The 2025 National Tourism Conference planned for the Hilton Hotel in Port Moresby on 9-10 April provides a timely opportunity for the Minister for Tourism, Arts and Culture to develop a pilgrimage tourism policy and organizational model for PNGs most popular tourism destination, the Kokoda Trail.

The following suggestions are based on our collective experiences leading more than 650 treks across the Kokoda Trail over the past 33 years:

VISION:

“To develop the Kokoda Trail as a world-class pilgrimage tourism destination for the economic benefit of traditional landowner communities.”

PROCESS:

National Executive Council (NEC) use the provisions of the Lands Act to acquire the gazetted area of the 138 km Kokoda Trail between Owers Corner and Kokoda as a National Tourism Asset responsible to the Minister for Tourism, Arts and Culture.

Tourism Promotion Authority (TPA) develop a pilgrimage tourism policy which provides for the cultural, environmental and military heritage protection of the area.

NEC establish a Kokoda Trail Management Authority (KTMA) responsible to the Minister for Tourism, Arts and Culture.

KTMA to be organised as a business entity in accordance with the Investment Promotion Authority (IPA) Act.

A KTMA Board of Directors with expertise in management, law, accounting, governance, military heritage, philanthropy, and tourism to be appointed.

A Kokoda Trail Incorporated Landowner’s Group (KTILG) to be established as an advisory body to the KTMA.

EXPLANATORY NOTES:

  1. The 138 km Kokoda Trail, extending 10-metres either side of the tracks over which the Kokoda campaign was fought between Owers Corner and Kokoda, was gazetted by the PNG Government in 1972. It has remained under traditional land ownership since then due to the failure of subsequent governments to use the provisions of the Lands Act to acquire it as a National Tourism Asset.
  2. Since 1992 the Kokoda Trail has emerged as PNGs most popular tourism destination.
  3. PNG us the custodian of WWii military heritage sites relevant to pilgrimage tourists from Japan, the United States and Australia.
  4. The development of policy for pilgrimage tourism falls within the charter of the Minister for Tourism, Arts and Culture.
  5. A national Kokoda Trail (Special Purpose) Management Authority (KTMA) responsibile to the Minister for Tourism, Arts and Culture should be established.
  6. KTMA should be established as a business entity in accordance with the Investment Promotion Authority (IPA) Act. A Chief Executive Officer (CEO) with appropriate business qualifications and experience should be recruited from the private sector to manage it as a commercial enterprise.
  7. A professional Board of Directors with expertise in management, law, accounting, governance, military heritage, philanthropy, and tourism to be appointed by the Minister for Tourism, Arts and Cultur to maximise the commercial potential of the enterprise at the corporate and village community level.
  8. A Kokoda Trail Incorporated Landowner Group (KTILG) be established as an advisory body to the KTMA. The primary responsibility of the KRILG is to conduct annual village workshops to review community attitudes towards pilgrimage tourism; to identify community needs; and to make recommendation on the distribution of profits and philanthropic donations at the end of each financial year.

Organization

The Board of Directors should include a representative from the Office of Tourism Arts and Culture; the Oro and Provincial Governments and professionals with expertise in business, law, governance, accounting and military history.

An Advisory Council should include representatives from the Koiari and Kokoda Local Level Governments, Ward Chairmen from each sector along the Trail; and the Port Moresby RSL.

The operational management structure should comprise the following functions:

  • Offices management to operate the website, database and online booking system and routine office functions to support the administration of the authority.
  • Financial management responsible for all financial transactions and the provision of financial reports to the CEO and the Board of Directors.
  • Field management to protect the wartime historical and environmental values of The Kokoda Trail and manage rangers, liaise with landowners, manage checkpoints, conduct campsite audits and supervise track safety/maintenance.
  • Community Development responsible for the conduct of village workshops; the development of an integrated community development strategy; community development partnerships; and liaison with Government aid agencies and philanthropic organisations.

Kokoda tourism should be supported by a licensing system and a Code of Conduct which reflects local cultural traditions and provides a level playing field for all Kokoda tour companies.  It should have a professional website linked to a database and an online booking system. Financial management functions should be managed by a commercial business manager who operates at ‘arm’s length’ to avoid intimidation from vested interests.