Corporate Plan - Papua New Guinea Tourism Promotion Authority, 2023-2026

“For I know the plans I have for you, declares the LORD, plans for welfare and not evil, to give you a future and a hope”.

Jeremiah 29:11

“Where tourism advances, poverty retreats”

- Anonymous

Papua New Guinea Tourism Promotion Authority

Corporate Plan 2023 – 2026

© Papua New Guinea Tourism Promotion Authority

This work is copyright. Apart from any use as permitted by the Copyright Act, no part may be produced by any process without the prior written permission from the PNGTPA. Requests or enquiries should be forwarded to:

Director Corporate Affairs

PNG Tourism Promotion Authority

P O Box 1291, Port Moresby

Level 5, Pacific MMI Building, Champion Parade, Downtown National Capital District

Papua New Guinea

Landline: (675) 320 0211

Mobile: (675) 75582171, 78543315, 73859706

Email: info@papuanewguinea.travel

Website: www.papuanewguinea.travel

Acronyms

ACP : Asia, Caribbean and Pacific

APEC : Asia-Pacific Economic Corporation

CEO : Chief Executive Office of PNG Tourism Promotion Authority

COVID : Coronavirus (COVID-19)

DDAs : District Development Authorities

FDI : Foreign Direct Investment

FIFA : Fédération Internationale de Football Association

GDP : Gross Domestic Product

ICT : Information Communications Technology

MICE : Meetings, Incentives, Conferences and Exhibitions

MSME : Micro-Small-Medium Enterprise

MTDP : Medium Term Development Plan III 2018-2022

NEC : National Executive Council

PFMA : Public Finance (Management) Act, 1995

PIF : Pacific Islands Forum

PNGSDP : Papua New Guinea Development Strategic Plan 2010-2030

PNGTPA : Papua New Guinea Tourism Promotion Authority

SME : Small-Medium Enterprise

SPTO : South Pacific Tourism Organization

TMM : Tourism Ministers Meeting

TMP : Tourism Master Plan 2007-2017

TPA : Tourism Promotion Authority

TSA : Tourism Satellite Account

TSDP : Tourism Sector Development Plan 2022-2026

TTWG : Tourism Technical Working Group

UNWTO : United Nations World Tourism Organization

WTTC : World Travel and Tourism Council

Foreword by the Minister

Hon. ISI HENRY LEONARD, MP Minister for Tourism, Arts & Culture

A Corporate Strategy not only sets the direction and vision for any organization but also reflects its level of professionalism. I have been honored and privileged to serve as Minister responsible for the Papua New Guinea Tourism Promotion Authority and indeed I am delighted to present PNG TPA’s Corporate Plan 2023-2026.

The PNGTPA Corporate Plan 2023-2026 sets a clear vision for the organization and articulates well what PNGTPA will do in the next 4 years, consistent with the Tourism Promotion Authority Act and the Tourism Sector Development Plan 2022-2026.

The Corporate Strategy demonstrates a renewed and stronger commitment by the PNGTPA to make a positive difference in growing the tourism sector in our beautiful country Papua New Guinea.

PNGTPA’s vision, which we call the “Vision 2026”, is to make “PNG nationally, regionally and globally resilient, competitive and sustainable”. To deliver Vision 2026, PNGTPA has formulated a well-thought-out strategy focusing on seven key strategic areas to work on in the next four years.

The strategies are sound and deal with the key issues of tourism in PNG and have realistic outcomes and key performance indicators upon which the PNGTPA can devote resources to, measure its progress and determine its overall impact on the tourism sector.

My Ministry, the PNGTPA Board and I look forward to working with PNGTPA’s professional and dedicated employees to achieve the organization’s Vision 2026.

Isi Henry Leonard

Hon. ISI HENRY LEONARD, MP Minister of Tourism Arts and Culture

Chief Executive Officer’s Remarks

Mr. ERIC MOSSMAN UVOVO Chief Executive Officer PNG Tourism Promotion Authority

The Papua New Guinea Tourism Promotion Authority Corporate Plan 2023-2026 sets out our strategic road map as the national tourism office for the next 4 years.

Our strategic priorities seek to amplify our role as defined in the TPA Act 1993 and the Tourism Sector Development Plan 2022 - 2026 as aligned with the National Government’s economic development objectives as captured in the MediumTerm Development Plan and Vision 2050.

As a statutory government organization and the PNG tourism industry in general, we have come in leaps and bounds over the years. My responsibility as the Chief Executive Officer, my Senior Management and the PNGTPA Board is to successfully execute the strategic plan as envisioned in the PNG Tourism Promotion Authority Corporate Plan 2023-2026.

We have seven strategic priorities which I as CEO must be the driver in terms of innovation and strategic thinking in order to achieve our desired development outcomes for the PNG Tourism Sector. As an organization, our focus must be visionary and strategic while guiding the team as we assess results in the strategic priority areas.

These strategic priority areas are:

1. Expanding Global, Regional and Domestic Reach;

2. Accelerating Tourism Investment through SMART Policies and Plans;

3. Raising the Levels of Tourism Service Education and Management;

4. Maximizing Value from Tourism Research and Monitoring;

5. Strengthening Tourism Product Development for Sustainable Tourism;

6. Maintaining Excellence in Corporate Governance and Performance; and

7. Providing Effective Services through Human Resource, ICT and Financial Management.

I am confident our Vision 2026 will be successful in strategically meeting and delivering all our aspirations for a prosperous tourism sector for our beloved country Papua New Guinea.

Eric Mossman Uvovo

Mr. ERIC MOSSMAN UVOVO Chief Executive Officer

PNG Tourism Promotion Authority

1. PNGTPA’s Vision, Mission and Values

1.1 Our Vision Statement

To make PNG Tourism regionally and globally resilient, competitive and sustainable.

1.2 Our Mission Statement

To provide sound policy advice to the Government and the industry on tourism development, and on maximising growth, marketing, and sustainability of PNG Tourism in partnership with the Government, industry and other key partners.

1.3 Our Values

PNGTPA values defines the behaviours it seeks from its people in carrying out its functions and fulfilling its mission. These behaviours support a high-performance culture that places our customers — visitor/travellers, government and industry stakeholders, and tourism and hospitality providers — at the centre of what we do.

Excellence – We aspire to be the best in what we do. We work to be successful by engaging with others and giving our best, whether individually or collectively, in the individual and collective commitments we pursue in our organization.

Inclusion – We foster a welcoming, diverse and professional workplace where our decisions are transparent, different viewpoints are respected, and everyone is treated equally irrespective of gender and cultural backgrounds.

Cohesion and Partnership – We work together to connect our organization and our industry by actively engaging with others building relationships, drawing on experience, and sharing knowledge and information.

Initiative – We welcome and encourage ourselves to be innovative and creative in the way we think and do things so that we can continuously improve ourselves and our organization.

Accountability – Our actions are open for all to see and we take responsibility for what we do. We welcome and foster an environment of accountability where our behaviour and performance is consistently measured for purposes of learning and improvement.

Integrity – We will demonstrate a pattern of behaviour that is consistent with the values and standards of our organization in what we do.

1. PNG Tourism Promotion Authority Vision, Mission and Values

Sustainability – We encourage ourselves to take a sustainable approach in the implementation of responsible development to ensure PNG culture, traditions, the environment and livelihood is secure for the future in a manner that is selfperpetuating.

2. PNGTPA’s Stakeholders and their Expectations

PNGTPA’s stakeholders can be placed into three categories with their own sets of expectations. Each stakeholder category has different expectations from the PNGTPA. Therefore, when developing policies and plans and undertaking operational activities, the expectations of the different stakeholders must be considered so that value is created for all stakeholders thus meeting their expectations. It is noteworthy that policies and plans are not ends in themselves. However, they are a means to an end. The end is stakeholder satisfaction.

(i) Government at all levels as policy makers –they expect PNGTPA to be responsive to macro-level policy priorities and effectively contribute towards achieving the expected outcomes,

(ii) Providers of tourism products and services such as accommodation providers (e.g., hoteliers), tour guides, local communities (residents) who may own tourism products such as tracks – they expect a sound policy environment that promotes their operations such as tourist visa requirements, tax policies, cost of travel, law and order, and effective and appropriate promotion and marketing of PNG as a desired tourist destination.

(iii) Users of tourism products and services such as tourists (both international and domestic) – they expect effectiveness, efficiency and quality in the products and services offered both by the Government in terms of the enabling environment, PNGTPA in terms of marketing, awareness and promotion, and providers of tourism services and products.

PNGTPA is expected to effectively and efficiently coordinate all efforts in the entire value chain to offer all tourism products and services at expected levels.

3. Importance of Tourism to PNG’s Socio-Economic Development

PNG is a lower-middle income country and overly reliant on the non-mineral sector (including tourism) which has averaged a weak growth around 10% during the last 6 years1 . As the majority of the people depend on the non-mineral sector including tourism, the dismal growth has effectively limited the country’s opportunities to improve on key development indicators such as poverty reduction. Reversing this growth trend will require diversification of the economy so that investment in the renewable sector including tourism where the majority of Papua New Guineans rely on. In doing so will enable PNG becoming a middle-income country and hence progress towards becoming a ‘Rich Black Nation’ as envisioned by Prime Minister Marape.

