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Strategy for the Development of Samoa (SDS) 2002-2004: 'Opportunities for All'
January 2002
There is no restriction on the quotation or
reproduction of any part of this publication,
provided that the source is acknowledged.
Treasury Department
Economic Policy and Planning Division
Private Mail Bag
Apia
SAMOA
Tel: 34-333 Fax: 21-312
Table of Contents
Message from the Minister of Finance i
Acronyms iv
Section One
THE VISION ....................................................................................................... 1
Section Two
KEY STRATEGIC OUTCOMES ...................................................................... 2
Section Three
STRATEGIES AND PRIORITIES 2002 - 2004
I. Stable Macroeconomic Framework .................………............ 6
II. Improve Education Standards ...…...........…………................ 9
III. Improve Health Standards ……….…............…………............ 12
IV. Improve Private Sector Development and Employment
Creation ................................................................................... 14
V. Enhance Agricultural Opportunities ….............….................... 16
VI. Strengthen Social Structure .................................................... 19
VII. Improve Infrastructure and Services …………........................ 21
VIII. Improve Opportunities for Tourism Industry …………............. 25
IX. Enhance Public Sector Efficiency ………………...............…... 27
Section Four
STATEMENT OF ECONOMIC STRATEGY 2000-2001
Summary of Progress Towards Achievement of Strategic Outcomes .. 30
Appendix
REVIEW MATRIX: STATEMENT OF ECONOMIC STRATEGY 2000 – 2001
Message from the Minister of Finance
I have great pleasure in presenting the Strategy for the Development of Samoa (SDS) for the period 2002–2004. This document is referred to as the statement of economic strategy for the purposes of section 7 of the Public Finance Management Act 2001.
During the last three Statement of Economic Strategy (SES) periods the priority focus was on achieving macroeconomic stability and growth through private sector development. This strategic focus on the private sector was necessary because of the need to “put our house in order” after periods of low growth. It also demonstrated Government’s conviction that positive economic growth was a pre-condition for an enhanced quality of life. In the past five years the Government implemented key policy reforms in support of private sector development including the tax and tariff restructure, financial liberalisation and privatisation of government enterprises. In addition, education and health developments continued. These strategies have produced sustained economic growth over the past four years.
The sound and stable macroeconomic framework established in the past four years, now provides a platform to seriously address other key elements of development. National development should cover all sectors of the economy, including social and cultural values. These elements play a critical role in the Samoan society – one that is predominantly subsistence and communally based.
Strong social and cultural values are both equally important for the long term sustainability of the Samoan economy. That said, serious attention must be directed at strengthening these elements in the overall development of Samoa. This is clearly recognised in the new strategic plan which is now referred to as the Strategy for the Development of Samoa 2002-2004. The new title encapsulates the significance of considering all facets of development including economic, social and cultural values.
Leading on from the new title, the theme for the 2002-2004 SDS is “Opportunities for All”. This theme highlights the need for every Samoan to enjoy the benefits of national development. It builds on the commitment on the part of the government to ensure that the benefits of development and reform initiatives are shared by the community at large.
The duration of the new document is extended to three years. The key principles of the reform program have progressed substantially and have become firmly grounded. This means more time can be afforded to realising the outcomes of the strategies still to be implemented. It is therefore appropriate to extend the duration of this strategy to three years.
A key part of this Strategy is the review of the outcomes in the implementation of the strategies outlined in the last Statement of Economic Strategy. This highlights the achievements over the past two to six years and reaffirms that the reform agenda has worked for a better Samoa. It also satisfies Government’s commitment to transparency and accountability in the delivery of government services.
The preparation of the 2002-04 SDS involved consultation meetings with a wide range of stakeholders. Consultations were carried out in both Savaii and Upolu with church leaders, pulenuu, women’s committees, farmers and fishermen, non-government organisations, youth, tourism industry, education and health stakeholders and the business community. Two major public seminars were also held in Upolu and Savaii. These consultation meetings demonstrate government’s commitment to embracing the views of all stakeholders in the formulation of national development strategies to guide the development of Samoa for the next three years. This consultative process has reinforced the value of the partnership between Government and the community.
As a result of these consultations, nine key strategic outcomes have been identified for the next three years. The 2002-04 SDS will place priority emphasis on maintaining a stable macroeconomic framework, the development of health, education, private sector, socio-cultural values and agriculture as well as infrastructural services, tourism development, and improved service delivery by the public sector. The Government believes that successful implementation of these strategies will result in an improved quality of life for all Samoans.
The Government is appreciative of the constructive participation and support from the community in the preparation of this document. In that spirit, I invite all stakeholders to work in partnership with Government in the full implementation of this strategy. Together we can build a better Samoa, a land of opportunity in which everyone will be able to realise their talents and their aspirations for an improved quality of life.
