National Export Strategy on Tourism

1.1.1 Sensitization workshops to improve awareness of WTO accession implications, to ensure that correct information is disseminated and accurate perceptions are created among tourism sector operators. 1.1.2 Conduct an initial due diligence study to identify promising investment opportunities in Liberia which could be of interest for international tourism investors. 1.1.3 Develop and institutionalize a mechanism for Liberian tourism operators to channel investment opportunities to LNIC which can then be used to approach potential investors.

1.1.4 Based on the portfolio of identified opportunities, identify potential investors and facilitate business-to-business meetings and delegations to Liberia. Involve Liberian diplomatic and commercial representations overseas to liaise with potential investors. 1.1.5 In consideration of the ongoing review of the Liberian Revenue Code, review / propose tenets for attracting international investors to the tourism sector.

1.1.6 Establish specific investment attraction provisions to encourage international film studios to see Liberia as an affordable option for movie production. Brief feasibility study involving consultations to result in recommendations. 1.1.7 Develop a branding strategy for the sector for both domestic and international markets.

1.1.8 Ensure that LNIC can provide continued post-deal facilitation and monitoring for / of investors through dedicated support. Post-deal support to include an efficient conflict resolution mechanism for mediating disputes between the community and investors. 1.1.9 Identify and highlight in which international tourism fairs Liberia should be represented and facilitate national participation.

1.2.1 Speed up the adoption of the Liberian National Tourism Authority Act by the senate through a sensitization and advocacy campaign aimed at stressing the importance of the Liberian national tourism authority to the overall tourism sector. A White Paper will be developed and shared with key stakeholders including policymakers.

1.2.2 Permit tourist visa issuance by consulates, which will allow easier tracking and analysis of tourism statistics.

1.2.3 Consider the introduction of e-visa filings. 54 LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 Activity

1.2.4 Develop standardized rates for taxis in Monrovia to provide a degree of comfort for tourists in terms of rate transparency, with set prices for key routes. Implement enforcement mechanisms to ensure that taxi drivers are compliant with these rates. Initiate a system of certifications for authorized taxis after compliance with certain requirements and standards. In parallel, establish a mechanism for consumers to report complaints.

1.2.5 Develop a Liberian food sanitation regulation that will enforce minimum quality standards to be followed by businesses serving food, including hotels, restaurants and food outlets. Regulation to be accompanied by strict enforcement mechanisms.

1.3.1 Review / introduce an information flow mechanism for recording visitors’ arrival / departure information between the Airports Authority, LISGIS and airlines. As a related project, assist LISGIS in developing an electronic database linked to the Internet where this information can be accessed by relevant entities for their purposes.

1.3.2 Negotiate with WTO ( or other partners ) to assist national authorities to understand the requirements related to implementing the Tourism Satellite Account framework. Leverage free WTO seminars about services statistics to support public entities to improve the collection of statistics. As a first step, seek WTO help for services statistics, together with UNWTO and others for basic services statistics.

1.3.3 Conduct airport surveys, with trained staff interviewing passengers in the departure lounge.

1.3.4 Conduct a mapping exercise to enumerate and gather information on existing tourism sites in the country. Information required will include available feeder transportation services, accommodations, medical facilities and security information. Develop a platform ( Internet and phone applications ) to disseminate gathered information.

1.3.5 As a secondary follow-up to the tourism enumeration exercise, identify infrastructure and rehabilitation needs associated with each site. Develop funding proposals for a set of prioritized sites.

1.3.6 Promote the lesser-known attractions in Liberia by using print and electronic media to target Liberian nationals.

1.3.7 Develop an inventory of suppliers for the tourism sector ( e.g. food and beverages, equipment, car rentals ).

1.3.8 Organize an annual domestic trade fair for Liberian businesses to offer their services to domestic tour operators. Strategic objective 2: Infrastructure development will be crucial to develop the sector and support tourism actors in their operations. The focus will be on improving both hard infrastructure (mainly transportation and road) and soft in- frastructure such as exploration of alternate sources of en- ergy, development of rest stops along key tourist routes, etc. Financial access infrastructural improvements will also be key and it is envisaged that, in the future, sector operators will have better access to finance and tourists will benefit from secure and flexible means of withdrawing money, paying for hotels, etc. Strategic Objective 2: Improve necessary infrastructure for supporting the sector Operational Objective 2.1: Operational Objective 2.2: Operational Objective 2.3: Develop and improve soft Improve financial access Develop transportation based infrastructure directly supporting infrastructure infrastructure supporting the sector the Tourism sector STRATEGIC DIRECTION OF THE SECTOR IN THE FUTURE 55 Activity

2.1.1 For Liberian sites recently inducted into the UNESCO World Heritage List, clearly understand the associated requirements in terms of management and maintenance, and ensure resources from the national budget are dedicated to their upkeep.

2.1.2 Starting from the priority locations, develop MICAT posts in key areas as a nodal agency for collecting information. In parallel, develop protocols to collect, vet and feed information collected from various entities ranging from immigration authorities to local MICAT posts. 2.1.3 Introduce a rating policy for hotels which are in line with international standards and initiate steps to accredit the system with internationally agreed regulations.

2.1.4 Identify options for harvesting alternate sources of energy including solar and hydropower as a means to reduce the energy costs for tourism operators. Options to be recorded through a White Paper. 2.1.5 Develop a network of rest stops along key routes leading from Monrovia to prioritized non-Monrovia tourism attractions.

2.1.6 Establish a network of tourism offices or helping posts that will function as a one-stop shop. The first office will be set up in Monrovia and manned by an initial batch of officers who will train following batches. 2.1.7 In order to improve the security climate in key tourist areas, introduce a cadre of police dedicated to serving tourists. Cadre to be empowered to ensure quick resolution of complaints.

2.1.8 Improve access to ATMs in the country, especially in non-Monrovia locations.

2.2.1 Negotiate with the major payment gateway providers, specifically MasterCard and Visa, to streamline operations in the country. Specifically with respect to online payments, introduce a facility for card processing without the physical presence of the cardholder so that tour operators and hotels can process bookings more efficiently.

2.2.2 Identify and prioritize road linkages between Monrovia and key tourism destinations for inclusion in existing and future road improvement projects. Priority locations to include : Robertsport, Buchanan, Kpawatee and Sapo.

2.3.1 Develop seaplane and ferry boat transportation infrastructure linking Monrovia to Robertsport and Buchanan. Conduct an initial feasibility study to this effect, that should result in a tender if deemed viable.

2.3.2 Advocate and jointly explore with airlines the feasibility of direct flights from key market segments including the EU. As an initial step aimed at helping airlines with their due diligence, jointly explore the business case from a demand perspective.

2.3.3 Using the due diligence and recommendations already provided through the National Export Strategy and other infrastructure assessments, develop the national inland waterway infrastructure so that tourists can have better access through transportation along rivers, lakes and other inland water sources.

2.3.4 Conduct a feasibility study to assess the potential for bamboo use in the Liberian tourism sector. Strategic objective 3: Acknowledging that the skills de- velopment gap in the sector is urgently in need of redres- sal, a number of short-, medium- and long-term activities have been identified to improve the human capital in the sector. This will be achieved by expanding the expertise and capacities of skills providers (training institutions such as existing hospitality schools as well as, potentially, uni- versities ) and employers such as hotels / restaurants / re- sorts. Expertise will be brought in from outside Liberia where required in order to help training institutions de- velop their own capacities. Activities under this strategic objective will be inextricably linked to the important issue of youth employment and entrepreneurship. It is expected that the sector will be a major employer of young people in the future and the skills development, youth, and employment and entrepre- neurship angles must be strengthened. (cc) jbdodane. Reflections in the Bomi Blue Lake, Liberia. 56 LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 Strategic Objective 3: Improve skills development in the sector Operational Objective 3.1: Operational Objective 3.2: Operational Objective 3.3: Develop and deploy a model to work Assist fotels in improving Improve youth integration in productive with international training institutions on-the-job training programs activities throughout the vc Activity

3.1.1 Develop collaboration agreements with reputable institutions from African ( and other international ) hospitality institutes to support the set up / improvement of hospitality and culinary schools ( improve standards and support curriculum ). • Assist Liberian institutes to identify differentiation factors for developing a Liberian flavour. • Compliance with international standards. • International partner to procure certification and provide it to local partners ( verification from international partners on an annual basis ). 3.1.2 Develop and deploy Training of Trainer programmes involving a batch of Liberian trainers attending semester- length courses in international partner institutions.

3.1.3 Develop and introduce a national curriculum for tourism studies in Liberia in collaboration with international and regional institutes ( such as schools in Ghana and the Gambia ) and the private sector. Integrate existing Liberian curriculum ( including informal cultural knowledge ) in the institutes.

3.1.4 Involve United Nations Volunteers ( UNV ) to sponsor tourism trainers and experts who will be integrated within the broad spectrum of institutions supporting the tourism sector, including ministries, the tourism authority ( forthcoming ), universities, etc.

3.1.5 Upgrade teaching standards in tourism training institutes through a train the trainers programme, where instructors in hospitality TVET schools get access to capacity-building by experts from regional / international hospitality training institutions.

3.2.1 Assist hotels and hospitality operators in developing apprenticeship / on-the-job training programmes that will feature newly inducted trainees dividing time between training and work. Training courses will include confidence-building as part of a client management course. Work with select hotels and operators on a pilot basis to test out apprenticeship programmes.

3.2.2 Launch a training programme aimed at developing professional guides. Programme to include a certification post-training for qualified candidates. Aspects of training to include : • Customer service • Comprehensive background knowledge on tourism sites. Train bilingual guides in the case of specific tourism sites that appeal to certain target markets.

3.2.3 In a bid to increase mobility in the sector for qualified and experienced workers, establish the provision of accreditation after a certain amount of job experience in the sector. Encourage hotels and other tourism employers to sign up for this accreditation programme wherein they can sign-off / approve / rate their experience in working with the candidates. Consider case studies including Chile, etc. in this regard. STRATEGIC DIRECTION OF THE SECTOR IN THE FUTURE 57 Activity

3.2.4 Develop a tourism school in Robertsport as a means of developing human capital in line with improving tourism infrastructure. Select areas of training : • Customer service and hospitality management • Tour guides • Cross-cultural interaction • Lifeguards. School to be linked with activity on developing a surf school. Pilot to be scaled up to Buchanan and other locations based on success levels. 3.2.5 As a pilot initiative, launch a job fair in the sector involving tourism operators and jobseekers. Scale up the initiative based on the results.

3.3.1 Establish a mechanism by which job vacancies can be posted ( TVET or university websites ) and youth, as well as other members of the workforce, can submit their résumés to interested employers. Mechanism to be both paper-based and online.

3.3.2 Align with existing programmes that target youth in at-risk communities in Monrovia and regional locations, and involve them in productive tourism activities through short, intense trainings and job placement with tourism operators. 3.3.3 Develop continuous workshops targeting young people working in the sector to develop transferable soft skills such as customer service, communication, health and safety, and teamwork skills.

3.3.4 To cultivate and stimulate a culture of entrepreneurship among hospitality students, connect successful entrepreneurs as ‘youth entrepreneurship ambassadors or champions’ with schools, as in the German experience. Tourism champion entrepreneurs would visit schools to share their experience, daily work and business-related activities.

3.3.5 Train youth-headed start-ups in business management and entrepreneurship with a particular focus on the tourism industry to support the sustainable growth of their businesses and their productive integration to the sector. Strategic objective 4: In order to ensure the success of Strategy implementation, it is essential that two aspects are paid particular attention – inclusive participation of local communities and due consideration of the environ- ment in all project design and implementation activities. The Strategy design process has attempted to ensure that this focus remains the centre of attention through the pro- vision of regional consultations in addition to Monrovia. PoA activities are designed with this focus in mind. Strategy implementation will also maintain this focus. Strategic Objective 4: Ensure environmental sustainibility and integration of local community involvement in sector development Operational Objective 4.1: Operational Objective 4.2: Inform and build capacity of local communities Ensure focus on aspects related to contracts regotiation, land on environmental preservation utilization and community-investor relationships 58 LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 Activity

4.1.1 Develop LNIC’s presence and linkages with local communities so it can continually gather information and build trust and relationships with the overall goal of strengthening Government–communities relationships vis-à-vis investments. Use proposed extension of MICAT presence outside Monrovia.

4.1.2 Create awareness – through a series of consultations – among local communities near key tourist sites about the potential benefits of tourism for them and the value of preservation of their environment, culture and heritage. Build their capacity on smallholding tourism ventures such as food preparation services and handicraft production as a way to diversify income opportunities.

4.1.3 Assist local communities in getting organized and bringing their handicraft products to market. Assistance to include : • Standardization of products with a unique differentiation factor ( Liberian ) and market Liberian-made products ; • Integration with destination marketing ; • Helping artisans organize into associations ; • Assisting artisans to bring their product to market in collaboration with the one-stop shop established in Monrovia and increasing their presence at the airport.