The importance of tourism to the economy cannot be emphasized enough. Tourism is one of the world’s leading industries and fastest growing economic sectors2. It is a diverse global industry that integrates various sectors within an economy given its significance to a local economy. Tourism as a dynamic industry creates substantial economic impact while protecting the sensitive environment and delicate social fabric of the local community.

In 2019, contribution of travel and tourism contributed 1.6% to Gross Domestic Product of PNG. The direct contribution of the travel and tourism industry accounted for 3.3% of the total GDP in 20193

Because tourism is a cross-sectoral industry, it affects in a positive way many sectors and industries and plays a very vital role in the economy and generates employment in many related sectors and contributes to the overall economic growth. The five areas of the economy that tourism affects include:

R Transportation

R Accommodation

R Food and beverage

R Recreation and entertainment

R Travel services.

Tourism brings many benefits including but not limited to:

R Growth and boost in economic activities

R Boost wide scale industry revenues

R Infrastructure development

R Country’s improved brand image

R Source of foreign exchange earnings

R Source of employment generation.

In fact, tourism has the potential to bring into the country substantial foreign exchange plus other economic benefits if the tourism products are developed, diversified and managed properly.

1 ADB Country Partnership Strategy, September 2020

2 Rayel, J. Et Al, 2014

3 http://papuanewguinea.travel

4. Current Situation at PNG Tourism Promotion Authority

The PNGTPA is a semi-independent statutory authority, established under the Tourism Promotion Authority Act of 1993, and is wholly funded by the National Government through the annual budgets. The PNGTPA Board provides policy and governance oversight over the PNGTPA.

4.1 Legislative Charter and Mandate

Parliament repealed Tourism Development Corporation Act of 1990 and enacted the Tourism Promotion Authority Act of 1993. The latter Act established the Papua New Guinea Tourism Promotion Authority and replaced the Tourism Development Corporation under the Department of Culture and Tourism.

The Act of 1993 provides and mandates the PNGTPA with its operational powers and functions. As an Authority and operating as a statutory body, the PNGTPA has the powers to acquire, hold and dispose of real and personal property, and sue and be sued in its corporate name. It is to function as an Authority to foster the development of tourism in PNG so as to maximize the economic benefits of the industry to the economy as a whole whilst minimizing any disruption to society, culture and the environment. In doing so, the following functions are delivered as specified under Section 5 of the Act:

(i) Formulate tourism policies and plans,

(ii) Implement tourism policies and plans approved by the NEC,

(iii) Promote PNG tourism overseas as a tourist destination,

(iv) Enhance awareness overseas for PNG as a tourist destination,

(v) Encourage the provision, development and expansion of tourism infrastructure, facilities and products in PNG,

(vi) Encourage, assist and promote appropriately high levels of service, education and management within PNG tourism facilities and products,

(vii) Assist, guide and facilitate new investments,

(viii) Monitor & report the effects of international tourism on Papua New Guinea society, culture and environment.

Adhering to the concept of sustainable tourism development in the country, the Authority provides tourism statistics needed for planning and policy making at the national, regional and international levels.

4.2 PNG Tourism Promotion Authority Board

The PNGTPA Board is responsible for the overall governance of the PNGTPA and sets strategic policy direction for the organization

4. Current Situation at PNG Tourism Promotion Authority

consistent with the TPA Act, 1993. The Board is made up of the Chairman of the Permanent Parliamentary Committee on Tourism, ex-officio by virtue of the TPA Act 1993, the Departmental Head of the Department responsible for finance and planning or his nominee, ex-officio, the Chief Executive Officer of PNGTPA, ex–officio and seven members representing the national tourism interests of the sector such as hoteliers, tour operators, the national airline, banks or financial institutions, tourism attractions, third level airlines, tourism industry association, and tourism development generally.

4.3 PNG Tourism Promotion Authority Executive Management

The Executive Management Team, led by the Chief Executive Officer, consists of four directors heading the four functional areas. The executive management team is responsible for ensuring the delivery of the key outcomes and deliverables set by the Board and the oversight and control of the day-to-day operations of the organization in line with the Government overall policy directions on tourism development.

4.4 Current PNGTPA Operations Functional Areas

To effectively and efficiently deliver on the functions mandated in the Act, the PNGTPA is structured so that essential technical functional areas from policy and planning to research and product development and promotions are adequately covered. These technical functions are soundly supported by human resources, ICT and financial management functions emanating from the Organizational Structure of 2017.

(i) Executive Unit under the Chief Executive Officer is responsible for fulfilling organizational goals, strategic policy and planning

Figure 1: Executive Management Structure

Chief Executive Officer (Executive Unit)

Director (Policy and Planning Division)

Director (Provincial Coordination and Product Development Division)

Director (Corporate Affairs Division)

Director (Marketing, Promotions, Research and Statistics Division)

4. Current Situation at PNG Tourism Promotion Authority

decision-making, overall organizational accountability for performance including accountability for financial management.

(ii) Marketing, Promotion, Research and Statistics Division coordinates research and provides data and statistics for tourism policy decision-making, planning and product development decisions as well as promotion and marketing of such products targeting both global and domestic tourists.

(iii) Policy and Planning Division provides a critical advisory role on tourism policy development and coordinates planning and interventions in the tourism sector.

(iv) Provincial Coordination and Product Development Division is responsible for liaison and coordination with provincial governments and administrations in establishing provincial tourism offices and their operations in terms of carrying out all functions pertaining to the tourism sector in the Provinces.

(v) Corporate Affairs Division manages our human resource and performance management systems, ICT and financing and budgeting functions.

Within the Country, PNGTPA is supported by a range of partners across PNG including provincial governments and provincial tourism bureaus and works closely with the industry in advancing tourism in PNG.

At the global scene, PNGTPA will be supported by international offices and other PNG Government offices such as the Department of Foreign Affairs and International Trade and Department of Immigration and Citizenship. Expanding from the traditional source markets of North America, Europe, United Kingdom and Japan, PNG will widen its coverage to new countries and regions in our efforts to spur demand for PNG tourism. Using our global positioning in our various international offices and our tourist service providers connectivity to the worldwide internet platforms, we will target new countries and regions to spur visitor demand for PNG. Australia and New Zealand will continue to remain as the main suppliers of tourists/ visitors to PNG.

4. Current Situation at PNG Tourism Promotion Authority

4.5 PNGTPA Manpower (Staffing)

The current organizational structure was approved in 2017 by the Department of Personnel Management and the TPA Board with a staff ceiling of 51 positions.

4.6 PNGTPA Financing

(i) Recurrent Budget – 2017-2022

The operations of the PNGTPA is funded from the National Government’s annual national budget. Presented in Table 1 is the budget allocations for operations between 2017 and 2022. Salaries and Allowances under Personnel Emolument are paid under Salaries and Conditions Monitoring Committee determinations.

Note: Taken from National Budget documents for 2017-2022.

(ii) Development Budget -2017-2022

PNGTPA also receives funding from the national annual budgets for its development programmes and projects. Budget documents going back to 2017 confirmed budgetary appropriations for two programmes: (i) Tourism Sector Development Project and (ii) Tourism Sustainable Development Programme. The total funds appropriated under these two development programmes from 2017 to 2022 was K157 million.

Table 1: Operational Budgets for 2017-2022 (K’000)

4. Current Situation at PNG Tourism Promotion Authority

A caveat as a caution to the Development Budget figures provided in Table 2 is that they are only at appropriation level and therefore the final and actual budget outcome in terms of actual funds received would be quite different from these figures.

Note: Taken from National Budget documents for 2017-2022 at Appropriation Level.

Table 2: Development Budget Appropriations for 2017-2022 (K’million)

5. Challenges and Opportunities Outlook

There are some challenges that continue to impede the ability of various stakeholders including the PNGTPA’s operations to effectively exploit the opportunities in realizing and nurturing the benefits. Additionally, these challenges bring about a huge disparity in the growth of tourism both on the global, regional and domestic levels.

PNG’s tourism potential is vast, however, there are significant factors that continue to impede the ability of the various stakeholders, including PNGTPA, to effectively exploit the opportunities to realize and nurture the benefits.

An analysis of the PNGTPA’s strengths, weaknesses, opportunities and threats as the National Tourism Organization of PNG is presented in the table below.

5.1 Challenges Facing PNG Tourism Development

PNG has a great potential as a tourist destination with its vast and untouched natural environment and its diverse culture and traditions. However, there are some challenges that continue to impede the ability of the various stakeholders including the PNGTPA to effectively exploit the opportunities therefore realizing and nurturing the benefits. Additionally, these challenges bring about a huge disparity in the growth of tourism both on the global, regional and domestic levels.

