Pacific Islands Governance Initiative (2002-2008) by 0O45wd20

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Pacific Umbrella Initiative: “Pacific Islands Governance Initiative (2002-2008)”
Partners:
     Pacific Island Countries and Territories, Australia, France, New Zealand, UK, USA
     Development Partners – Australia, New Zealand, EU, UNDP, ADB, ESCAP, World Bank,
        CIDA
     Regional Indigenous Intergovernmental Organizations including Forum Fisheries Agency
        (FFA), Pacific Islands Development Program (PIDP), Pacific Islands Forum Secretariat
        (PIFS), South Pacific Geo Science Commission (SOPAC), South Pacific Regional
        Environment Organization (SPREP), Secretariat of the Pacific Community (SPC), South
        Pacific Tourism Organization (SPTO), University of the South Pacific (USP), South
        Pacific Board of Educational Assessment (SPBEA), and the Fiji School of Medicine
        (FSM).

Coordinating Agency: PIFS coordinating under the Council of Regional Organizations (CROP)
made up of the above regional organizations.

Contact Person/Focal Point:

Maiava Iosefa, Deputy Secretary General,
Pacific Islands Forum Secretariat, Private Bag, Suva, Fiji
Phone: (679) 3312600/3220202
Fax: (679) 3301102/3305573
E-mail: iosefam@forumsec.org.fj

Esther Williams, Director, Planning and Development
The University of the South Pacific, Suva, Fiji
Phone: (679) 3212079/3212228
Fax: (679) 3302809
Email: williams_e@usp.ac.fj

Main Objectives of the Partnership/Initiative:

The goal is to improve governance at all levels (communities (including local governance),
national, regional, global) in the Pacific.

The Pacific Islands have had much success in maintaining a quality of life and a level of peace
and stability that is good by developing world standards. But they are also now caught in a
rapidly changing and precarious environment. They face new threats from political instability;
weakening of fundamental institutions of good governance, such as the judiciary, civil service,
Office of the Director of Public Prosecution, Office of the Auditor-General, and the police;
international crimes; worsening environment degradation and resource depletion; continuing
trade and economic stagnation; socio-economic disparities; and poverty.

Good governance within each country and at the regional and international levels is now
recognized as a prerequisite for sustainable development. This is because bad governance
imposes large economic and social costs on a country both directly and indirectly. As the Joint
Commonwealth Secretariat and the World Bank Task Force on Small States has warned “The
cost of poor governance in a small society is very large, given the extreme difficulty in recovering
from the consequences of inappropriate policies and practices sustained over a long period. A
national consensus on the importance of governance is needed in many small states, as is an
appreciation for the ease with which the system can go off-track as a result of both domestic and
external shocks (Commonwealth Secretariat and World Bank Task Force on Small States,
2000:39). Lack of good governance also reduces social cohesion and people’s confidence in
governments, and weakens national commitment by citizens.

Equity is of fundamental importance to good governance This is because growth is necessary for
progress but it just cannot be sustained without equity. Growth that is not responsive to the
needs of the people creates poverty, which may lead to social and political chaos. On the other
hand, development is most responsive when it is inclusive, participatory and transparent.
Transparency opens up the governance process to public scrutiny making it possible to hold
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people or institutions accountable for, for example, addressing peoples’ needs.


Good governance calls for strong and independent civil society, including NGOs, unions,
academia, and media that can both convey the needs and aspirations of the people and monitor
development actions.

Human resource development is at the base of good governance. High quality human resources
are needed to assess policy options, and to develop, implement and monitor appropriate policies.
There is also an urgent need to promote the awareness of governance issues among the ordinary
people—to empower them to seek good governance.

This development paradigm has been adopted by the Pacific Islands, partly as a response to the
development failures of the past 20 years in the region. We see this in the Pacific Islands’ efforts
to promote sound environmental, social and economic policies and democratic institutions at the
national level that are responsive to the needs of the people. The key focus of many such efforts
has been the promotion of good governance.

At the regional level support is provided to national efforts in economic/financial management
through the Forum Economic Ministers Meeting and the Forum’s Eight Principles of
Accountability; in political/security management through the Biketawa and the Honiara
declarations; and through the work of CROP agencies promoting responsible management of
human and physical resources including the environment. The regional architecture in the Pacific
region is a well-developed feature of the Pacific Islands’ development agenda that is recognised
as a model for regional or sub-regional cooperation. But it also absorbs significant resources so it
is necessary as well to ensure that regional governance structures and processes are the optimal
for promoting sustainable development.

As a result of globalization, external factors have also become critical in determining the success
or failure of developing countries in their national or regional efforts. Unfortunately, the potential
for globalization to promote sustainable development for all remains yet to be realized, as
evidenced for example in the increasing proportion of the world’s population living in poverty.
These points to the need for a dynamic and enabling international economic environment
supportive of a more inclusive, responsive and equitable approach to global governance as well.

The magnitude of the problem and the embryonic and somewhat scattered and sporadic nature
of good governance initiatives in the Pacific calls for a concerted and well- coordinated effort to
ensure maximum impact. What is proposed here is a regional initiative for supporting good
governance in all key sectors and at all levels. It is proposed to develop this initiative through
three phases:
     Programming Phase aimed at a study or series of studies (some of it could be desk
        studies) establishing the clear links between, and the status of, governance and
        sustainable development in the region.            Because of its linkages to sustainable
        development, good governance will need to be examined in the context of all the key
        sectors and levels in the Pacific region. It should also include a stakeholder analysis and
        information, by sector and by level, on who is doing what and why. This will establish
        baseline information for monitoring and evaluation purposes.
     Design Phase aimed at producing program/project document that addresses the needs
        identified through the Programming Phase and meets the standards of multilateral
        funding programs like GEF.
     Implementation Phase aimed at ensuring the successful implementation of the
        program/project.