4.1.4 Develop a vocational school for women to impart training on weaving traditional clothes, handicrafts and other skills. Connect groups to the market.

4.1.5 Guide community groups in counties linked to tourist sites in better understanding the tourism-based opportunity, and create formal entities and partnerships ( transportation, catering, lodging, security, guides ).

4.1.6 Develop a network of local tour guides in non-Monrovia areas who will cater to the market in line with increasing tourism demand. Initial focus on the four pilot locations and on the domestic market and existing expats in the country working for the United Nations, NGOs and the private sector as the target market segment.

4.1.7 Coach communities on the importance of effective contract negotiation and honouring contract terms with investors. Coaching will also focus on helping communities decide the right model for : • Financial and non-financial benefits ; • Division of benefits by household versus community-based ‘pots’, ensuring financial transparency and management ; • Sharing the benefits of transportation intra-community ; • Mechanisms for leasing land for investors from landowners ( families, communities ).

4.1.8 Ensure quality and depth of linkages between wildlife parks / reserves and the local community. This can be achieved by ensuring that the local community is part of a sustainable supply chain of campsite catering teams, local guides, restaurants, supplies, etc. Also ensure that compliance with no-hunting zones is rewarded with compensation as originally promised to local communities.

4.2.1 Ensure that preservation of the environment and benefits to local communities are priority areas. Also ensure that enforcement of contracts is honoured by all parties. 4.2.2 Review the current level of enforcement related to laws and regulations protecting communities and the environment vis-à-vis concessionaire contracts.

4.2.3 Ensure proper land-use planning for ecotourism areas and adequate carrying capacity of the land to be used for tourism – using either policy adjustments or development of institutional capacities as required.

4.2.4 Recognize the value of Liberian surfing resources as a means to quantify the resources and use as a business case for protection through a White Paper that will be disseminated to key national entities and development partners. Strategic objective 5: Similarly to the policy gap on tour- Liberian national tourism authority and capacity-building ism, Liberian institutions have not been attuned to the activities for the national sector associations. needs of the tourism sector. These institutions include ministries, technical agencies, associations and other in- This strategic objective also includes support activities stitutions across the wide spectrum of the value chain. such as identification and operationalization of a secretar- Strategy implementation thus includes a strong focus on iat for managing and monitoring Strategy implementation. building institutional capacities in the sector so that they can in turn support tourism sector operators. Examples include advocacy for passing the pending act to form the STRATEGIC DIRECTION OF THE SECTOR IN THE FUTURE 59 Operational Objective 5: Improve institutional capacities and coordination in the sector Operational Objective 5.1: Operational Objective 5.2: Develop capacities of essential Develop capacity institutions supporting the sector for Strategy implementation Activity

5.1.1 Advocate to pass the Liberian National Tourism Authority Act in the senate. 5.1.2 Build up the technical and human capital capacity of the Liberian national tourism authority.

5.1.3 Develop a comprehensive restructuring plan for the national park system, with the goal of capacitating the system. • Development of a strategic plan for the next five years • Human capital assessment and staffing needs • Infrastructure and technical assistance requirements.

5.1.4 Establish MICAT offices in each county to facilitate easier business registration for private sector operators in tourism.

5.1.5 Develop a tourism steering committee composed of public and private sector entities involved in advocacy and decision-making for the sector. The following goals will be key : • Advocate for the interests of the sector as a whole through regular round tables. Members to include Liberian national tourism authority, tourism associations, ministries and other key entities. • The committee will be responsible for effectively mobilizing and engaging implementing institutions to align all development policies to the Tourism Strategy, and for identifying activities that fall under their leadership and plan for required human and financial resources in the next five years. • The model would derive from success stories from countries including Ghana.

5.1.6 Identify types of private sector groupings that would be recognized by MICAT and the forthcoming Liberian national tourism authority as legitimate associations : for example, Liberian association of tour guides, among other types of private sector groupings.

5.1.7 Conduct a round table with major development partners, consulates and international private sector players to inform them about tourism products available, as well as hosting / catering / tour operator capabilities. This will promote uptake of existing tourism products within the expat community.

5.1.8 Develop the Liberian Motorcycle Transport Union’s service capabilities as a transportation service through : • A licensing schemes for motorcycles to be affiliated to the Union as indicated by a sticker. • Training imparted to operators on customer courtesy, as well as to function as tour guides knowledgeable about local tourism.

5.1.9 Ensure that Liberian businesses are registered with the United Nations Development Programme business directory, including the United Nations Global Marketplace system, to ensure procurement officers in the United Nations and other entities know about services on offer. Facilitate a coaching session on registration of businesses.

5.1.10 Assist in developing capacities of tourism sector associations in areas including : • Strategic plan development ; • Services development, thereby resulting in sustainable financial planning for the associations ; • Inter-association cooperation mechanisms and advocacy needs. 60 LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 Activity

5.2.1 Identify and operationalize a physical secretariat that will support the committee in operational aspects such as donor liaison, reporting, etc. Secretariat could be an existing team / organizational unit in a public / private sector body that is already involved with the sector. Build human and technical capacity of the secretariat through targeted training as part of the onboarding process for the staff.

5.2.2 Deploy a robust monitoring and evaluation framework related to sector PoA implementation. The framework is to be integrated with secretariat activities and accompanied by an online tool for viewing project status, report generation, etc. Training on the framework and tool to be integrated in coaching provided to secretariat staff. 5.2.3 Initiate a donor round table to inform donors and development partners active in the country about resource mobilization needs and opportunities related to the sector.

5.2.4 In collaboration with donor and development partners who have expressed interest in supporting National Export Strategy implementation activities, elaborate individual activities into project fiches / proposals and provide assistance to partners in transitioning PoA activities to implementable project proposals. Strategic objective 6: Activities falling under this strategic objective are focused on brand development, promotion KEY TARGET NICHES of the tourism sector in key market segments and product The key niches identified for this Strategy’s time frame development. Product development will also be a core fo- are as follows : cus, with detailed project activities elaborated for the four niche segments identified as central to this Strategy time 1. Surf tourism frame. It is anticipated that implementation of these ac- 2. Wildlife tourism tivities will lead to increased / improved brand recognition 3. Cultural tourism and absorption of Liberian tourism products. The follow- 4. Ecotourism. ing section describes the product development activities falling under this strategic objective. Box 18 : Private sector perspective – ‘Pirates of the Liberian Sea’ Pirates of the Liberian Sea is owned by Paul Donovan and provides fishing charters, dolphin watch- ing, sightseeing, harbour and river surveys, and water transportation in Liberia. They are based on the St. Paul River, and have vessels there, on Lake Piso, and in Robertsport and Buchanan. In appealing to their clients they offer full-day and half-day ocean, river and lake fishing trips. They are also looking into the possibility of providing water taxi services in and out of Monrovia. According to Chief Executive Officer Paul Donovan, ‘the Pirates business needs more hotels and guesthouses in the areas we operate in. Hotels need area attractions, beaches, activities, restaurants, cultural events, local craft outlets and tour companies.’ He further states, ‘tourism may not be large but using a website and several Facebook pages my 3,000 some Facebook friends see every fish caught, every scenic site, and my views of Liberia. This is the perfect way to promote my business’. Donovan finds that there are many challenges. He notes the challenges foreigners face when dealing with immigration authorities at the airport. This process is not smooth and most times leaves visitors uneasy. The road network and traffic is also a challenge. He mentions the need to emphasize the creation of a tourist area or resort at Cape Mount to soften initial appearances of the country. ‘Another challenge is that the Government needs to make doing business here easier. Requiring licences and permits is fine, but one’s business does not have to become a hunting ground of Government officials and inspectors who are only visiting to get their meal for the day.’ He notes that building tourism in Liberia must be carried out with the idea that all op- erators are dependent on each other ; it cannot be looked at selfishly. STRATEGIC DIRECTION OF THE SECTOR IN THE FUTURE 61 SURF TOURISM Africa), Nicaragua, Panama, Fiji, etc. There is potential for Liberia’s surfing segment to drive growth in linked Coastal, maritime and inland water tourism is one of the feeder services such as accommodation, food outlets, most common types of tourism. Coastal environments are transportation, etc. strongly linked to nature in terms of beaches, landscapes and fish, among others. Activities such as beach vaca- 2. Relaxed buyer requirements indicate that typical surf- tions and water-based sports ( e.g. surfing ) are activities ing consumers do not require much infrastructure if frequently undertaken by travellers in this category. the waves are good and uncrowded. This bodes well in Liberia’s case given that the infrastructure is un- While the surf segment has been identified as a strong derdeveloped but with significant room for growth if candidate for initiating pilot projects, there are other seg- market demand ramps up. ments with promise as well. The potential arises from the several rivers winding their way inland through Liberia’s 3. There is significant potential for developing linkages tropical canopies to the Atlantic Ocean, lake resources with other value chains, especially in the medium– such as Piso which are revered for their rich flora and longer term, such as clothing ( wetsuits, swimwear ), fauna, as well as the ocean ( maritime tourism ), which will carpentry ( surfboards and handicrafts ), transporta- constitute the focus in the medium–long term once the tion, agriculture and fisheries. There is also significant infrastructure is better developed. The Strategy contains employment potential, especially for youth, which is a activities aimed at developing capacities in the inland- priority area for Liberia. water and maritime segment, while directly focusing on surf tourism. 4. As in the case of Papua New Guinea, the surfing sec- tor can be used to increase the integration of women Potential for surf tourism’s impact on Liberia into the productive economy. In this particular case, women’s empowerment is supported by building a set 1. A well-defined and proven business case involving of economic activities around the surf tourism sector surfing as a driver of coastal tourism. Success stories which women workers and entrepreneurs are well in- include Costa Rica, Indonesia, Jeffries Bay ( South volved in and benefit from. Figure 13 : Surf tourism product and employment potential EMPLOYMENT DIRECT AND INDIRECT PRODUCTS Surf inspired Self Tours handicrafts Local surf / Cultural Tours beach fashion Lifeguards Surfboard Fishing Tours Local Furniture instructors and guides DIRECT BUSINESSES Surfshops including Hotels, surfboard Bars, Cafes, rentals Restaurants and repairs 62 LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 (cc) Erik Cleves Kristensen. Liberian surfing championships. The surf offering in the Robertsport area is very real, with right place and taking a few strokes. The resulting effect good and uncrowded waves, attributes that are consid- is that the ‘paddle out’ is very safe and very user-friendly. ered rare and valuable by the surfing community. The ad- Additionally, the friendliness of the local community and ditional surf offering is the extremely user-friendly nature surfers is a significant favourable attribute. of the ‘paddle out’ ( the process of paddling out from the beach to access the waves ). In many places with high- The learner arena – while not extensive and localized to quality waves this involves paddling hundreds of metres Cotton’s Point – is excellent for learning. Currently, a lack and getting battered by large waves along the way. At of surfboards suitable for surf lessons hampers the ability Robertsport, as a result of the way the wave breaks in re- of locals to establish a surf school. lation to the land, it is a simple matter of jumping in at the The Strategy proposes the following steps to develop the surfing segment. Activity

6.3.1 Conduct an inventory and mapping of resources along the coast to assess the potential for coastal tourism in Liberia, especially the surfing sector. This assessment would help further delineate the potential for the sector and provide ideas for product development, while at the same time assessing whether a viable business case exists for the sector.

6.3.4 Marketing to the expat and foreign international NGO population based in Monrovia. This segment represents significant foreign exchange and a semi-regular turnover of workers could ensure ongoing success. Also, the nature of surfing means that it is not just a ‘one and done’ proposition but can – and in the dry season already does – attract a reasonable level of repeat visitation. Strategically targeting this market with reliable third party information about the surf offering and experience through employers and agencies in Monrovia could help boost this market. Additionally, working creatively with Robertsport stakeholders to broaden non-surf tour offerings and to develop midweek activities and events that would draw this market out, outside of weekends, could be simple and powerful.

6.3.2 Development of helpful guide materials: Many destinations around Europe, Australia, the United States, Central and South America, and South-East Asia have developed surf guidebooks, maps and online resources. These are a great resource for those planning their travel to get a sense of what is involved, and in setting expectations at the right levels and mitigating risk. Potential for collaborating on a regional level with Sierra Leone (which has a similar offering to Robertsport) for preparation of these kinds of resources would be explored. This information would be useful for all potential markets, from the in-country expat community to all levels of the international market. STRATEGIC DIRECTION OF THE SECTOR IN THE FUTURE 63 Activity

6.3.3 Publicize Liberian surfing offerings: Help facilitate ‘advertorial’ visits by professional surfers for publication in electronic and print surf media. This could help to normalize the notion of travel to Liberia, currently trending towards post-conflict and Ebola-related perceptions. Funds to help facilitate this would be extremely helpful. A focus on some of the non-traditional but more proximal surfing populations in Africa and Europe – in addition to the more mainstream markets of the United States, Australia, Brazil and Japan – would be advisable.