The main challenge being the importance the Government places on the extractive resource industries like mining and petroleum at the detriment of the renewable resource sector including tourism. As a result, governments at all levels have failed to discover what other nations have seen in tourism as a sustainable industry and its accompanying long-term and widespread benefits.

The current and most pressing challenge is the COVID-19 pandemic which is leading to significant changes in terms of people’s economic behavior, which inevitably impacts the local tourism industry and tourism activity as much as it is affecting the rest of the world (both supplier and host countries). Immediate control measures, such as necessary restrictions on travel, avoiding physical contact, social distancing, as well as tourists’ and patients’ changes in priority making, have vanished interest in traveling away from the place of usual residence and seeking to receive tourism services. COVID-19 pandemic has caused immediate impacts across the whole spectrum of economic and social activity.

It is imperative for the PNGTPA to continuously collect data and

5. Challenges and Opportunities Outlook

information both internally and externally to make critical appraisals of the current situation and make appropriate policy and planning decisions going forward amid this challenge.

In the meantime, the utmost priority for PNGTPA is to build and sustain local tourism in order that we continue to put money into our people’s pockets and keep our industry players – accommodation providers, transport and logistics providers, tour operations and many other tourist-related businesses afloat during these challenging times.

5.2 Opportunities and Outlook for PNG Tourism Development

(i) Tourism Outlook

Global travel and tourism has had a positive growth in 2019 surpassing the growth of the global economy. Travel and tourism direct contribution to GDP growth was 3.5 percent compared to a corresponding 3.9 percent growth in the global economy in 2018. In the Asia-Pacific region, the strongest growth has been concentrated in South East Asia, with a 12.1 percent growth recorded in 2019. A ten-year forecast by World Travel and Tourism Council (WTTC) 2019 shows that travel and tourism will continue to be one of the biggest sectors contributing to GDP growth by 3.7 percent per year. So, on the global scale, travel and tourism will be an important sector for any national economy to invest in, going by forecasted growth and impact on national economies in the next decade and beyond.

Countries who want to maximize returns on travel and tourism will need to place tourism high on their investment agenda. Evidence has shown that the fastest growing travel and tourist economies are the ones that have prioritized tourism, opened borders, invested in infrastructure, and intensified global and regional promotion and marketing of their countries, among others.

(ii) Consumer Trends

Tourists seeking authentic, interactive and personalized travel experience is increasing. Current tourist trends expect experiences that closely match their personal preferences, from destinations to accommodation and the kinds of activities they will engage in. The more closely an experience can be tailored to a client’s desires and expectations, the more likely they are to return and to use the same service again.

5. Challenges and Opportunities Outlook

There is an increase in the use of Mobile and direct transaction between consumers and tourism operators. Furthermore, 74 percent of travelers worldwide booked their travel on the internet. Digital disruption will continue to influence how business model and communication between target consumers in the travel and leisure industry is conducted. Instagram and YouTube audience are increasing than Facebook or Twitter in the last 2 years. This indicates the increase in the use of video and image contents moving from bundled to a fragmented usage of digital contents.

(iii) Implications for Tourism Development in Papua New Guinea

1. To invest more resources in order to capitalize on consumer and technology trends.

2. PNG TPA should closely monitor industry trends globally, in the region especially Fiji and Vanuatu and locally to understand the impact of PNG as a Tourism destination.

3. Invest in the development of more personalized marketing and promotions throughout different phases of customer journey and tourism supply chain.

PNGTPA

(iv) Pacific and PNG

The forecast for travel and tourism for Pacific Island countries remain weak in 2020 as a result of the global coronavirus (COVID-19) outbreak. An overall decrease of 40 percent was forecasted for the Pacific ACP and SPTO countries for 2020. This figure is likely to improve slowly in 2021, and judging by the World Travel and Tourism Council Outlook, the overall forecast in the next decade remains positive. Comparatively, however, Pacific Island countries will need to step up their economies and tourism products to compete in global and regional tourist market, in particular against the strong South East Asian economies.

PNG’s market share of visitor arrivals in the ACP and SPTO member countries show a 4 percent increase in 2019 from 3 percent increase in 2018. And, its overall market share of visitor arrivals of 7 percent in 2019 compared to French Polynesia 9 percent and Fiji 43 percent, show a weakening. There is therefore a challenge for PNG tourism to maintain a steady rise in visitor arrival numbers, and secondly to work on improving its overall percentage share of the visitor market within the Pacific region in the years ahead.

5. Challenges and Opportunities Outlook

A key character of PNG tourism is the dominance of the business tourist, which accounts for 56 percent of all tourist arrivals in 2019, compared to leisure tourists 30 percent and visiting friends and others 14 percent. A continued focus on the business tourist coupled with a greater emphasis on attracting leisure tourists will be needed if PNG is to maximize visitor arrivals.

A continued and aggressive capture of the Australian tourist market will be needed to ensure PNG tourism remains competitive. Australia continues to be the main source market for PNG and there is intense competition among Pacific Island countries to draw tourists from this important source market. Australia will continue to remain as the most important source market in the years ahead. PNG should also focus on the North America, Asia and Europe as emerging source markets given a steady interest and therefore rise in tourist arrivals from these market sources in recent years. As well, there is real potential from cruise ships tourism and there has been a modest rise in this area.

Within the Pacific, PNG is the largest economy and its growing business sector provides a real opportunity to draw business tourists. One of the growing trends in PNG is the Meetings, Incentives, Conferences, and Exhibitions (MICE) sector. In recent past, PNG hosted various regional meetings including Pacific Islands Forum, ACP Leaders meeting where 60 plus member countries attended. Furthermore, in the lead up to APEC 2018 Leaders’ Summit, there were several other ministerial and economic sector meetings. PNGTPA took the lead in hosting the Tourism Ministers Meeting (TMM) and Tourism Technical Working Group (TTWG) Meeting in May of 2018. APEC PNG 2018 Leaders’ Summit was in November of 2018 where Presidents, Vice Presidents, and Prime Ministers of 21 APEC member economies attended. This has made PNG a leading destination for MICE activities in the Pacific. This is backed by the meeting and conference facilities PNG has.

In addition, PNG has hosted some important regional and international sporting events. Prior to the regional and international sports events hosted in PNG, the government took a bold step to develop some of the run-down stadiums and sporting facilities in Port Moresby. Stadiums were built and rehabilitated to international standards as a pre-requisite to qualify to host the international sporting events. PNG hosted XV Pacific Games in

5. Challenges and Opportunities Outlook

2015 where 16 Pacific countries participated in the 3 weeks’ games, followed by Under 20 Women FIFA Soccer World Cup in 2016. Then followed by Rugby League World Cup in 2017 and APEC Meeting in 2018. In the Rugby League World Cup, PNG hosted 3 Games in Pool A and won the three matches to qualify for the quarter finals.

The above emerging tourism markets in MICE and Sports will be growing in the next few years due to state of the art meeting and conference facilities, and sporting facilities PNG has in its Capital City, Port Moresby and other towns. In sports, international and local sporting activities will continue to draw huge followers. In rugby league, PNG team ‘PNG Hunters’ entered into the Queensland Intrust Super Cup in 2014 and won the first Premiership in 2017. PNG Hunters program continue to go on and some of the home games bring players, coaching staffs, physiotherapists and other officials, and followers from Australia as tourists into PNG. Local semiprofessional rugby league competition, the Digicel Cup draws followers and fans from province to province to boost domestic tourism activities.

PNGTPA has identified MICE and Sports as another segment of market apart from the main tourist market and will continue to do what it can to promote these segments of market.

Seizing on the available opportunities will require a myriad of strategies targeting among others, a strong global and regional reach of source markets including intensifying PNG’s reach on the traditional market of Australia and New Zealand, an aggressive and well-thought-out marketing and advertising strategy aimed at branding PNG as a viable and attractive destination, a focused attention on improving product and service quality, and an emphasis on strengthening organizational performance.

(v) Poverty Reduction through Sustainable Tourism Development

The opportunities and potential for tourism as an important contributor to socio-economic development and poverty reduction in PNG is huge. There is no shortage of unique opportunities for tourists in the country like cruising, trekking, surfing, bird watching, cultural shows, mountain climbing, cave explorations, visiting volcanoes, historical sites, war relics, craft markets, and much more. Many of these experiences and products are exotic and unique to PNG tourism.

5. Challenges and Opportunities Outlook

In recognition of these tourism opportunities, the United Nations World Tourism Organization (UNWTO) has placed ‘sustainable tourism development’4 at the core of PNG tourism and as PNGTPA’s organizational goal. This is all about supporting and promoting grassroots tourism products for local communities at the lower end of the value chain consistent with SME and MSME policies of the Government. The opportunities and potential at this level is so vast that it is certain to provide the backbone upon which the PNG tourism can set its foundation as it moves forward amid the challenges of the COVID-19 pandemic.

