Overview 

On July 8, 2013, American Samoa Governor Lolo M. Moliga issued Executive Order No.

014-2013 (EO)^[1], commissioning a 16 member task force (Territorial Economic Development Implementation Task Force or “Task Force”) representing stakeholders in the public and private sectors, whose primary mission was to prepare an economic development implementation plan for American Samoa.^[2] Upon its completion the plan would be submitted to the Territorial Planning Commission for review and approval prior to it being recommended to the Governor and Legislature in accordance with the process set out in A.S.C.A. 10.0102(f).  The final economic plan is a comprehensive platform for the Territory of American Samoa entitled, “Economic Development Implementation Plan for American Samoa Fiscal Years 2014 – 2017” (EDIPAS).   

The Task Force followed the methodology suggested in the EO when preparing the EDIPAS. This entailed reviewing accumulated studies and development plans for various economic sectors to identify actionable strategies and projects still relevant and viable to pursue in the 21^stcentury global, regional, and domestic economies.  Where formal studies and development plans were non-existent for specific locations, and current circumstances compelled the development of goals and actions, (such as was the case with Swains Island), these were gleaned from interviews with person(s) having firsthand knowledge and experience with the subject focus area.  The Task Force disseminated the draft EDIPAS to lead implementing agencies to take into consideration current ongoing projects, to leverage existing projects with recommended projects for funding and phased in realistic time tables, and to maximize joint agency partnerships and resources.  

The EDIPAS is divided into seven focus areas: Transportation Services and 

Infrastructure, New Business and Industry, Federal Government Constraints and Business 

Climate, Agriculture, Tourism, Fisheries, and Workforce Development.   Goals for each of these seven focus areas provide needed context for action.  The goals and actions were both determined to be relevant and achievable according to priorities.  These goals and actions are targeted for special attention through the year 2017 because of their high potential for significant trickle down economic benefit or their chain reactive affect in bolstering the local economy.   

The EDIPAS is a living document and is prioritized as funding becomes available. The implementation of the EDIPAS will be led by a core EDIPAS Task Force subcommittee with staff housed in the Department of Commerce specifically dedicated to the EDIPAS implementation. Each of the seven areas identifies lead and supportive agencies to assist in implementation, potential funding sources, and a set of performance metrics to gauge implementation success. The performance metrics are critical to tracking the collective success of the various recommended actions, their impacts, and the potential return on investment.   The reader is referred often to performance measures already stated in studies and in master plans which are referenced where such plans exist. Where no planning document exists, the Task Force will determine goals and actions by other means. Performance metrics are either stated as TBA (to be announced) meaning supplementation of the metrics will be forthcoming or UCA (upon completion of the action), in which the action itself is its own measure of success.  The TBA metrics will need to be established by the EDIPAS Task Force with the lead implementers.  

The EDIPAS will serve as the Territory’s overarching economic development plan for FY 2014 -2017.  The document endeavors to be an implementation plan around which both the public and private sectors can coordinate and supplement their developmental efforts as we share information and work together in order to contribute to the overall growth of American Samoa’s economy. 

___________________________________________________________

Alfonso Peters Galea’i, Co-Chairman, TEDIP Task Force 

Executive Director, Territorial Fiscal Reform Office 

___________________________________________________________

Keniseli Fa’alupe Lafaele, Co-Chairman, TEDIP Task Force, MA Economics Director, Department of Commerce 

American Samoa Economic Development Implementation Plan 

TRANSPORTATION SERVICES AND INFRASTRUCTURE................................................................  5 

1. AIR SERVICE
2. SEA TRANSPORTATION 
3. FEDERAL HIGHWAY ROUTES 
4. SEA WALL AND WHARF CONSTRUCTION 
5. ENERGY 
6. TELECOMMUNICATIONS

NEW BUSINESS AND INDUSTRY.................................................................................................. 27  

1. ESTABLISHMENT & EXPANSION OF NEW BUSINESSES AND INDUSTRY 
2. BUSINESS INCUBATION 
3. MANUFACTURING/EXPORTS
4. STATE SMALL BUSINESS CREDIT INITIATIVE 
5. EB-5 CENTER
6. SISTER CITIES INTERNATIONAL 
7. INTERNATIONAL CORPORATE REGISTRY 

FEDERAL GOVERNMENT CONSTRAINTS AND BUSINESS CLIMATE........................................... 31  

1. FEDERAL GOVERNMENT CONSTRAINTS 
2. BUSINESS CLIMATE 

AGRICULTURE.............................................................................................................................. 37  

      I.   DEVELOPMENT OF LOCAL AGRICULTURAL OPPORTUNITIES 

TOURISM..................................................................................................................................... 44 

      I.   DEVELOPMENT OF TOURISM AND ECO-TOURISM GROWTH 

FISHERIES..................................................................................................................................... 50  

1. INCREASE COMMERCIAL FISHING ECONOMIC ACTIVITY ON ISLAND 
2. STABILIZE COMPETITIVE COSTS FOR TUNA CANNERIES  
3. EXPAND ALIA FLEET TO BECOME SELF-SUSTAINABLE AND PROVIDE MORE LOCAL BUSINESS OPPORTUNITIES 
4. INCREASE EFFORT IN DEVELOPING LOCAL FISHING CAPACITY 

WORKFORCE DEVELOPMENT...................................................................................................... 56  

ECONOMIC DEVELOPMENT IMPLEMENTATION TASK FORCE.................................................... 58 

ABBREVIATIONS......................................................................................................................... 60 

APPENDIX A – EXECUTIVE ORDER 014-2013…..…………………………………………………………………….. 62 

I.AIR SERVICE 

A.  TUTUILA 

GOAL#1:  INCREASE PASSENGER AIR CARRIER SERVICE TO PAGO PAGO INTERNATIONAL 

AIRPORT; UPDATE AND CONTINUE IMPLEMENTATION OF AIRPORT MASTER PLAN FOR PAGO PAGO INTERNATIONAL AIRPORT    

Strict federal cabotage law prohibiting foreign air carriers from transporting revenue generating passengers (or cargo) between American Samoa and other parts of the U.S. has long been identified as creating monopolistic conditions in international air passenger travel that have kept the visitor count for American Samoa from the tourist sector far below its potential.  Meanwhile, projects to improve infrastructure at the Pago Pago International Airport to date include:  a two-story terminal building, new cargo offices, larger parking lot, the extension and resurfacing of existing runways, and relocating the fuel tanks.  These projects, some yet to be funded and completed, are included in the 20 year Master Plan for Pago Pago International Airport.^[3]  These projects will greatly assist efforts to promote the Territory as a competitive tourist and business destination.  

    ACTION(S) 

1. Assess the feasibility of a public/private partnership of owning or operating an airline in American Samoa.   
2. Increase demand for travel to American Samoa through intensive and sustained promotion of the islands as a desirable visitor destination.   
3. Assess viability of enticing or negotiating revenue generating air traffic to the Territory by studying regional visitor markets and air traffic routes, (i.e. Independent State of Samoa, Cook Islands, Tahiti, Tonga, Fiji, New Zealand, Australia, etc.).  This can provide economic information and data to support exempting American Samoa from cabotage in the form of air passenger opportunities and missed opportunities for a self-sufficient and selfsustaining Territorial island economy. 
4. Continue to work with Congressman Faleomavaega to address cabotage in Congress. Use services of DC consultants to resolve cabotage problem if needed. 
5. Additional foreign airline(s) entering air carrier service for American Samoa routes is conditional on success of actions 2, 3, and 4 of this section. 
6. Continue negotiating seasonal increases in Hawaiian Airlines flights from two to three flights a week and a fourth flight during peak periods of December, April, and “summer.”  This is conditioned on sufficient revenue generating traffic as determined by Hawaiian Airlines. 
7. Continue implementing infrastructure developments in the 20 year Airport Master Plan for Pago Pago International Airport, and coordinate and update for relevancy with stakeholders. 
8. Assess the feasibility of locating an aviation center to included aviation maintenance technology and flying training programs in American Samoa. 

AGENCIES INVOLVED:  GO, DOC, Congress, DPA, ASVB, Private Sector, DC Consultants     

TIMEFRAME: On-going 

ESTIMATED FUNDING:N/A (Not available)  

PERFORMANCE METRICS:TBA (To be announced) 

GOAL#2:  UPDATE CURRENT CARGO SERVICE AND INFRASTRUCTURAL NEEDS 

A current assessment of air cargo transport and infrastructure needs at the Pago Pago 

International Airport, (based on a survey of local business owners who rely on air cargo service), should be undertaken to update the most recent Airport Master Plan for Pago Pago International Airport (2010) for cargo services. The 20 year Airport Master Plan calls for the construction of new cargo offices.  Changes in business sector development since the 2009 tsunami and shifting market trends make it relevant to undertake such a current assessment to prioritize cargo service needs and cargo infrastructural development.  

ACTION(S) 

1. DPA and DOC to coordinate survey efforts and assess current needs of businesses relying on air cargo service and related infrastructure development at Pago Pago International Airport.   
2. DPA continue to implement planned improvements to Pago Pago International Airport as modified by current assessment of improvements needed in air cargo services and supporting infrastructure. 

AGENCIES INVOLVED:GO, DOC, Congress, DPA, ASVB, Private Sector, DC Consultants     

TIMEFRAME: On-going 

ESTIMATED FUNDING:N/A   PERFORMANCE METRICS:TBA  

GOAL #3:  DOC TO WORK WITH DPA AND OTHER AGENCIES TO ESTABLISH WEBSITE PUBLISHING CURRENT ADOPTED MASTER PLANS WITH LINKS TO THE LEAD AGENCY FOR PERIODIC UPDATES  

Development of Pago Pago International Airport and inter-island air service from the main airport must be coordinated with tourism, immigration, and general economic development planning for the Territory. A shared information system is vital so that other agencies and the private sector may have access to master plans and project status for their own planning needs.  DOC needs to maintain a website that publishes current master plans, (with links to other agency websites mandated to provide reasonable periodic updates).  This will provide improved inter-agency coordination, planning, and reporting as well as transparency for better public and private sector access to information. 

  ACTION(S) 

1.DOC to work with DPA and  other agencies to develop a website to be maintained by DOC that publishes current master plans adopted by ASG with links to agency websites for periodic and relevant updates on status of master plans and projects being implemented.  Website and links will facilitate future economic and infrastructural development planning, performance tracking, funding sources, reporting while interagency coordination will improve collaboration between the public and private sectors.  

AGENCIES INVOLVED: GO, DOC, Congress, DPA, ASVB, Private Sector, DC Consultants     

TIMEFRAME: FY 2015 to FY 2017 

ESTIMATED FUNDING:N/A PERFORMANCE METRICS:TBA  

B.  MANU’A 

GOAL #1:  INCREASE AND IMPROVE RESIDENT AND VISITOR PASSENGER AND CARGO 

TRANSPORTATION TO OFU 

Increase and improve resident and visitor passenger and cargo transportation to Ofu by completing improvements to its runway in accordance with the best option in Ofu Master Plan: AECOM, Interim Report 2.   

Option 2b is identified as the most cost-effective option and partially meets airport design standards and federal aviation regulations. Option 2b also entails the  minimum safety improvements to meet safety requirements [Option 2a in summary requires: Widen runway 15 feet south; Reclaim lagoon; Clear coconut stand; Apply to FAA for Modification to Design Standards to reduce runway safety and object free areas , and obstacle free zone. Option 2b in summary requires: Widen runway 15 feet south; translate runway 300 feet west; Reclaim lagoon; clear coconut stand for the runway; Apply to FAA for Modification to Design Standards to reduce width of runway safety and object free areas].  

AECOM determined both Options 2a and 2b to be negligible.  Thus, from a cost perspective, there is no apparent benefit for translating or not translating the runway.  

An additional option provided is Option 3: Enhanced Runway.  Option 3 in summary requires:  Enhance runway by lengthening to increase usability; widen runway 15 feet to south; extend runway 600 feet west; Reclaim lagoon; Apply to FAA for Modification to Design Standards to reduce width of runway safety and object free areas. 

ACTION(S) 

1. Implement Option 2b (Minimum safety requirement with runway translation).  
2. Implement Option 3 (Enhance runway).  
3. Coordinate with ASPA for utilities relocation, including Renewable Energy development.  
4. Coordinate with DPW for road expansion or relocation.  