6.3.8 Build the paddleboarding product: Liberia has significant potential for stand-up paddleboarding, especially the flatwater paddling available both directly off Fisherman’s Beach and also on Lake Piso. Potentially, one can learn to paddleboard in a matter of minutes and simple tours of the lake and along Fisherman’s Beach and the bay, as well as what are known as ‘downwinders’ (paddling downwind for long distances and being picked up by a support ve- hicle at the end), are extremely viable and easily established tour options that only require equipment and training.

6.3.9 Advertise Liberia to associations of professionals: This is a potential market which includes specific groups of surfers – such as the Association of Surfing Doctors, the Association of Surfing Lawyers, and even the International Association of Surfing Academics – which have chapters in multiple countries, whose members have high disposable incomes and are prepared to ‘rough it’ a little for a good cause. Proactively targeting such groups could yield multiple large group bookings. Marketing materials previously mentioned and specific marketing materials targeting the needs of each group would be produced.

6.3.6 Establishing a surf school: Helping to establish a locally run surf school would be a great initiative and would involve training of the instructors and procurement of suitable equipment such as surfboards.

6.3.15 Conduct training to address a service gap in the surfing segment: While the issue of higher quality accommodation is not easily addressed, addressing the existing service gap can be tackled relatively easily and in the shorter term. Professional expertise will be sought from institutions including the San Diego State University ( SDSU ) Center for Surf Research in coordination with the SDSU School of Hospitality and Tourism Management, using students and faculty in a train-the-trainer capacity in Robertsport.

6.3.7 Ensure maintenance of beaches: For the surfing segment to grow, safety and the cleanliness of beaches will need to be maintained. Community groups will be mobilized on a regular basis to ensure that beaches in the surfing spots remain clean. Community-led efforts will be vital to ensure maintenance and sustainability of the beaches.

6.3.5 Expand the youth surfing festival through provision of multi-year financing and technical support. The festival will put the spotlight on Liberia from both a surfing and youth focus, drawing in participants and tourists from the region initially, and thereafter drawing an international crowd from other parts of Africa and beyond.

6.3.10 Develop linkages with the carpentry sector to build boats, surfboards and other wooden products that can derive demand from coastal tourism. Box 19 : Private sector perspectives – Nana’s Lodge Nana’s Lodge was founded in May 2008 by Liberian entrepreneur Musa Shannon and is located in Robertsport, Grand Cape Mount County. The resort is described as nature’s playground for fami- lies and couples looking for quality time together, surfers and adventure seekers, or just for pure relaxation. The resort is usually frequented by ‘weekenders’ from Monrovia consisting of 85 % expats and 15 % Liberians. They receive between 100 and 150 guests per month. Nana’s Lodge amenities include accommodations ( eight rooms ), a bar and restaurant, a campground and beach activi- ties. In the past the resort has been known for surf tourism but these days the management wants to promote the resort and its environs as a hub for leisure events. The resort liaises with local enti- ties, brands and event specialists in concept development for featured events, i.e. parties, festivals, tradeshows, sporting events, etc. According to owner Musa Shannon, it is imperative for Robertsport to be sold as a tourist destina- tion. Even though most people in Liberia know about the resort and its events due to word of mouth, it is not promoted internationally. This is because it is currently a small property and is not equipped for mass tourism. Since its opening the Lodge has made an impact in the community and has bet- tered the lives of locals. The resort currently has 15 employees that were hired from the local com- munity. One of their motivations is to train youth in hospitality and tourism through internships. This is still in the idea phase. 64 LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 WILDLIFE TOURISM Strategy response Activity Major constraints / opportunities affecting the wildlife tour- ism segment, and Strategy responses 6.2.8 Develop an endangered species list in Liberia that can be used as a basis for programme 1. There is currently no umbrella wildlife authority in the development. country that can work in tandem or as part of the FDA. 6.2.12 Conduct an enumeration of the following The net result is a lack of in-depth analysis into the services available at Sapo National Park, among state of the overall wildlife population and a conse- others : quent lack of robust recommendations that can be • Accommodation ( e.g. guest houses, camping channelled into the policymaking and technical plan- sites ) ning mechanism. For instance, deliberations on un- • Restaurants, food services derstanding the impact of illegal mining, hunting, • Medical facilities. farming and logging activities on the environment in- Develop a directory and make the directory clude strong voices from the FDA but there is no au- available to the FDA ( for researchers visiting the thoritative agency that can provide guidance on the park overnight ) and MICAT. impact on wildlife as well. There is thus a need to ei- 6.2.11 Conduct an extensive exercise to map and ther boost the mandate and capacities of the FDA to enumerate wildlife resources in the country with include a wildlife section or constitute an entirely new a view to establishing a baseline that can guide body that will work closely with the FDA. policy decisions and be a starting point for efforts to conserve species and manage wildlife resources at a national level. Strategy response Activity

6.2.1 Support the establishment of a competent wildlife 3. The road network connecting Monrovia to wildlife re- authority in the country that will be linked to the source areas is poor, necessitating improvements national park system. The authority will draw up before any significant number of tourists can travel regulations on conversation and management of to these areas. An example in point is the journey to wildlife resources in the county. The authority will Sapo National Park, which can take an arduous 10+ serve as the focal point for all wildlife matters and hours during the rainy season. In order to ensure a either work closely with, or within, the FDA. degree of convenience to travellers, certain road and

6.2.2 For the proposed wildlife authority, develop related infrastructure improvements are proposed and implement a resourcing plan to equip the through the Strategy. authority in administrative, technical and human capital terms : • Technical equipment and associated training ; Strategy response • Broad training curricula for wildlife rangers ; Activity • Development of a multi-year strategic and operational plan. Adequate financial resources 2.2.2 Identify and prioritize road linkages between allocated for implementation at least for years Monrovia and key tourism destinations for 1 and 2, with an attached resource mobilization inclusion in existing and future road improvement plan for facilitating financial sustainability for projects. Priority locations to include : following years. • Robertsport • Buchanan 2. There is a pronounced information gap in the seg- • Kpawatee ment, whether relating to enumeration of wildlife re- • Sapo National Park. sources or to the number of visitors absorbing wildlife 2.1.5 Develop a network of rest stops along key routes tourism. Without data, technical and policy decisions leading from Monrovia to prioritized non-Monrovia will only be made on the basis of educated guesses tourist attractions. Additionally, facilitate growth and on a qualitative basis rather than based on fac- of hotels / guesthouses / clinics along the main tual data. routes through a public–private development model. STRATEGIC DIRECTION OF THE SECTOR IN THE FUTURE 65 (cc) shankar s. Pygmy Hippos. 4. The pygmy hippopotamus remains Liberia’s strong 5. Despite strong potential, the wildlife product current- but relatively untapped symbol of resilience that can ly on offer is weak and requires strengthening. The be leveraged for country branding. While pygmy hip- Liberian wildlife product remains relatively weak and pos are also found in Sierra Leone and Côte D’Ivoire, beyond arm’s length except for intrepid adventure Liberia boasts the largest population, much of it spread seekers, researchers and some faith-based groups. in Sapo National Park. Against expectations, the spe- It needs to be refined and tailored to meet the short- cies has survived Liberia’s two civil wars, and although term domestic market ( including expats living in the they remain notoriously introverted, scientists have con- country ). Success in this market will facilitate experi- firmed through technological means (including camera ence and the increased revenues required to attract traps) that the species has survived in some numbers greater international tourists in the medium-to-long- ( although the exact specifics are not available ). The term. There is currently a gap in terms of packaging species can be a strong draw for tourists and also serve and presenting the Liberian wildlife value proposition as a symbol of resilience for the country. as a product. Interested consumers do not have a point of contact in the form of experienced tour op- Strategy response erators who can organize visits and manage end-to- Activity end logistics. Hotels do not offer these services and all logistics and planning is currently the burden of the

6.2.7 Develop a conservation fund / rejuvenate the tourist, which is not sustainable. defunct Pygmy Hippo Foundation as a means to generate funds that can be used for research and Strategy response protection of the pygmy hippo species. • Develop a pygmy hippo mascot symbol to Activity be used for merchandise sales through the 6.2.6 Hotels, tour operators, local communities, and foundation. other actors in the value chain will join forces • Mobilize the diaspora to get involved through and develop daily / multi-day products for online fundraising, sales of merchandise and tourists to visit key wildlife areas including Sapo other support means. National Park and Mount Nimba Strict Nature • In collaboration with Hummingbird Resources Reserve. or another primary sponsor, facilitate the operationalization of the original goal of the Pygmy Hippo Foundation to serve as ‘a 6. Liberian wildlife reserves need to be preserved and bridge between industry and conservation, rehabilitated, and at the same time key regional ar- channelling financial and non-financial support rangements should be finalized to manage cross-bor- into wilderness preservation and conservation’.2 der wildlife resources. As a result of the civil conflicts Develop a portfolio of research grants, and the proliferation of illegal hunting, mining, farm- internships and conservation projects centred ing, etc. activities close to important wildlife habitats, around the species and involve national, there is an urgent need to step up conservation ef- regional and international specialists interested forts. Conservation efforts have faced consistent chal- in conservation. lenges ranging from policy enforcement to capacity 66 LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 United States Agency for International Development. Aerial view of green African forest, Liberia. development of park officials. Efforts would go be- Activity yond wildlife conservation and, in cases such as Sapo 2.1.1 For Liberian sites recently inducted into the National Park, would require restructure and rehabilita- UNESCO World Heritage List ( Mount Nimba tion of the entire park complex. Strict Nature Reserve and Providence Island ), clearly understand the associated requirements Strategy response in terms of management and maintenance, and Activity ensure resources from the national budget are dedicated to their upkeep.

6.2.4 Develop an upgrading and restructuring plan for the entire Sapo National Park complex. Develop 6.2.13 Support existing conservation efforts for joint programming with potential partners to manatees at Lake Piso Multiple Use Reserve identify expertise and funding options. Focus through technical and financial support. areas to include : 7. Community involvement in recent initiatives involving • Strategic and operational plan development ; wildlife resources is uneven. For instance, even though • Analysis of multi-year resource needs, communities living around Sapo National Park are en- including facilitation of the financial autonomy thusiastic about development opportunities in the eco- of the Park ; tourism and wildlife tourism areas, they have expressed • Community involvement in management of the dissatisfaction at not receiving compensation in return Park and modalities for shared benefits ; for complying with the ban on hunting opportunities • Training and other needs to build the human in Sapo. In order to ensure sustainable development capital throughout the Park’s organization in this niche segment, it is essential to maintain a high chart ; degree of transparency, fairness and equitable shar- • Forging strong linkages with the FDA and ing of benefits originating from tourism revenues in and other institutions. near local communities. This is especially important

6.2.3 Establish a protected areas trust fund to drive given that Liberia is a post-conflict country and the root Park management and to facilitate sustainability causes of conflict are still festering under the surface. of conservation efforts in the country. This Quality and depth of linkages between wildlife parks/re- multi-partner trust fund would require multi- serves and the local community must be ensured. This year financial support accompanied by a strict can be achieved by ensuring that the local community monitoring and evaluation framework. is part of a sustainable supply chain of campsite ca-

6.2.5 Assess bottlenecks in developing the Gola tering teams, local guides, restaurants, supplies, etc. Transboundary Park between Sierra Leone and Liberia, and launch advocacy efforts to complete Strategy response formalities for opening the park. Activity See specific activities under PoA strategic objective 4 related to community involvement and environmental protection. STRATEGIC DIRECTION OF THE SECTOR IN THE FUTURE 67 Box 20 : Private sector perspectives – Mangrove Paradise Mangrove Paradise is located on the Du River / Mangrove Paradise Island. It is owned by Liberian entrepreneur Pinky Goll and has been in existence since 2008. The company’s products and services include canoe tours, hiking, farming, and bird and monkey watching. In expanding the business, Goll mentions future plans of opening a full service restaurant, a variety store and a gift shop with branded products. She also aims to construct three guesthouses, establish a campsite, and add canoeing competitions and hang-gliding to their list of attractions. Mangrove Paradise aims to be recognized as a Liberian ecotourism site and to help promote Liberia in becoming a leading tourist destination. Though the company prides itself on empowering locals in the com- munity by hiring within and teaching the importance of being environmentally friendly, they still have issues regarding a lack of respect for the environment by locals. Goll says, ‘there is a need for them to be sensitized and penalized for going against the Environmental Protection Agency’s regulations, including deforestation and mass fishing ( putting explosives in the river to kill multi- ple fish at a time ).’ Regarding future growth of the company, Goll mentions the desire to partner with investors or organizations for the ecotourism mission to be realized. (cc) Erik Cleves Kristensen. Beach of Robertsport. competition is getting stiffer, how can Liberia use its tan- CULTURAL TOURISM gible and intangible cultural assets to create a unique sell- ing proposition that proves attractive to tourists? Two important questions facing this tourism segment in any country are as follows : Liberia has a history, culture, people and customs that amalgamate into a compelling story for promoting cultural ƒƒ Where is the comparative advantage in an increasingly tourism. However, like other segments, there is currently competitive marketplace? very little to offer in terms of products. If this segment is ƒƒ How can uniqueness be developed in an increasingly nurtured, it has significant capacity for drawing tourists globalized world? in a manner that benefits local communities and tourism operators. If implemented in a manner that is coherent In other words, in a marketplace where there is glob- and well thought out, the positive impact will serve as a al recognition of the potential of this segment and the peacebuilding factor in the country. 68 LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 Major constraints / opportunities affecting the cultural tourism segment, and Strategy responses 1. Rehabilitation of cultural resources – historic sites, mu- seums, buildings – is an important consideration that has been neglected due to competing priorities, along with the ever-present constraints of lack of finance and technical expertise. Activities

6.4.1 Develop a priority list of sites, monuments and buildings at a national level that require rehabilitation and, specifically, funding and technical expertise. The list is to be divided between Monrovia and county levels. As a starting pilot, develop a rehabilitation plan for renovating resources such as museums in Monrovia and historically significant buildings that are deemed important from a city tourism point of view. Develop a multi-year project plan with resourcing needs. Invite bids for select projects, starting with Monrovia as the pilot location.