The untouched and raw beauty of the country in diverse flora and fauna, amazing and breath-taking geography, richly diverse cultural heritage and hospitality provide unique and abundant potential and opportunities for tourism to contribute more than its current level of contribution to the national GDP. The potential to attract an extra 40,0005 holiday arrivals annually to PNG by 2026 needs to be harnessed into tourist products that draw visitors of different interests to come and see for themselves the innate beauty of the country.

Besides, eco-tourism and cultural tourism, agri-tourism, which is a subset of a larger rural tourism, is one potential tourist product that needs further work. It is “a form of commercial enterprise that links agricultural production and/or processing with tourism in order to attract visitors onto a farm, ranch, or other agricultural business for the purposes of entertaining and/or educating the visitors and generating income for the farm, ranch, or business owner.”6

Given the country’s agronomical history, which is almost 7,000 years old7, promoting PNG’s numerous traditional farming systems and practices and its exotic traditional crops will provide huge opportunities again at the grassroots and community levels. In Mrs. Linibi’s words “As it stands, many people in the sector (agriculture) in PNG think agriculture is limited to growing and selling crops, but the industry has potential beyond traditional farming”.8

4 https://oxfordbusinessgroup.com/analysis/managing-development-sustainable-and-grassroots-tourismfundamental-sector-growth

5 https://wwwpagahill.com>cultural

6 https://www.nal.usda.gov/afsic/agritourism-and-farm-tours

7 press-files.anu.edu.au/downloads/press/p53311/pdf/history.pdf

8 Ms. Maria Linibi, President, PNG Women in Agriculture Development Foundation

5. Challenges and Opportunities Outlook

3: Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis

Strengths

l Tourism Sector Development Plan 20222026

l Alignment to GoPNG strategic documentsMTPD III, V2050, DSP 20102030

l Source market presence (DMRs)

l Member to regional/ international organizations

l Annual budget support from GoPNG

l Human resource – 51 work force

l Up to date financial audits

l Annual reports

l Provincial MOUs

l Industry partnerships

l Existing market ready products

l Social media corporate presence

l Corporate branding and image

l Updated ICT infrastructure

l Audit committee setup

l Internal Audit

l Housing Committee setup

l Disciplinary committee setup

l Staff welfare incentive scheme

l Capacity building for staff through institution MOUs

l Two season destinationniche destination

Weaknesses

l Image perception of PNG as a destination

l TPA Act 1993 amendment pending

l National Tourism Policy review pending

l Annual Budget limitations

l Infrastructure for critical enablers

l NDB TPA tourism credit scheme

l Data management

l Lack of investment opportunities, tourism incentives, low investor confidence

l Lack of awareness in GoPNG leadership on the potential of tourism as an economic sector

l Lack of tourism product knowledge

l Implementation, monitoring, evaluation and reporting

l Competencies in the organization

l Corporate policies

l Limited engagement with development partners

l Ad-hoc funding to projects/programs

l Lack of key strategies

Opportunities

l Organizational restructure

l NEC approval of TSDP

l Internet access capacity extension

l Review of Marketing Strategy

l Regional TPA offices

l Access to finance for tourism operators

l TSA

l Vaccination roll out

l Digital transformation

l Change management

l Partnership with Development Partners

l Partnership with Airlines and the Industry

l Increase engagement in international and domestic trade market shows

l New niche products i.e. Agri-tourism, Health and Wellbeing tourism, Augmented reality technology, Voluntourism

l Tourism Industry

Threats

l Law and order

l Negative media perception

l Health and safety –Covid19

l Rogue operators

l Natural disasters/public health pandemic

l Management changes/leadership of organization

l Political influence

l High cost of doing business – country’s economic environment

l Transnational crime

l Capacity in provincial tourism offices/bureaus

l Forex Issues

Table

5. Challenges and Opportunities Outlook

Key Indicators

Development of Small Business Tourism in the SME Sector

Tourism as Key Contributor to Vision 2050

Government Expectations

Reduced Dependence On Non-renewable Sector

Tourism Sector Growth Acceleration

EXPANDING

GLOBAL, REGIONAL AND DOMESTIC REACH

n Increased access to global and regional tourists/ visitors supply markets for more new visitors to PNG as a desired tourist destination

n Increased global and regional comprehensive awareness and marketing of PNG as an attractive and memorable tourist destination

n Increased awareness and demand from the traditional supply market of Australia and New Zealand

n Increased regional and global marketing of PNG in tandem with 2,3, and 4 above following the PNGTPA 5 Year Marketing Strategy 20182022

PNG Tourism is Regionally and Globally Resilient, Competitive and Sustainable

ACCELERATING TOURISM INVESTMENT WITH SMART POLICIES AND PLANS

n Provision of tourism policy advice and implementation

n Guiding and facilitating new investments in the tourism sector

n Increasing tourism awareness, capacity building and standards.

n Improving regional and international Cooperation

RAISING THE LEVELS OF TOURISM SERVICE EDUCATION AND MANAGEMENT

n Improved tourism training matching industry needs and expectations

n Improved service quality through relevant and tailored training programmes

n Training programmes monitored, managed, assessed and reported on outcomes

MAXIMIZING VALUE FROM TOURISM RESEARCH AND MONITORING

STRENGTHENING TOURISM PRODUCT DEVELOPMENT FOR SUSTAINABLE TOURISM

MAINTAINING EXCELLENCE IN CORPORATE GOVERNANCE AND PERFORMANCE

PROVIDING EFFECTIVE SUPPORT SERVICE IN HUMAN RESOURCE, ICT AND FINANCIAL MANAGEMENT

n Enhanced capacity to accurately understand tourism trends and developments and formulate informed and effective policy responses.

n Enhanced capacity to monitor and evaluate performance; improved ability to respond to PNGTPA’s performance indicators and improved capacity on forward planning for the corporate strategy.

n Increased Profiling of existing Tourism Product in each Province in PNG.

n Initiating new product development

n Demonstration of sound and effective governance and leadership by the Board and executive management.

n Demonstration of strong financial and adminstrative management.

n Demonstration of strong performance framework that achieves results.

n Demonstration of high standards of professionalism and integrity among staff.

n Effective Human Resources Development and Management

n Prudent Financial Management and Accountability

n Scalable and effective Information Communication Technology (ICT) Infrastructure

n Information and Telecommunications Technology (ICT)

n Legislative and Organizational Structure Reviewed

n Performance reports produced

Figure 2: Conceptualizing the Corporate Strategy

6. Aligning Tourism Priorities to National Overarching Policies and Plans

6.1 Marape Government Policy Stance

‘Take Back PNG and Make It A Rich Black Nation’ calls for all State Agencies to formulate and execute appropriate strategies to contribute towards socio-economic development of the country to elevate PNG to a middle-income country from its current categorization of lowerincome country. PNGTPA aims to make tourism a major contributor to the economy on a sustainable basis.

6.2 Overarching Policies and Plans of Government

There are several key overarching policies and plans currently in force obligating, like all other State agencies, PNGTPA to align its policies and plans strategies so that its achievements contribute towards attaining overall policy priorities of the Government: (i) Vision 2050, (ii) PNG Strategic Development Plan 2010-2030, (iii) National Strategy for Responsible Sustainable Development (2017), (iv) Sustainable Development Goals, and (v) Medium Term Development Plan III 2018-2022.

These policies and plans have set performance targets for each of the sectors and agencies in the public sector. For example, the PNGDSP 2010-2030 has set specific development targets for each of the sector agencies. The development target for the Tourism Sector is to have received 1.5 million international visitors by 2030 from a base of 121,000 in 20089

In the MTDP III, there are several performance indicators against which performance of PNGTPA is to be assessed. Similar to the PNGDSP target, by 2022, 385,470 international visitors would have been received from a base of 197,632 international visitors in 201610. The total revenue expected by the increase in visitors under MTDP III is K3.9 billion from a base of K1.95 billion in 2016.

Though the targets in the PNGDSP and MTDP III are ambitious, the PNGTPA can make progress towards achieving these targets. However, the biggest threat to PNG’s tourism, just like any other tourism destinations in the world today, has been the COVID-19 pandemic. Any opportunity for achieving these targets have been seriously hampered.

Nevertheless, the PNGTPA has developed its Tourism Sector Development Plan (TSDP) 2022-2026 as its medium term development plan aligned to the priorities and targets set forth in the MTDP III by the National Government. Thus, the Corporate Plan 2023-2026 translates and operationalizes the TSDP.

9 PNGDSP 2010-2030, page 103

10 MTDP III (Vol.2), page 22

7. Reforms to Meet Current and Future Demand for Tourism

Active and innovative reforms are required to improve competitiveness and support sustainable development of tourism. The fragmented nature of the sector requires a coordinated government approach at all levels of government with an emphasis on strong partnership to harness private sector participation to take tourism sector into the future. Key areas of structural and administrative reform to be undertaken by PNGTPA are:

(i) Review of National Tourism Policy

The tourism industry of PNG has evolved significantly over the past 20 years, innovation and digital platforms have enabled the industry to leap into e-commerce and access direct open markets to trade services in tourism and hospitality globally, regionally and domestically.