Honourable Misa Telefoni
DEPUTY PRIME MINISTER AND MINISTER OF FINANCE
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ADB : Asian Development Bank
AG : Attorney General
AusAID : Australian Agency for International Development
BoP : Balance of Payment
CBS : Central Bank of Samoa
CBT : Competency Based Training
CDC : Cabinet Development Committee
CDU : Curriculum Development Unit
CRC : Convention on the Rights of the Child
DBS : Development Bank of Samoa
DLSE : Department of Land Survey and Environment
DOE : Department of Education
DOH : Department of Health
DTCI : Department of Trade Commerce and Industry
ECE : Early Childhood Education
EIA : Environmental Impact Assessment
EPC : Electric Power Corporation
ESP : Education Sector Project
EU : European Union
FIC : Forum Island Country
FY : Fiscal Year
GDP : Gross Domestic Product
GFS : Government Finance Statistics
GP : General Practitioner
HIS : Health Information System
HOD : Head of Department
HTFA : High Temperature Forced Air
IAMP : Infrastructure Asset Management Project
ICT : Information, Communication and Technology
IDC : Inter-Departmental Committee
IRD : Inland Revenue Department
ISP : Institutional Strengthening Project
IT : Information Technology
JICA : Japanese International Cooperative Agency
M2 : Money Supply
MAFFM : Ministry of Agriculture, Forestry, Fisheries and Meteorology
MCH : Maternity and Child Health
MOT : Ministry of Transport
MPA : Marine Protected Area
NCD : Non Communicable Diseases
NGO : Non Government Organisations
NPF : National Provident Fund
NTA : National Training Authority
NUS : National University of Samoa
NW : North West
NZ : New Zealand
pa : per annum
PAC : Public Accounts Committee
PARTA : Pacific Area Regional Trade Agreement
PEMP : Primary Education Materials Project
PSC : Public Service Commission
PUMA : Planning and Urban Management Agency
PWD : Public Works Department
RAMS : Road Asset Management System
SAA : Samoa Airport Authority
SCL : Samoa Communication Limited
SDS : Strategy for the Development of Samoa
SES : Statement of Economic Strategy
SHA : Samoa Hotel Association
SNE : Special Needs Education
SOE : State Owned Enterprise
SPG : South Pacific Games
SSC : Samoa Shipping Corporation
SVA : Samoa Visitors Association
SVB : Samoa Visitors Bureau
SWA : Samoa Water Authority
TCSP : Tourism Council of the South Pacific
TDP : Tourism Development Plan
TTM : Tupua Tamasese Meaole
TV : Television
USA : United States of America
VFR : Visiting Friends and Relatives
WTO : World Trade Organisation
SSeeccttiioonn OOnnee
THE VISION
Samoa has achieved positive economic growth in the past four years. Consolidating that growth to provide a sound foundation for realising an improved quality of life for the Samoan community will be rigorously pursued in the 2002-04 period. Specifically the Vision for the 2002–04 Strategy for the Development of Samoa (SDS) is:
For every Samoan to enjoy an improved quality of life premised on a competitive economy with sustained economic growth, improved education, enhanced health standards and strengthened cultural and traditional values.
The vision highlights the ultimate medium to long term goal of improved quality of life for every Samoan. This is the pinnacle of national development. The vision encapsulates the significance of economic growth, the importance of the social sectors as well as strong cultural values in Samoa’s development.
The theme “Opportunities for All” reinforces and supports the vision. Every Samoan must have the opportunity to share the benefits of national development. This SDS aims to implement policies and strategies that will create opportunities for improved economic and social welfare for everyone.
Section Two
KEY STRATEGIC OUTCOMES
Nine key strategic outcomes have been identified to guide the development of the Samoan economy towards the achievement of the Vision.
II.. Stable Macroeconomic Framework
The challenge for this SDS period is to maintain a sound and stable macroeconomic environment capable of generating positive real growth in Gross Domestic Product (GDP). The rate of growth must be consistent with low inflation and a sustainable external position in the balance of payments (BoP). Achievement of these outcomes is necessary for creating new employment opportunities as the key to achieving an improved quality of life for every Samoan.
IIII.. Improve Education Standards
Human resource development is also a pre-requisite for achieving an improved quality of life. The Government will maintain priority support to education and training to raise teacher quality and to ensure all children receive a sound education. Government also recognises the need to be competitive and to improve productivity and will aim to ensure the availability of skilled human resources.
Macroeconomic Framework
i. Responsible Fiscal Stance;
• contain current expenditures,
• effective budget management, and
• improve revenue generation.
- improve tax and tariff administration and
- broaden tax base
ii. Accommodative Monetary Policies; and
• sufficient credit for private sector development,
• enhance financial sector reforms, and
• maintain low inflation.
iii. Sound External Position.
• sufficient foreign reserves,
• competitive exchange rate, and
• encourage tourism and remittances.
Education Sector Development
Key strategies for the Education sector will focus on improving:
i. Teacher Training Standards and Quality of Teachers;
ii. Curriculum and Teaching Materials;
iii. Education Facilities;
iv. Coordination between private and public stakeholders; and
v. Department of Education (DOE) management.