6.4.8 Develop a concept around Tala airport in Robertsport : (cc) Multimedia Photography & Design - Newhouse School. A shot • Renovation and operationalization of the from Together Liberia's stay in Cestos, the capital of Rivercess County. airfield to develop connectivity with Roberts Photo by Cameron Zohoori. International Airport. • Development of a museum for expanding on Second World War historical significance. Activities

6.4.4 Develop cultural tours around the country, 2. As in the case of other tourism segments, product starting with select pilots focusing on the development is an essential prerequisite for Liberian concept of African villages. Scale up pilots based cultural tourism to take off. Currently, very little out- on results. reach and product development centred around cul- 6.4.5 For the fairgrounds in Buchanan, develop and tural tourism has taken place and examples are few promote a schedule of events. and far between. Tangible products need to be de- veloped and deployed with the assistance of various 6.4.6 Develop a set of city-based tourism products through collaboration with hotels and service value chain actors and tested as pilots. Over time, a providers including tour operators, guides and pipeline of projects is expected to emerge as a result taxi services. Products to be aimed at the closest of this piloting and scaling up approach. market segment at hand : the domestic market, including expatriates and visiting businesspeople Activities and officials. Hotels and lodging venues will be

6.4.2 Explore opportunities for ethical fashion initiatives the anchors for the products and will also include involving local Liberian designers and leveraging monitoring to measure uptake of the products. Liberian cultural heritage. Connect Liberian Based on performance, scale up and diversify designers to the markets through high quality : products. Also use monitored results. Exposure to markets through participation in 6.4.7 Develop a tourism website and a calendar of shows and events in Liberia and outside ; events that is updated regularly and viewed • Technology and expertise support ; through the website. A vetted process for • Financial support for procuring material and validating and entering events information on the human capital, and for operating expenses. calendar will also be deployed.

6.4.3 Enhance / encourage existing national / yearly 6.4.9 Develop a network of craft markets in the country events, i.e. marathon, surf competition, Sheroes with the view of promoting high-quality Liberian Awards, Liberia Music Awards. handicrafts to domestic and international tourists. STRATEGIC DIRECTION OF THE SECTOR IN THE FUTURE 69 (cc) jbdodane. Bomi Blue Lake, Liberia. ECOTOURISM As noted earlier, ecotourism has cross-linkages with other Activity tourism segments, including two segments which this 6.5.2 Develop the brand image of Kpatawee Falls, Strategy has identified as having particular potential in capitalizing on the Ramsar Site classification Liberia : cultural tourism and wildlife tourism. Therefore, according to the falls. Ensure that the many PoA activities that are relevant for those segments requirements for maintaining the classification are also hold true for ecotourism. always in compliance.

6.5.3 Deploy the community-led ecotourism model The Strategy proposes the following steps to develop the in Liberia for developing niche Liberian ecotourism segment ecotourism products. The model would involve Activity clear delineation of community / Government / private sector ownership versus management

6.5.1 Develop a community-driven tourism product for responsibilities. Consider successful examples in Kpatawee Falls : Madagascar, Kenya and other countries. • Proper fencing and gates for collecting gate fees from tourists based on an appropriate 6.5.4 Explore the possibility of establishing the revenue model. Montserrado and Du River Mangroves as a • Toilet blocks. National Wildlife and Cultural Heritage Site to increase Monrovia’s ecotourism potential. • Camping grounds. • Log cabins ( to be developed at a later time ). • Interpretation and storytelling by trained tour guides. • Tour guides to include arborists to discuss specific tree species. • Displays indicating history and specific information for visitors. • Linking the two falls with multiple walking trails. • Supplies shop at the entrance. • Cultural dances at the entrance with the possibility for tourists to try dance classes and buy traditional dresses. • Parking areas. (cc) Multimedia Photography & Design - Newhouse School. A shot from Together Liberia's stay in Cestos, the capital of Rivercess County. Photo by Cameron Zohoori. 71 HOW TO GET THERE – MOVING TO ACTION The development of the future value chain for the tourism ƒƒ Identify and recommend allocation of resources nec- sector is a five-year project defined through a consultative essary for the implementation of the Strategy ; process between public and private sector stakeholders ƒƒ Assess the effectiveness and the impact of the in Liberia. Achieving the strategic objectives and realizing Strategy ; the future value chain depends heavily on the ability of ƒƒ Ensure consistency with the Government’s existing sector stakeholders to start implementing and coordinat- policies, plans and strategies, and align institutions’ ing the activities defined in the Strategy PoA. and agencies’ internal plans and interventions with the Strategy PoA ; The Strategy in and of itself will not alone suffice to ensure ƒƒ Elaborate and recommend revisions and enhance- the sector’s sustainable development. Such development ments to the Strategy so that it continues to best will require the coordination of various activities. While the respond to the needs and long-term interests of the execution of these activities will allow for the Strategy’s tar- national business and export community ; gets to be achieved, success will depend on the ability of ƒƒ Propose key policy changes to be undertaken based stakeholders to plan and coordinate actions in a tactical on Strategy priorities and promote these policy chang- manner. Apparently unrelated activities must be synchro- es among national decision makers ; nized across the public sector, private sector, NGOs and ƒƒ Guide the sector secretariat in the monitoring, coor- local communities in order to create sustainable results. dination, resource mobilization, and policy advocacy and communication functions to enable effective im- To ensure the success of the Strategy, it is necessary to plementation of the Strategy ; foster an adequate environment and create an appropri- ƒƒ Provide the sector secretariat with the mandate and ate framework for implementation. The following section the necessary resources to fulfil its functions in an ef- presents some of the key success conditions considered fective manner. necessary for the Strategy to be effectively implemented. Composition of the sector steering committee ESTABLISH AND OPERATIONALIZE Given that the core team established during the Strategy A PUBLIC AND PRIVATE COORDINATING development process was highly operational and effec- BODY AND EXECUTIVE SECRETARIAT tive, it is recommended that the sector steering commit- tee be comprised of key entities from the core team, with Sector steering committee special focus on ensuring equitable involvement of both the public and the private sector. A key success criterion for the Strategy is the ability to co- ordinate activities, monitor progress and mobilize resourc- Secretariat es for implementation. It is recommended that a steering committee comprising the key public and private sector A secretariat will assist the sector steering committee in entities be formed. This will function as a platform with a acting as an operational body responsible for the daily balanced representation of all major tourism stakeholders coordination, monitoring and mobilization of resources to share information in open communication. for implementing the PoA. It is proposed that it takes on this role with technical support from key ministries and Overall it is proposed that the steering committee be technical agencies. The secretariat will be composed of responsible for the following responsibilities related to one or two technical operators. Strategy implementation : The core responsibilities of the sector secretariat should ƒƒ Coordinate and monitor the implementation of the be to : Strategy by the Government, private sector, institutions or international organizations to ensure implementation ƒƒ Support functioning of the sector steering committee ; is on track ; 72 LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 ƒƒ Collect and manage data to monitor the progress and Proactive networking and communication impact of Strategy implementation ; ƒƒ Liaise with and coordinate development partners for The key implementing institutions detailed in the PoA Strategy implementation ; need to be informed of the content of the Strategy and the ƒƒ Elaborate project proposals and build partnerships to implications for their 2016–2020 programming. This net- mobilize resources to implement the Strategy ; working and communication is essential to build further ƒƒ Follow up on policy advocacy recommendations from ownership and provide institutions with the opportunity to the sector steering committee ; confirm the activities they can implement in the short-to- ƒƒ Ensure effective communication and networking for long term. Communication and outreach to sector stake- successful Strategy implementation. holders is equally important to create momentum and support for the recommendations of the Strategy. This active communication normally speeds up implementa- Both the sector steering committee and its secretariat tion through greater engagement of all parties. will work hand-in-hand with existing entities established to streamline Government operations Resources for implementation and enhance donor operations. These include the Special Projects Implementation Unit housed in MoCI, The steering committee and its operational secretariat, the President’s Tourism Exploratory Committee and together with the authorities, will need to capitalize on the others. It may be conceived that the secretariat is momentum gained as part of the Strategy design pro- accommodated as part of an existing entity, with an cess in order to leverage additional support for efficient extended mandate and resources allocated to it. implementation. Resource mobilization, which is crucial and indispensable in supporting Strategy implementa- tion, involves the identification of priority activities from the KEY SUCCESS FACTORS FOR EFFECTIVE Strategy and proactive networking with various resource IMPLEMENTATION providers ranging from ministries to development part- ners, as well as national and foreign investors. Resource mobilization should be centralized at the secretariat and Capacities for managing implementation supported by the steering committee. The presence of the steering committee to oversee the For effective implementation of the Strategy, the implementation of the Strategy is a key success factor Government should define a minimum annual budget but it is not sufficient to effectively fulfil its assigned func- to be directed towards Strategy implementation. This will tions. It will be important that the capacities and skills demonstrate the Government’s commitment to strength- of the sector secretariat be sufficient to ensure effective ening the tourism sector and encourage partners to also management of Strategy implementation. The secretariat support sector development. should have knowledge of best practices in monitoring, programming, mobilizing resources and communicating In addition to national budget support, resource mobiliza- results. It will be important to ensure the secretariat is ad- tion will also target development partners and foreign in- equately resourced and capacitated to effectively assume vestors to support key areas of the Strategy PoA. Because these responsibilities. the Strategy has been developed with political endorse- ment, private sector buy-in and collaboration between Private sector support and participation national institutions, it provides an adequate framework for development partners to plan interventions based on As the primary beneficiary of Strategy implementation – the Strategy PoA. through improved productive capacities, reduced costs of doing business, facilitated administrative procedures, Investment flows to Liberia should also be considered as enhanced access to finance, etc. – the private sector will a valuable driver of Strategy implementation and over- need to be directly involved. The private sector clearly all trade development. The relevant authorities, such as expressed during the Strategy design process its willing- MICAT, LNIC and MoCI, in partnership with the private ness to contribute, directly or in partnership with public sector, should target priority investment. institutions, to the implementation of the Strategy. Their implementation efforts can range from providing business The various implementation modalities detailed will deter- intelligence to institutions to contributing to development mine the success of Strategy implementation. However, projects, establishing processing and transformation high-level support from the Government, in collaboration units, advocacy, etc. In brief, the private sector’s practical with strong championship by the private sector, will be the knowledge of business operations is essential to ensur- real driver of successful Strategy implementation. ing that the activities of the Strategy are effectively imple- mented and targeted. 73 (cc) jbdodane. Beach of Robestsport. CONCLUSION Despite occasional shocks such as the financial crisis of reasonable time frame. There are significant challeng- 2009, the global tourism industry has shown virtually un- es to overcome but the opportunities far outweigh the interrupted growth. Tourism shows particular promise for challenges. Other post-conflict destinations have been developing countries. The tourism industry is one of the able to overcome their negative international image in largest and fastest-growing sectors in the global econo- the process of reviving their tourism industry. Their ef- my and a key driver of socioeconomic development, as forts required integrated approaches, public–private sec- it is labour-intensive and stimulates SME growth and in- tor partnerships, investment and marketing campaigns, vestment. Tourism has been used in other countries as among others. an economic driver for growth which can widely support poverty reduction. Tourism also has an important spillo- This five-year Strategy is expected to establish the fun- ver effect, spurring growth in closely related sectors and damental building blocks for the sector and enable ro- subsectors such as agriculture, furniture manufacturing, bust Liberian tourism products to be tested and scaled foods and beverages, and infrastructure development. up. At the end of the five-year period, it is envisaged that the base of the sector will have increased to a point that A more vibrant tourism industry in Liberia is achievable new niches and more visionary approaches can be em- and will act as a means of enabling economic develop- ployed. The future of Liberian tourism is bright, provid- ment while improving employment and overall socioeco- ed sector stakeholders, including Liberian policymakers nomic development. Liberia enjoys a rich natural capital and enterprises, can remain focused on this important with high touristic potential which can be leveraged in a endeavour. (cc) Moody College of Communication. World refugee day lk 1. (cc) kath37. Robertsport. LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM PLAN OF ACTION LIBERIA 76 Strategic objective 1 : Spur policy focus and improve the business / investment climate for the tourism sector. Operational Activities Priority Implementation Beneficiaries Targets Lead Supporting Possible objective 1=high period implementer implementers funding 2=med source 3=low 2016 2017 2018 2019 2020

1.1 Improve 1.1.1 Improve awareness – through sensitization workshops – of WTO 2 Entire value chain Workshops held every MOCI MICAT National the investment accession implications for Liberian tourism operators, to ensure that correct quarter in 2017 NIC Budget climate for the information is disseminated and accurate perceptions are created among LTEC sector. tourism sector operators. Specific areas of discussion : »» Investment provisions for international investors ; »» Technical areas not affected by accession, and therefore not prone to external competition. Case studies of other countries where the tourism sector has scaled up as a result of external investment, joint ventures activity.