A National Tourism Policy that gives direction to the development to the sector taking into consideration the business environment we operate in is vital. This policy will inform the need for legislative changes for the growth of tourism as a key economic sector in PNG.

(ii) Review and Amendment of the TPA Act 1993

With the objective to modernize the operations of PNGTPA and enable a wider scope of functions, a review and amendment of the Tourism Promotion Act of 1993 is required. PNGTPA will be empowered under the amended Act to take on a regulatory role to ensure tourism product and services meet national and global standards, and are regulated to safeguard the industry, product and service providers and tourists/visitors.

(iii) Organizational Restructure

The amendment to the TPA Act 1993 will necessitate the organization to restructure itself to position itself to administer and implement the amended legislation and meet the demand for growth in the industry. The organizational structure will look at the creation of, but not limited to Regulations and Licensing Unit, Research, Data and Statistics Division, and Regional TPA Offices amongst others.

8. Strategic Priorities, Expected Outputs and KPIs

Seven (7) Strategic Priorities are identified to which our energy and resources will be directed and focused for maximum impact on the sector and the industry. The priorities have been chosen not only to achieve tourism sector development outcomes but also to contribute to achieving the overarching development priorities and aspirations of the National Government already documented in its overarching policies highlighted above in Section 6.

Research & Statistics

Policy & Planning

Product Development

Marketing

l Statistical data is an important tool for planning and policy making and must be based on proper research. Research and statistics function must be adequately resourced to be able to collate and collect statistics that is reflective of up-to-date tourism trends in the country and abroad. Statistics provide evidence needed to improve decision making, document results and also enhance accountability.

l The availability of statistical data enables to investigate all available evidences in formulating policies to achieve averaging tourism plans. Policies are developed based on statistical data collated by the Research and Statistical branch.

l The implementation of the policies in liaison with provincial tourism bureaus & tourism offices, provincial governments and industry partners in developing tourism products.

l Marketing and promotion of the tourism products & services remains a key mandate of TPA and must implemented through various ways including internet marketing, shows, events, expos, etc.

Strategic Priority 1:

The Executive Unit oversees the entire operations of the Organization through leadership and financial support to implement projects in accordance with the Public Finances

The Corporate Affairs provides support services through human resource management, ICT and Financial Management

Expanding Global, Regional and Domestic Reach

Lead Division: Marketing Division

Strategic Priority 1 is consistent with TSDP’s International and Domestic Tourism Subsector priorities.

Our first strategic priority is to give equal attention to expand our efforts to reach out to global, regional and domestic tourist supply markets. This calls for an intensification of our marketing and promotional efforts through existing and new marketing channels and using a variety of Strategies. The ultimate goal is to grow demand and increase the number of visitors to PNG and their spend from the global and regional supply markets whilst generating the interest within our domestic markets to travel as local tourist.

Figure 3: Functional Flow Chart

8. Strategic Priorities, Expected

Outputs and KPIs

The International tourism market is volatile and is easily affected by many external factors such as natural disasters, pandemics, and global economic crisis as seen in recent years. It is also intensely competitive with countries attempting to maximize returns from tourism using competitive marketing strategies (advertising, product development, and improved visitor experiences). PNG will continue its efforts using existing and new digital marketing campaigns to create brand awareness in our international source markets. A Specific Public Relations Campaigns will be targeted for the Australian and New Zealand markets to improve our brand image and counter the negative perception of PNG by appealing to our audience emphasising on our shared history and culture. We will continue to grow and expand our new markets and distribution channels through partnership with our overseas Destination Marketing Representatives and other key stakeholders like PNG Foreign Missions and Air Niugini in Australia, New Zealand, Japan, China, USA, United Kingdom, and Europe.

PNG is marketed as a niche adventure destination through its respective source markets. The knowledge of PNG as a competitive tourist destination internationally is scarce. However, regionally and domestically PNG remains a favourable adventure destination due to its brand familiarity. Our products marketed internationally and regionally are Diving, Trekking, Culture, Birdwatching, Surfing, and Cruising.

In order for PNG to develop a resilient and sustainable tourism industry PNGTPA needs to identify and develop new products that will also help in improving our brand image as a desirable tourist destination while appealing to new markets and segments.

Using the resources in our global and regional offices, we will intensify and enhance our global and regional reach to tourist/visitors supply sources. Our initiatives in this regard will be varied, dynamic and competitive, targeting key areas of the tourism market and showcasing PNG as an unparalleled, one-of-a kind country, in the Pacific.

8. Strategic Priorities, Expected Outputs and KPIs

Logical Frame 1: Core Outcomes and Key Performance Indicators for Strategic Priority 1

Expected Outcome

Key Strategies

1. Increased access to global and regional tourism supply markets for more new visitors to PNG as a desired tourist destination.

2. Increased global and regional comprehensive awareness and marketing of PNG as an attractive and memorable tourist destination.

(i) Expanding from traditional source markets, we will widen our coverage to new countries and regions in our efforts to spur demand for PNG

(ii) Using our global positioning in our various international offices, we will target new countries and regions to spur visitor demand for PNG.

(i) Market PNG as a unique and desired tourist destination using a variety of mediums and different marketing and sales strategies.

(ii) Focus on the niche products of PNG tourism and work on a global brand that sells PNG as a welcoming place where visitors are welcomed, looked after, and have manifold and unique experiences compared to other parts of the world.

Key Activities

Develop a new global and regional outreach strategy with TPA international offices with the aim to increase the number of countries covered/reached.

Key Performance Indicators

Increase in the overall number of annual visitor arrivals.

3. Increased awareness and demand from the traditional supply market of Australia and New Zealand.

4. Increased regional and global marketing of PNG in tandem with 2, 3, and 4 above following the PNGTPA Five Year Marketing Strategy 20182022.

(i) Recognize Australia and New Zealand as the main suppliers of visitors to PNG and therefore intensify marketing activities to spur a renewed and increased interest on PNG as an attractive destination.

(ii) Identify and maximize our reach to different visitor/client segments using innovative marketing and sales strategies ensuring that we positively impact demand.

PNGTPA already has a solid Marketing Strategy 2018-2022 in place. Using that we will scale-up our marketing efforts by implementing the six strategies and their related activities in our marketing strategy.

(i) Expand marketing and advertising and develop a PNG brand for a global and regional audience using different approaches, including using different marketing agents, targeted television advertisement, and travel companies

(ii) Develop and maintain TPA online assets and content involving all industry players for tourism PNG

Increase in the PNG market share of visitor arrivals among SPTO member countries per year.

Develop a Wantok Specialist Program for the Australian and New Zealand Market

Strengthen the implementation of the strategies and activities in the PNGTPA Marketing Strategy 20182022.

(i) Increase in the number of Australia and New Zealand visitor arrivals per year.

(ii) Increase digital and internet marketing and awareness campaigns.

(iii) Positive visitor ratings on accessing information on PNG tourism.

(i) Increase in countries/ areas covered in marketing and advertising

(ii) Positive reviews on PNG as an attractive tourist destination

8. Strategic Priorities, Expected Outputs and KPIs

Strategic Priority 2: Accelerating Tourism Investment with SMART Policies and Plans

Lead Division: Policy and Planning Division

Strategic Priority 2 is aligned to the TSDP’s Product and Service Subsector priorities.

Therefore, the Priority aims to increase investment and development in the tourism sector by ensuring that appropriate and SMART policies and plans adhering to overarching policy priorities are in place.

PNGTPA recognizes its role to assist, guide and facilitate investment and growth of the tourism sector. The sector has a significant potential of increasing its contribution to PNG’s GDP from both Foreign Direct Investment (FDI) as well as domestic investment both in existing operations and new opportunities to enhance growth in the sector. Whilst accelerating investment, PNGTPA is well positioned to work closely with its PNG Trade Offices and Investment Promotion Authority to deliver this goal. The focus will be on new and emerging entrepreneurs in the tourism sector as small-to-medium enterprises consistent with the SME Policy, 2016 and SME Master Plan 2016-2030 to drive and incentivize investment and growth.

For PNGTPA to effectively and efficiently coordinate to bring about increased investment, cooperation and collaboration with global and regional partners is very vital for enabling capacity building for policy formulation, technical assistance and meeting international obligations to improve the quality of our tourism standards across the sector.

It is imperative that we encourage the development and expansion of tourism infrastructure, facilities and investment through sound policy and planning mechanisms that are cross cutting in nature to ensure a whole of government approach towards the development and growth of the industry in PNG.

The multi-faceted and ever-evolving nature of the tourism industry in the digital age of technological transformation, climate change and travel demands require concerted effort as far as monitoring and evaluation role is concerned. It is imperative that we undertake regular reviews of our business processes, policies, and plans so that we keep abreast of the rapid changes, challenges and risks so that we are better placed to provide informed advise for investment decisions.