Education: Vital for future success
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A healthy population helps to ensure a healthy economy. Government will continue to strengthen and promote the health sector to ensure all have access to efficient and effective health services.
Raising health and education standards also contribute directly to strengthening family values and the social fabric of Samoan society.
IV.. Improve Private Sector Development and Employment Creation
The establishment of a sound enabling environment for private sector development is well underway. The challenge now is for the private sector to utilise the opportunities to invest and expand leading to further growth in the economy. Investment and an expanding private sector are vital for creating employment opportunities for the large number of young people entering the labour force each year. Overseas employment opportunities will continue to be sought for seamen and new opportunities developed for sportsmen and women
V. Enhance Agricultural Opportunities
The agriculture sector offers considerable potential for increased levels of production. Opportunities exist for increasing output in both subsistence and commercial operations. Government will aim to enhance the realisation of these opportunities Strategies to revitalise and strengthen the agriculture sector will continue through more farmer oriented and focussed research and extension services, the identification of markets for agricultural produce and fish products and the provision of better quarantine services to facilitate exports.
Private Sector Development
The private sector will be further strengthened and supported through ongoing strategies to further improve:
i. Enabling Environment;
ii. Infrastructural Services;
iii. Investment Promotion and Marketing;
iv. Employment Creation; and
v. Sports Development as an economic opportunity.
Health Sector Development
Primary strategies in the Health Sector will concentrate on further improvements to:
i. Primary Health Care and Health Promotion Services;
ii. Community Services;
iii. Health Facilities;
iv. The partnership with the private sector; and
v. Department of Health (DOH) management.
Agriculture and Fisheries Development
Strategies for this sector will continue to focus on improvements and diversification, as appropriate, in:
i. Commercial Agriculture;
ii. Village and Subsistence Level Agriculture;
iii. Commercial Fisheries Management;
iv. Village and Subsistence Fisheries;
v. Livestock Production;
vi. Forestry Management ; and
vii. Ministry of Agriculture, Fisheries, Forestry and Meteorology (MAFFM) management.
VI. Strengthen Social Structure
The benefits of development are not always shared equitably across society. Whilst the theme and focus of this SDS is Opportunities for All, there will inevitably be tensions in society arising from actual and perceived inequities. To address this Government remains convinced that strengthening family values and Samoa’s social structure are key elements to achieving and maintaining social harmony. High standards of education and health provide an important base for a sound and stable social structure and society. A safe and secure Samoa will help to realise opportunities for strong economic growth and prosperity equitably shared by all.
VII. Improve Infrastructure and Services
Access to safe, efficient and reliable infrastructure and services (water, electricity, telecommunications, transport) is important for an improved quality of life. Government will aim to provide efficient and effective infrastructure and services not only to the town areas but also to the rural and remote areas of Samoa.
Infrastructure and Services Development
The development of infrastructure and services will concentrate on further improving:
i. Water Supply Quality and Distribution;
ii. Electricity Generation and Distribution;
iii. Information, Communication and Technology (ICT) Services;
iv. Road Transport Services;
v. Inter-island and International Shipping Services;
vi. Aviation Services;
vii. Urban Management; and
viii. Environmental Protection.
Social Structure and Harmony
Strategies to promote family values and social harmony will focus on giving due recognition to:
i. The role of Alii ma Faipule in society;
ii. The influence of Religion on personal standards and behaviour;
iii. The role of Women;
iv. The opportunities for Youth to play a greater part in society; and
v. The role of Non Government Organisations (NGO) in social programmes.
International Communications: Supporting internet and e-commerce.
VIII. Improve Opportunities for Tourism Industry
Recent international events and the possibility of a global economic slowdown are likely to adversely affect the worldwide tourism industry. The challenge is to position Samoa's tourism product so that it is seen as an attractive option in these difficult conditions. The tourism industry in Samoa will be supported in its product and market development in order to meet the challenge. The industry has considerable potential to create employment opportunities throughout all parts of the country and to generate foreign exchange earnings.
IX. Enhance Public Sector Efficiency
Continuation of the public sector reform programme has a high priority as a key strategic outcome. Government believes much still remains to be done in enhancing the efficiency and effectiveness of the public sector, including Public Bodies. This is an essential component for further strengthening the enabling environment and building confidence for private sector investment and development, translating into further employment creation.
Public Sector Reform
The public sector reform programme will concentrate on improving and enhancing:
i. The Efficiency and Effectiveness of Government services delivery;
ii. Financial Management;
iii. Transparency and Accountability;
iv. The Corporatisation and Privatisation programme;
v. The development of Statistics for policy purposes; and
It will also aim to:
vi. Minimise the Social Cost of Reforms and provide a safety net for those disadvantaged.