1.1.2 Conduct an initial due diligence study to identify promising investment 2 Investors, Study conducted in MICAT LINTA National opportunities in Liberia which could be of interest for international tourism Liberians offering 2017 NIC Budget Investors. investment MOCI opportunities LTEC

1.1.3 Develop and institutionalize a mechanism for Liberian tourism operators 2 Investors, Process NIC Chambers of TBD to channel investment opportunities to LNIC which can then be used to Liberians offering institutionalized by commerce, approach potential investors. investment mid-2017 MFA opportunities LIBA LINTA MICAT LTEC

1.1.4 Based on the portfolio of identified opportunities, LNIC to identify 2 Investors, Hold initial set of MFDP MICAT, MOCI Low potential investors and facilitate business-to-business meetings and Liberians offering business-to-business LRA , LINTA, funding delegations to Liberia. Involve Liberian diplomatic and commercial investment meetings in mid-2017. LIBA, Chamber of implication LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 representations overseas to liaise with potential investors. opportunities Hold regular events Commerce, LTEC in Liberia, as well as lead regular Liberian delegations 2018– 2020

1.1.5 In consideration of the ongoing review of the Liberian Revenue Code, 1 Entire value chain Adequate Liberia Revenue MICAT, MoCI, Low review / propose tenets for attracting international investors to the tourism representation of Authority MOFDP funding sector. the tourism sector is implication maintained throughout the review process and reflected in outputs Strategic objective 1 : Spur policy focus and improve the business / investment climate for the tourism sector. Operational Activities Priority Implementation Beneficiaries Targets Lead Supporting Possible objective 1=high period implementer implementers funding 2=med source 3=low 2016 2017 2018 2019 2020

1.1 Improve 1.1.6 Establish specific investment attraction provisions to encourage 1 Investors, Investment promotion MICAT NIC TBD the investment international film studios to see Liberia as an affordable option for movie Liberians offering package in place my MOCI climate for the production. Brief feasibility study involving consultations to result in investment mid-2017 / permit Movie Union sector. recommendations. The feasibility study will also consider the specific opportunities incentives and location Music Union case studies of countries including India, Ghana and Mauritius that have packages successfully developed this segment. Special focus on : Culture Union »» Linkages with youth development MOYS »» Music video productions. MIA LTEC LINTA

1.1.7 Develop a branding strategy for the sector for both domestic and 1 Entire value chain Five-year branding MICAT LTEC TBD international markets. strategy in place LINTA MIA MYS

1.1.8 Ensure that LNIC can provide continued post-deal facilitation and 2 Investors, local Post-deal facilitation NBC NIC TBD monitoring for / of investors through dedicated support. Post-deal support communities continues with MIA to include an efficient conflict resolution mechanism for mediating disputes adequate capacities MICAT, between the community and investors. developed MOCI

1.1.9 Identify and highlight in which international tourism fairs Liberia should 1 Entire value chain Pilot participation at MICAT LTEC National be represented and facilitate national participation. the ITB and WTM LINTA budget, MOFA Donor funding

1.2 Enact 1.2.1 Speed up the adoption of the Liberian National Tourism Authority Act by 1 Entire value chain White Paper developed MICAT All Stake Holders National necessary the senate through a sensitization and advocacy campaign aimed at stressing by end-2016 Budget legislation to the importance of the Liberian national tourism authority to the overall tourism Act to establish ease doing sector. A White Paper will be developed and shared with key stakeholders Liberian national business including policymakers. tourism authority for sector passed by mid-2017 operators 1.2.2 Permit tourism visa issuance by consulates, which will allow easier 2 Entire value chain Visa issuance process MOFA MICAT National and improve tracking and analysis of tourism statistics. adapted by mid-2017 Budget MOJ efficiency levels. 1.2.3 Consider the introduction of e-visa filings. 2 Tourists e-visa filing options Ministry of MICAT, Bureau of National available in early 2018 Foreign Affairs Immigration and budget Naturalization

1.2.4 Develop standardized rates for taxis in Monrovia to provide a degree of 1 Tourists, citizens, Standardized rate Ministry of MICAT, Taxi National comfort for tourists in terms of rate transparency, with set prices for key routes. taxi operators system introduced Transportation Unions, LNP budget Implement enforcement mechanisms to ensure that taxi drivers are compliant by mid-2017 for taxis with these rates. exclusively allowed Initiate a system of certifications for authorized taxis after compliance with parking at airports and certain requirements and standards. hotels In parallel, establish a mechanism for consumers to report complaints. PLAN OF ACTION 77 78 Strategic objective 1 : Spur policy focus and improve the business / investment climate for the tourism sector. Operational Activities Priority Implementation Beneficiaries Targets Lead Supporting Possible objective 1=high period implementer implementers funding 2=med source 3=low 2016 2017 2018 2019 2020

1.2 Enact 1.2.5 Develop a Liberian food sanitation regulation that will enforce minimum 1 Food outlets, Regulation in place by MOH MICAT, MOCI Donor necessary quality standards to be followed by businesses serving food, including hotels, including hotels end-2017 funding legislation to restaurants and food outlets. and restaurants ease doing Regulation to be accompanied by strict enforcement mechanisms. including small business scale food outlets for sector operators and improve efficiency levels.

1.3 Improve 1.3.1 Review / introduce an information flow mechanism for recording visitors’ 1 Visitors / Tourisms, Conduct an initial MICAT Liberia Airport Donor the provision arrival / departure information between the Airports Authority, LISGIS and the Policy makers gap analysis study to Authority , Bureau funding of statistical airlines. understand current of Immigration, and other As a related project, assist LISGIS in developing an electronic database linked information flow LISGIS, Building information in to the Internet, where this information can be accessed by relevant entities for mechanisms and Markets, LAA the sector. their purposes. Incorporate county access as well. recommend solutions – end-2017 Deploy electronic database by end-2018

1.3.2 Negotiate with WTO ( or other partners ) to assist national authorities in 3 Entire value chain Seminars conducted UNWTO MICAT, MOCI UNWTO understanding the requirements related to implementing the Tourism Satellite in 2017 Account framework. As a first step, seek WTO help for services statistics, together with UNWTO and others for basic services statistics. Leverage free WTO seminars about services statistics to support public entities to improve the collection of statistics. LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020

1.3.3 Conduct surveys at airports with trained staff interviewing passengers in 1 Entire value chain Survey conducted LAA MOYS National the departure lounge. Information to be gathered should include : continuously MICAT budget »» Nature of business conducted in Liberia LTEC »» Type of tourism activity consumed ( if any ) MOJ »» Challenges and areas of improvement, etc. Expand on customer service survey already started by LAA. Care will be taken to ensure that the surveyors are well-trained and pose a friendly, non-intrusive presence to passengers. Collected information will be stored, analysed and shared for better decision- making.

1.3.4 Conduct a mapping exercise to enumerate and gather information on 1 Entire value chain Mapping exercise MICAT LTEC National existing tourism sites in the country. Information required will include available completed by end- LINTA budget feeder transportation services, accommodations, medical facilities and 2016 security information. Develop a platform ( Internet and phone applications ) to disseminate gathered information.

1.3.5 As a secondary follow-up to the tourism enumeration exercise, identify 1 Tourism sites Infrastructure and MOCI LINTA National infrastructure and rehabilitation needs associated with each site. Develop rehabilitation needs MICAT budget funding proposals for a set of prioritized sites. identified by end-2017 NIC LISGIS Strategic objective 1 : Spur policy focus and improve the business / investment climate for the tourism sector. Operational Activities Priority Implementation Beneficiaries Targets Lead Supporting Possible objective 1=high period implementer implementers funding 2=med source 3=low 2016 2017 2018 2019 2020

1.3 Improve 1.3.6 Promote the lesser-known attractions in Liberia by using print and 2 Rural Liberians Campaign to expose MICAT LTEC National the provision electronic media, targeting Liberian nationals. unique qualities of MYS budget of statistical counties initiatied LINTA and other information in 1.3.7 Develop an inventory of suppliers for the tourism sector ( e.g. food and 1 Private sector Inventory developed MICAT MOCI, LTEC, LINTA TBD the sector. beverages, equipment, car rentals ). and included in official tourism website and MOCI website based on quality service delivery

1.3.8 Organize an annual domestic trade fair for Liberian businesses to offer 2 Private sector Domestic trade fair MICAT MOCI, LTEC,LiBA, TBD their services to domestic tour operators. This will increase visibility and linking local-local and chambers of linkages within tourism actors at the national level. local-international commerce stakeholders PLAN OF ACTION 79 80 Strategic objective 2 : Improve necessary infrastructure for supporting the sector. Operational Activities Priority Implementation Beneficiaries Targets Lead Supporting Possible objective 1=high period implementer implementers funding 2=med source 3=low 2016 2017 2018 2019 2020

2.1 Develop and 2.1.1 For Liberian sites recently inducted into the UNESCO World Heritage 1 Mount Nimba Compliance to be MICAT MOCI, LTEC Donor funding improve soft List ( Mount Nimba Strict Nature Reserve and Providence Island ), clearly Strict Nature maintained on a rolling possibly infrastructure understand the associated requirements in terms of management and Reserve and basis UNESCO directly maintenance, and ensure resources from the national budget are dedicated Providence Island supporting the to their upkeep. tourism sector 2.1.2 Develop MICAT posts in key areas as the primary agency for collecting 1 MICAT MICAT posts to be MICAT MoYS, LTEC, National information, starting from the priority locations. opened at Robertsport, BIN / MoJ, MIA budget In parallel, develop a protocol to collect, vet and disseminate information Buchanan, Kpawatee collected from various entities, ranging from immigration authorities to local and Sapo on a rolling MICAT posts. basis starting in 2017 and thereafter extended to other locations

2.1.3 Introduce a rating policy for hotels which are in line with international 1 Tourists, Hoteling Rating system to be MICAT LTEC TBD standards and initiate steps to accredit the system with internationally agreed sector introduced at the latest regulations. by early 2017

2.1.4 Identify options for harvesting alternate sources of energy, including 3 Tourism operators White Paper developed Ministry of LEC TBD solar and hydropower, as a means to reduce the energy costs for tourism by mid-2018 Lands, Mines operators. Options to be recorded through a White Paper. and Energy

2.1.5 Develop a network of rest stops along key routes leading from Monrovia 2 Youth and women Rest stop network to be Ministry of MICAT, MIA, Donor funding to prioritized non-Monrovia tourism attractions. Additionally, facilitate growth developed on a rolling Public Works MOCI, county of hotels / guesthouses / clinics along the main routes through a public– basis in Robertsport, governments, private development model. Buchanan, Kpawatee LINTA and Sapo initially, and then extended to other LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 locations

2.1.6 Establish a network of tourism offices or helping posts that will function 1 Tourists Monrovia office to be LTEC MICAT, MOYS National as a one-stop shop. An initial office will be set up in Monrovia and manned developed by end- budget by initial batch of officers who will train following batches. Partner with 2017 county offices to use as tourist centers, requiring minimal overhead in terms of staff with administrative capabilities.

2.1.7 In order to improve the security climate in key tourism areas, introduce 3 Tourists Tourism police cadre Ministry of MICAT TBD a cadre of police dedicated to serving tourists. Cadre to be empowered to established by mid- Justice ensure quick resolution of complaints. 2018

2.1.8 Conduct a feasibility study to assess the potential of bamboo use in the 3 Handicrafts, Feasibility study FDA MICAT, MOYS National Liberian tourism sector. bamboo product completed by end- budget manufacturers 2017

2.1.9 Improve the existing airport experience for travellers – focusing on 1 Travellers Rolling basis LAA MICAT, CAA TBD the baggage claim area, lounge, duty free and cultural shops, eateries, transportation, security, parking facilities access to information when arriving and departure. Strategic objective 2 : Improve necessary infrastructure for supporting the sector. Operational Activities Priority Implementation Beneficiaries Targets Lead Supporting Possible objective 1=high period implementer implementers funding 2=med source 3=low 2016 2017 2018 2019 2020

2.2 Improve the 2.2.1 Improve access to ATMs in the country, especially in non-Monrovia 2 Tourists MICAT Liberian Bankers TBD financial access locations. Association infrastructure.