AGENCIES INVOLVED: DPA, DPW, DOC, DMWR, EPA, ASPA  

TIMEFRAME: TBA ESTIMATED FUNDING: TBA 

Option 2b: approximately $18,357,500; 12 months to implement  

Option 3: approximately $31,850,000; 15 months to implement 

PERFOMANCE METRICS:TBA 

C.  SWAINS ISLAND 

GOAL#1:  CONSTRUCT RUNWAY FOR SWAINS ISLAND AND INTRODUCE REGULAR AND RELIABLE AIR CARRIER SERVICE^[4]   

An aggressive campaign to market and brand Swains Island as a unique eco-tourism destination is currently underway.^[5]  Swains Island will be promoted for: eco-tourism, dive charters, amateur radio expeditions, science and research expeditions and fishing charters – all of which will benefit the Territory’s overall economy. The only means of passenger and cargo transport to and from Swains Island, however, is by an approximate 24 hour boat ride from Tutuila, American Samoa.  Active eco-tourism promotion^[6]and concrete plans already underway to establish a fish jerky processing plant on island and export coconut crabs will create employment opportunities and require emergency service transport by air. Swains Island has sufficient space to facilitate an airstrip of up to 4000 ft., which can safely accommodate the Inter Island Dornier 228 and Polynesian’s Twin Otter airplanes. This will greatly boost air travel to Swains and the Tokelau’s, as well as improve emergency medevac for both islands. 

ACTION(S) 

1. Increase focus of ASG grant application effort for economic and transportation developmental planning and project funding for Swains Island. 
2. Develop a runway strip and supporting facilities for Swains Island and secure small aircraft services for Swains Island. 

AGENCIES INVOLVED: DOC, DPA, Swains Island Representative 

TIMEFRAME:  FY 2015 to FY 2019  

ESTIMATED FUNDING:TBA PERFOMANCE METRICS: TBA 

II.   SEA TRANSPORTATION 

A.  TUTUILA 

GOAL#1:  CONTINUE IMPLEMENTATION OF PROJECTS IDENTIFIED IN PORT MASTER PLAN FOR 

PAGO PAGO HARBOR DEVELOPMENT PLAN  

Due to its location in the central business district, development around Pago Pago Harbor supports a variety of ocean-related activities such as fishing, sailing, cruise ships, and commercial business activity. The Port Master Plan, 1999-2019 (PMP) is the latest comprehensive plan for the Department of Port Administration.^[7]  It identifies insufficient space at the container yard in Pago Pago Port to store and handle all of American Samoa’s container needs and necessary improvements to the main port and to the land area around the Harbor.^[8]  As marketing actions to increase visitor count and trade volume produce intended results, needed infrastructure, management and systems must be in place to address current and projected requirements for space among varied users of the main port and around Pago Pago Harbor.  Below are actions from the PMP that are still relevant for completion and additional actions based on current conditions assessed by Task Force members. 

ACTION(S) 

1. Develop a new container freight station, relocate DPA offices and remove existing Port Warehouse. 
2. Revisit feasibility of creating a new container terminal adjacent to former Samoa Packing. 
3. Develop new marina facilities, boat repair facilities, rebuild Malaloa Fishing Pier. 
4. Develop a berthing pier for cruise ships and a tourist terminal facility. 
5. Develop the Pago Pago Boardwalk Plan and ancillary business structures.  
6. Repair and upgrade wharves and the container yard, including lighting and utilities. 
7. Expand the yard area and repair service wharf and the old Customs Warehouse. 

AGENCIES INVOLVED:   GO, DOC, DPA, DPW, OP, VB, Private Sector, CoC  

TIMEFRAME:On-going  

ESTIMATED FUNDING:Funded by OIA, housed in DOC 

PERFORMANCE METRICS:TBA  

GOAL #2:  DOC TO WORK WITH DPA AND OTHER AGENCIES TO ESTABLISH WEBSITE THAT 

PUBLISHES CURRENT ADOPTED MASTER PLANS WITH LINKS TO THE LEAD AGENCY FOR PERIODIC UPDATES  

 ACTION(S) 

1.DOC to work with DPA and  other agencies to develop a website to be maintained by DOC that publishes current master plans adopted by ASG with links to agency websites for periodic and relevant updates on status of master plans and projects being implemented.  Website and links will facilitate future economic and infrastructural development planning, performance tracking, funding, reporting and interagency coordination as well as improve collaboration between the public and private sectors.  

AGENCIES INVOLVED:   GO, DOC, DPA, DPW, OP, VB, Private Sector, CoC  

TIMEFRAME:On-going  

ESTIMATED FUNDING:Funded by OIA, housed in DOC 

PERFORMANCE METRICS:TBA 

B.  MANU’A 

GOAL #1:  SECURE RELIABLE AND APPROPRIATE SEA TRANSPORT FOR MANU’A 

Sea transportation is pivotal to the economic development of the Manu’a Islands.  In order to develop a vibrant economy in the Manu’a Islands sea transportation to and from the islands must be appropriate, reliable, dependable, and consistent.  The DPA will review the business models for sea transport that have either worked in the past or were unmitigated failures.  A possible business model for sea transport is that of the Samoa Shipping Corporation which has regularly scheduled, (i.e., reliable, dependable, consistent), service between the Independent State of Samoa and Pago Pago. 

ACTION(S) 

1. Continue the use of MV Sili in the interim while a new passenger vessel is being acquired.^[9] 
2. Procure a new passenger vessel. Spread the operating costs over a variety of
uses and routes that will provide comfort and viable business and personal use options for cargo, passengers, and vehicles; DPA to partner with a private company that can apply costeffective commercial practices to the service’s operations. DPA will provide the stability of government to the joint venture.  
3. Procure a new barge for the remote islands of Manu’a and Aunu’u to remove all scrap metals and other recyclables to be eventually shipped to New Zealand or Asia.  
4. Increase economic activities in Manu’a through economic development and growth based on the improved transportation services.  

AGENCIES INVOLVED:  DPA, DPW, ASEPA, GO, ASPA, DOC  

TIMEFRAME: On-going


ESTIMATED FUNDING: TBA  PERFOMANCE METRICS: TBA

C. AUNU’U 

GOAL#1:  SECURE RELIABLE AND APPROPRIATE SEA TRANSPORT FOR AUNU’U 

Reliable, reasonable and appropriate sea transportation is the key to sustainable economic development of the small island of Aunu’u.  Although no current assessment or survey has been made of passenger and cargo needs, this is readily attainable by interview as the transport services are very few and the resident population of the island is very small.   

ACTION(S) 

1.Incorporate the needed sea transport services to Aunu’u into the priority listing for funding. 

AGENCIES INVOLVED:  DOC, DPA TIMEFRAME:On-going ESTIMATED FUNDING: TBA  PERFORMANCE METRICS:TBA 

D. SWAINS ISLAND 

GOAL #1:  SECURE RELIABLE AND APPROPRIATE SEA TRANSPORT TO SWAINS ISLAND 

Swains Island is without reliable cargo or passenger service.   The only access to the island is a 24-hour boat ride on the government vessel M.V. Sili.  Trips are limited to 4 trips a year (once a quarter).  Costs of operating this vessel consistently exceed the annual budget for Swains Island transportation.   Highest priority in development of Swains Island is to secure reliable, regular and reasonably priced cargo and passenger boat service.    

ACTION(S) 

1. Increase focus of ASG grant application effort for economic and transportation developmental planning and project funding for Swains Island. 
2. Explore costs of repairing “Foisia” boat for additional Swains Island sea transport. 
3. Dialogue with Independent State of Samoa in sharing the service of their Samoa-Tokelau run.  

AGENCIES INVOLVED:  GOV, DOC, DPA  

TIMEFRAME:FY 2015 – FY 2017 

ESTIMATED FUNDING:TBA  PERFOMANCE METRICS: TBA

E. NEIGHBORING ISLAND COUNTRIES 

GOAL #1:  IDENTIFY SEA TRANSPORT SERVICES AND INFRASTRUCTURE SUPPORTING REGIONAL TRADE MARKETS 

Expand American Samoa markets to include Independent State of Samoa, Tonga, Tokelau, Tuvalu, Wallis & Futuna, and the Cook Islands.  Infrastructure to accommodate and support regional trade must be planned. 

ACTION(S) 

1. Initiate dialogue with boat owners and private sector.  
2. ASG to consider successful Pacific Island business models to determine changes to organization or the development of authorities.  Such as, the Samoa Shipping Corporation and the policies (i.e., subsidization) of the Independent State of Samoa Government towards sea transportation and the use of donated boats.  Also, study how the Independent State of Samoa trains sailors and navigators as the MulifanuaSalelologa ferry is efficiently operated by skilled crews. 

AGENCIES INVOLVED:  DOC, Boat Owners, Private Sector  

TIMEFRAME:FY 2015 – FY 2017


ESTIMATED FUNDING:  TBA  PERFOMANCE METRICS:TBA

III.FEDERAL HIGHWAY ROUTES 

GOAL #1:  COMPLETE DPW FEDERAL HIGHWAY PROJECTS 

Expansion and maintenance of federal highway routes in the Territory has contributed to infrastructure improvement, accessibility, and employment creation.  The implementation of DPW prioritized projects is contingent upon the availability of ASG, U.S. Department of Transportation, Office of the Interior, and CIP funding as well as ASEDA bond financing.  Project plans and implementation strategies are set forth in specific documents covering each of the subject areas listed in the Action(s) section below.  A relevant objective would be to continue to follow and implement them. 

ACTION(S) 

1. Main Road 
2. Secondary Roads 
3. Drainage 
4. Shoreline  
5. Sidewalk Construction 
6. Guardrail Installation 
7. Pavement Markings and Signage 

AGENCIES INVOLVED:DPW, CIP, GO, DOC, ASEDA 

TIMEFRAME:On-going 

ESTIMATED FUNDING:  Est. funding to DPW only for FAA highway routes (contingent upon Tier 2 – MAP-21 U.S. Transportation Bill): $24 million dollars over 6 years, funding determines FY priorities. 

PERFORMANCE METRICS: TBA 

GOAL #2:  DEVELOP STRATEGY FOR INTEGRATING FEDERAL HIGHWAY PLANS INTO COMPREHENSIVE TERRITORIAL GENERAL PLAN   

Land development and economic development is impacted by highway routes and accessibility.  A coordinated plan for integrating ongoing federal highway plans and amendments  into a user document that keeps the public and private sector informed of planned highway projects already underway is needed.  Large scale capital improvements for roads and access ways should reflect the growing urban spaces that impact both residential communities and commercial growth.  Coordination of roads, access ways, and utilities with the Territorial General Plan is the sustainable, cost-saving, and comprehensive means to build given the limited lands in the Territory. 

ACTION(S) 

1. DPW to provide DOC with hard copy and electronic copy of all Federal Highway plans. 
2. DPW to work with DOC to incorporate Federal Highway plans and amendments into Comprehensive Territorial Plan to keep (CTP) convenient to use, relevant and updated. 
3. DPW and DOC to work to coordinate permitting systems to manage land uses in the Territory. 

AGENCIES INVOLVED:  DPW, CIP, GO, DOC, ASEDA 

TIMEFRAME:FY 2014 – FY 2017 

ESTIMATED FUNDING:Est. funding to DPW only for FAA highway routes (contingent upon Tier 2 – MAP-21 U.S. Transportation Bill): $24 million dollars over 6 years, funding determines FY priorities. 

PERFORMANCE METRICS: TBA 

IV.   SEA WALL AND WHARF CONSTRUCTION 

Army Corps of Engineers (USACE) conducted a site visit from 12/9/2013 to 12/13/2013 to discuss project request priorities of the Governor for new wharf and seawall construction.  Completion of the approved projects should continue.  Yearly inspections of both new and existing wharf and seawall infrastructures are conducted by USACE and DPW.  DPW is relied upon for interim repairs and maintenance throughout the year. Public reports to DPW combined with DPW periodic interim visits to ensure integrity and safety of structures is ongoing throughout the year.  

A. TUTUILA 

GOAL #1:  ASSESS NEEDS FOR SEA WALL AND WHARF MAINTENANCE AND CONSTRUCTIONACTION(S)  

1. Implement Tualauta Watershed Plan   
2. Implement Leone Harbor Project  

AGENCIES INVOLVED:   GO, DPW, DPA, DOC, DMWR, ASEPA, USACE  

TIMEFRAME:FY 2014 – FY 2017 

ESTIMATED FUNDING:TBA  PERFORMANCE METRICS:TBA 

B. MANU’A 

GOAL #1:  ASSESS NEEDS FOR SEA WALL AND WHARF MAINTENANCE AND CONSTRUCTION 

ACTION(S) 

1. Ta'u Harbor Modifications Project 
2. Faleasao Regeneration Project 
3. Ofu Maintenance Project 

AGENCIES INVOLVED:   GO, DPW, DPA, DOC, DMWR, ASEPA, USACE  

TIMEFRAME: FY 2014 – FY 2017 

ESTIMATED FUNDING:TBA  PERFORMANCE METRICS:TBA 

C. AUNU’U 

GOAL #1:  ASSESS REPAIRS TO EXISTING SEAWALL 

ACTION(S) 

1.Reinforce existing Seawall from the A.P. Lutali Elementary School to the Wharf. 