It is envisioned that by doing so, it will enable the organization to be a more effective and robust mechanism to meet the goals and core objectives as directed in this Strategy for a better fruitful outcome. We aim to take a whole of government approach and liaise with relevant government agencies at all levels whilst conducting extensive industry consultations including local communities and resource owners to encourage inclusivity, strengthen existing partnerships in order to implement our policies more effectively and efficiently to achieve our expected outcomes.

8. Strategic Priorities, Expected Outputs and KPIs

Logical Frame 2: Core Outcomes and Key Performance Indicators Strategic Priority 2

Expected

Outcome

Key Strategies

1. Provision of tourism policy advice and implementation

2. Guiding and facilitating new investment in the tourism sector

Working with our key partners in government and industry to provide sound policy advice to Government. Such policies to be based on new and emerging trends with potential for significant impact on the tourism sector.

(i) In collaboration with our key stakeholders, TPA spurs interest for new start-ups and ongoing businesses to raise their investment in tourism with emphasis on and assist the tourism SMEs.

(ii) Work on a variety of strategies including local partnership and FDI injection, financial and economic incentives, financial training and literacy to guide local tourism entrepreneurs.

Key Activities

(i) Formulate and implement tourism policy to encourage strategic and sustainable growth of the tourism sector.

(ii) Facilitate formulation of provincial tourism plans to ensure alignment to the TSDP uniformity.

Assess, assist, guide and facilitate investments by local entrepreneurs and overseas investors ensuring adequate benefits for the local affected communities.

Key Performance Indicators

(i) TMP 2007-2017 reviewed.

(ii) TSDP formulated and developed to facilitate investment and growth of the tourism sector.

Provincial Tourism Plans and other strategic documents will identify synergies and alignment to the industry growth aspirations outlined by the TSDP.

Target

(i) TMP 20072017 Reviewed.

(ii) Formulation and NEC endorsement of the TSDP.

15 out of 22 provinces to have developed their Provincial Tourism Plans by 2026.

3. Increasing tourism awareness, capacity building and standards

4. Improving regional and international Cooperation

(i) Focus on creating awareness on increasing the quality of tourism services for industry players and all other stakeholders.

(ii) Quality of services experienced by visitors is an important factor in luring visitors back on a regular basis

Harness new opportunities in terms of forging partnerships, seeking avenues for technical assistance, advisory and capacity building.

Work in collaboration with all stakeholders (both local and international) to achieve quality in tourism services and outcomes.

(ii) Awareness, training opportunities/ capacity building activities and retention of work force within our industry.

(i) Facilitate the development of standards and guidelines for accommodation service providers to ensure pricing appropriately reflects facilities and services rendered.

(ii) Seek and secure technical support, funding and sponsorship of projects and partnerships in tourism development.

Increase in national and local tourism start-ups and entrepreneurs.

Increase in FDIs on tourism in Kina value

(i) 30% increase in tourism en trepreneurship. by 2026.

(ii) Increase FDI by 30%

(i) Tourism workforce to be up-skilled in order to make sound decisions and provide quality services to ensure travellers experience PNG with a lasting impression.

(ii) Collaborate with international organizations, bilateral partners and private sector for technical assistance to harness growth.

(i) Implement tourism standards by 2026.

(ii) 60% increase in quality and standards of tourism services.

(iii) Increased collaborative partnerships for technical support.

8. Strategic Priorities, Expected Outputs and KPIs

Strategic Priority

3: Raising the Levels of Tourism Service Education and Management

Lead Division: Corporate Affairs Division

Support Division: Provincial Coordination and Product Development Division

Strategic Priority 3 is aligned to the Provider and Supply Subsector priorities of the TSDP.

This strategic priority will be to raise the level of tourism service education and up-skilling of the MSMEs in the tourism sector. Quality education and strong management skills are important to growing small tourism businesses. Yet business growth continues to be stalled by lack of skilled people at the management and supervisory levels. This situation will need to be reversed if small tourism businesses are to remain viable and become effective partners in tourism development.

Working in partnership with our key stakeholders in government, the education sector, the tourism sector, MSME sector, our focus will be to assist the small tourism businesses in the SME sector to improve their standards of service and management so that they can grow and become key players in the development of the tourism sector. To ensure this is done, we will institute key up-skilling programs tailored through partnerships with training and educational institutions in improving the quality of their curriculum and training, and work with businesses to invest on ongoing training of their staff.

8. Strategic Priorities, Expected Outputs and KPIs

Logical Frame 3: Core Outcomes and Key Performance Indicators Strategic Priority

3

Expected Outcome

1. Improved tourism training matching industry needs and expectations

2. Improved service quality through relevant and tailored training programmes.

Key Strategies

Develop a tourism curriculum and training materials meeting industry needs in close consultation with industry stakeholders and relevant training institutions to provide the kind of skills needed in the workplace.

The ongoing effective performance of those already working at the management and service levels. This will be demonstrated by raised standards of service delivery and management practices in tourism businesses receiving interventions

Key Activities

Develop and consolidate relationships with tourism trainers and universities to have an input on curriculum and training delivery.

Key Performance Indicators

Number of MOUs/MOAs developed and working relationships established with training institutions and universities.

3. Training programmes monitored, managed, assessed and reported on outcomes.

Performance management of our strategies, programmes and activities to account for our performance and achievements to our stakeholders including Government.

(i) Deliver short-term professional training on targeted areas requiring developments in service delivery and management with training institutions and partners

(ii) Organise internship and training placements with industry for experience and skills development with training partners.

(iii) Organise external professional and scholarly reviews on curriculum and training with training institutions and universities.

(iv) Raise awareness among small tourism businesses on continuous training and improvement of staff

(v) Monitor, evaluate and provide continuous industry feedback on skills and competency requirements on training and education.

(i) Carry out quarterly scheduled reviews of all activities including training programmes.

(ii) Carry out annual assessments of activities and provide appropriate recommendations for consolidation and strengthening as necessary.

(i) Number of targeted professional training programs sanction by TPA and tourism industry and universities.

(ii) Internships and trainee placement rating by interns/trainees and industry.

(iii) Organise external professional and scholarly reviews on curriculum and training with training institutions and universities

(iv) International reviews on service delivery and management competence

Target

>70% satisfaction rating

Quality reviews carried out by industry and professional trainers on curriculum design and training delivery

>85% satisfaction rating

>60% satisfaction rating

>60% satisfaction rating

>60 satisfaction rating

>60 satisfaction rating

8. Strategic Priorities,

Expected Outputs and KPIs

Strategic Priority 4: Maximising Value from Tourism Research and Monitoring

Lead Division: Marketing Division (Research & Statistics Section)

Support Division: Policy and Planning Division

Strategic Priority 4 is aligned to the TSDP’s Product and Service Subsector priorities.

Hence, the Priority aims to maximize value from tourism research and monitoring. The progressive development of tourism will depend on the use of reliable and accurate data and information to formulate evidence-based interventions and for improving tourism services across the country. Our goal will be to ensure that we fully utilize research and monitoring as means of improving the tourism sector in PNG. In order to achieve this, we will work on a range of areas aimed at improving our ability to collect, store and use tourism data, to track the developments of the tourism in PNG and inform policy interventions on improving the tourism sector.

Our primary focus will be to build our in-house capacity to carry out research and monitoring and then work in tandem with other stakeholders to deliver on this strategy. A key emphasis will be to improve our capacity to collect data on visitor numbers, visitor feedbacks/perceptions, tourism investment flow, industry and stakeholder feedbacks and ratings, quality of service delivery ratings, training and competency progression, and developing and collecting datasets to on the specific outcome targets in our corporate strategy. A similar emphasis will be on collecting data on policy development and implementation on a broader scale, ensuring that we can provide good evidenced-based advice to government and industry on a range of policy interventions.

8. Strategic Priorities, Expected Outputs and KPIs

Logical Frame 4: Core Outcomes and Key Performance Indicators Strategic Priority 4

Expected Outcome

Key Strategies

Key Activities

1. Enhanced capacity to accurately understand tourism trends and developments and formulate informed and effective policy responses.

2. Enhanced capacity to monitor and evaluate performance; improved ability to respond to PNGTPA’s performance indicators; and improved capacity on forward planning for the corporate strategy.

PNGTPA’s ability to collect relevant data, monitor ongoing trends and develop effective evidence-based policy responses.

PNGTPA’s ability to track and measure its own performance, control and improve its performance now and in future.

Inculcate a corporate culture that values data and the use of evidence-based policy.

Key Performance Indicators

Number of TPA trained staff on statistical analysis and data management

(i) Train staff on applied statistics, data collection, interpretation and analysis and use for decisionmaking.

(ii) Planning, data collection, data management and data utilization procedures.

(iii) Identify key areas requiring data, develop data collection plan and collect data

(iv) Review tourism trends and developments and develop relevant interventions where required

(v) Keep track of the progress of the Corporate Plan on key indicators and make changes on organizational performance where necessary.

(i) Completed data collection and corresponding statistical analysis on identified areas

(ii) Completed reviews on policy and tourism developments

(iii) Successful tracking of PNGTPA’s performance using performance indicators

(iv) Helpfulness of data in assisting tourism planning and policy development

Target

>95% success rating >90% success rating >90% success rating

>90% success rating >90% satisfaction

8.

