Five-Year Strategy Targets Aviation Safety, Airport Security, Financial Reforms and Domestic Connectivity
By Gerald C. Koinyeneh
Monrovia — The Liberia Airport Authority (LAA), under Managing Director Ernest Hughes, has outlined a five-year, US$59 million modernization plan aimed at addressing critical aviation safety gaps, improving airport services, strengthening financial management and expanding domestic connectivity.
The LAA Strategic Plan 2027–2031, themed “Modern Airports. Connected People. A Stronger Liberia,” positions Roberts International Airport (RIA) as the centerpiece of efforts to establish Liberia as a competitive aviation and logistics hub in West Africa.
The plan acknowledges longstanding challenges, including outdated navigation systems, inadequate emergency equipment, airport encroachment, weak financial controls and limited revenue diversification. It proposes measurable targets and institutional reforms, but implementation will depend on financing, procurement and sustained management oversight.
US$59 Million for Five Priorities
The strategy distributes its proposed investment across five areas:
- US$18.5 million for aviation safety and navigation;
- US$15 million for revenue diversification and cargo logistics;
- US$12 million for airport security and perimeter protection;
- US$9.5 million for passenger services; and
- US$4 million for governance and enterprise resource planning.
The LAA proposes financing the program through a combination of public-private partnerships, development-bank financing, donor grants, government allocations and internally generated revenue.
The plan identifies more than US$8 million in European Union funding secured for safety, security and critical infrastructure improvements at RIA.
Its proposed financing model aims to reduce dependence on government appropriations, although the authority will need to secure commitments and demonstrate sound financial management to attract the necessary investment.
Safety Gaps Top the Agenda
The most urgent challenge identified in the plan is aviation safety and regulatory compliance.
The document cites a 2022 international aviation audit score of 27 percent, well below the global benchmark of 75 percent. It also identifies the destruction of the airport’s Doppler Very High Frequency Omnidirectional Range (DVOR) navigation system, the absence of a functional air traffic control voice-recording system and inadequate firefighting capacity.
According to the plan, RIA has two obsolete fire trucks, compared with four identified as necessary to meet applicable requirements. The loss of navigation infrastructure has also forced aviation personnel to rely on operational workarounds.
The proposed US$18.5 million safety allocation would fund replacement navigation equipment, a modern Instrument Landing System, upgraded air traffic control communications, runway safety improvements and modern fire and rescue apparatus.
The LAA is targeting international certification by the fourth quarter of 2027. That goal, however, depends on completing corrective measures and satisfying regulatory requirements.
The Liberia Civil Aviation Authority (LCAA) retains responsibility for certification decisions, while the LAA must provide and maintain the infrastructure and systems needed to meet applicable standards.
The division of responsibilities makes coordination between the airport operator and regulator essential as the deadline approaches.
Security and Perimeter Protection
The plan allocates US$12 million to strengthen airport security, including perimeter fencing, surveillance, signage and passenger and cargo screening.
It identifies illegal land occupation, community encroachment and informal settlements around RIA as potential vulnerabilities that could expose airport operations to unauthorized access, wildlife hazards and foreign object debris.
The authority also intends to work with communities and wildlife management specialists to reduce hazards around operational areas.
Delivering these improvements will require effective coordination with security agencies, careful procurement and progress in resolving land-related disputes.
Passenger Services and Cargo Development
Despite improvements to RIA’s passenger terminal, the strategic assessment identifies congestion, unreliable air conditioning, inefficient baggage handling and maintenance shortcomings.
The proposed US$9.5 million passenger-services investment would support digital check-in, improved passenger movement, upgraded commercial spaces and lounges, and digitized parking operations. The authority also plans to strengthen performance requirements for concessionaires and ground handlers.
Alongside these improvements, the LAA intends to develop RIA into a specialized cargo and logistics hub, using US$15 million to expand revenue-generating activities and cargo-handling capacity.
Proposed investments include temperature-controlled storage for agricultural products, seafood and other perishable exports. The strategy builds on the existing Roberts Air Cargo Center, operated through a public-private arrangement involving Global Logistics Services and National Aviation Services.
The plan argues that improved cold-chain facilities could reduce post-harvest losses and help Liberian producers reach overseas markets. However, success will also depend on reliable electricity, export certification, appropriate handling standards and coordination with producers and relevant government agencies.