AGENCIES INVOLVED: DPA, DPW, ASEPA, USACE  

TIMEFRAME:FY 2015 – FY 2017  

ESTIMATED FUNDING:  TBA  PERFORMANCE METRICS:TBA 

D. SWAINS ISLAND 

GOAL #1:  IMPROVE WHARF FOR SWAINS ISLAND AND ENSURE THAT IT IS ON LIST FOR 

PERIODIC MAINTENANCE 

ACTION(S) 

1. Assess and make needed improvements to Swains Island wharf. 
2. Ensure public owned infrastructure on Swains Island is on DPW and DPA schedule for periodic inspection and infrastructure maintenance and repair. 
3. Conduct study to evaluate the effects of climate change and sea level rise. 

AGENCIES INVOLVED:  DPA, DPW, ASEPA  

TIMEFRAME:FY 2015 – FY 2019  

ESTIMATED FUNDING:TBA  PERFORMANCE METRICS:TBA 

V.   ENERGY

GOAL #1:  MAKE ENERGY AFFORDABLE TO ALL CUSTOMERS   

The highest objective for energy management is to make energy affordable to all customers.   In order to realize this, the plans and projects identified below, many of them already underway must be completed.   

ACTION(S) 

1. RE Grid Integration, selecting contractor. 
2. Contractor investigating feasibility of geothermal energy source. 
3. Contractor installing additional PV plants. 
4. RFP for wind mapping to be advertised early September 2013. 
5. New efficient diesel Power Plant for Satala in 2014. 
6. Planning RE for Manu'a, install by October 2017. 
7. Tie Line project to begin in October 2013. 
8. Organic Rankine Cycle at Tafuna to operate properly by November 2013. 
9. Applying for various grant funding, including battery storage. 
10. ASPA to work on two parallel paths:   a) seek supply on its own from overseas with help from US mainland contacts as well as current Australian supplier of LPG; b) ask Pacific Power Association (PPA) to take lead in securing supply for smaller PPA utilities. 
11. Lower cost of energy to customers. 
12. Replace diesel fuel with renewable resources. 
13. Replace diesel with Liquefied Natural Gas (LNG). 

    AGENCIES INVOLVED:  ASPA, DPW, TEO 

     TIMEFRAME:Ongoing, 2015; then 2017 if geothermal is promising  

     ESTIMATED FUNDING:  $80 million (ASPA, FEMA, DOI) 

     PERFORMANCE METRICS:UCA (Upon completion of action) or TBA  

GOAL#2:  PROTECT GROUNDWATER AND NAVIGABLE WATER SURROUNDING AMERICAN 

SAMOA FROM EFFECTS OF POLLUTION 

Continue with the East Village sewer collection system projects; connect remaining families in 

Fagatogo to the collection system or install specially designed septic tanks; continue with Ultra Violet disinfection system for both wastewater treatment plants; continue with ongoing project that minimizes leaks (into and out of the lines); continue with the septic tank installation project, and include Manu'a (Aunu'u already has a limited sewer collection system). 

ACTION(S) 

1. Sewer system (Utulei and Fogagogo) to meet efficacious treatment of collected sewage using primary treatment. (An upgrade to secondary would incur $100 Million capital ($60 M) and operating costs ($40 M) over life of project). 
2. See Action Plan prepared in Singapore. 
3. $100 million are costs that ASPA is attempting to mitigate by performing the primary treatment to avoid the high costs of the upgrades to secondary. 
4. For those families on Tutuila and Manu’a not on the main sewer systems, replace cesspools with properly designed septic tank systems. 
5. Expand sewer collections system to Aua and Leone. 
6. Reduce energy intensity of operating the systems. 

AGENCIES INVOLVED:ASPA, ASEPA, DOH, DPW  

TIMEFRAME:On-going through 2014; then 2017  

ESTIMATED FUNDING:$17-20 million (USEPA, DOI, ASPA) 

PERFORMANCE METRICS:TBA 

GOAL#3:  PROVIDE SAFE DRINKING WATER TO THE COMMUNITY 

Close down GUDI (groundwater under direct influence) wells; replace with new wells (i.e., 

Vaipito well); treat GUDI well water using best available technology; reduce Non-Revenue Water (NRW) from 60% to 25% by December 2014; use services of NRW experts to divide up distribution system into manageable areas; revive hydraulic model, seek out and repair leaks using force account and private contractors; eliminate cross connections; install backflow preventers; rehabilitate the two Micro-filtration Plants; coordinate public health function of ASPA with Public Health, LBJ and AS-EPA. 

ACTION(S) 

1. Remove Boil Water Notice affecting parts of the government water distribution system. 
2. Provide 24/7 water with good pressure to all customers (at present, low pressure to parts of Nu'u'uli (Lepine), Fagaalu (Grey), Gataivai. 
3. Ensure adequate water supply for both canneries and a population of up to 100,000. 

AGENCIES INVOLVED:  ASPA, ASEPA, DOH, DPW, LBJ  

TIMEFRAME:  FY 2014, On-going


ESTIMATED FUNDING:$5-7 Million (ASPA, DOI, USEPA) 

PERFORMANCE METRICS: TBA  

GOAL #4:  EXTEND LIFE OF SOLID WASTE LANDFILL(S) 

ASPA completed the RFP and is negotiating with a mainland company to build a Waste to Energy plant at Futiga. Land right of way/lease negotiation is proceeding; the 3rd generation technology plant will produce useful products as well as electricity. Metal recycling is currently being done at Tafuna; scrap metal already shipped from Manu’a and Aunu’u to Tutuila. 

ACTION(S) 

1. Build a Waste to Energy Plant at Futiga that will use suitable solid waste as feedstock reducing volume tipped at landfill to a fraction of the present 60 tons per day. 
2. Recycle metals.  

AGENCIES INVOLVED:  ASPA, ASEPA, DOH, DPW, LBJ

TIMEFRAME:  FY 2014, On-going  

ESTIMATED FUNDING:  TBA PERFORMANCE METRICS:  TBA 

GOAL#5:  ENERGY CONSERVATION MEASURES AND HEALTH 

ACTION(S) 

1. Promote use of bicycles through bike lanes and promotion of fuel efficient cars.  
2. Promotion and dissemination of energy conserving building designs and/or buildings, favoring those are climatically responsive. Bike lanes and sidewalks not only promote physical exercise and health but also are a savings in imported, polluting fossil fuels. 

AGENCIES INVOLVED:  ASPA, ASEPA, DOE, TEO  

TIMEFRAME:FY 2015 – FY 2017


ESTIMATED FUNDING: TBA PERFORMANCE METRICS:TBA 

VI.TELECOMMUNICATIONS

Telecommunications is the most critical industry in the development of American Samoa, 

“linking” the Territory to the outside world, thus germinating e-Commerce, Informational Technology-based enterprises, Internet-based industries, educational and workforce development initiatives, medical research and diagnosis, and other broadband-based initiatives.   

A. ASTCA 

GOAL #1:  COMPLETE BLAST PROJECT AND 03B SATELLITE NETWORKS AND MARKET ITS USE TO INCREASE E-COMMERCE AND ATTRACT OUTSIDE INVESTMENT

The Territory’s current telecommunications infrastructure includes major fiber-optic telecommunications systems, which comprise of existing and emergent (O3b) network, which are capable of supporting and spawning e-Commerce, Informational Technology, and Internetbased industries.  However, the aging^[10]and high cost of ASH cable, linking American Samoa to “world-wide” capacities is cause for concern.  Thus, American Samoa must prepare to expand its “fiber-optic” connectivity, capability, and affordability to connect to the outside world-a replacement of undersea fiber-optic-cable (i.e. Havaiki); supplanting ASH cable must be considered.  In addition, ASTCA will transition its territory-wide infrastructure^[11]from a copperbased legacy to a fiber-based technology, including fiber to the home (FTTH) capabilities, which would enable ORPE to participate at some equitable arrangement and at affordable rates. 

ACTION(S) 

1. ASTCA to develop and implement marketing strategy for new telecommunication services with emphasis on usages for e-commerce activities and incentivizing outside investment. 
2. ASTCA to work with DOC on strategy to integrate and update Territorial General Plan aligning it with ASTCA’s own communication development plans, and where appropriate will include ORPE. 
3. ASTCA, ORPE, and DOC to work towards building telecommunication networks and platforms to enhance competitive business advantages in the region, attracting new investors. 

AGENCIES INVOLVED:  GO, ASTCA, DOC, USEDA, ASPA, Fono, DOI, Congress, DHS, USDHS 

TIMEFRAME:  “BLAST” – April 2014 (in phases); “O3B” – April 2014 (online and operational) 

ESTIMATED FUNDING:$1.3 million PERFORMANCE METRICS:TBA  

GOAL # 2:  DEVELOP STABLE PLATFORM FOR ASTCA FIBER-OPTIC CABLE 

An alternative undersea fiber-optic cable in addition to “O3B” is required to provide a more stable and redundancy to current platforms.  This will be achieved by obtaining an alternative back-up fiber-optic cable. 

ACTION(S) 

1. ASTCA to secure a letter of intent with “Havaiki” cable company for a spur to American Samoa, off the Havaiki main cable, running from Portland, Oregon to Australia. 
2. ASTCA to select from options of participation to develop business for enterprises. 
3. ASTCA to seek funding for procurement; deployment and hook-up of the relevant section of cable. 

AGENCIES INVOLVED:  ASTCA, DOC, USDOI, USEDA, USSD  

TIMEFRAME:December 2014


ESTIMATED FUNDING:$40 million 

PERFORMANCE METRICS:TBA (To be announced) 

GOAL #3:  PROMOTE AND EDUCATE THE PUBLIC ON BLAST NETWORK CAPABILITIES AND USE  

The BLAST network will allow qualified telecommunications firms to develop products and services that respond to a wide variety of customer wants and needs, thus encouraging innovation and choice. 

ACTION(S)

1. ASTCA to prepare and disseminate access standards and protocols. 

1. ASTCA to create standard pricing for BLAST.  

AGENCIES INVOLVED:  GOV, ASTCA, RUS 

TIMEFRAME:FY 2014 to FY 2017


ESTIMATED FUNDING:TBA PERFORMANCE METRICS: TBA  

GOAL #4:  PROMOTE INFORMATION PROCESSING INDUSTRIES  

With local and remote connectivity in place, American Samoa will be able to engage in recruitment effort for information processing industries/companies.  This will be an ideal opportunity for the public and private sectors working together to craft American Samoa as a telecommunications hub in the Pacific region. 

ACTION(S)

1.Develop team to identify prospective companies who might want to do back office information processing in American Samoa.   

AGENCIES INVOLVED:  GOV, ASTCA, OPRE, DOC 

TIMEFRAME:FY 2014 to FY 2017


ESTIMATED FUNDING:TBA PERFORMANCE METRICS: TBA  

GOAL #5:   EXPLORE ECONOMIC VIABILITY OF INTERISLAND UNDERSEA CABLE LINKAGE 

BETWEEN AMERCAN SAMOA AND THE INDEPENDENT STATE OF SAMOA FOR INCREASED ECOMMERCE AND IMPROVE ON COMMUNICATION REDUNDANCY 

Taking advantage of Samoa’s new undersea cable paid for by the World Bank and Asian Development Bank, linking Samoa to the outside world, American Samoa is in excellent position to fully exchange traffic^[12]and levels the playing field insofar as negotiated rates between two governments for the purpose of economic, social, and political development.

ACTION(S) 

1. ASTCA (on behalf of ASG) negotiate with Samoa government to have a “new” cable between the two Samoas, as government-to-government initiative (if successful, move to action #2). 
2. ASTCA to conduct an undersea survey for a new cable between American Samoa and Independent State of Samoa and negotiate the terms for cost sharing. 
3. If the undersea survey indicates viability then, ASTCA, on behalf of ASG, will enter into negotiations with Samoa to acquire a 3rd undersea fiber-optic cable, as a joint initiative between the Two Samoas.  

AGENCIES INVOLVED:  ASTCA, DOC, USDOI, US Embassy in Samoa, Samoa Government, GO 

TIMEFRAME:December 2014


ESTIMATED FUNDING:$10 million PEFORMANCE METRICS:TBA  

GOAL #6:  ESTABLISHMENT OF CALL AND DATA CENTERS AND INFRASTRUCTURE SUPPORT 

With local and remote connectivity in place, ASTCA and ORPE are encouraged to strategize in the creation of employment opportunities in technology and telecom fields, especially with the advent of the establishment of call and data center facilities. 