Strategic Priorities,

Expected Outputs and KPIs

Strategic Priority 5: Strengthening Tourism Product Development for Sustainable Tourism

Lead Division: Provincial Coordination and Product Development Division

Support Division: Corporate Affairs Division

Strategic Priority 5 is aligned to Leadership, Synergy and Coordination Subsector priorities of the TSDP.

Therefore, this Priority will strengthen the development of tourism products for sustainable tourism in PNG. PNG has diverse and unique tourism products and proper development of these products will lead to sustainable tourism. Some of these tourism products are; diving, surfing, fishing, kayaking, cruising, which are water based activities; while, trekking, culture, bird watching, war relics are land based tourism products. Our focus is to develop these products as adventure tourism products to attract adventure tourism market. We have learnt from other countries in the Asia Pacific region on best practices for proper development of tourism products to promote sustainable tourism in PNG. PNG position itself to be the adventure destination and to promote sustainable tourism for the benefit of the current and the future generation.

Quality and niche tourism products with strong attractive characteristics can attract tourists to Papua New Guinea. Increasing tourist arrival numbers and spreading tourism economic benefits across Papua New Guinea is one of our goals. Securing this goal will depend on several factors, including investing on attractive tourism products across the country as the main catalyst to bring more tourists into PNG. Though, we acknowledge impediments to tourism in PNG, we believe also that if the tourism products attractiveness is so strong in terms of authenticity and uniqueness that gives quality experiences, tourists will continue to come regardless of the known impediments.

Therefore, our focus under this priority will be to develop unique tourism products particular to PNG in each province. To develop tourism products effectively, key partners and industry stakeholders, and provincial governments and district authorities will have to work together to realize this goal. Industry stakeholders have been in the industry and have experience in developing various tourism products; while, provincial governments are the local authority in the provinces that enable tourism development through provincial government enabling policy framework.

8. Strategic Priorities, Expected Outputs and KPIs

Logical Frame 5: Core Outcomes and Key Performance Indicators for Strategic Priority 5

Expected Outcome

1. Increased profiling of existing Tourism Product in each Province in PNG

2 Initiate new product development

Key Strategies

Based on uniqueness and diversity, work with each provincial and district tourism offices, and LLG and traditional landowners to keep proper records of each tourism product so we have proper records of tourism products in each province.

(i) Based on proper tourism product profiling for each province, we will work with them in exploring new opportunities and develop new products and enhance development of the existing products to add value and raise the profile of the provinces.

(ii) Integrate sustainable tourism development element into each product we develop. We will give special attention to community-based tourism products in order to spread economic benefits right into the communities.

Key Activities

Develop and sign MOU with Provincial Governments and DDAs to contribute resources and technical expertise to develop tourism products in respective provinces and districts.

Key Performance Indicators

MOUs developed and signed, and working in partnership with the provinces and DDAs. Average of six MOU to be signed each year over the next five years.

Target

30 MOU to be signed by 2026

(i) In collaboration with provincial and district tourism officers, conduct tourism products scoping to identify all types of tourism products, identify legitimate product owners, and create database to keep proper records of all tourism products in the provinces across PNG.

(ii) Introduce and adopt best practices for sustainable tourism and develop new tourism products while enhancing the existing tourism products to make it market ready and accessible for tourists while at the same time emphasize on the tourism benefits to reach both the current and future generations.

(iii) Empower local men, women and youth to equally participate in tourism development and encourage them to start tourism enterprises to directly or indirectly benefit from tourism activities in their localities to boost local economy.

(iv) Empower provincial and district tourism officers with appropriate training, materials, information and materials to effectively operate.

(i) All tourism products in our database profiled and recorded.

(ii) Provincial and District Tourism officers trained to profile and record all their tourism products that are accessible by tourists.

(iii) Sustainable tourism product sites in PNG are at internationally acceptable standards.

(iv) Increased number of local tourism Micro, Small, and Medium Enterprises (MSMEs) around the country.

(v) Provinces and districts to increase tourism officers in the provinces.

Average 60% of the known products are recorded by 2026

100 tourism officers in all the provinces by 2026

Increase 50% of sustainable product sites by 2026

500 tourism MSMEs by 2026

100 tourism officers in all the provinces by 2026

8. Strategic Priorities, Expected Outputs and KPIs

Strategic Priority 6: Excellence in Corporate Governance and Performance

Lead Division: Executive Unit

Support Division: Corporate Affairs Division

Strategic Priority 6 is aligned to Regulation and Standards Subsector priorities of the TSDP.

Consequently, the Priority aims to maintain excellent corporate governance and performance accountability. To achieve this, the PNGTPA will provide transparent and responsible leadership, a results-driven management culture, and a strong performance accountability framework that encompasses the entire operations of the organization.

We will focus on improving our governance, management and performance framework to ensure that we deliver on the expectations of the Government and industry by creating the desired impact on the tourism sector. Our actions and corporate practices will demonstrate our status as a good corporate citizen that works hard for the benefit of Papua New Guinea.

8. Strategic Priorities, Expected Outputs and KPIs

Logical Frame 6: Core Outcomes and Key Performance Indicators for Strategic Priority 6

Expected Outcome

Key Strategies

Key Activities

1. Demonstration of sound and effective governance and leadership by the Board and executive management.

(i) Board and executive management make and execute decisions in the best interest of the tourism sector complying with the TPA Act and other relevant laws.

2. Demonstration of strong financial and administrative management.

(ii) Conduct of Board members and the executive management team complies with the Organic Law on Duties and Responsibilities of Leaders, and adheres to the values of PNGTPA enshrined in its corporate strategy Management of the finances and administration of PNGTPA is sound with no irregularities and is in compliant with the PFMA, the Audit Act 1989, the TPA Act, and the Public Service (Management) Act

3. Demonstration of a strong performance framework that achieves results.

(i) The corporate strategy of TPA is sound and it provides clear guidance for corporate delivery of outcomes. PNGTPA consistently tracks and measures its performance against planned results PNGTPA rewards and sanctions staff based on performance.

(ii) PNGTPA take leadership of the Tourism Sector Development Plan 20222026. The Executive Unit will measure performance of implementation and provide sound advice to the Minister for Tourism, Arts and Culture.

(i) Strengthen board and management awareness on good corporate governance principles, relevant laws, and the PNGTPA values

(ii) Clear, concise, effective and achievable board resolutions by the board

Key Performance Indicators

(i) Demonstration of strong and virtuous leadership by the Board and management

(ii) Strong compliance to Board Resolutions by TPA Management

4. Demonstration of high standards of integrity and professionalism among staff.

Staff of PNGTPA at all levels demonstrate an acceptable level of conduct that upholds their personal integrity and the values of PNGTPA.

(i) Top management to ensure that key statutory compliance requirements on finance and administration are complied with on time.

(ii) Ensure to have management tools are in place; Financial Policies and Procedures Manual.

Policies and Procedures Manual. Key reporting requirements to the board, auditor general, parliament and other accounting bodies are met

(i) Demonstration of strong organizational reporting and compliance.

(ii) Demonstration of strong Internal Controls

(ii) Minimal Audit Queries being raised by the Auditor General.

Demonstration of strong individual and organizational performance in achieving results

Target

>90% confidence rating by government and stakeholders

(i) PNGTPA Corporate Strategy is published and divisions formulate their annual plans consistent with the outcomes and key initiatives.

(ii) Performance of PNGTPA and its divisions is monitored and tracked against planned results and divisions and staff are held accountable for performance.

(iii) The values of PNGTPA is circulated to all staff and compliance to them is adhered to.

(iv) TPA to continue develop pathways for staff development

(i) Strong adherence to values of PNGTPA

(ii) Minimal staff disciplinary matters

(iii) Staff Registered to professional affiliation groups like CPA PNG, IIA PNG, Institute of Directors, etc

(iv) Staff undertaking Tourism & Hospitality Degree program

(v) Strict code of conduct to be exercised by TPA staff at all times

>90% success rating by board, Auditor General, and Parliament. >90% success rating on achievements through ongoing tracking and review.

>90% positive rating of staff through 12-monthly appraisal >90 of staff conduct are above board and promote the value of PNGTPA.

8. Strategic Priorities, Expected Outputs and KPIs

Strategic Priority 7: Effective Support through Human Resource, ICT and Financial Management.

Lead Division: Corporate Affairs Division

Support Division: Executive Unit and Policy and Planning Division

Strategic Priority 7 aims to ensure that the technical functional areas are effectively supported through human resources, ICT and financial management services to deliver on the priorities of the Corporate Plan and the TSDP.

In the Human Resource space, a robust HR Management Strategic Plan will be formulated to ensure that employees of the organization and their performances are adequately managed. This will start from Recruitment & Selection through to On-boarding, Training & Development, Employee Relations, Performance Management and Staff Benefits & Rewards or Staff Welfare in general. This will motivate commitment & dedication from staff to deliver on their duty statements hence the overall objective of the organization as per the corporate plan.