The LAA projects that non-aeronautical revenue will increase from less than 15 percent of gross income to more than 45 percent by 2031. Achieving that target would reduce reliance on passenger traffic and aviation-related charges, but will require commercial investments that generate sustainable returns.
Financial Reform and Accountability
The plan identifies manual accounting, procurement delays, weak internal controls and limited performance monitoring as obstacles to institutional efficiency.
It states that the authority has completed a physical asset verification and established a fixed-asset register. It also reports that IFRS-compliant financial statements were produced in 2027 for the 2024 and 2025 financial years.
The next proposed step is an Enterprise Resource Planning (ERP) system integrating finance, procurement, human resources and airport operations. The system is intended to strengthen reporting, reduce revenue leakages and improve expenditure controls.
Additional measures include a board-level governance, risk and compliance committee, a specialized legal and regulatory unit, stronger procurement safeguards and independent governance audits.
The LAA also proposes a Program Management Office to coordinate implementation and monitor performance. Under its results-based management framework, departmental heads would report quarterly against defined indicators, with corrective action required when targets are missed.
These mechanisms could improve accountability, but their effectiveness will depend on reliable reporting and the authority’s willingness to address persistent underperformance.
Reviving Domestic Airports
Beyond RIA, the strategy proposes public-private partnerships and Build-Operate-Transfer arrangements to rehabilitate and operate five secondary airports: Harper, Greenville, Zwedru, Voinjama and Foya. Improvements would include runway and apron rehabilitation, terminal upgrades, perimeter fencing and safety equipment.
Foya receives particular attention because of its proximity to Guinea and Sierra Leone and its potential connection to the Mano River Union Hub.
To attract investors despite limited traffic, the plan proposes viability-gap funding to help cover initial financing and commercial challenges. It also outlines revenue-sharing arrangements under which private operators would retain a larger share of aeronautical revenue in the early years before progressively sharing non-aeronautical surpluses with the state.
The strategy further envisages requiring a selected private operator to establish and operate a domestic and regional airline.
Such a model could improve connections between Monrovia and other parts of Liberia, but it raises questions about route profitability, public financial exposure and the capacity to enforce concession terms. Transparent procurement, rigorous due diligence and clear performance obligations will be critical to protecting public assets.
Workforce and Energy Modernization
The plan recognizes that infrastructure investment must be matched by a technically capable workforce.
Training priorities include aviation security, fire and rescue, safety management, engineering maintenance and technical services aligned with International Civil Aviation Organization and International Air Transport Association requirements. A proposed Human Resource Information System would help track staff qualifications and recurrent training.
The authority also plans to modernize internal electrical distribution systems and explore solar and other renewable energy solutions. Reliable power is essential for navigation equipment, screening systems and terminal operations, while reduced dependence on diesel generators could improve resilience and lower operating costs.
Hughes’ Implementation Challenge
Despite its wide-ranging ambitions, the plan acknowledges significant constraints, including limited departmental budgets, staffing shortages, outdated equipment and uncertainty over sustained financing.
An internal assessment cited in the document gave confidence in the LAA’s ability to become a leading West African aviation hub within five years an average score of 4.88 out of 10. Only 29.4 percent of respondents expressed high confidence in that prospect. Departmental budget adequacy scored 2.5 out of five, while confidence in readiness for an unannounced aviation regulatory audit scored 2.8.
The findings underline the gap between the authority’s ambitions and its current capacity.
For Hughes and his management team, early tests will include restoring critical navigation systems, improving firefighting capacity, strengthening perimeter security, maintaining credible financial records and demonstrating measurable progress toward certification.
The authority must also ensure that public-private partnerships are competitively awarded, financially viable and structured to protect the government’s long-term interests.
The LAA’s proposed US$59 million program is distinct from the broader US$250 million aviation-sector investment projected under the civil aviation master plan; the figures represent different levels of planned investment.
If implemented effectively, the strategy could improve safety, expand domestic connectivity, support agricultural exports and give the authority a more sustainable revenue base. But those gains will depend on financing, execution and accountability—not the plan alone.
For Hughes, the central challenge is to turn the five-year roadmap into demonstrable results: safer airports, more reliable services and a financially stronger LAA.