Throughout these phases, there will be an attempt to strengthen the partnership of the Forum
Secretariat and the University of the South Pacific, which is expected to complement the Forum
Secretariat in providing strong advocacy for good governance, to provide high-level HRD and
research, and to assist in the monitoring of good governance.
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Expected Results:
    The Programming Phase will result in a program document but it will also have other
        results that can be used immediately. For example, it will result in much improved
        understanding of the status of governance in the region and its implication for sustainable
        development and peoples’ lives. The stakeholders will be clearly identified with their
        interests so this can improve the targeting of governance initiatives. Information on who
        is doing what will assist with the coordination of various interventions to minimize
        duplication and maximize synergies.
    The Design Phase will produce the program document for the consideration and approval
        of members and donors. The designing of the document offers the opportunity to design
        in a participatory manner an integrated approach to sustainable development based on
        good governance.
    The Implementation Phase will result in verifiable improvements to governance in all key
        sectors and at all levels, and contribute to peace ands security for all peoples. The key
        sectors that can be targeted include natural resources (fisheries, mining, forestry,
        agriculture) and environment; economic services like tourism, aviation, communications,
        shipping; human resources like health, education, gender; trade and investment;
        economic/financial management; political governance (including Parliamentary
        democracy and law enforcement); regionalism including the governance of CROP
        agencies; and globalization in aid, trade and investment, international crime and
        environment and resource use. The key result will be a development process that will be
        more participatory and transparent, accountable and equitable and therefore sustainable.
Specific Targets:

October 2002 (Start of the Programming Phase):
Draft Terms of Reference in consultation with the Stakeholders
Carry out Studies in consultation with Stakeholders
National Workshops and regional Conference on the results of the Studies
Report to CROP governing bodies including the Forum Leaders and development partners.

May 2003 (Start of the Design Phase):
Draft Terms of Reference in consultations with Stakeholders
National Workshops and Regional Meetings on Program/Project Design.
Approval by CROP Governing Bodies of Program/Project
Approval by Development Partners of Funding

2004-2008 (Implementation Phase):
Inception
Mid-term Evaluation (2006) in consultation with stakeholders
End of Progran/Project 2008
Post Evaluation 2009

Coordination and Implementation Mechanism: (To be finalised through Partnership
discussion)

      CROP (Possibly an enlarged CROP Working Group including representatives of other
       stakeholders) and its Governing Bodies can provide the coordination mechanism for
       Phases One and Two. Phase Three can be implemented according to the proposed
       mechanism (it could be a program coordinated through the Forum with projects
       implemented by individual agencies and others; or it could be a stand-alone regional
       program).
     The approval for each of the phases will be by the various CROP Governing Bodies with
       the final endorsement of the Forum Leaders.
Arrangements for Funding:

The Programming Phase will cost $250,000 and the Design Phase another $250,000. The cost
of implementing the program (Implementation Phase) will be known during the design phase but
can be around $10,000,000 given the cross-sector nature of the likely interventions and the high
cost structure of the region. There are donors identified above that will be approached for
support to the final program implementation. For the programming and design, a proposal will be
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submitted for the consideration of major multilateral funds like the GEF or the EU/ACP global
funds. The Pacific Islands will contribute significantly to the program through its regional
organizations.

Arrangements for Capacity Building and Technology Transfer:

       Programming Phase – Knowledge understanding and appreciation of the status of good
        governance in the region and its implications for sustainable development and the lives of
        the Pacific Islanders is a powerful enabling tool.
     Design Phase – Understanding the integrated nature of governance and its many inter-
        linkages enables stakeholders to see and appreciate the big picture and the need for
        strategic interventions. At the same time, it enable the stakeholders to identify specific
        needs that need to be addressed and how (what are the capacities and technologies that
        need to be developed or transferred?).
     Implementation Phase – will focus on and result in capacity building and technology
        transfer for inclusive participatory and accountable forms of governance in the key
        sectors mentioned in the results section above and in the regional and global fora.
     At all levels, support for HRD, especially for high quality, on-going research, will be
        provided, helping create a Centre of Excellence in governance at the University of the
        South Pacific to provide technical backstopping for initiatives in good governance.
Links of Partnership/Initiative with on-going sustainable development activities at the
international and/or regional level:

This initiative aims to link all key sustainable development efforts through a governance theme,
which means that apart from initiating new capacity building projects, it will target governance
areas in other major sustainable development activities. As a mainstreaming program, it will seek
to ensure that the major sustainable development initiatives (including regional organizations and
global influences) in the region promote as a key area of activity, including for them-selves, the
principles of transparency and accountability. The program may therefore also act as a
governance audit on development activities in the Pacific Islands.
Monitoring Arrangements:

Each phase will have its own monitoring and approval arrangements as outlined under the Target
section. The important thing is to have good baseline information resulting from the Programming
Phase.
Contact Person filling out this form:

Maiava Iosefa, Deputy Secretary General,
Pacific Islands Forum Secretariat, Private Bag, Suva, Fiji
Phone: (679) 3312600/3220202
Fax: (679) 3301102/3305573
E-mail: iosefam@forumsec.org.fj

								
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