2.2.2 Negotiate with the major payment gateway providers, specifically 2 Tourists, Vendors Streamlined MICAT Liberian Bankers TBD MasterCard and Visa, to streamline operations in the country. Specifically procedures introduced Association with respect to online payments, introduce the facility for card processing by early 2018 without the physical presence of the cardholder so that tour operators and hotels can process bookings more efficiently.

2.3 Develop 2.3.1 Identify and prioritize road linkages between Monrovia and key tourism 1 Tourists Rolling basis Ministry of Ministry of TBD transportation destinations for inclusion in existing and future road improvement projects. Public Works Transport, infrastructure Priority locations to include : MICAT supporting the »» Robertsport sector. »» Buchanan »» Kpawatee »» Sapo National Park.

2.3.2 Develop seaplane and ferry boat transportation infrastructure linking 3 Tourists At least one Ministry of Civil Aviation TBD Monrovia to Robertsport and Buchanan. Conduct an initial feasibility study to connection launched Transport Authority, MICAT this effect that should result in a tender if deemed viable. by end-2018

2.3.3 Advocate and jointly explore with airline companies direct flights from 2 Tourists Rolling basis Liberia Airport Airline companies, TBD key market segments including the EU. As an initial step aimed at helping Authority MICAT, CAA airlines with their due diligence, jointly explore the business case from a demand perspective.

2.3.4 Using the due diligence and recommendations already provided 2 Tourists Rolling basis Ministry of Ministry of Public TBD through the National Export Strategy and other infrastructure-based Transport Works, MICAT, assessments, develop the national inland waterway infrastructure so that LTEC tourists can have better access through transportation along rivers, lakes and other inland water sources. PLAN OF ACTION 81 82 Strategic objective 3 : Improve skills development in the sector. Operational Activities Priority Implementation Beneficiaries Targets Lead Supporting Possible objective 1=high period implementer implementers funding 2=med source 3=low 2016 2017 2018 2019 2020

3.1 Develop 3.1.1 Develop collaboration agreements with reputable hospitality institutes ( from 1 Liberian Memorandum of MICAT / MoE Les Roches and Donor and deploy Africa and other international locations ) to support the set up / improvement of hospitality Understanding signed Glion as possible funding a model to hospitality and culinary schools ( improve standards and support curriculum ). institutes by two international candidates, work with »» Assist Liberian institutes to identify differentiation factors for developing a Liberian institutions by end- SDSU, international flavour. 2017 the Gambia training »» Compliance with international standards. MOL, institutions. »» International partner to procure certification and provide it to local partners MOYS ( verification from international partners on an annual basis ).

3.1.2 Develop and deploy training of trainer programmes involving batches of 1 Liberian Pilot initiative MICAT / MoE Les Roches and Donor Liberian trainers attending semester-length courses in international partner hospitality involving select ‘future Glion as possible funding institutions. institutes trainers’ initiated in candidates, The types of trainers required will need to be assessed and the length of training 2016 and spread over SDSU, the programme will accordingly vary. Initial focus on short-term, intensive courses. 2017–2018 Gambia MOL, MOYS

3.1.3 Develop and introduce a national curriculum for tourism studies in Liberia in 2 Students, »» Collaboration MoE MICAT National collaboration with international and regional institutes ( such as schools in Ghana individuals agreements with budget and the Gambia ), and the private sector. Integrate existing Liberian curriculum interested in international ( including informal cultural knowledge ) in the curriculum. Tourism sector institutions The scope will extend to curriculum updates at different levels including technical, formalized by end- managerial, incorporating local linkages, etc. 2017 »» National curriculum developed and rolled out by end-2018

3.1.4 Involve UNV to sponsor tourism trainers and experts who will be integrated 1 Entire value chain Initial cooperation MOE MICAT, UNV within the broad spectrum of institutions supporting the tourism sector, including agreements with UNV Universities LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 ministries, the LTEC, universities, etc. concluded by end- 2016, with agreement on required expertise

3.1.5 Upgrade teaching standards in tourism training institutes through a train- 2 Liberian Training of trainers MICAT Regional and Donor the-trainers programme, where instructors in hospitality TVET schools get access hospitality programme rolled out international funding to capacity-building from experts of regional / international hospitality training institutes in 2017 with an initial hospitality institutions. MOYS runs a Hospitality school that can be used as a model or pilot for batch of training capacity building 5–10 trainers inducted institutions, LINTA, MOYS

3.2 Assist 3.2.1 Assist hotels and hospitality operators in developing apprenticeship / on- 2 Hotels Geographical areas of LINTA / TAL MICAT, TBD hotels in the-job training programmes that will feature newly inducted trainees dividing time initial focus to include MOYS improving between training and work. Training courses to include confidence-building as part Monrovia / Grand on-the- of a client management course. Bassa / Grand Cape job training Work with select hotels and operators on a pilot basis to test out apprenticeship Mount / Sapo programmes. programmes. MOYS runs an apprenticeship program with BDOTC and YOJT, the models can be used and / or modified Strategic objective 3 : Improve skills development in the sector. Operational Activities Priority Implementation Beneficiaries Targets Lead Supporting Possible objective 1=high period implementer implementers funding 2=med source 3=low 2016 2017 2018 2019 2020

3.2 Assist 3.2.2 Launch a training programme aimed at developing professional guides. 1 Entire value chain Rolling programme MICAT LINTA / TAL, Donor hotels in Programme to include a certification post-training for qualified candidates. Aspects starting in late 2016 LTEC, MOYS, funding improving of training to include : and continuing MOGDSW on-the- »» Customer service throughout the job training »» Comprehensive background knowledge on tourism sites. lifecycle of the programmes. Train bilingual guides in the case of specific tourism sites that appeal to certain Strategy target markets.

3.2.3 In a bid to increase mobility in the sector for qualified and experienced 2 Individuals Accreditation MICAT Ministry of TBD workers, establish the provision of accreditation after a certain duration of job working in the programme to begin in Labour, MoE, experience in the sector. Encourage hotels and other tourism employers to sign up Tourism sector early 2017 LTEC, for this accreditation programme wherein they can sign-off / approve / rate their LINTA / TAL experience in working with the candidates. Consider case studies including Chile, etc. in this regard.

3.2.4 Develop a tourism school in Robertsport as a means of developing human 1 Robertsport Tourism school MoE / MICAT Liberian LTEC Donor capital in line with improving tourism infrastructure. Select areas : Tourism in place by 2018 funding »» Customer service and hospitality management with initial batch of »» Tour guides students inducted »» Cross-cultural interaction »» Lifeguards »» Surf tourism School to be linked with activity on developing a surf school. Pilot to be scaled up to Buchanan and other locations based on success levels.

3.2.5 As a pilot initiative, launch a job fair in the sector involving tourism operators 2 Individuals First iteration of job LINTA / TAL MICAT TBD and jobseekers. Scale up the initiative based on the results. interested in the fair to be held by early Tourism sector 2017

3.3 Improve 3.3.1 Establish a mechanism in which job vacancies can be posted ( TVET or 3 Individuals Online system MICAT MoYS, hospitality TBD youth university websites ) and youth, as well as other members of the workforce, can interested in the schools integration submit their résumés to interested employers. Mechanism to be both online and Tourism sector in productive paper-based. activities throughout 3.3.2 Align with existing programmes that target youth in at-risk communities in 2 Individuals / Youth Programme to be MoYS MICAT, LTEC National the value Monrovia and regional locations, and involve them in productive tourism activities interested in the deployed by mid-2017 budget chain. through short, intense trainings and job placement with tourism operators. Tourism sector

3.3.3 Develop continuous workshops targeting young people working in the sector 2 Individuals Workshops held on a MoYS MICAT, LTEC, TBD to develop transferable soft skills such as customer service, communication, health interested in the rolling basis hospitality and safety, and teamwork skills. Tourism sector schools

3.3.4 To cultivate and stimulate a culture of entrepreneurship among hospitality 3 Individuals Ambassador MoYS MICAT, LTEC RBD students, connect successful entrepreneurs as ‘youth entrepreneurship interested in the programme to begin ambassadors or champions’ with schools, as in the German experience. Tourism Tourism sector by end-2017 and champion entrepreneurs would visit schools to share their experience, daily work scaled up based and business-related activities. on success levels thereafter PLAN OF ACTION

3.3.5 Train youth-headed start-ups in business management and entrepreneurship, 2 Individuals Training programme in MoYS MICAT, LTEC TBD with a particular focus on the tourism industry, to support the sustainable growth of interested in the place by mid-2017 their businesses and their productive integration into the sector. Tourism sector 83 84 Strategic objective 4 : Ensure environmental sustainability and integration of local community involvement in the sector development process. Operational Activities Priority Implementation period Beneficiaries Targets Lead Supporting Possible objective 1=high implementer implementers funding 2=med source 2016 2017 2018 2019 2020 3=low

4.1 Inform 4.1.1 Develop LNIC’s presence and linkages with local communities to 2 Investors / Liberians Increased presence, LNIC MICAT, MIA National and build continually gather information and build trust and relationships with the overall offering investments starting with the budget capacity goal of strengthening Government–communities relationships vis-à-vis four proposed pilot of local investments. Use proposed extension of MICAT presence outside Monrovia. locations communities 4.1.2 Create awareness – through a series of consultations – among local 1 Local communities Consultations held MICAT LTEC, LINTA, MIA National on aspects communities near key tourist sites on the potential benefits of tourism for every quarter, starting budget related to them and the value of preservation of their environment, culture and heritage. with the four proposed contract Build their capacity on smallholding tourism ventures such as food preparation pilot locations negotiations, services and handicraft making as a way to diversify income opportunities. land use and community– 4.1.3 Assist local communities in getting organized and bringing their 2 Small business Multidimensional LINTA Community Donor investor handicraft products to market. Assistance to include : owners / women support programme in groups, MOCI, Art funding relationships. »» Standardization of products with a unique differentiation factor ( Liberian ), owned enterprises place by mid-2017 and and craft union market Liberian-made products ; / youth owned continuing on a rolling »» Integration with destination marketing ; enterprises basis »» Helping artisans organize into associations ; »» Assisting artisans to bring their product to market, in collaboration with the one-stop shop established in Monrovia, and increase their presence at the airport.

4.1.4 Develop a vocational school for women for imparting training on weaving 2 Women Vocational school MICAT LINTA, community National traditional clothes, handicrafts and other skills. Connect groups to the market. entreprenaurs established in one pilot / MGDSW women’s groups, budget location by end-2018 MGCSP, MOE, / donor MOYS funding

4.1.5 Guide community groups in counties linked to tourist sites in better 2 Community groups Series of consultations MICAT President’s TBD understanding the tourism-based opportunity and create formal entities as well held in 2016 and 2017 Tourism as partnerships ( transportation, catering, lodging, security, guides ). in key tourism nodes Exploratory Committee, LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 Liberian national tourism authority

4.1.6 Develop a network of local tour guides in non-Monrovia areas who will 1 Individuals seeking National tour guide MICAT LINTA National cater to the market in line with increasing tourism demand. Initial focus on four to work in the association formed by LTEC budget pilot locations. The target market segment will be the domestic market and Tourist sector end-2017, affiliated to existing expats in the country working for the United Nations, NGOs and the LINTA private sector.

4.1.7 Coach communities on the importance of effective contract negotiation 1 Local communities, Rolling initiative LTEC / MICAT LINTA / TAL TBD and honouring contract terms with investors. Coaching will also focus on investors helping communities decide the right model for : a. Financial and non-financial benefits ; b. Division of benefits to households versus community-based ‘pots’ and ensuring financial transparency and management ; c. Sharing the benefits of transportation intra-community ; d. Mechanisms for leasing land to investors from landowners ( families, communities ). Strategic objective 4 : Ensure environmental sustainability and integration of local community involvement in the sector development process. Operational Activities Priority Implementation period Beneficiaries Targets Lead Supporting Possible objective 1=high implementer implementers funding 2=med source 2016 2017 2018 2019 2020 3=low

4.1 Inform 4.1.8 Ensure quality and depth of linkages between wildlife parks / reserves Local communities Rolling basis CI, MIA, TBD and build and the local community. This can be achieved by ensuring that the local capacity community is part of a sustainable supply chain of campsite catering teams, of local local guides, restaurants, supplies, etc. Also ensure that compliance with no- communities hunting zones is rewarded with compensation as originally promised to local on aspects communities. related to contract negotiations, land use and community– investor relationships.