Tourism Development
Strategies for the tourism industry will focus on enhancing:
i. Tourism Planning, Development, Management and Infrastructure;
ii. Marketing Efforts;
iii. Human Resource Development;
iv. Research and Statistics; and
v. Samoa Visitors Bureau (SVB) management.
Section Three
STRATEGIES AND PRIORITIES 2002 - 2004
I. Stable Macroeconomic Framework
The primary Strategic Outcome remains the achievement and maintenance of macroeconomic stability and sustained economic growth for the whole country such that overall average income levels continue to increase for everyone. The key challenge for maintaining macroeconomic stability involves a combination of measures aimed at economic development and growth with effective macroeconomic stabilisation and structural policies. This will require an integrated approach, focusing on a forceful continuation of structural reforms, corrective fiscal policies aimed at controlling the deficit, and the willingness to tighten monetary policy if signs of inflation or balance of payments pressures emerge. Such a combined strategy will also be critical for reducing the vulnerability of the Samoan economy to external shocks.
The Government will aim to continue to achieve positive real economic growth which is a pre-condition for development. Without sustained economic growth, the Samoan economy will struggle to generate the resources required to provide adequate health services and facilities, appropriate education services and facilities, clean water supply, supporting infrastructure and all other ingredients necessary for an improved quality of life.
The principal challenge for this SDS is to create sufficient employment opportunities to absorb a large proportion of the estimated 4,000 new entrants to the labour force each year. Failure to provide the necessary employment and life skills to, and opportunities for, these young people will lead to an increase in social problems and will ultimately reduce growth prospects. Opportunities need to be created in both the formal and informal sectors, in agriculture and fisheries as well as in the village economy, tourism and other targeted sectors, in order to accommodate the complete range of educational attainments achieved by school leavers.
Stable Macroeconomic Framework
Key Policy Targets
i. Sustain GDP growth of 3-4% per annum;
ii. Maintain a balance budget, deficits will only be accommodated for viable investment projects;
iii. Low and stable inflation;
iv. Adequate credit for private sector development;
v. Money supply growth consistent with low inflation and adequate credit;
vi. Competitive exchange rate;
vii. Creation of employment opportunities; and
viii. Sustainable external balance.
Outlook
The strong GDP growth of the eighteen months to June 2001 was originally expected to continue throughout 2001 and through into 2002. However the impact of the events of September 2001 on tourism and the possibility of a global economic slowdown may mean that the rate of growth could slow in the second half of 2001 and into 2002.
Notwithstanding these factors the construction sector is nevertheless expected to continue to perform strongly as implementation of major public sector investment projects proceeds, particularly the Apia Port expansion and Water Supply projects. Construction in the private sector is also expected to be buoyant with a number of major projects underway or planned for next year. The fishing industry is expected to continue its strong growth trend after the consolidation in 2000. Up to six large new vessels are expected to enter the industry in the coming two years.
In agriculture the production of taro has begun to show signs of significant recovery. This could lead to a much needed boost to growth prospect, in the agriculture sector after recent years of poor performance.
Tourism was also expected to be buoyant as Samoa benefits from a better overseas marketing focus, improved international flight connections and the displacement of regional conferences and tourists from Fiji and the Solomon Islands. As previously noted however, the growth in tourism may be impacted by the events of September 2001. Developments in this sector will be closely monitored for their impact not only on the domestic tourism industry but also on the financial viability of Polynesian Airlines following the addition of a second 737-800 series aircraft to its fleet in October 2001.
The possibility of a slowing of the global economy and the international political situation are the main threats to continued growth. These negative factors notwithstanding, the economy is still expected to grow by around 3-4% during the SDS period. Inflation is expected to increase to around 2% as increasing oil prices impact domestic costs.
Import growth is expected to continue to outstrip growth in GDP over the 2001 – 04 period. On-going and planned public sector projects are likely to cause big increases in imports of construction materials and equipment. Continued high levels of private sector domestic credit expansion will also feed through into non-oil imports. Growth in oil imports in volume terms will continue to be high as the transport industry continues to expand, however oil import values will be significantly influenced by international crude-oil price movements. A trade deficit of around 40% of GDP is expected in the 2001 through 2004 period.
At the current account level a deficit of not more than 4% of GDP is expected. Overall the Balance of Payments is expected to be in surplus by an average of 2.5% of GDP each year from 2001 through 2004. The achievement of this will require the targets for exports, remittances and tourism revenues to also be achieved.
Fiscal Policy
The government will continue to implement responsible fiscal strategies based on transparent and accountable principles. The budget strategy will aim at maintaining a surplus between current revenue and expenditure of no less than 3.5% of GDP. This will require rigorous control over expenditure particularly current expenditure, and a greater focus on priorities and core functions. Any increased expenditure must only be accommodated to finance development oriented projects. The Government will also pursue effective budget management to ensure the current surplus is achieved.