ACTION(S) 

1. Renovate ASTCA’s Fagatogo building and establish a call center. 
2. Reconfigure ASTCA’s new Tafuna building to establish “data center” for ASG and others that may want to procure this service.  
3. Develop a “team,” of appropriate parties, to identify prospective companies who are willing to invest locally in establishing call centers through the Territory. 
4. Develop a “team,” of appropriate parties, to identify prospective companies who are willing to invest locally in establishing and maintaining “data centers” throughout the Territory. 

AGENCIES INVOLVED:ASTCA, DOC, DPW  TIMEFRAME:FY 2014  ESTIMATED FUNDING:$3.5 million PERFORMANCE METRICS: TBA 

GOAL #7:  MARKET INTERNET INTERACTIVE AND INTERFACING CAPABILITIES TO LOCAL LBJ MEDICAL CENTER, COMMUNITY HEALTH CENTERS, AND EDUCATIONAL-WIDE SYSTEMS 

Undisputedly, having access to sufficient broadband at affordable rates is not only critical to economic development but essential in raising the quality of modern educational system as well as enhancing medical health care delivery schemes, which at the end, will contribute significantly to the health and wealth of the Territory. The reliability of said components has a positive impact in both attracting foreign investments and the recruitment of specialized expertise, or “brain-equity”, to the Territory.

ACTION(S) 

1. Ascertain the needs of the LBJ Medical Center, community health centers, and Educational-wide systems towards interactive and interfacing to fiber optic cable services and network systems. 
2. Develop service possibilities, assess viability, and establish rates for connectivity to BLAST, “O3b”, and ASH Cable to implement services, on an equal and fair basis. 

AGENCIES INVOLVED:  ASTCA, LBJ, DOH  TIMEFRAME: FY 2014 ESTIMATED FUNDING:$3.1 million PERFORMANCE METRICS:TBA  

GOAL #8:   IMPROVE SAFETY, SECURITY, WORKFORCE DEVELOPMENT, AND IT SYSTEMS FOR THE TERRITORY 

With BLAST, “O3B,” and ASH cable connectivity in operations, Territorial-wide “real time” security systems would be possible for monitoring and public surveillance, deterring terrorist attacks, increasing security and enhancing a safe environment for would be investors.  Moreover, with high-technology network already in place and online and emergent ones entering the market, creating the need for skilled workforce and well trained technicians, IT specialists, engineers, etc. to service, maintain, and repair such complex systems is indispensable in terms of attracting and keeping investors locally, without the added burden of importing highly priced specialized contractors. 

ACTION(S) 

1. ASG and selected participants to assemble, design and implement specific curriculum catered to technology and communication industry, creating a pool of qualified, certified and skills IT, ICT and/or compute-based workers (both continuing and new students). 
2. Interface with ASG agencies, procure necessary hardware and software, install surveillance equipment, and implement program with BLAST and “O3b” for a Territorial “real time” Security Network for monitoring and public surveillance.   
3. Conduct public awareness programs about the need and importance of Territory-wide government surveillance and emergency response. 
4. Establish an ASG Development Plan Website for the public to learn about each of the parts of the development plan and provide a means to give input and ask questions to which they will receive replies. Having such an interactive model would promote community involvement, participation, and transparency as well as establish useful dialogue in the decision making process. 
5. Investigate establishing a PEG channel with the local cable television company (i.e., Moana TV). Pursuant to Section 611 of the Communications Act, local franchising authorities may require cable operators to set aside channels for public, educational, or governmental use (“PEG”) (http://www.fcc.gov/guides/public-educational-andgovernmental-access-channels-peg-channels).

AGENCIES INVOLVED:  ASTCA, DHS, DPS, ASCC CNR  

TIMEFRAME:FY 2014 to FY 2017


ESTIMATED FUNDING:$700,000 PERFORMANCE METRICS:TBA  

GOAL #9:  IMPLEMENT IT PROGRAM WITH ALL APPROPRIATE ASG AGENCIES 

The need for a safe and secure place to house “government” data is vital to the Territorial interest, safeguarding the lost, theft, and misuse of said information is also critical to the survival of ASG operations and its public records. 

ACTION(S)

1.ASTCA and ORPE to provide centralized, reliable, redundant, and robust venues to host and manage data storage. 

AGENCIES INVOLVED:  ASTCA, DHS, DPS, ASCC, DOE  

TIMEFRAME:FY 2014 to FY 2017


ESTIMATED FUNDING:$750,000 PERFORMANCE METRICS: TBA   

GOAL #10: INCENTIVES  

In keeping with fast pace changes in technology and telecom industry, financial incentives to attract investors to the Territory, is an essential part of economic development and growth.  However, incentives, whatever shape or form they may come, must be treated equally and non-discriminatorily in part and in whole, and given out to all service providers on equal footing, regardless of their status, as public entities or in private companies. 

ACTION(S)

1. ASG to develop a “cache” of incentive awards and tax breaks for all service providers. 

1. ASG to include these incentives as part of the tax-exempt process, tying into tax breaks as incentives to administer with other requirements. 

AGENCIES INVOLVED:  GOV, ASTCA, TR, DOC, DOI 

TIMEFRAME:FY 2014 to FY 2017


ESTIMATED FUNDING:$1 million - $5 million/annum 

PERFORMANCE METRICS: TBA  

GOAL #11: E-GOVERNMENT  

Taking advantage of the technology available, government as well as private sector should be encouraged to use data centers, network systems, call centers, and information storage venues to host and integrate, to the greatest extent possible, innovative ways to improve efficiency, convenience, and cost of services extended to the public. 

ACTION(S)

1.ATCA and ORPE to provide centralized, reliable, redundant, and robust venues to host and manage IT systems and informational storage as a business and as a service to the government, where appropriate and feasible. 

AGENCIES INVOLVED:  GOV, ASTCA, OPRE, TR, BO 

TIMEFRAME:FY 2014 to FY 2017


ESTIMATED FUNDING:$1 million - $2 million/annum 

PERFORMANCE METRICS: TBA  

GOAL #12:  VIDEO TELE-CONFERENCING (VTC)  

Creating a network of VTC hubs in the Territory would increase teleconferencing for businesses, telemedicine for doctors, e-education for students, which would in turn enhance the “quality” of economic, social and educational value within the Territory. 

ACTION(S)

1. ASTCA and OPRE to provide centralized, reliable, redundant, and robust venues to host and manage IT systems. 

1. Place VTC hubs in government agencies throughout the Territory and ensure they are able to interface with off-island hubs. 

AGENCIES INVOLVED:  GOV, ASTCA, OPRE, TR 

TIMEFRAME:FY 2014 to FY 2017


ESTIMATED FUNDING:$ 1 million dollars 

PERFORMANCE METRICS: TBA

GOAL #13: PEERING  

To save cost, bandwidth usage and latency responses, respectively, all service providers (current and new) are encouraged to use on-island data network systems through a “peering” arrangement, thus vigorously exchanging “traffic” between the networks. 

ACTION(S)

1.Develop peering agreements, execution and monitoring of such agreements. 

AGENCIES INVOLVED:  GOV, ASTCA, OPRE 

TIMEFRAME:FY 2014 to FY 2017


ESTIMATED FUNDING:TBA PERFORMANCE METRICS: TBA  

I. ESTABLISHMENT & EXPANSION OF NEW BUSINESSES 

AND INDUSTRY

GOAL#1:  INCREASE OUTPUT AND MARKETING OF “NICHE” AND “SIGNATURE” PRODUCTS AND 

SERVICES FROM AMERICAN SAMOA AND EXPLOIT TRADE ADVANTAGES OF MANUFACTURING 

AND PROCESSING IN AMERICAN SAMOA  

ACTION(S) 

1. Develop a strategy for identifying, developing and marketing prime “niche” or “signature” products and services from American Samoa, inclusive of new and import substitution. 
2. Identify industries within the Pacific region that can utilize trade and marketing advantages of American Samoa for manufacturing and processing (e.g. Made in the USA 

& GSA minority preference, e-Commerce, ASG Privatization, etc.) 

1. Seek technical assistance/investments from DOI/OTIA, USEDA, USDA Rural development, SBA, etc. 

AGENCIES INVOLVED:  GO, DOC, COC, OTIA  

TIMEFRAME:FY 2015  ESTIMATED FUNDING:$300,000 

            $100,000 TA Grant for Identification and Validation of top prospective industries. $200,000 TA for business plan for effective information systems and recruitment of local and off-island investors, development and financing requirements, etc. for viable establishment and sustainable operation of niche business and industry.  

PERFORMANCE METRICS: TBA 

GOAL #2: PURSUE VIABLE LONG TERM BANKING AND FINANCIAL SERVICES SOLUTIONS FOR AMERICAN SAMOA 

ACTION(S) 

1.ASG Treasury to work with Zion’s Bank to establish AS Charter Bank. 

AGENCIES INVOLVED:GO, ASG Treasury, AG, ASEDA, DOC 

TIMEFRAME:FY 2014, On-going 

ESTIMATED FUNDING:N/A PERFORMANCE METRICS:TBA 

II.BUSINESS INCUBATION  

GOAL #1:  ENCOURAGE INCUBATION PROGRAMS FOR BUSINESSES 

ACTION(S) 

1.Complement the Small Business Development Center’s (SBDC) efforts to train the local workforce in technological skills and train people interested in starting their own business. Provide facilities and conduct intensive trainings based upon successful business model strategies, fiscal management courses, and technological advancements in partnership with the private sector.    

AGENCIES INVOLVED:  DOC, SBDC, ASCC, Private sector  

TIMEFRAME: FY 2015 

ESTIMATED FUNDING: TBA PERFORMANCE METRICS: TBA 

III.MANUFACTURING/EXPORTS  

GOAL #1:  RESEARCH MANUFACTURING OPTIONS FOR INVESTMENT PLANNING AND ACTION 

ACTION(S) 

1.Local manufacturing must be researched and fostered in order to increase export industries. Resources must be reallocated to promote local manufacturing that is competitive with the global market (wages must be looked at to determine viability in export). 

AGENCIES INVOLVED:  DOC, DMWR, COC, DOA, Fishery Organizations (local and regional) 

TIMEFRAME: FY 2014, On-going 

ESTIMATED FUNDING: TBA  PERFORMANCE METRICS: TBA 

IV.STATE SMALL BUSINESS CREDIT INITIATIVE
 

GOAL #1:  IMPLEMENT SSBCI DEVELOPMENT INITIATIVES UPON APPROVAL OF US TREASURY OF AMERICAN SAMOA STATE SMALL BUSINESS CREDIT INITIATIVE (SSBCI) APPLICATION 

The following SSBCI economic development initiatives prioritized below are a function of the U.S. Treasury approval of the American Samoa State Small Business Credit Initiative (SSBCI) application. 

ACTION(S) 

1. Leverage the Affordable Care Act (ASA) to develop a health care industry:  medical malls to include specialty clinics, dental care, preventative care, mobile home care, nursing home care, and ancillary services. 
2. Develop a multifaceted foods processing facility to include both fishery and agriculture based products. 
3. Plan and build capacity for inter-island regional airlines.  
4. Plan and build capacity for pharmaceutical production and export. 
5. Explore Fantasy Sports (Social Interactive Gaming). 
6. Develop and market call and data center. 

AGENCIES INVOLVED:  GO, DOC, AG, TR  

TIMEFRAME: FY 2014, On-going 

ESTIMATED FUNDING: TBA  

PERFORMANCE METRICS: TBA 

V.EB-5 CENTER
 

GOAL #1: DEVELOP DIRECT FOREIGN INVESTMENT OPPORTUNITIES 

ACTION(S) 

1.Develop direct foreign investment opportunities through EB-5 investor/loan programs to serve the needs of the American Samoa residents. 

AGENCIES INVOLVED:  DOC, AG, TR  

TIMEFRAME: FY 2014, On-going  

ESTIMATED FUNDING: TBA  PERFORMANCE METRICS: TBA 

VI.SISTER CITIES INTERNATIONAL


GOAL #1:  PARTICIPATE IN REGIONAL AND INTERNATIONAL EXCHANGES THAT PROMOTE 

CULTURE AND ECONOMIC DEVELOPMENT 

ACTION(S) 

1.Join Sister Cities International (SCI) and leverage the opportunities SCI provides to promote cultural understanding and stimulate economic development. 