4.2 Ensure 4.2.1 Ensure that preservation of the environment and benefits to local 1 Local communities, A series of EPA FDA, MICAT Flora and focus on communities are priority areas. Also ensure that enforcement of contracts is investors consultations with Fauna environmental honoured by all parties. local communities and Intl. preservation. key official actors

4.2.2 Review the current level of enforcement related to laws and regulations 2 Local communities, Review completed MICAT LNIC, MoCI, TBD protecting communities and the environment vis-à-vis concessionaire environment, by end-2016 and LTEC, NBC contracts. investors recommendations provided to authorities

4.2.3 Ensure proper land-use planning for ecotourism areas and adequate 1 Environment, local On a rolling basis MICAT LNIC, MoCI, EPA TBD carrying capacity for the land to be used for tourism – using either policy communities adjustments or development of institutional capacities as required.

4.2.4 Recognize the value of Liberian surfing resources as a means to quantify 1 Surfing resources White Paper developed SDSU Center MICAT Donor the resources and use as a business case for protection through a White Paper by mid-2017 for Surf funding that will be disseminated to key national entities and development partners. Research PLAN OF ACTION 85 86 Strategic objective 5 : Improve institutional capacities and coordination in the sector. Operational Activities Priority Implementation period Beneficiaries Targets Lead Supporting Possible objective 1=high implementer implementers funding 2=med source 2016 2017 2018 2019 2020 3=low

5.1 Develop 5.1.1 Advocate to pass the Liberian National Tourism Authority Act in the 1 Entire sector Rolling basis LTEC MICAT National the capacities senate, which will result in the establishment of the tourism authority. budget of essential

5.1.2 Build up the technical and human capital capacity of the Liberian 3 LNTA Rolling basis LTEC MICAT National institutions national tourism authority. Develop a comprehensive resource needs plan budget supporting the and sector.

5.1.3 Develop a comprehensive restructuring plan for the national park 2 National park Restructuring plan MICAT FDA, Donor system, with the goal of capacitating the system. system developed and LTEC, EPA funding »» Development of a strategic plan for the next five years funding secured by »» Human capital assessment and staffing needs end-2018 »» Infrastructure and technical assistance requirements.

5.1.4 Develop a tourism steering committee comprised of public and 1 Entire sector Steering committee in MICAT MoCI, MOYS,LTEC, National private sector entities involved in advocacy and decision-making for the place by mid-2017 LINTA, TAL, Ministry budget sector. Key goals : of Agriculture, »» Advocate for the interests of the sector as a whole through regular round Ministry of Foreign tables. Members to include Liberian national tourism authority, tourism Affairs associations, ministries and other key entities. »» The committee will be responsible for mobilizing and engaging implementing institutions to align all development policies to the Strategy, and to identify activities that fall under their leadership and plan for the required human and financial resources over the next five years. »» The model will derive from success stories from countries including Ghana.

5.1.5 Identify types of private sector groupings that would be recognized 3 Private sector List to be maintained MICAT LTEC National by MICAT and the forthcoming Liberian national tourism authority as operators by Liberian national budget legitimate associations, e.g. Liberian association of tour guides, among tourism authority and others. vetted by MICAT on a LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 rolling basis

5.1.6 Conduct a round table with major development partners, consulates 1 Entire sector Round table held by MICAT MOCI, LTEC, National and international private sector players to inform them about available end-2016 LINTA / TAL budget tourism products, as well as hosting / catering / tour operator abilities. This will promote expat tourism within Liberia.

5.1.7 Develop the Liberian Motorcycle Transport Union’s service level as a 2 Liberian Motorcycle Liberian Motorcycle Liberian Ministry of Transport, TBD transportation service through : Transport Union Transport Union’s Motorcycle LINTA / TAL, LNP »» Licensing schemes for motorcycles to be affiliated to the Union as capacities developed Transport indicated by a sticker. on a rolling basis Union »» Training imparted to drivers on customer courtesy, as well as to act as tour guides.

5.1.8 Ensure that Liberian businesses are registered with the United 1 Liberian Tourism Round table held United Nations LINTA / TAL, LTEC, Low funding Nations Development Programme business directory, including the United operators seeking before end-2016 Development MOCI implication Nations Global Marketplace system, so as to ensure procurement officers to contract services Programme in the United Nations and other entities know about the services on offer. to international Facilitate a coaching session on registration of businesses. agencies in country Strategic objective 5 : Improve institutional capacities and coordination in the sector. Operational Activities Priority Implementation period Beneficiaries Targets Lead Supporting Possible objective 1=high implementer implementers funding 2=med source 2016 2017 2018 2019 2020 3=low

5.1 Develop 5.1.9 Help tourism sector associations develop capacities in areas 1 Tourism sector Capacity-building LINTA / TAL MICAT, Donor the capacities including : associations programmes LTEC funding of essential »» Strategic plan development ; implemented on a institutions »» Development of services, resulting in sustainable financial planning for rolling basis supporting the the associations ; sector. »» Inter-association cooperation mechanisms and advocacy needs.

5.1.10 Establish a specific section on improving customer service in the 2 Entire sector Section developed MICAT LTEC, LINTA TBD sector. by 2017

5.2 Develop 5.2.1 Identify and operationalize a physical secretariat that will support the 1 Entire sector Secretariat identified MICAT LINTA, LTEC TBD capacity committee in operational aspects such as donor liaison, reporting, etc. and appropriate for Strategy The secretariat could be an existing team / organizational unit in a public / capacity-building implementation. private sector body that is already involved with the sector. conducted on a Build human and technical capacity of the secretariat through targeted rolling basis training as part of the onboarding process for staff.

5.2.2 Deploy a robust monitoring and evaluation framework for PoA 1 Entire sector Monitoring and MICAT LINTA International implementation. The framework is to be integrated with secretariat evaluation framework Trade Centre activities and accompanied by an online tool for viewing project status, in place by mid-2017 report generation, etc. Training on the framework and tool is to be integrated in coaching provided to secretariat staff.

5.2.3 Initiate a donor round table to inform donors and development 1 Entire sector Initial donor round MICAT / LTEC LINTA, MOCI, MOYS Donor partners active in the country about resource mobilization needs and table held by early Funding opportunities in the sector. 2017 ; thereafter on a rolling basis

5.2.4 Working with partners who have expressed interest in supporting 1 Entire sector Conducted on an MICAT LINTA Donor National Export Strategy implementation, elaborate individual ongoing basis post- Funding activities into project proposals and help partners turn PoA activities to 2016 implementable projects. PLAN OF ACTION 87 88 Strategic objective 6 : Improve the Liberian tourism brand and develop robust tourism offerings. Operational Activities Priority Implementation period Beneficiaries Targets Lead Supporting Possible objective 1=high implementer implementers funding 2=med source 2016 2017 2018 2019 2020 3=low

6.1 Improve 6.1.1 Conduct surveys in key target markets to better understand buyer 1 Tourism Surveys completed by MICAT / LTEC LTEC TBD understanding prerequisites and aspects in which the Liberian tourism sector can be operators mid-2017 in key target of buyer differentiated. markets including the requirements EU, United States, in key target Australia and the markets and regional market promote 6.1.2 Commission a tourism-themed video on Liberia and exhibit it in key 2 Tourism Tourism video MICAT / LTEC LTEC, Donor funding the Liberian locations. operators completed by mid- LINTA / TAL brand. 2017

6.1.3 Assess the coverage of Liberian consulates and visa-issuing 2 Entire value chain Rolling basis Ministry of MICAT, Donor funding representations vis-à-vis key target markets ( business and leisure visitors ). Foreign Affairs LTEC Based on the assessment, consider expanding representation or create other mechanisms for visitors to get Liberian visas.

6.1.4 Conduct extensive documentation of the history of key tourism locations 2 Pilot areas Documentation LTEC MICAT Donor funding such as Robertsport, Buchanan, etc. based on traditional knowledge residing process completed for with community elders and other sources. four pilot locations – Robertsport, Buchanan, Kpatawee, and Sapo

6.1.5 Develop a brand mascot for Liberia and associate it with a variety of 2 Entire value chain Branding campaign to LTEC MICAT TBD marketing campaigns, both domestic and in key international markets. begin by mid-2017

6.2 Develop 6.2.1 Support the establishment of a competent wildlife authority in the 2 Wildlife segment Rolling process MICAT FDA, LTEC, EPA WWF, the product country that will be linked to the national park system. The authority will draw UNESCO, offering up regulations on conservation and management of wildlife resources in the National related to county. The authority will serve as the focal point of all wildlife matters and Budget wildlife either work closely with, or within, the FDA. LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 tourism. 6.2.2 For the proposed wildlife authority, develop and implement a resourcing 2 Wildlife segment Rolling basis MICAT FDA, LTEC, EPA Door funding plan to equip the authority in administrative, technical and human capital terms : »» Technical equipment and associated training ; »» A broad training curriculum for wildlife rangers ; »» Development of a multi-year strategic and operational plan ; »» Adequate financial resources allocated for implementation at least for years 1 and 2, with an attached resource mobilization plan to facilitate financial sustainability beyond that.

6.2.3 Establish a protected areas trust fund to drive park management and 1 Entire sector Trist fund established, MICAT LTEC, FDA Donor funding to facilitate sustainability of conservation efforts in the country. This multi- and funded by end partner trust fund would require multi-year financial support accompanied by 2018 a strict monitoring and evaluation framework. Strategic objective 6 : Improve the Liberian tourism brand and develop robust tourism offerings. Operational Activities Priority Implementation period Beneficiaries Targets Lead Supporting Possible objective 1=high implementer implementers funding 2=med source 2016 2017 2018 2019 2020 3=low

6.2 Develop 6.2.4 Develop an upgrading and restructuring plan for the entire Sapo National 1 Sapo natioak Restructuring plan MICAT FDA, LTEC, Donor funding the product Park complex. Develop joint programming with potential partners to identify park approved by end-2017 Ministry of offering expertise and funding options. Focus areas to include : Public Works, related to »» Strategic and operational plan development ; Conservation wildlife »» Analysis of multi-year resource needs, including facilitating the financial International, tourism. autonomy of the Park ; World Wildlife »» Community involvement in management of the Park and modalities for Fund, UNESCO shared benefits ; »» Training and other needs to build the human capital throughout the Park’s organization chart ; »» Forging strong linkages with the FDA and other institutions ;

6.2.5 Assess bottlenecks in developing the Gola Transboundary Park between 2 Liberian and Analytical report MICAT LTEC, TBD Sierra Leone and Liberia, and launch advocacy efforts to complete formalities Sierra Leone developed by end-2017 MoCI for opening the Park. Tourism

6.2.6 Bring hotels, tour operators, local communities and other actors in the 2 Entire sector At least 5 products LINTA / TAL TBD value chain together to develop daily / multi-day products for tourists to visit deployed by end-2014 key wildlife areas including Sapo and Mount Nimba Strict Nature Reserve.

6.2.7 Develop a conservation fund / rejuvenate the defunct Pygmy Hippo 1 Liberian Pygmy Proposal for rejuvenate Pygmy Hippo FDA, MICAT, Donor funding Foundation as a means to generate funds that can be used for research and Hippo population of fund developed by Foundation LTEC / National protection of the pygmy hippo species. mid-2017. Resource budget »» Develop a pygmy hippo mascot symbol to be used for merchandise sales mobilization initiated by through the Foundation. end-2017 »» Mobilize the diaspora to get involved through online fundraising, sales of merchandise and other means of support. »» In collaboration with Hummingbird Resources or another primary sponsor, work towards the original goal of the Pygmy Hippo Foundation to serve as a bridge between industry and conservation, channelling financial and non- financial support into wilderness preservation and conservation. »» Develop a portfolio of research grants, internships and conservation projects centred around the species and involve national, regional and international specialists interested in conservation.

6.2.8 Develop an endangered species list in Liberia that can be used as a 1 Wildlife tourism List developed by end- MICAT FDA, LTEC,FFI, Conservation basis for programme development. segment 2016 IUCN International

6.2.9 Develop an educational programme for schoolchildren to expose them to 2 Schoolchildren Programme developed MoE MICAT National animals and wildlife with the goal of cruelty prevention and developing wildlife by mid-2017 and rolled budget appreciation. out to select schools

6.2.10 Launch a reintegration programme to train former hunters in Sapo as 2 Sapo national Programme in place by MICAT LINTA, TBD tour guides for wildlife watching and herbalism, including first aid training. park system late-2017 LTEC

6.2.11 Extensively map and enumerate wildlife in the country with the view of Wildlife tourism Enumeration completed FDA MICAT, LTEC TBD establishing a baseline that can guide policy decisions and be a starting point segment by end-2017 for conservation efforts and managing wildlife resources nationally. PLAN OF ACTION 89 90 Strategic objective 6 : Improve the Liberian tourism brand and develop robust tourism offerings. Operational Activities Priority Implementation period Beneficiaries Targets Lead Supporting Possible objective 1=high implementer implementers funding 2=med source 2016 2017 2018 2019 2020 3=low

6.2 Develop 6.2.12 Enumerate the following services available at Sapo National Park, 2 Sapo national Enumeration conducted MICAT LTEC ; MOYS, TBD the product among others : park system by 2018 FDA, EPA offering »» Accommodations ( e.g. guest houses, campsites ) related to »» Restaurants, food services wildlife »» Medical facilities. tourism. »» Develop a directory and make it available to the FDA ( for researchers visiting the park overnight ) and MICAT.