With the implementation of major public sector investment projects, there is expected to be an overall deficit within the SDS period. The target for the overall budget balance will be a deficit of no more than 3.5% of GDP in GFS format. This is considered to be the maximum deficit the economy can sustain to ensure that macroeconomic stability is not compromised.
Whilst the government intends to continue its tax and tariff reforms with a view to reducing the overall tax burden, it will nevertheless continue to improve cost recoveries and broaden the user charge principle to a wider range of government services. Further improvement in revenue generation will also come through better tax and tariff administration to compliance. The achievement of the fiscal policy targets is also linked to the continued implementation of the public sector reform programme, including the strengthening of performance of Public Bodies.
Monetary Policy
The Central Bank will continue to monitor the Government’s fiscal position as a basis for its conduct of monetary policy and control. Monetary policy will target domestic credit growth sufficient for private sector expansion consistent with achieving inflation of less than 3% pa, maintaining a competitive exchange rate and foreign exchange reserves equivalent to the new target of four-months of imports. The achievement of the inflation target will depend largely on the inflation rates in the country’s main trading partners. It will also be influenced by the achievement of domestic targets for key macroeconomic aggregates, for example money supply, private sector credit and the fiscal situation.
CBS will also be considering further enhancement of the financial sector reform through the development of possible Venture Capital Funds and Leasing Facilities. Measures to strengthen the financial system to prevent it being a haven to money laundering activity will also be put in place.
Financial Sector Liberalisation: Making finance easier
External Position
A weakening in the external position would indicate overheating in the economy. This would require there to be a tightening in domestic liquidity to force a reduction in the growth of money supply and domestic credit. To maintain a strong external position, the Government will aim to ensure sufficient foreign reserves to finance imports of four months minimum and to maintain a competitive exchange rate. It is important that the Samoan Tala is competitive in order to support the promotion of tourism and exports. An uncompetitive exchange rate, be it either too high or too low, would lead to distortions in the economy which would make it difficult to achieve the other macroeconomic targets. Remittances and tourism, the two main sources of foreign exchange earnings, will continue to be encouraged and promoted in this SDS period.
All in all, the Samoan economy must continue to evolve to meet the opportunities and challenges of the twenty-first century. Within the Pacific region there has been much political and economic upheaval in the last year. Internationally oil prices have been very high (although prices are now falling in response to the recession and other events) impacting on transport costs and the cost-of-living. Presently, there are grave concerns about the war on terrorism which could lead to the world economy, which has enjoyed an unprecedented period of growth, going into a recession. The Government must ensure therefore that the economy is sufficiently strong and diversified so that it can withstand adverse shocks as well as enable it to continue to grow in the face of these real and potential problems.
II. Improve Education Standards
The creation of employment opportunities through economic growth needs to be matched by the creation of a workforce with education and skills to meet the demands of employers. Better education is therefore a means to provide school leavers with a greater range of opportunities through which to realise their aspirations.
Developments in education in the medium term will continue the emphasis on the promotion of appropriate education, skill training and professional development opportunities.
Improve Teacher Training Standards and Quality of Teachers
Grants will be provided for selected pre-school teachers to study at the NUS and the University of the South Pacific.
Starting in 2002, all teacher trainees will be trained in special needs provision, whilst teachers will be trained in the identification of special needs students.
Improve Teacher Quality
i. Train teachers in the use of new curriculum materials for ECE;
ii. Provide appropriate learning experiences for special needs students within government schools;
iii. Provide in-service training and professional development programs; and
iv. Upgrade teaching qualifications at NUS with priority given to staff development.
Improved teacher quality will also be pursued through the DOE’s in-service training and professional development program and the Teaching Service Development Program at NUS. These will be aimed at enhancing status, qualifications and professional skills of teachers. Staff development opportunities will be provided at the National University for academic staff to upgrade their qualifications. Teacher training will be provided for staff who have not had teacher training education. Links will also be established with government, professional bodies and other groups on the continued relevancy and appropriateness of curricular materials.
Improve Curriculum and Teaching Materials
Activities will include improved curriculum for ECE in collaboration with the National Council for ECE and implementation of Phase II of the Primary Education Materials Project (PEMP) for Years 1-3. Strategies will also be developed to promote bilingual learning and teaching. A Samoan Language Commission will be established and a Samoan language database will be developed. Minimum teaching resources and equipment requirements will be identified.
Phase II of the Revised single streamed curriculum for core and applied subjects in all government secondary schools will be implemented starting with Years 9 and 10 in 2002.
In the next three years Samoa Polytechnic will develop programs that can be offered to regional island nations. It will continue to review and change programs to Competency Based Training (CBT) based on the Australian system.
The NUS will develop and provide continuing education programs in collaboration with appropriate professional bodies. It will also facilitate the delivery in Samoa of high quality courses and programs offered by other tertiary institutions in areas not offered by the University. It will also facilitate the delivery of training programs from overseas institutions and institutional strengthening projects.