AGENCIES INVOLVED:  DOC, AG, TR  

TIMEFRAME: FY 2014, On-going  

ESTIMATED FUNDING: TBA  PERFORMANCE METRICS: TBA 

VII.INTERNATIONAL CORPORATE REGISTRY


GOAL #1: AMALGAMATE US AND COMMONWEALTH MODEL INTO A MORE EFFICIENT AND EFFECTIVE SYSTEM 

ACTION(S)

1.Develop an international financial registry. 

AGENCIES INVOLVED:  DOC, AG, TR TIMEFRAME:  FY 2016 ESTIMATED FUNDING: None providedPERFORMANCE METRICS: TBA 

GOAL #2:  REFORM BOTH TAX OBLIGATIONS AND INCENTIVES AND LAW STRUCTURES (TRUST 

LEGISLATION) FOR EFFECTIVE AND EFFICIENT REGISTRY SYSTEM OF INCORPORATIONS, LIMITED LIABILITY COMPANIES AND FINANCIAL PLANNING AND BUSINESS TRUSTS 

ACTION(S)

1.Identify incentives or eligibility for registration. 

American Samoa 

Economic Development

Implementation Plan 

FY 2014 - 2017

AGENCIES INVOLVED:  DOC, AG, TR  

TIMEFRAME:  FY 2014, On-going 

ESTIMATED FUNDING:None provided PERFORMANCE METRICS: TBA 

I.  FEDERAL GOVERNMENT CONSTRAINTS


GOAL #1:  REMOVE OR REDUCE FEDERAL RESTRICTIONS OF AMERICAN SAMOA NATIONAL 

MARINE SANCTUARIES ON LOCAL FISHING (COMMERCIAL, RECREATIONAL, & INDIGENOUS OCEAN ACTIVITIES) 

The restrictions, management and regulatory authority granted to NOAA over the Sanctuaries create more layers of U.S. Federal jurisdiction that are not necessary because the areas covered by the new sanctuaries are not under any stress or threat. Scientific studies can be ongoing in these sanctuary areas; and if there is stress or threat to the coral, fish or the environment, then proper and actionable remedies can be implemented that will have the full support of government and the public. 

ACTION(S) 

1. AG to review whether requirements for establishing the American Samoa National Marine Sanctuary (ASNMS) were met. 

1. AG to determine whether the expanded sanctuary designation undermined or breached U.S. obligations to the people of American Samoa under the Deeds of Cessions to conserve assets for the people or to compensate them for infringing on protected property rights. 
2. Assess popular opinion for reversing restrictive regulations of ASNMS in part or wholly by allowing a petition process to amend existing regulatory prohibitions. (Example: remove ASNMS regulatory conservation and enforcement role and limit it to a conservation education-only role by petition).   

1. Engage DOI and OIA in taking a proactive role in protecting marine waters and marine assets for the people of American Samoa, by having them inform NOAA and National Marine Sanctuaries that American Samoa and the federal government are under treaty obligations and that marine waters and assets protected exclusively for American Samoa under treaty obligations have yet to be defined.   
2. Congressman Faleomavaega to make Congressional Inquiry and Study to advocate for expanded territorial sea jurisdiction (50 up to 200 miles) for American Samoa based on its remoteness, absence of voting representation in Congress and U.S. obligations to people of American Samoa under the Deeds of Cessions, (in which American Samoa utilizes federal agency conservation services and controls permit entry and fees). 

AGENCIES INVOLVED:  GO, DOI, NOAA, WPRFMC, DOC, DMWR, OSA  

TIMEFRAME:  On-going
ESTIMATED FUNDING:  TBD PERFORMANCE METRICS:TBA 

GOAL #2:  OBTAIN PERMANENT EXEMPTION FROM FEDERAL MINIMUM WAGE LAWS 

The application of the federal minimum wage laws in the Territory is inappropriate and counter- productive to sustainable economic development in American Samoa. 

ACTION(S) 

1.Continue to request the current annual congressional review of U.S. minimum federal mandate with federal agency authority. Continue to advocate for the Secretaries of USDOI and the USDOL, in collaboration with the American Samoa Government, to determine an appropriate minimum living wage for American Samoa. Then review on a regular basis if an increase is warranted. 

AGENCIES INVOLVED:  GO, DOC, Congress, DOI, DC Consultants 

TIMEFRAME:  On-going 

ESTIMATED FUNDING:TBA PERFORMANCE METRICS:TBA

GOAL #3:  EXPLORE ECONOMIC BENEFITS OF AMERICAN SAMOA AS A U.S. PORT OF ENTRY INTO USA 

American Samoa may benefit from the creation of more local federal jobs and rid itself of the high costs of managing its own immigration and customs by becoming a U.S. Port of Entry into the US.  Its immigration and customs costs would be assumed by the USDHS.   

ACTION(S) 

1. Congressman Faleomavaega to establish a Congressional Inquiry and Study to determine the benefits of establishing American Samoa as a U.S. Port of Entry.  
2. Fono opposition should be anticipated, but the study should be done and the benefits, if any, determined for American Samoa’s next generation. 

AGENCIES INVOLVED:  GO, Congress, DOI, USDHS, Immigration Office, U.S. Customs and U.S. 

Border etc.


TIMEFRAME:  On-going
ESTIMATED FUNDING:TBA  PERFORMANCE METRICS: TBA 

II.BUSINESS CLIMATE


GOAL #1:   TIMELY MAKING OF ASG PAYMENTS TO VENDORS  

Coordination of ASG agencies to implement the paperless payment processing system 

ACTION(S) 

1. Immediate use of the ASG "paperless payment processing" system with adequate manual process as back-up.  
2. Encourage staff cross-training & have adequate backup to ensure the payment process continues. 
3. TR to conduct trainings for all users of IFAS.  There are many ASG employees that may access the paperless payment processing system but have not been trained on how to use the IFAS nor how to accept or reject inquiries and/or payments.   

AGENCIES INVOLVED:  TR, OP  TIMEFRAME:  On-going ESTIMATED FUNDING:  Project funded PERFORMANCE METRICS: TBA 

GOAL #2: STREAMLINE THE PAYMENT PROCESS 

ACTION(S) 

1. Amend ASG contracts to include interest charged by contractors to ASG on late payment. Ensure such interest rates are legal and enforceable.  
2. Revise current contract payments to include only four main signatories. That is an agency representative, Budget Office Director, DPW Director (if it is a construction contract) & Chief Procurement Officer. In cases of services rendered, it will only be three signatories; reducing the number of signatories for contract payments. 

AGENCIES INVOLVED:  OP, AG  

TIMEFRAME:  FY 2015 – FY 2017  

ESTIMATED FUNDING: N/A PERFORMANCE METRICS: TBA 

1. Single agency is required to approve an application or at most two agencies where special requirements exist (DOH in the case of food vendors or “hawkers”).  
2. Issue one license per business and stipulate on the license which business activities are allowed. 

AGENCIES INVOLVED:  DOC, TR, BO, DOA  

TIMEFRAME:  FY 2015 – FY 2017 

ESTIMATED FUNDING:  NA PERFORMANCE METRICS: TBA 

GOAL #3:  MAXIMIZE THE NUMBER OF PROJECTS BEING PUT OUT FOR BID 

ACTION(S) 

1. Encourage ASG to maintain adequate level of professional staffing in order to move projects from planning to implementation as quickly as possible.  
2. Maximize the number of Government projects that are bid out to the private sector.  

AGENCIES INVOLVED:  OP, DOE, ASCC, DHR, DOC, GO  

TIMEFRAME:  On-going


ESTIMATED FUNDING:  N/A PERFORMANCE METRICS: TBA 

GOAL #4:  ASG TO PROVIDE "LEVEL PLAYING FIELD" FOR BUSINESSES 

ACTION(S) 

1.Utilize tax exemption tool appropriately to encourage economic development and fair competition, hence fostering economic efficiencies. 

AGENCIES INVOLVED:  GO, AG, TR, DOC  

TIMEFRAME:  FY 2015 to FY 2017


ESTIMATED FUNDING:  N/A PERFORMANCE METRICS: TBA 

GOAL #5:  INCREASE NUMBER OF NEW BUSINESSES IN THE PRIORITY INDUSTRIES; SUCH AS 

TOURISM, IMPORT SUBSTITUTION, FISHERIES & AGRICULTURE


ACTION(S)

1.Provide $10 million to DBAS as required by the Economic Development Fund law of 2008. 

AGENCIES INVOLVED:GO, DBAS, TR, BO, DOC  

TIMEFRAME:  On-going
ESTIMATED FUNDING: TBA  PERFORMANCE METRICS: UCA  

2.Encourage "soft loans" financing to businesses supporting priority industries. 

AGENCIES INVOLVED:   DOC, DBAS, TR, GO, BO  

TIMEFRAME:On-going
ESTIMATED FUNDING:TBA PERFORMANCE METRICS: TBA 

GOAL #6:  INCREASE EFFICIENCY IN PROCESSING HOUSE PLANS TO FACILITATE QUICKER FINANCING AND CONSTRUCTION OF HOMES 

ACTION(S) 

1.Encourage DPW to pre-approve standard house plans in order to hasten the financing and construction of homes in the Territory. 

AGENCIES INVOLVED:  DPW, DBAS, GO, AG, DOC  

TIMEFRAME:  FY 2015 to FY 2017


ESTIMATED FUNDING: TBA  PERFORMANCE METRICS: TBA 

GOAL #7:  TAX REFORM TO ENCOURAGE INVESTMENT 

The top corporate tax rate in American Samoa is the highest in the Pacific and probably the U.S., countering efforts to encourage investments in the Territory. The current tax system and rates are based on the federal 2000 Internal Revenue Service tax code and rates. 

ACTION(S) 

1. Review the current tax system and amend it appropriately to encourage business
and economic development, promulgate a fair system for all taxpayers, and increase the efficiency in the audit and collection processes.  
2. Explore putting in place a Tax Amnesty program to provide incentives for businesses and individual tax payers to pay off their tax liabilities. 
3. Conduct training and public awareness campaigns for any changes to tax system.  

AGENCIES INVOLVED:   GO, TR, COC, DOC, OSA, Fono  

TIMEFRAME: FY 2015 to 2017 

ESTIMATED FUNDING: TBA  PERFORMANCE METRICS: TBA 

GOAL #8:  IMPROVE EFFICIENCY OF IMMIGRATION PROCESSES 

ACTION(S) 

1. Adopt policy of efficient immigration processing by implementing periodic surveys of passenger and baggage processing flows, immigration and customs processing, and implement needed reforms. 
2. Identify improvements in immigration tracking systems. 
3. Facilitate ease of travel between the Territory and the Independent State of Samoa by identifying ways to ease restrictions while improving upon enforcement of American Samoa’s immigration law and travel agreements between the Two Samoas. 

AGENCIES INVOLVED:   GO, AG, Fono TIMEFRAME:  On-going
ESTIMATED FUNDING:TBA PERFORMANCE METRICS: TBA 

GOAL #9:  INCREASE DIRECT FOREIGN INVESTMENT 

Given that American Samoa’s narrow economic base makes the well-being of the overall economy extremely vulnerable to outside market influences and fluctuations, American Samoa needs to actively seek direct foreign investments (DFI) in order to diversify. 

ACTION(S) 

1. Create foreign investment package and post it on the DOC website. 
2. Actively participate in USDOC conferences, seminars, and webinars on direct foreign investment (DFI), inclusive of regional or United Nations sponsored conferences or trade exhibitions in Asia/Pacific region.  
3. Leverage the global experience of Washington DC based consultants. 

AGENCIES INVOLVED:   DOC, GO, AG, TR, COC  

TIMEFRAME:  On-going
ESTIMATED FUNDING:TBA  PERFORMANCE METRICS: TBA 

I.DEVELOPMENT OF LOCAL AGRICULTURAL 

OPPORTUNITIES  

Education on the need for adopting resource management measures ought to be given a high priority, starting in the elementary levels within the DOE school system, and public, and private sectors.  For example, wildlife of American Samoa should be protected by careful monitoring of land clearing and hunting to make sure that wildlife stocks are not depleted and that significant loss of habitat does not occur.  Additionally, necessary controls should be instituted to protect the Territory from the introduction of diseases, pests and exotic plants or animals. Given its congressional mandate, the American Samoa Community College’s Land Grant Program (CNR) can provide community assistance in the areas of Agriculture Instruction (certificate of proficiency and associate degree programs); Research (plant pathology, entomology, soil science, animal science, tissue culture, water quality, childhood obesity [nutrition and health], forestry, and others); and Extension (Agriculture, Family & Consumer Science, Nutrition, Forestry); Soils Conservation & Natural resources management, Community Development, and 4-H Youth Development.  The effects of agriculture on our fragile ecosystem should be carefully evaluated. Soil erosion, nutrient pollution of ground waters, nutrient and pathogen pollution of our coastal waters, disrupting forested watersheds and effect on associated flora and fauna and ground water recharging need to be considered when agricultural projects are considered.  Other areas that could be developed are floriculture, specialty crops, and value-added products. 

