the Investment Strategy at a project, nual Tourism Forum. sector and national level to inform future refinements of strategic directors while on-going monitoring MONITORING mechanisms should be established. A Development Effectiveness Framework is therefore an essential el- At the project level, it is imperative to effect a contin- ement in the evaluation process to ensure rigorous ex uous tracking of milestones using built-in systems for ante and ex-post monitoring and evaluation. To give monitoring processes, outputs and results to strength- credibility to this process, the evaluation exercise at en accountability for delivering agreed outcomes and times may be outsourced to outside parties. National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 29

30 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary FUNDING THE TOURISM INVESTMENT STRATEGY The total indicative funding for the specific projects covered in this strategy, over a five year implementation period amounts to N$801 million. This funding excludes the funding required for critical infrastructure such as road, power and water facilities but that needs to be coordinated through other Ministries. If the tourism sector is to develop the TEPPS identified, all stakeholders will need to be committed and invest in the future of the industry. Funding will need to be coordinated, by national government through both the recurrent and the development budget, local authorities, the industry, financial institutions and the donor agencies. A coordinated approach by the DTG needs to be taken to sourcing funds and prioritisation of implementation. A sober analysis is that government will fund a major component (60%) of the required funding, especially where the investment is for enterprises in communal areas. For projects that could be funded by the private sector such as cruise tourism and MICE based initiatives, government funding could be a major leverage instrument to crowd in private sector funding. The Government commitment to the sector is amply demonstrated in the recent allocations for the Me- dium Term Expenditure Framework (MTEF) for the 2014/15 to 2016/17 period. The environment and tourism sector is allocated a total of N$2.4 Billion for tourism marketing and the improvement of parks infrastructure and tourists facilities. FUNDING SUSTAINABILITY • Ensure that MET receives adequate funding for the implementation of the two strategies. • Establish a conservancy sustainability fund. • Establish a revolving fund for tourism. • Create park and state owned tourism infrastructure maintenance funding mechanism. • Facilitate for the establishment of a specialized niche tourism skills training. • Carry out an in-depth study aimed at looking at the competitiveness of all tourism levies including airport and travel taxes and recommend remedial action as appropriate and relevant. • Develop and establish the National Tourism Development Bank to ensure sustainability of tourism development activities especially in rural Namibia. National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary 31 ACTION PLAN FOR THE TOURISM INVESTMENT STRATEGY INTRODUCTION intervention aimed at creating a favorable environment for tourism investment. The five steps approach is required to successfully im- • Implement the tourism investment incentive plement the tourism investment promotion strategy. packages outlined in the Investment Strategy Based on international best practices, a report • The Tourism Investment Centre will operate on by the Investment Climate – World Bank Group the basis of the following key interventions: titled Global Investment Promotion Best Practices • Developing tourism specific knowledge and data (GIPBP) recommended that investment promotion most relevant to tourism investment projects and intermediaries (IPIs) should adopt five key steps in tourism investment climate order to position their agencies and locations more • Organizing the information and crafting key mes- competitively for new tourism investment: sages to investors about the opportunities in the sector emphasizing the relative strengths and ad- THESE STEPS ARE: dressing key concerns for target investors 1. Develop more strategic, focused, and relevant • Developing a network of partners to enhance ser- approaches to tourism investment promotion. vice delivery in the tourism investment sector in 2. Improve overall capacity and skills to deliver Namibia effective investment promotion with an emphasis • Convert leads into real investments in the tour- on developing better tourism specific knowledge ism sector and ensure that they are implemented in-house, especially regarding the market and the smoothly and that after care is provided. product. 3. Present tourism information concisely, using up- to-date facts and data as well as testimonials from IMPLEMENT THE FOLLOWING URGENT successful tourism companies. STRATEGIC INTERVENTIONS: 4. Disseminate information to investors more effectively through a mixture of existing and • The Convention Centres identified in the strategic customized instruments. (such as websites, regions. detailed sector profiles, and tailored presentations). • Lodge development incentive scheme, capital re- 5. Learn to leverage partnerships to maximize bate over three year period. results. • Arrange tourism investment conference focusing on conservancies. This strategy will be based on the five steps approach • New hotel in Oshikango (City Lodge) type and that is being used by countries that are successful in mall development attracting tourism investment. • Walvis Bay port redevelopment – passenger lin- er jetty and beachfront area to be redeveloped for tourists. STRATEGIC PRIORITIES FROM THE TOUR- • Establish tourism dry port in the main towns. ISM INVESTMENT PROMOTION STRATEGY • Establish the Kavango Water front. • Establish Strategic Jet fuel supply centres in the • Establish the Namibia Tourism Investment Centre South, North East and Central North. • Implement the Tourism Investment Strategy and • Facilitate the establishment of a second domestic Promotion Profile focusing on the key priority airline in Namibia.

32 National Sustainable Tourism Growth & Investment Promotion Strategy - Executive Summary REPUBLIC OF NAMIBIA MINISTRY OF ENVIRONMENT AND TOURISM PERMANENT SECRETARY Tel: +264 61 284 2011 Fax: +264 61 284 2001 Dr. Malan Lindeque DIRECTORATE: TOURISM AND GAMING Director: Dr. Sem T. Shikongo Tel: +264 61 284 2178/2258