Improve Education Facilities
The Education Sector Project will review building standards for classrooms, libraries and administration blocks. These will be applied to the subproject schools and all future education projects according to the specification of minimum facility standards for primary and secondary schools produced.
Work is continuing towards the Malifa Consolidation process. The establishment and upgrade of selected primary schools in the greater Apia area to reduce the student load in
Malifa schools has started with Falefitu and Magiagi Primary Schools. Five secondary schools in Apia and three in Savaii will also be upgraded. A resource centre for all ECE teachers will be established in Savaii.
Curriculum and Teaching Materials
i. Improve curriculum for ECE;
ii. Implement Phase II of PEMP;
iii. Revise and implement the Bilingual Policy;
iv. Print resources for all secondary year levels;
v. Change all programs to CBT at Polytechnic; and
vi. Continue programs in Education, Nursing and Commerce at NUS.
Education Facilities
i. Review all schools in accordance with DOE minimum standards;
ii. Provide materials and equipment to schools;
iii. Establish a Resource Centre in Savaii;
iv. Establish a Cultural Centre in NUS; and
v. NUS and Polytechnic to ensure effective and efficient use of resources.
The facilities refurbishment program will continue for primary and secondary schools. Provisions for Special Needs students will be taken into account in building designs. Special Needs units will also be established in some government schools.
Assistance is being sought for the upgrade of Samoa Polytechnic campuses in Vaivase and Toloa.
Strengthen Coordination between Private and Public Stakeholders
Emphasis will be on continued strengthening of dialogue and coordination amongst public and private schools in the development of education nationwide. There will be stakeholder consultations on the Education Ordinance 1959 and the Compulsory Education Amendment Act 1992/93.
A task force will be established to design and implement awareness programmes. In collaboration with the Education for All Forum, strategies will be designed and implemented for non-formal and second chance learning. Strategies will be formulated to address improvements in adult literacy.
Vocational training will continue to be geared towards private sector needs at the Samoa Polytechnic and the NUS will collaborate with professional bodies to ensure the appropriateness of programs.
Strengthen Department of Education Management
This will be realised through executive management training, school improvement models and school reviews, and training of principals and school committees.
A review of the department’s Corporate Plan will be undertaken to better serve education development.
SNE requirements will continue to be addressed including the provision of a mobile special needs unit to support SNE in other locations.
ECE will be improved in collaboration with the National Council for ECE.
Making education accessible for all at the Falefitu Primary School
III. Improve Health Standards
In recognising Government’s changing role in the provision of services in the health sector, the following strategic outcomes will be pursued:
Improve Primary Health Care and Health Promotion Services
Primary health care services will continue to be improved through strengthening primary and secondary prevention and treatment programs for specific non-communicable diseases (NCD). The child health and adolescent health program will be pursued with the promotion of the healthy islands, healthy village and healthy family approach. The integrated program on women’s health will be continued in close partnership with private practitioners, and the immunisation program, filariasis, leprosy and tuberculosis control programs and the care for the elderly program will be continued. A mechanism will be developed to monitor, review and evaluate the effectiveness of primary and public health programs. With the completion of the review of the environmental health section’s structure and core functions, final amendments will be made to enable legislation to be completed. This will help to ensure that monitoring of health standards can be carried out effectively.
Improve Community Services
An integrated community health service will be established. The efficiency and effectiveness of primary, secondary and promotive service delivery at the community level will be improved through strengthening planning, management and resource utilisation within the geographic areas of the service. The health status of every Samoan will be improved through the implementation of an integrated strategy for the prevention and control of NCDs including treatment guidelines based on available scientific studies of the service.
Mobile Clinic: Taking Health care to the community
Primary Health Care Services
i. Improve Primary Health Care Services by:
• Improving Primary and Secondary prevention/treatment programs for specific NCDs, and developing and implementing a national NCD strategy,
• Improving Child Health and Adolescent Health programsby promoting the Healthy Islands, Healthy Village and Healthy Family concept,
• Integrating programs on women’s health,
• Strengthening environmental health services through the finalisation of legislation and legal framework, and
• Developing mechanisms to monitor, review and evaluate the effectiveness of primary and public health programs. and
ii. Continue other on-going programs, such as:
• Immunisation program,
• Filariasis, leprosy and tuberculosis program,
• Care for the elderly program,
• Breast feeding program,
• Rheumatic fever program, and
• AIDS Awareness program.
Improve Health Facilities
Health facilities will be upgraded to enable an efficient and effective delivery of health services. Existing infrastructure will be refurbished to improve operational efficiency. This will be complemented by maintenance planning for the long-term sustainability of these facilities. An efficient and cost-effective health-care waste-management system will also be put in place and an incinerator will be procured for this purpose. Preparatory work for the improvement of the Department’s headquarters building will take place in the next three years.