A. FARM EQUIPMENT 

GOAL #1:  ESTABLISH ONGOING AFFORDABLE FARM EQUIPMENT RENTAL PROGRAM AND TRAINING IN EQUIPMENT, CHEMICAL AND FERTILIZER HANDLING 

ACTION(S) 

1. Department of Agriculture to assess equipment needs of farmers, (e.g. tillers, Bobcat, etc.), procure, and rent/lease for affordable fee under an equipment rental program for farmers involved in DOA programs.   
2. ASCC CNR to assist by providing training opportunities (workshops and demonstrations) before farmers decide to purchase and operate their own equipment and machinery or apply chemicals, pesticides and/or fertilizers in a safe manner not only for the applicator but also the environment.  

AGENCIES INVOLVED: DOA, ASCC CNR


TIMEFRAME: FY 2015 – FY 2017


ESTIMATED FUNDING: $150,000 (USEDA, USDA, TBD) 

PERFORMANCE METRICS: TBA 

B. FEED AND FERTILIZER 

GOAL #1:  IMPLEMENT ENVIRONMENTALLY SAFE AND SUSTAINABLE PRACTICES IN USE OF FEED AND PLANT FERTILIZERS  

ACTION(S) 

1. Fund animal feed and plant fertilizer brought in by Department of Agriculture (or a private partner, under a public/private partnership).   
2. ASCC CNR strongly recommends seeking sustainable practices as alternatives to subsidizing animal feed and fertilizer. The use of locally available inputs such as breadfruit, coconut, cassava and fishmeal in animal feed production should be researched and developed if possible. The use of locally available inputs such as piggery and poultry farm wastes and leaching nutrients will help reduce the need for inorganic fertilizers. These practices should be incentivized, promoted through ASG collaboration and education, and enforced by DOA. Before increasing the amount of inorganic fertilizer and feed being imported, the nutrient pollution effects on ground and coastal waters should be evaluated. The current nitrate content and source in the ground water wells should be evaluated. Classes teaching the proper amount and application of inorganic fertilizers should be required.  

AGENCIES INVOLVED:   DOA, ASCC CNR


TIMEFRAME:   FY 2015


ESTIMATED FUNDING:  $150,000 (USEDA, USDA, TBD)

PERFORMANCE METRICS: TBA 

C. TAX INCENTIVES FOR AGRICULTURE 

GOAL #1:  PROVIDE TAX INCENTIVES ON SIGNIFICANT PROCUREMENT OF AGRICULTURAL 

EQUIPMENT, TECHNOLOGY, ETC.


ACTION(S) 

1. Enhance the agricultural sector by providing incentives towards large-scale territorial 
projects, and/or significant procurement of agricultural equipment, technology, fertilizer treatments, etc.  
2. ASCC CNR can assist by recommending agricultural equipment, products, and systems that are environmentally friendly and safe.  

AGENCIES INVOLVED:   TR, DOA, DOC, ASCC CNR  

TIMEFRAME: FY 2015


ESTIMATED FUNDING: TBA  PERFORMANCE METRICS: TBA 

D. ACCESS TO AGRICULTURAL LANDS 

GOAL #1:  DEVELOP IMPROVED ACCESS TO AGRICULTURE SUITED LANDS 

ACTION(S) 

1. Identify areas where agricultural production would expand if there were better access for vehicles and, where feasible, develop farm roads to reach those areas.  
2. ASCC CNR can assist with recommendations in areas of soil erosion and sedimentation control, natural buffer and management plans through the Forestry Programs - including Stewardship Management, Urban Community Forestry, Conservation Education, and Forest Health programs. ASCC CNR Forest Stewardship Program can write “Forest Stewardship Plans” for landowners (free of charge) that can include recommendations on where best to create/expand access roads to ensure the least disturbance to soil, trees, etc. PNRS should also be a committee involved to ensure that watershed and primary forests are not used as agricultural lands.  

AGENCIES INVOLVED: DBAS, DOA, DPW, ASCC CNR  

TIMEFRAME: FY 2015


ESTIMATED FUNDING: $70,000 (USEDA) 

PERFORMANCE METRICS: TBA 

E. EXPAND MARKET OPPORTUNITIES FOR FARMERS 

GOAL #1:  INCREASE INFRASTRUCTURE AND MARKET OPPORTUNITIES ON WEST SIDE 

ACTION(S) 

1. Create a public/private partnership to develop a produce market on the west side of the island. 
2. ASCC CNR can assist with produce grading and packaging ideas as well as organize cooperatives to operate farmer’s markets.  

AGENCIES INVOLVED: USEDA, DHR, DOC, Immigration Office, ASCC CNR  

TIMEFRAME: FY 2015


ESTIMATED FUNDING: TBA  PEFORMANCE METRICS:  TBA 

F. EMPLOYMENT 

GOAL #1:  REPLACE IMPORTED LABOR WITH LOCAL LABOR 

ACTION(S) 

1. Analyze unemployment and hiring patterns in order to devise strategies to retain low labor workforce and align workforce development programs with agriculture and natural science clusters.  
2. ASCC CNR can assist with training in local agriculture and related labor in plant production, protection, harvesting, marketing, and other related areas formally through the Certificate of Proficiency and Associate Degrees programs. ASCC CNR can also assist informally through workshops, demonstrations, public meetings, work study, service learning, and other methodologies.  

AGENCIES INVOLVED: USEDA, DHR, DOC, Immigration Office, ASCC CNR 

TIMEFRAME: FY 2015 ESTIMATED FUNDING: TBA  PEFORMANCE METRICS: TBA 

GOAL #2:   IMPROVE SUCCESS RATE ON LOCAL MILITARY TESTS TO IMPROVE ACCESS TO SKILLS AND TRADES THAT WILL ASSIST THE AGRICULTURAL SECTOR ACTION(S) 

ACTION(S) 

1. ASVB boot camp classes designed to help enrollees pass ASVB tests and, not incidentally, make up for educational deficiencies affecting job readiness. 
2. In addition to the ASCC Certificate of Proficiency and Associate Degree programs like the 

4-H Youth Development Program Operation Military Kids (“OMK”) Program, Youth Entrepreneurial Program, enrollment in other traditional and non-traditional 4-H projects should be encouraged. 

AGENCIES INVOLVED:   ASCC CNR, ASCC, ASDOE, JROTC, U.S. Army recruiters  

TIMEFRAME: FY 2015 ESTIMATED FUNDING: $200,000/year 

PERFORMANCE METRICS: TBA 

G. DIVERSIFICATION AND EXPERIMENTATION 

GOAL#1: CONTINUE TO SUPPORT THE ULU PROJECT FOR EXPORT OPPORTUNITIES AND FOOD SECURITY 

ACTION(S) 

1. Continue to concentrate on planting new ulu plugs with the assistance of local farmers. The maturity of the breadfruit should yield a substantial amount of profit. Possible outputs of the growth of breadfruit are to freeze for export and mill for flour. 
2. Obtain input on problems Independent State of Samoa has encountered in their breadfruit export projects. Consult experts or conduct a study to determine the practicality of the project. Alternative uses, value-added products and methods of preserving (canning, brining, drying, flour, animal feed, etc.) of already available breadfruit should be investigated. 

AGENCIES INVOLVED:   DOA, DOC, ASCC CNR  

TIMEFRAME: FY 2014, On-going 

ESTIMATED FUNDING: TBA PERFORMANCE METRICS: TBA 

GOAL #2:  CONTINUE TO SUPPORT THE CACAO INITIATIVES FOR EXPORT OPPORTUNITIES AND FOOD SECURITY 

ACTION(S) 

1. Continue to support the cacao project in Tutuila and Manu’a. Currently the seedlings from Samoa and local cacao farm trees have been propagated for growth. Current discussions with the Wilex Company for opportunities of export remain positive and are ongoing.  
2. Based on recommendations from Cacao Consultant, Daniel O’Doherty, of Cacao Services Agricultural and Scientific Consulting were: (a) mechanize the Koko Samoa production with simple machinery. He also recommended that small cacao farms be involved in cacao agro-tourism ventures which have been proven successful in Hawaii; (b) and in the future perhaps specialty chocolate bars locally. The value of beans turned into a quality chocolate can be up to $50 dollars/pound. O’Doherty presented that one (1) acre of land planted in cacao would yield approximately $2,000 dollars/per year. It would take several years until plants started producing and any income generated. An acre planted in vegetables should produce a much higher annual income.  

AGENCIES INVOLVED:   DOA, DOC, TR, ASCC CNR  

TIMEFRAME: On-going 

ESTIMATED FUNDING: TBA  

GOAL #3:   CONTINUE TO SUPPORT THE BANANA AND TARO INITIATIVES FOR EXPORT 

OPPORTUNITIES AND FOOD SECURITY 

ACTION(S) 

1. Continue to support the Department of Agriculture’s initiative to produce more high quality bananas and taro. High quality bananas will not only mature into export opportunities such as niche markets for dried and organic consumer demands, but also will provide for food security in American Samoa. High quality bananas, with the support of the Department of Agriculture, can be matured to be resistant to bunchy top disease and other variants of disease(s).  
2. ASCC CNR identified a new banana accessions that were high-yielding, resistant to the black leaf streak (BLS) disease, (the most serious threat to banana production on-island), and tolerant to banana bunchy top virus (BBTV). Unfortunately, growers did not accept these new varieties and continued to grow the BLS-susceptible Cavendish cultivar “Williams,” exposing the banana production to the risks of BLS and fungicide-resistance. 

ASCC CNR suggests redirecting efforts toward educating the growers to adopt innovations, rather than importing new bananas. It is worth noting there are currently no BBTV-resistant banana cultivars.  

1. Support ASCC CNR efforts to add vegetable and fruit crops which are also needed in the Territory. 
2. Consider Fa’i misiluki as an answer for any serious attempts to export fresh bananas.  

AGENCIES INVOLVED:  DOA, DOC, ASCC CNR  

TIMEFRAME:  On-going 

ESTIMATED FUNDING: TBA  PERFORMANCE METRIC: TBA 

GOAL #4:  CONTINUE TO SUPPORT THE GROW GREEN EDUCATION PROGRAM WITH DOE 

ACTION(S) 

1. Continue to support the Department of Agriculture’s “Grow Green Initiative” with the DOE to educate the students to plant vegetables that will provide a healthier lifestyle and longer life span. This project mirrors President Obama's initiative of students learning to plant gardens and has the benefit of teaching children that locally grown produce can decrease the rising cases of obesity and diet related health issues. The economic benefits include education on the benefits of organic produce that use no nutrient input or supplementary products. This is healthier for the environment and produces high quality export products.  
2. ASCC CNR can assist with the above initiative through the Instructional Program 

(Certificate of Proficiency and Associate Degree Program, Fruits for Life Greenhouse), 

Research Program (Soils, CHL, Obesity Study, Wellness Center, Tissue Culture), and Extension (Agriculture, EFNEP/Nutrition, 4-H Youth Development). ASCC CNR is currently doing work on hydroponics, aquaculture, composting, vermin-culture, green manure, crop rotation, laupele and sweet potatoes, agro-forestry, pig waste, management demonstrations, and others.  

1. ASCC’s greenhouses can provide families and schools with young plants that can be planted and used for food and for traditional medicines. More can be done to encourage the planting of native and non-native (but non-invasive) plants which provide families and communities with food, medicine, wood products, etc.  

AGENCIES INVOLVED:  DOA, DOE, DOC, ASCC CNR  

TIMEFRAME: On-going 

ESTIMATED FUNDING: TBA  PERFORMANCE METRICS: TBA 

I.  DEVELOPMENT OF TOURISM AND ECO-TOURISM 

GROWTH 

Increase marketing of the islands for tourists and eco-tourists in order to increase the number of cruise ship calls and flights per week is needed.  The marketing effort can be aided by increasing promotable tourist attractions throughout the islands.  Identified actions such as refurbishing proven popular tourist attractions such as the Pago Harbor cable car to Mt. Alava, making available organized eco-tourist tours for deep sea diving, snorkeling, and ensuring  safe and reliable air and sea transportation services to Aunu’u and the Manu'a islands would greatly enhance promotional efforts.   