6.2.13 Support existing manatee conservation efforts at Lake Piso Multiple 1 Manatee Rolling basis MICAT LTEC, FDA, EPA TBD Use Nature Reserve through technical and financial support. conservation efforts

6.3 Develop 6.3.1 Conduct an inventory and mapping of resources along the coast to 1 Coastal tourism Inventory study MICAT Center for Donor funding the product assess the potential for coastal tourism in Liberia. segment completed by mid- Surf Research offering 2017 ( SDSU School related to of Hospitality coastal and Tourism tourism. Management ) Liberian Surfing Association, LINTA

6.3.2 Develop surf guidebooks, maps and online resources based on success 1 Surfing segment Rolling basis Liberian Surfing Center for Donor funding stories from locations including Europe, Australia, the United States, Central operators Association Surf Research and South America, and South-East Asia. These resources will help tourists ( SDSU School planning their travel to get a sense of what is involved, setting expectations at of Hospitality the right levels and mitigating risk. and Tourism Consider involving Sierra Leone in preparing these kinds of resources at a Management ), regional level. LINTA, MICAT LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020

6.3.3 Facilitate ‘advertorial’ visits by professional surfers for publication in 2 Surfing segment Facilitated visit by Center for Liberian Surfing Donor funding electronic and print surf media, partially to help normalize the notion of travel operators select surfers and Surf Research Association, to Liberia. Focus on some of the non-traditional but closer surfing populations accompanying media ( SDSU School LINTA, MoYS, in Africa and Europe in addition to the more mainstream markets of the United in 2017 of Hospitality MICAT States, Australia, Brazil and Japan. and Tourism Management )

6.3.4 Conduct marketing to the expat and foreign NGO population based in 1 Expats living in Rolling basis MICAT, Liberian Surfing National Monrovia. Strategically target this market with reliable third party information Liberia Association , budget about the surf offering and experience through employers and agencies in LINTA, MOYS Monrovia as a means to boost this market. Additionally, work creatively with Robertsport stakeholders to broaden non- surf tour offerings and develop midweek activities and events that would draw this market out, outside of weekends.

6.3.5 Expand the youth surfing festival through provision of multi-year 1 Surfing segment Crowdsourcing MoYS MICAT, Liberian Possible financing and technical support. operators campaign initiated Surfing Kickstarter by early 2017 and Association, support completed by mid- Student & 2017 Youth Tourism Organization Strategic objective 6 : Improve the Liberian tourism brand and develop robust tourism offerings. Operational Activities Priority Implementation period Beneficiaries Targets Lead Supporting Possible objective 1=high implementer implementers funding 2=med source 2016 2017 2018 2019 2020 3=low

6.3 Develop 6.3.6 Establish a locally run surf school with adequate training of instructors 2 Surfing segment Surf school established Center for Liberian Surfing Donor funding the product and suitable equipment. operators by 2017 Surf Research Association, offering The use of facilities ( e.g. borrowing surfboards ) by local youth can be subject ( SDSU School MoYS, MICAT, related to to their attendance at school. of Hospitality LTEC coastal and Tourism tourism. Management )

6.3.7 Launch a campaign for the continuous cleaning and maintenance of 1 Liberian beaches, Campaign launched by MICAT LMA, Youth National beaches at major tourists sites involving local youth, communities and NGOs. tourists end-2016 and community budget groups, EPA

6.3.8 Explore the potential of stand-up paddleboarding, focusing on the 1 Tourism Initial feasibility study Center for Liberian Surfing Donor funding flatwater paddling available both directly off Fisherman’s Beach and also on operators in Lake completed by mid- Surf Research Association, Lake Piso. Piso 2017 ( SDSU School LINTA, MICAT Organize training sessions, combined with simple tours of the lake and along of Hospitality Fisherman’s Beach and the bay, as well as ‘downwinders’ ( paddling downwind and Tourism for long distances being picked up by a support vehicle at the end ). Management )

6.3.9 Proactively target specific groups of surfers such as the Association of 1 Surfing sub- Advocacy and LINTA Liberian Surfing Donor funding Surfing Doctors, the Association of Surfing Lawyers and even the International segment in marketing campaign Association, Association of Surfing Academics, which have chapters in multiple countries Robertsport initiated by early-2017 LTEC, MoYS, and whose members have high disposable incomes and are prepared to MICAT, ‘rough it’ a little for a good cause. The focus is to be on securing multiple Center for large group bookings. Make available existing as well as specific marketing Surf Research materials targeting the needs of each group. ( SDSU School of Hospitality and Tourism Management )

6.3.10 Develop linkages with the carpentry sector to build boats, surfboards 3 Carpentry sector Buchanan and MICAT Carpentry National and other wooden products that can derive demand from coastal tourism. operators Robertsport to be pilot Union, budget initiatives LINTA

6.3.11 In coastal areas, develop ways for tourists to rent motorcycles. 2 Tourists, coastal Rental initiatives to Motorcycle MICAT, MoCI, TBD tourism operators start by end-2017 Transport Union LINTA, LTEC

6.3.12 Conduct a study to identify the most suited areas for deep sea fishing 2 Coastal tourism Study conducted by LMA MICAT TBD tourism, including aspects such as safety and sustainability. segment 2018 operators involved / interested in marine activities

6.3.13 Develop complementary water-based tours and services focused on Coastal tourism Rolling basis MICAT TBD deep sea fishing. segment operators involved / interested in PLAN OF ACTION marine activities

6.3.14 Develop a project around marine turtle nesting and conservation in 3 Buchanan Project elaborated by FDA EPA, MICAT TBD Buchanan. ecosystem end-2017 91 92 Strategic objective 6 : Improve the Liberian tourism brand and develop robust tourism offerings. Operational Activities Priority Implementation period Beneficiaries Targets Lead Supporting Possible objective 1=high implementer implementers funding 2=med source 2016 2017 2018 2019 2020 3=low

6.3 Develop 6.3.15 To address the service gap connected to the surfing–hospitality 2 Surging segment Pilot established in SDSU Center MoYS, LTEC Donor funding the product segment, develop a train-the-trainer facility as a pilot initiative. The facility in Robertsport Robertsport for Surf offering will impart skills to youth and other candidates interested in employment Research related to opportunities within the segment. Scale up the initiative to other locations ( SDSU School coastal based on results. of Hospitality tourism. and Tourism Management )

6.4 Develop 6.4.1 Develop a priority list of sites, monuments and buildings at a national 1 City of Monrovia, Priority list to be City of MICAT, MoCI TBD the product level that require rehabilitation and, specifically, funding and technical Cultural tourism developed by early Monrovia offering expertise. The list is to be divided between Monrovia and the counties. operators in 2017 related to As a starting pilot, develop a rehabilitation plan for renovating resources such Monrovia Rehabilitation plan cultural as museums in Monrovia and historically significant buildings that are deemed developed by mid-2017 tourism. important from a city tourism point of view. Renovation to begin on Develop a multi-year project plan with resourcing needs. Invite bids for select a rolling basis projects, starting with Monrovia as the pilot location.

6.4.2 Explore opportunities for ethical fashion initiatives involving local 1 Women and Assessment mission by MICAT MoCI, LINTA, International Liberian designers and leveraging Liberian cultural heritage. Connect Liberian Girls, Youth the International Trade LTEC Trade Centre designers to the markets through high quality : Centre to be conducted »» Exposure to markets through participation in shows and events in Liberia by mid-2017 and outside ; Programme will »» Technology and expertise support ; potentially be launched »» Financial support for procuring material and human capital, and for by late 2017 operating expenses.

6.4.3 Enhance / encourage existing national / yearly events, i.e. marathon, surf 2 Cultural tourism Rolling basis LINTA / TAL TBD competition, Sheroes Awards and the Liberia Music Awards. operators The awards show will encourage better customer service standard and LIBERIAN NATIONAL EXPORT STRATEGY ON TOURISM • 2016-2020 improved service delivery.

6.4.4 Develop cultural tours around the country, starting with select pilots 2 Cultural tourism First tour to be rolled LINTA / TAL MICAT TBD focusing on the concept of African villages. Scale up pilots based on results. operators out by end-2016

6.4.5 Develop and promote a schedule of events for the fairgrounds in 2 Buchanan Schedule of events County MIA, MICAT, TBD Buchanan. tourism operators developed by end-2016 government LINTA / TAL

6.4.6 Develop a set of city-based tourism products through collaboration 1 Entire value chain Between 5 and LINTA / TAL MICAT TBD with hotels and service providers including tour operators, guides and taxi 10 products to be services. Products to be aimed at the closest market segment at hand : the developed and domestic market, including expatriates and visiting businesspeople and deployed by end-2016 officials. Hotels and lodging venues will be the anchors for the products, and will also include monitoring to measure uptake of the products. Based on performance, scale up and diversify products. Also use monitored results.

6.4.7 Develop a tourism website and a calendar of events that is updated 1 Entire value chain Website and calendar LINTA / TAL LTEC TBD regularly and can be viewed through the website. A vetted process for of events developed by validating and entering events information on the calendar will also be end-2016 deployed. Strategic objective 6 : Improve the Liberian tourism brand and develop robust tourism offerings. Operational Activities Priority Implementation period Beneficiaries Targets Lead Supporting Possible objective 1=high implementer implementers funding 2=med source 2016 2017 2018 2019 2020 3=low

6.4 Develop 6.4.8 Develop a concept around the Tala airport in Robertsport : 3 Robertsport Concept completed by MICAT Ministry of National the product »» Renovation and operationalization of the airfield for developing connectivity communities end-2018 Transport, budget offering with Roberts International Airport ; MoCI, county related to »» Development of a museum for expanding on Second World War historical government cultural significance. tourism.

6.4.9 Develop a network of craft markets in the country with the view of 2 Handicraft Rolling basis LINTA / TAL LTEC National promoting high-quality Liberian handicrafts to domestic and international producers budget tourists.

6.4.10 Establish yearly Tourism award. The awards show will encourage better 1 Tourism First iteration of the MICAT LTEC, MOYS, TBD customer service standard and improved service delivery. operators awards to be held in MOCI, LINTA 2017 as a pilot

6.5 Develop 6.5.1 Develop a community-driven tourism product for Kpatawee Falls : 1 Ecotourism Rehabilitation for MICAT, LTEC LINTA / TAL Donor funding the product a. Proper fencing and gates for collecting gate fees from tourists based on an segment Kpatawee Falls offering appropriate revenue model ; operators, completed by early related to b. Toilet blocks ; Kpatawee 2017 ecotourism. c. Camping grounds ; community d. Log cabins ( to be developed later ) ; e. Interpretation and storytelling by trained tour guides ; f. Tour guides, including arborists to discuss specific tree species ; g. Displays indicating history and specific information for visitors ; h. Linking the two falls with multiple walking trails ; i. Supplies shop at the entrance ; j. Cultural dances at the entrance with tourists able to try dance classes and buy traditional dresses ; k. Parking areas.

6.5.2 Develop the brand image of Kpatawee Falls, capitalizing on the Ramsar 2 Ecotourism Branding campaign LINTA / TAL MICAT Donor Funding Site classification according to the falls. Ensure that the requirements for segment completed by end-2017 maintaining the classification are always complied with. operators, Kpatawee community

6.5.3 Deploy the community-led ecotourism model in Liberia to develop 2 Ecotourism Rolling basis MICAT African Wildlife niche Liberian ecotourism products. The model will involve clear delineation segment Fund of community / Government / private sector ownership versus management operators responsibilities. Consider successful examples in Madagascar, Kenya and other countries.

6.5.4 Explore the possibility of establishing the Montserrado and Du River 2 Ecotourism Rolling basis MICAT African Wildlife Mangroves as a National Wildlife and Cultural Heritage Site to increase segment Fund Monrovia’s ecotourism potential. operators PLAN OF ACTION 93 (cc) UNMEER/Samuel Shilajiru. Montserrado, Liberia, on 7 March 2015. (cc) jbdodane. Robertsport fishermen. 95 REFERENCES African Development Bank ( 2016 ). Tourism Data for Af- Taste of Liberia Cultural Festival (2015). Event Fact Sheet. Avail- rica, National Accounts Main Aggregates Database able from http : // www.tasteofliberia.com / wp-content / 1970–2013. Available from http : // tourismdataforaf- uploads / 2014 / 05 / Taste-of-Liberia_FINAL-EPK.pdf. rica.org / viqtxj / national-accounts-main-aggregates- database-1970-2013. Accessed 5 May 2016. United Nations Conference on Trade and Development ( 2013 ). 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