Strengthen Partnership with the Private Sector
The private sector will get the opportunity to be involved in the department’s training program, and private General Practitioners (GP) will be eligible for the department’s overseas training. In order to ensure that the best service is provided for the general public both facilities and expertise will be shared. This means that the MedCEN private hospital and other private GPs can have access to utilise the facilities and equipment at the TTM National Hospital. The private sector will continue to play an important role in women’s health, as they have the expertise and the equipment to carry out monitoring tests for women. They will also play an important role in determining the strategic directions for the health sector and will be kept informed of the latest happenings in the sector through consultation meetings, and the update of the Health Sector Strategic Sector Plan and the department’s Corporate Plan. The private sector will also be represented on health sector committees. The contribution of traditional healers will also be recognised as vital in the provision of health care services especially in the rural communities. Government has reached agreement with an overseas partner to establish a medical school in Samoa. This entity will provide the opportunity for our medical doctors and nurses to access the latest medical technology and up to date literature, to enhance their knowledge and service to the public.
Strengthen Department of Health Management
The capacity of senior management officers to develop policies, plans, set standards, monitor, coordinate, promote research and equitable allocation of resources for the national health service within the context of the Samoa Health Sector Reform Program will be strengthened. The TTM National hospital will be established as a secondary and tertiary referral hospital
and the efficiency and effectiveness of its services will be improved. This will involve strengthening planning, management and resource allocation within the hospital. Most of the activities under the reform program have already started, and these will be continued in the next three years with constant review. The Human Resource Plan will be finalised to assist in alleviating the shortage of staff especially in rural centres and sub-centres. The Health Information System (HIS) within the national hospital will be upgraded through the installation of a fibre optic cable within the department’s network. This will greatly improve the efficiency of human resources within the Department of Health.
Partnership Development
i. Share training programs;
ii. Share facilities and expertise (women’s health will be one area);
iii. Share information;
iv. Finalise legislation and regulatory framework;
v. Conduct stakeholder consultations on strategic directions;
vi. Continue to place importance on traditional healers; and
vii. Establish Samoa Medical School.
Health Facilities
A health sector investment master plan will be developed, to include:
i. Upgrading of the Tupua Tamasese Meaole (TTM) National hospital, by upgrading;
• Maternity Ward,
• General Outpatient,
• Operation Theatre, and
• Laboratories.
ii. Refurbishment of community facilities, which will be planned in conjunction with local communities to reflect local needs; and
iii. Developing a Health Care Waste Management System, through the procurement of a medical waste incinerator.
IV. Improve Private Sector Development and Employment Creation
The Enabling Environment
Government will continue to support the enhancement of an enabling environment for the private sector by maintaining appropriate accommodative monetary policies to ensure sufficient credit for private sector growth. Further refinements will be made to the tax and tariff structure to support competition and Samoa’s compliance with WTO and PARTA. Furthermore, government will continue to outsource government services in line with its mainstreamed functions. Provisions of the Companies Act 2000 and associated legislation will also be enforced.
Improve Infrastructural Services
Infrastructural services will be further supported so that they are provided effectively and efficiently. Electricity generation will be boosted by the improved capacity of the Afulilo hydropower station and increased management efficiency. Substantial investment will be directed at improving communication facilities so that telephone lines and internet connections are readily
available for existing and new enterprises. In the same context, each household should be able to access a telephone. Additionally a national strategy for the development of ICT in Samoa will be formulated and implemented. Such a strategy will address amongst other things, how to take advantage of the potential benefits information and technology presents. To facilitate trade with the outside world, the Apia port will be expanded resulting in increased efficiency in shipping operations.
Health Department Development
i. Strengthen Human Resource Planning, Information and Research Division;
ii. Strengthen integrated community health services;
iii. Develop and implement the NCD program;
iv. Finalise Human Resource Plan;
v. Upgrading HIS through the installation of a fibre optic cable within the department’s network;
vi. Improve TTM hospital management; and
vii. Continue current programs such as:
• Trainings for the department’s output managers, and
• Devolution of financial and human resource management to divisional level.
Infrastructural Development
i. Improve efficiency in the generation and supply of electricity around the country;
ii. Expand capacity for telephone and internet connections;
iii. Formulate the National ICT strategy; and
iv. Expand the Apia port.
Enhance the Enabling Environment
i. Maintain accommodative fiscal and monetary policies to support private sector;
ii. Broaden tax base;
iii. Continue refining the tax and tariff regime;
iv. Remove anomalies and remove income tax and corporate tax exemptions; and
v. Enforce provisions of the Companies Act 2000 and associated legislation.
Enhance Investment Promotion and Marketing
Investment promotion and marketing will be intensified in this SDS. Domestically, investment approval processes will be further streamlined and simplified in line with the amended Foreign Investment Act. The one-stop-shop will become firmly established through better coordination amongst agencies involved. With financing assistance available in 2002, small business development in the rural areas will be actively supported in the SDS period. Government will establish an agency that will negotiate customary land leases on behalf of investors. In addition, Government will closely review existing legislation relating to land use with the objective of supporting private sector investment and small business development.