Infrastructural improvements in and around cruise ship docks and at the airport are also needed to make these first ports of entry enticing and attractive to tourists. Currently, cruise ships dock at the main dock where cargo containers are staged.  Vendors catering to tourists are also crowded into temporary tents adjacent to the busy cargo container area.  Pago Pago International Airport still has very hot and uncomfortable immigration and baggage claim areas.  

Greater efforts to keep public areas free from litter with stricter enforcement of the Litter Laws of the Territory is needed. Tourists are impressed with the lush beauty of the islands but upon closer inspection, they comment with alarm on the amount of trash strewn all over the place by children and adults alike. Improvements and continued vigilance to clean and maintain well supplied public restroom facilities, with priority given to the airport and port public restrooms, are needed.

The most recent and comprehensive tourism plan for the Territory is the American Samoa 

Tourism Master Plan, June 2010 (ASTMP), prepared for the American Samoa Government by Resort Consulting Associates (RCA).  The ASTMP outlines a tourism framework, a tourism master plan, a visitor attraction plan, facility and location assessments and designs.  Some of the priority ASTMP actions, addressing the problems and needed efforts described in this section are incorporated below.  Also included below are some actions not mentioned in the ASTMP but that are deemed important for inclusion in this implementation plan due to their current relevance.^[13]  

GOAL #1:  INCREASE BUDGET FOR TOURISM AND ECO-TOURISM 

ACTION(S) 

1. An increased American Samoa Visitors Bureau (ASVB) budget is needed so that it can continue with the development and implementation of a viable long-term tourism development plan, a short to medium-term Visitor Attraction Plan, strong community support, and development of effective funding mechanisms to implement marketing and sales efforts required to reach target visitation levels for the Territory.^[14]
2. ASVB to develop a marketing funding proposal to provide on-going fiscal support for the ASVB and its efforts to drive tourism growth in the Territory.¹⁵

AGENCIES INVOLVED:   ASVB, DOC, DPA, DPW, OP, USEDA, ACE, DOI, BO, Fono, Congress 

TIMEFRAME:1^stQuarter 2014, On-going 

ESTIMATED FUNDING:  $11 million (for the first 3 years) 

PERFORMANCE METRICS: TBA 

GOAL #2:  INCREASE THE NUMBER OF CRUISE SHIP PORT AND PASSENGER AIR CARRIER CALLS TO AMERICAN SAMOA 

ACTION(S) 

1. ASVB to develop and successfully execute a cruise ship strategy that includes fostering strong cruise ship partner relationships to facilitate the growth in the number of ships to 

American Samoa. Achieve by 2021 and sustain at least 20-25 ship visits to Pago Pago Harbor each year, bringing passenger visits up to 45,000.¹⁶   

1. Address federal cabotage restrictions and competition in passenger air carrier service to American Samoa for lower airfare and increased visitor count.^[15]
2. ASVB, COC and private sector businesses, to develop memorable and competitively differentiated recreational, cultural, and dining experiences in American Samoa to appeal to the cruise ship target demographic market.^[16]
3. AS Parks and Recreation (ASPR) to ensure that any facilities controlled by ASPR are managed to the benefit of attracting tourists and providing recreation and cultural opportunities for current visitors and residents.^[17]Reviving the Pago Harbor cable car to Mt. Alava and more organized eco-tourist tours for deep sea diving, snorkeling, etc. This could include a regular ferry to Aunu’u, Manu’a islands and Swains Island. Also, historical tours. 
4. DPA and ASVB to determine and implement necessary short-term improvements to the arrival and visitor experience at the cruise ship dock in Pago Pago Harbor and other first points of entry for tourists.  Cruise ships continue to dock where cargo containers are staged at Pago Harbor.  The Pago Pago International Airport still has hot and uncomfortable immigration and baggage claim areas.   
5. Clean facilities and public restrooms around the islands, and especially at first ports of entry.  Businesses, villages, and residents need to keep their surroundings clean. 

Commissioner of Public Safety is to strictly enforce the Litter Laws of the Territory.  Utilize village mayors. 

AGENCIES INVOLVED:    ASVB, DPA, DPW, DPH, OSA ASPR, ASPA, DPS shipping agents, tour operators, businesses supporting tourism industry, village councils for eco-village tours 

TIMEFRAME:  FY 2014, On-going 

ESTIMATED FUNDING:  TBA  PERFORMANCE METRICS: TBA 

GOAL #3:  OPEN UP AMERICAN SAMOA TO NEW TOURISTS FROM: 

(Andorra, *Australia, Austria, Belgium, Brunei, Czech Republic, Denmark, Estonia, 

Finland, France, Germany, Hungary, Iceland, Italy, Japan, Latvia, Liechtenstein, 

Lithuania, Luxembourg, Malta, Monaco, *New Zealand, Norway, Portugal, San Marino, 

Singapore, Slovakia, South Korea, Spain, Sweden, Switzerland, Greece, The Netherlands, Taiwan, and *UK) 

ACTION(S) 

1. Change AS Immigration Act to allow all 37 countries currently under the U.S. Visa Waiver Program to automatically be given a 30 day visitor visa upon arrival into America Samoa. All other countries not on the VWP list can apply electronically and pay a fee of $20 for a 14-day entry visa.  
2. Eliminate entry permit requirements for Samoan citizens. 

AGENCIES INVOLVED:  AG, TR, ASVB, DOC


TIMEFRAME:   FY 2014, On-going


ESTIMATED FUNDING: Inclusive in department/agency budgets 

PERFORMANCE METRICS: TBA 

GOAL #4:   DEVELOP NEW TOURISM BUSINESSES 

ACTION(S) 

1.Identify new tourism businesses currently not available on island to generate employment and new revenue. 

AGENCIES INVOLVED:  DOC, COC, DBAS, ASVB  

TIMEFRAME:  FY 2014, On-going 

ESTIMATED FUNDING:  Inclusive in department budgets 

PERFORMANCE METRICS: TBA 

GOAL #5:  CREATE NEW INTERNATIONAL EVENTS TO ATTRACT TOURISTS 

ACTION(S) 

1. Build upon existing events like I’a Lapo’a Game Fishing Tournament and the TMO Marist Sevens Tournament to increase the number of international participants each year. 
2. Create new events that will attract new visitors and participants. New events include:
   1. International Outrigger Canoe Regatta
   2. Samoa Islands International Jazz Festival
   3. Coast to Coast Half Marathon (Masefau/Sailele to Fagaitua)  
   4. ASCC Wellness Center can help to promote, organize, and support such events to promote an active lifestyle on island. Personnel are certified to conduct training and workshops for endurance training and sports nutrition. Pre and Post exercise tips help individuals prepare and to recover. American Samoa can offer runners the most beautiful natural scenery along various racing routes throughout the island. 

AGENCIES INVOLVED:   ASVB, DOC, CoC, Private Sector, ASCC CNR  

TIMEFRAME:  FY 2014, On-going


ESTIMATED FUNDING: TBA  PERFORMANCE METRICS: TBA 

GOAL #6:  INCREASE THE NUMBER OF RECREATIONAL WATER CRAFT VISITING AMERICAN SAMOA FOR LEISURE, PROVISIONS AND MAINTENANCE 

ACTION(S) 

1. Build a new harbor marina for yacht owners; estimated 100 boats travel to American Samoa to find a safe harbor, to do repairs, and buy provisions. 
2. Integrate this project into the Harbor Master Plan, if not already included.  

AGENCIES INVOLVED:   ASVB, DMWR, AG, DOC, DPA, Private Sector  

TIMEFRAME:  FY 2015 to FY 2017


ESTIMATED FUNDING:  TBA  PERFORMANCE METRICS: TBA 

GOAL #7:   CREATE A WEDDING TOURISM MARKET  

ACTION(S) 

1.Revise the Marriage Law on island to allow overseas visitors to obtain a marriage license and get married in American Samoa within a 1-2 week period. 

AGENCIES INVOLVED:  DHS, AG, DOC, ASVB, Private Sector  

TIMEFRAME:   FY 2015 ESTIMATED FUNDING:   N/A 

PEFORMANCE METRICS:  UCA (Upon Completion of Action) 

GOAL #8:  IMPLEMENT ANIMAL CARE AND CONTROL PROGRAM 

ACTION(S) 

1. Adopt and implement the Animal Care and Control Program Task Force Plan 2013.  
2. OSA, DOA, and DOC are collaborating to address the stray dog issue in sustainable ways to achieve long term outputs. Utilizing the OSA to obtain pulenu’u assistance for manpower, village space, and working with Veterinarian Dr. Brenda Smith and her team to operate, vaccinate, monitor, and educate villages on prevention/control of pet diseases and parasites and the legal requirement to license all dogs.  

AGENCIES INVOLVED:  DOA, OSA, DOH, AMM, DPW, DOC  

TIMEFRAME:   FY 2014, On-going


ESTIMATED FUNDING:  TBA  PERFORMANCE METRICS: TBA

I.  INCREASE COMMERCIAL FISHING ECONOMIC ACTIVITY 

ON ISLAND 

GENERAL PERFORMANCE INDICATORS 

• Commercial vessel trips made to American Samoa per quarter and year.
Fuel sales sold to commercial fishing vessels per quarter and year. 
• Decrease in the number of frozen fish containers imported per quarter and year.  Idle time in shipyard per quarter, per year. 

A. SHIPYARD 

GOAL #1:  OVERHAUL AMERICAN SAMOA SHIPYARD 

American Samoa shipyard needs an overhaul to maintain commercial fishing vessel needs as well as to expand commercial and passenger operations through additional dock space. Prior to the consideration of privatization, infrastructure needs of the shipyard will need to be addressed by the American Samoa Government. 

ACTION(S) 

1.Organize a task force to provide a plan to advise on the infrastructure needed to maximize the viability of the shipyard with costs. When completed, seek Governor’s approval to seek federal funding to support infrastructure. 

1. Look for federal funding sources  
2. Secure funding

3. Operational 

AGENCIES INVOLVED: DPA, Shipyard Authority, DOC, GO, U.S. Congress  TIMEFRAME:

Have shipyard plan in place by end of March 2014.
Look for Federal Funding sources 2nd QTR 2014. 

Secure funding by 3rd Qtr. 2014.
Operational 1st -3rd quarter 2015.


ESTIMATED FUNDING:  Est. $30-50 million (Federally funded to promote economic activity on island) 

PERFORMANCE METRICS:  TBA (See also General Performance Indicators this section) 

B. PORT 

GOAL #1:  INCREASE DOCK SPACE TO ACCOMMODATE VESSELS 

American Samoa needs more dock space to accommodate vessels. Local longliners are currently moved from all areas on the harbor to accommodate activity because there is not ample space from time to time. This discourages commercial vessels from coming to American Samoa to perform activity. 

ACTION(S) 

1.Review the Master Port Plan for the Pago Harbor that considers additional dock space for vessels. Adding dock space will encourage more vessel traffic and provide local business opportunities to engage with these vessels. 

1. Look for Federal Funding  
2. Secure funding

3. Operational 

AGENCIES INVOLVED:   DPA, DOC, GO, Congress
TIMEFRAME:    

Agree to locations to build additional dock space to accommodate vessels by end of FY 2014.  

Look for Federal Funding sources 1st QTR 2014.Secure funding by 3rd QTR 2014.Operational 1st / 2nd quarter 2015.


ESTIMATED FUNDING:  $50 million (Federally funded to promote economic activity on island) PERFORMANCE METRICS: TBA 

GOAL #2:  OFFER COMPETITIVE FUEL PRICES 

Competitive fuel pricing can also lure vessels to American Samoa. With fuel diversification and lower fuel rates, vessels traveling within the South Pacific will be attracted to American Samoa. 

ACTION(S) 

1.Look at opportunities to lower fuel prices and diversify fuel options such as importing LNG. This may also require an analysis on the Fixed Fees, Rent and Taxes where costs can be reduced on the MAP. 

1. Review MAP opportunities (ASPA)

2. Formulate a plan to keep a gap versus competitor fuel pricing scheme 

AGENCIES INVOLVED:   Petroleum Cooperative Board, DOC, GO  

TIMEFRAME: Immediately


ESTIMATED FUNDING: TBA PERFORMANCE METRICS: TBA 

GOAL #3: DEVELOP MARITIME EDUCATION & WORKFORCE  

Jobs are abundant on commercial vessels, particularly when more decide to use American Samoa as a home base. This creates more opportunities for local employment on island, particularly when high paying positions like captains, engineers or navigators are made available. 

ACTION(S) 

1.To support this activity, a trade school or a maritime school should be home based in American Samoa to promote this industry. USCG could help with this development on the maritime end. 