We embark on a digital transformation strategy that delivers modern solutions to addressing operational performances and improving business processes and continuity. While aligning to best practises and industry standards, we ensure continuous improvements of PNGTPA’s information communication technology infrastructure and systems. In turn, allowing seamless implementation of modern solutions.

We will endeavour to effectively and efficiently plan, budget, organize, direct and control our financial resources. The main activities involves sourcing funds, allocating funds, and utilization of funds. Sound financial management will help PNGTPA live within our financial capacity whilst striving to achieve our organizational goals within financial limits as we solely depend on grants from the National Government through annual budgets both for our operations and development. In all we do, we will do in compliance with our Financial Policies and Procedures Manual and the relevant provisions of the Public Finances Management Act and relevant Financial Instructions issued by the Department of Finance in terms of managing, controlling and accounting for our funds.

8. Strategic Priorities, Expected Outputs and KPIs

Logical Frame 7: Core Outcomes and Key Performance Indicators for Strategic Priority 7

Expected Outcome

1. Effective Human Resources Development and Management

Key Strategies

Key Activities

Equip staff appropriately with relevant skill sets to improve and sustain performance.

2. Prudent Financial Management and Accountability

3. Scalable and effective Information and Communications Technology

(i) Assist prepare realistic budgets to implement organizational work plans effectively.

(ii) Monitor financial performance regularly and account as required.

(i) Provide a secure ICT infrastructure for data processing, confidentiality, communication and availability

(ii)Maintain and support an updated Standard Operating Environment (SOE)

(iii)Implement automation using digital solutions

(i) Formulate a HR Strategy

(ii) Carry out Training Needs Analysis

(iii) Formulate a Training Policy

(iv) Develop 5 Year Training Plan based on the Training Needs Analysis.

(v) Carry out regular staff performance appraisals.

(vi) Staff Training & Development

(vii) Staff Benefit and Reward System

(i) Realistic annual budgets are prepared (both recurrent and development).

(ii) Prudent financial management and accountability as per Public Finance (Management) Act.

(i) Formulate an ICT strategy

(ii) Formulate an ICT policy and procedure manual)

(iii) Carry out periodic monitoring and reporting on ICT infrastructure

(iv) Perform scheduled ICT infrastructure refresh, updates and upgrades.

Key Performance Indicators

(i) Staff welfare in all aspects is effectively managed.

(ii) Staff performance is appraised as per the Public Services (Management) Act.

(iii) Tailored training programmes are delivered to the staff.

(iv) Staff rewarded based on performance

(i) Annual budget appropriations reflect TPA’s plans and budget estimates.

(ii) Proper financial management records in place for appropriate scrutiny by concerned agencies.

(i) Increased uptime on ICT infrastructure

(ii) Reduced ICT incidents or faults

(iii) Well-functioning backup and disaster recovery solution

(iv) High performance network speeds

(v) Updated ICT infrastructure with latest updates and security patches.

(vi) Use of digital solutions replacing longer processes with automation

Target

2 trainings per year

10 staff trained per year

All staff appraised annually

90-100% of estimated budget gets appropriated annually.

Efficient ICT infrastructure operating at 99.9% uptime.

Ability to expand or integrate existing ICT infrastructure with new digital solutions

5. Legislative Reform and Organizational

Establish and sustain, keeping with changes, an ICT platform that stores, retrieves, calculates, transmits, and receives data electronically.

(i) Review and development of the National Tourism Policy

(ii) Initiate review of TPA Act 1993.

(iii) Initiate organizational review.

(i) Formulate an ICT policy

(ii) Regularly update PNGTPA Website

(iii) Establish an Information Management System.

(i) Review and formulation of the National Tourism Policy

(ii) Obtain approval of the TPA Board and progress review of the TPA Act 1993 followed by the Organizational Review.

A well-functioning ICT system and software upgraded in a timely manner.

(i) Board’s approval of the Terms of Reference for the review of the Act and Organizational Structure.

(ii) Procurement of appropriate expertise to review the Act.

(iii) Procurement of appropriate expertise to review the Organizational Structure

100% networked and operational at 100% efficiency.

Formulation of The National Tourism Policy 2023

Tourism Bill 2023 enacted in Parliament

New Structure established by 2024

6. Performance Reports Produced

Fulfil the requirements of PFMA Section 5 in terms of accountability requirements for management of public funds.

(i) Undertake regular reviews of TPA’s operations and provide performance reports Quarterly.

(ii) Prepare and provide Annual Performance Reports.

(i) Quarterly Reports submitted timely.

(ii) Annual Reports submitted.

(iii) Other reports provided as and when required.

Quarterly Annually

As and when required

(ICT) infrastructure

4. Information and Telecommunications Technology (ICT)

Structure Reviewed

9. Performance Monitoring and Reporting Framework

Our ability to deliver on our legislative mandates and overall performance will be assessed against the Strategic Priorities and Key Performance Indicators as presented in Section 7. Therefore, our Performance Monitoring and Reporting Framework comprises the following key elements:

(i) Annual Work Plan which is comprised of the Divisional Work Plans which are costed and time-bound.

(ii) Implementation and Monitoring of Works Plans.

(iii) Quarterly and Annual Reports.

(iv) Mid-Term Review of the Corporate Plan.

(v) Post-Evaluation of the Corporate Plan.

As per the requirements of the Public Finances (Management) Act, 1995, as amended January, 2017 and the Tourism Promotion Authority of 1993, the performance measures will be acquitted to the relevant authorities in our Quarterly and Annual Reports.

The responsible Divisions will work out details of activities, sequencing of activities, financial and timing of the work activities in their respective Divisional Annual Work Plans, which will be then summarized into the PNGTPA Annual Work Plan and Cashflow and submitted to the Departments of Treasury and National Planning and Monitoring at the beginning of each financial year.

10. Performance Management and Accountability Framework

As required by the TPA Act under Section 22, the Chief Executive Officer is accountable to both the Minister and the PNG Tourism Promotion Authority Board in the first instance and then to PNGTPA’s stakeholders such as the Government, Providers of Tourism Products and Services and Users of Tourism Products and Services. The Chief Executive Officer is responsible for implementing policy directives and formulate and implement policies consistent with such policy directives of the government. Therefore, the Chief Executive Officer will endeavour to:

l Advise the Minister and the Board about the state of policy implementation,

l Support the Minister in advising the Government and Parliament on policy implementation by the PNGTPA,

l Communicate and track progress on government-wide priorities pertaining to the tourism sector,

l Obtain an organizational and government-wide view of the state of management practices and performance in order to identify areas of management strength and any areas that require attention through Quarterly Reports, Annual Reports, Management Reports, Minister Statements and NEC Information Papers as and when required,

l Continuously improve management capabilities, effectiveness and efficiency of the organization.

In the meantime, PNGTPA is proud to confirm two critical developments as far as good governance and accountability for public funds are concerned.

Firstly, PNGTPA established its Internal Audit Committee with the support of the Department of Finance in February 2021. This Committee supervises or otherwise directs the Chief Executive Officer to implement and comply with findings and recommendations of an internal audit unit and the audit committee.

Secondly, PNGTPA has formulated an internal Financial Policies & Procedures Manual consistent with the PFMA that underpins all financial management systems. It outlines a series of financial policies and procedures which will guide PNGTPA financial operations and lays out how PNGTPA uses and manages its finances. This Manual brings all these together in one document and helps to establish financial controls within the organization that ensures accuracy, timeliness and completeness of financial data. The Manual is generally used by finance staff, but it can also act as a reference for Board members, managers and other staff.

11. Appendices

Appendix 1: Risk Management Matrix

Appendix 1: Potential Risks and Challenges Matrix

Management Measures

Political instability

Staff Moral

Fraud Information and Communication Technology Security

Duplication of Responsibilities between Divisions

Weak governance, accountability and enforcement

Limited

(i) Adopt a strong and clear policy direction for PNGTPA.

(ii) Implement a public relations and communications strategy that not only promotes tourist products and destinations but to disseminates key policies to all stakeholders.

(i) Instill confidence back to staff by establishing an environment of stable, consistent, decisive, transparent and accountable quality management processes and systems.

(ii) Improve and implement performance management system to empower staff.

Finance Management and Procedures Manual will ensure prudent and transparent management of public funds.

(i) Establishment of Physical Infrastructure, Human Capacity, and Digital Capability.

(ii) Adequate annual operational funding support.

(i) Improve communication between staff and Senior Management

(ii) Restructure to demarcate roles and functions of Divisions

(iii) Clear demarcation of roles and functions on job descriptions

(i) Restructuring to enhance good governance

(ii) Fully compliance of Public Service (Management) Act.

(iii) Enhance capacity of Internal Audit

(i) Implement a comprehensive capacity development program, focused on enhancing staff’s capacities. Invest heavily in staff training, mentoring and development linked back to performance management