AGENCIES INVOLVED:   DOC, ASCC, DOE, USCG, DMWR, Tri-Marine, Starkist


TIMEFRAME:   FY 2015 - 2017


ESTIMATED FUNDING:  Tri-Marine and Starkist will definitely be interested in this development. 

Starkist has already committed $20K/yr. targeted to peak interest at secondary school level  PERFORMANCE METRICS:TBA 

II.STABILIZE COMPETITIVE COSTS FOR TUNA CANNERIES  

GENERAL PERFORMANCE INDICATORS 

• Capital investment. 
• Minimum wage rate increases.  
• Employment rate. 

A. LAND 

GOAL #1:  ADDRESS LAND NEEDS FOR EXPANSION OF CANNERIES 

Limited land available for expansion (i.e., StarKist has expressed an opportunity for expansion but with limited areas it has been difficult). 

ACTION(S)

1.Create a task force to locate areas near the canneries that are available for expansion. 

AGENCIES INVOLVED: ASPA, DOC, GO


TIMEFRAME: Immediately (This will allow companies to make plans to invest sooner than later)  

ESTIMATED FUNDING: Private sector investments unless infrastructure investment is required PERFORMANCE METRICS: TBA 

2.Define and make available suitable ASG land necessary to accommodate StarKist’s planned production and workforce expansion of 500-1,000 jobs by 2015, including venue for new StarKist freezer. 

AGENCIES INVOLVED:   ASPA, DOC, GO, AG, TR, Fono, DHR, DOL WIA/OJT program assistance 

TIMEFRAME:   Beginning 2^ndQuarter FY 2015 (Jan 2015) 

ESTIMATED FUNDING: $ 2,000,000 (DOL WIA/OJT Training assistance subsidy for hiring/training of up to 2,000 new cannery workforce) 

PERFORMANCE METRICS: TBA 

B. EMPLOYMENT 

GOAL #1:  EXPAND TUNA INDUSTRY EMPLOYMENT  

ACTION(S) 

1.Facilitate and support Tri-Marine’s and Starkist’s timely completion and achievement of tuna operations rebuilding & equipment program. Recruitment and Training 

Requirements for hiring 1,000 – 2,000 new cannery workforce beginning 1st Quarter FY 2015 (Oct 2014). 

AGENCIES INVOLVED:  GO, DOC, AG, DHR, TR, Fono, DOL WIA/OJT program assistance 

TIMEFRAME:  Beginning 1^stQuarter FY 2015 (Oct 2014) 

ESTIMATED FUNDING:  $2,000,000 (DOL WIA/OJT Training assistance subsidy for hiring/training of up to 2,000 new cannery workforce) 

C. NEW SOURCES OF ENERGY 

GOAL #1:   IDENTIFY NEW SOURCES OF ENERGY 

Imported fuel in American Samoa that supplies the generation of power for the island creates a competitive disadvantage for businesses due to the cost of power in American Samoa. 

ACTION(S) 

1.Identify new sources of energy that are significantly cost competitive versus fossil fuel, (e.g. geothermal energy, wind, solar, anaerobic digester, etc.), or an energy subsidy to look into long term fuel displacement. 

AGENCIES INVOLVED:   GO, TEO, ASPA


TIMEFRAME:  On-going 

ESTIMATED FUNDING:   TBA (Both Private/Government) 

PERFORMANCE METRICS:  TBA 

D. TRANS-ATLANTIC FREE TRADE AGREEMENT (TAFTA), U.S./ 

CANADA ALBACORE TREATY AGREEMENT (USCAT), U.S./ SOUTH PACIFIC TUNA TREATY AGREEMENT (USSPTT) 

GOAL #1: ASSESS AND MINIMIZE POTENTIAL ADVERSE IMPACTS OF TUNA TREATY AGREEMENTS ON AMERICAN SAMOA PRODUCTS  

Current TAFTA negotiations may result in an influx of cheap tuna products from Spain into the U.S. without reciprocal export ability by U.S. tuna processors in American Samoa. This will adversely impact the American Samoa economy. Further, American Samoa’s interest should be represented in other treaty agreements that impact the viability of tuna processors in American Samoa, namely the USCAT and USSPTT agreements. 

ACTION(S) 

1. Request DOI assistance in obtaining a seat for American Samoa at the Policy Advisory Committee on Trade (IGPAC). 
2. Collaborate with AS Congressman and other relevant federal agencies to secure “Made in USA” labeling for tuna products processed locally and their entry into the EU markets. 

AGENCIES INVOLVED: DOC, Congress, FDA, NOAA/NMFS, GO, DOI 

TIMEFRAME:   On-going ESTIMATED FUNDING:  TBA PERFORMANCE METRICS: TBA 

III.EXPAND ALIA FLEET TO BECOME SELF-SUSTAINABLE 

AND PROVIDE MORE LOCAL BUSINESS OPPORTUNITIES  

A. ALIA & LONG LINERS 

GOAL #1:  UPGRADE DESIGN AND CAPACITY OF LOCAL ALIAS AND LONG LINER FISHING FLEET INDUSTRY AND WORKFORCE 

ACTION(S) 

1.Upgrade design and capacity of local alias and long liners to meet Tri-Marine/Starkist and local market requirements for high value fresh fish and cannery grade. 

AGENCIES INVOLVED:   DOC, DBAS, Fishermen/Owners, Private Sector  

TIMEFRAME:  On-going 

ESTIMATED FUNDING: TBA  

2.Identify and recruit viable funding and soft financing, including Economic Revolving Loan Fund, USDA Rural Development, USEDA WPRMC, etc. for financing of targeted upgrade of local alia and long liner vessels, equipment, operations, fishing technology, and business training. 

AGENCIES INVOLVED:   WESPAC, DOC, DBAS, DMWR, WPRMC  

TIMEFRAME: FY 2014, On-going  

ESTIMATED FUNDING: TBA  PERFORMANCE METRICS: TBA 

3.Designate and develop mooring dock for local long liners and alias. 

AGENCIES INVOLVED:  GO, DMWR, WPRMC, DBAS, Fono, DPA, AS alia and long liner fishing coops, ASCC, DOC TIMEFRAME: FY 2015 

ESTIMATED FUNDING: TBA  PERFORMANCE METRICS: TBA 

IV.INCREASE EFFORT IN DEVELOPING LOCAL FISHING 

CAPACITY  

GOAL #1:  INCREASE EDUCATION, TRAINING, EQUIPMENT AND MARKETING SUPPORT SERVICES FOR LOCAL FISHERMEN  

ACTION(S) 

1. Provide equipment services and materials to local fisherman. 
2. Educate and train them on more efficient ways to fish and subsequently, export to U.S. 

and other Pacific countries.  

1. Develop more marketplaces for fisherman.  
2. Promote training of local labor to eliminate the need to import skilled laborers.  
3. Provide facilities at the main dock and the airport to facilitate and store goods to assist with selling and exporting goods. 
4. Create opportunities for increased air freight service of high value tuna products to America and foreign markets.  
5. Attract additional air service providers to increase capacity and frequency of high value tuna products to American and foreign markets. 

AGENCIES INVOLVED:  DMWR, DOC, WPRMC, USEDA, DPA, DOI, Fono, Congress, GO 

TIMEFRAME: FY 2014
ESTIMATED FUNDING: TBA PERFORMANCE METRICS: TBA 

GOAL#1:  GOVERNOR TO ARTICULATE A VISION TO CONNECT EDUCATION INSTITUTIONS WITH THE NEEDS OF THE AMERICAN SAMOA ECONOMY 

GOAL #2:  DEVELOP WORKFORCE DEVELOPMENT PLAN TASK FORCE WITH DOC, ASCC, DHR, 

DOE, AND PRIVATE SECTOR TO IDENTIFY SPECIFIC GOALS AND ACTIONS TO ACHIEVE CLEARER PATH TO ACHIEVING THE “NEW MINIMUM” ACCESS TO THE MIDDLE-CLASS AND BEYOND 

GOAL #3:  IDENTIFY NEW OR IMPROVED INITIATIVES THAT SUPPORT MORE PRECISE 

ALIGNMENT OF DOE AND WORKFORCE TRAINING SYSTEMS WITH THE NEEDS OF PRIVATE SECTOR INDUSTRIES WITH CAREER AND COLLEGE READINESS AS LEADING PRINCIPLES  

GOAL #4:  ALIGN EDUCATION INSTITUTIONS AND WORKFORCE TRAINING EFFORTS WITH 

PRIVATE BUSINESS SECTOR TO ELEVATE IMPORTANCE OF POSTSECONDARY EDUCATION OR 

WORKFORCE CERTIFICATION TO ACHIEVE THE “NEW MINIMUM.” THE “NEW MINIMUM” IS THE 

NATIONAL BASELINE THAT STATES SHOULD BE PROMOTING FOR RESIDENTS TO GAIN ACCESS TO THE MIDDLE CLASS AND BEYOND

ACTION(S)   

1. Develop specific goals and actions to achieve stronger results that connect K-12, career technology, workforce training programs, and higher education, and private sector expectations.  
2. Integrate and use education and workforce data to answer key policy questions and establish policy and budget priorities of the Territory.  
3. Provide Territory support for cross-system partnerships tied to this vision.  
4. Identify and promote effective regional or local partnerships to connect education, training programs, and high-wage and high-demand careers within key industries in the Territory. 
5. Enact performance funding to increase effectiveness and efficiency of the Territory’s 
postsecondary system. 
6. Use data to inform policy, track progress, and measure success. Identify key policy and budget questions to improve the alignment between the education pipeline and workforce needs.  
7. Coordinate strategic planning process that integrates the mission of key state agencies: education, workforce training, and economic development.  
8. Bring together leaders from industry and education to agree on standards (e.g. more rigorous/relevant K-12 standards), competencies, and a system of quality credentials tied to emerging high-wage, high-demand careers.  
9. Adopt policies and programs:  
   1. Dual-credit courses 

   2. Career technology programs that are in-line with existing industries and that  prioritize STEM clusters to compete with the global 21st century workforce 

   3. Career pathway systems 
   4. Adopt policies and programs (e.g. revised high school equivalency credential, strengthen adult career pathway systems) to support unemployed/under-employed adults to be retrained for high-wage, high-demand careers.  
   5. Establish criteria to measure the quality of partnerships that connect education and training providers to employers’ needs.  
   6. Fund programs that support existing or spur new local or regional partnerships and their expansion.  
   7. Review state funding and incentives to increase alignment between education and workforce (Utah allocates at least 60% of their funding to this particular workforce initiative every fiscal year). 
   8. Update and upgrade e-rate issues to provide services requiring high-speed Internet activities (e.g. distance learning, video teaching conferences, etc.) for all schools and islands in the Territory.  
   9. Develop interface with DOE and ASCC for a testing center; negotiate with certification institutions and implement certification testing programs.  

AGENCIES INVOLVED:  DOE, ASCC, DOC, DHR, Private Sector, ASTCA, DHS  

TIMEFRAME:  FY 2014, On-going 

ESTIMATED FUNDING: TBA PERFORMANCE METRICS: TBA

TERRITORIAL ECONOMIC DEVELOPMENT IMPLEMENTATION TASK FORCE 

CO-CHAIRMAN 

Alfonso Peters Galeaí 

Executive Director, Territorial Office of Fiscal Reform 

CO-CHAIRMAN 

Keniseli Fa’alupe Lafaele 

Director, Department of Commerce 

PRIVATE SECTOR 

Brett Butler 

Former General Manager, Starkist Samoa            

Olivia Reid-Gillet 

General Manager, G.H.C. Reid 

Saveatama Sepp Steffany 

Owner, Steffany Group of Companies 

Roy J.D. Hall, Jr. 

Roy J.D. Hall, Jr. and Associates 

Papalií Laulií 

Owner, Paramount Builders 

PUBLIC SECTOR 

Utu Abe Malae 

Executive Director, American Samoa Power Authority 

Jason Betham 

Former Vice President, Development Bank of American Samoa 

Lealao Mel Purcell 

Director, Department of Agriculture 

Moefaáuo William T. Emmesley 

Former Executive Director, American Samoa Telecommunication Authority 

Taimalelagi Dr. Claire Tuia Poumele 

Director, Department of Port Administration 

Sonny Le’i Thompson 

Director, Department of Human Resources 

Dr. Ruth Matagi-Tofiga 

Director, Department of Marine and Wildlife Resources 

Honorable Iaulualo Faáfetai Talia 

House Representative, Fono 

Honorable Nuanuaolefeagaiga T. Saoluaga 

Senator, Fono 

Faiívae Alex Godinet 

Congressman Eni Faleomavaega Hunkin’s Office ABBREVIATIONS 

APPENDIX A – EXECUTIVE ORDER NO. 014-2013