In response to the likely impact of the new business environment as a result of Samoa’s accession to the WTO, government will provide support to re-orient the manufacturing sector. As a member of the Pacific Island Trade Agreement, opportunities presented in that agreement will be seriously explored. On the marketing area, government will develop markets for manufactured (secondary) and agriculture (primary) products through marketing missions and the internet. Market information will be widely disseminated for the benefit of farmers and manufacturers. Government will also carry out an aggressive campaign to market Samoa overseas as a positive investment destination using television (TV) programs and the internet. All these efforts require close cooperation amongst government agencies and with the private sector.
Employment Creation
Creating employment opportunities is a key strategy closely associated with private sector development. The support for private sector growth is expected to generate more job opportunities to meet the demands of the rising labour force. Deliberate intervention to support small businesses in the rural areas is expected to create employment opportunities in the village community.
Investment Promotion and Marketing Strategies
i. Enforce the provisions of the Foreign Investment Act;
ii. Enforce the one-stop-shop;
iii. Establish small business development scheme to support small business development and employment in rural areas;
iv. Establish an Agency to lease customary land on behalf of investors;
v. Continue to investigate ways for commercial banks to use customary land as collateral;
vi. Support the re-orientation of the manufacturing sector as a result of WTO accession;
vii. Exploit opportunities presented by the PARTA;
viii. Undertake investment promotion and marketingmissions to existing and potential markets;
ix. Market Samoa as a stable and terrorist-free destination;
x. Maintain close coordination amongst government agencies and with the private sector; and
xi. Investigate feasibility of export processing zone.
However availability of skilled workers has become a serious constraint facing both the private and public sector. Affirmative actions will be directed at promoting skills development particularly in the areas demanded by the private sector through the Samoa Polytechnic and overseas training. A survey of private sector needs will be carried out so that appropriate strategies can be designed to address those needs.
Sports Development
Sports has emerged with great potential for employment opportunity. Sports also promotes social harmony in the community. The professionalisation of rugby for example has opened up opportunities for Samoan players to compete in overseas competitions. Despite the small size population, it is being recognised that there is a lot of talent available locally. An insurance scheme to cover players in the event of injury will be established. With the increasing number of players having the potential to attract contracts abroad, an offshore recruiting agency will be engaged to negotiate contracts that are in the best interest of the player and the local association concerned.
Sports infrastructure will be developed with Samoa hosting the 2007 South Pacific Games (SPG). A comprehensive plan will be formulated to guide construction of facilities and the preparations of Samoan athletes in time for the 2007 SPG.
Opportunities for sports management training will be seriously pursued in the SDS period. This will help to ensure that local sports are run in an effective and efficient manner based on transparent and accountable principles. Sports training for coaches and players will also be encouraged.
V. Enhance Agricultural Opportunities
Diversify Commercial Agriculture
Agriculture remains the backbone of Samoa’s economy regardless of the slowdown in its overall contribution in recent years. At the commercial level, support is given to the requirement for food security as well as diversifying agricultural products for processing and
exports. To improve the quality and quantity of crops available for both domestic and overseas markets, the Ministry of Agriculture will focus on surveying, controlling and monitoring pests and diseases that may affect crop quality and production systems.
Sports: Offering new opportunities
Sports Strategies
i. Establish an insurance scheme for registered players;
ii. Establish an offshore recruiting agency to negotiate contracts for local players; and
iii. Improve sports management and training; and
iv. Construct sporting facilities for 2007 SPG.
Joint management of research, training and market development will be established between the commercial farmers and the Ministry. Taro breeding and fruit tree development will be continued and research will be done to identify other high value-added products. Efforts to enhance market access for fruit products will be boosted significantly with the development of a High Temperature Forced Air (HTFA) plant. This will ensure that good quality fruit is exported. Research will also be carried out for the economic viability of mushroom cultivation as well as revitalising pineapple development.
Revitalise Village and Subsistence Level Agriculture
Revitalising the village agriculture sector is central to the success of village based farming since the majority of farmers live in the rural areas. To do this, the extension service of the Ministry of Agriculture will be strengthened to work in partnership with village based farmers and farmer associations, including women and youth committees. More farmer groups and associations will be identified. The Ministry will collaborate with these associations in identifying common problems so that new technology can be introduced to farmers. Competition in tree crops and vegetables farming is encouraged as well as community based stalls as market outlets. Credit access for village based agriculture will be facilitated.
Improve Commercial Fisheries Management
Commercial fisheries are a high growth target activity during this SDS period. To cater for the needs of the industry a comprehensive fisheries policy will be developed. This will focus on regulation and quality control. Joint management of commercial fisheries with the private
sector will continue to improve the management of commercial fisheries resources. Training will continue to focus on the safety of skippers and crew as well as the licensing and certification of boats. Compliance will be enforced with strict penalties. To ensure quality standards, a Seafood Certification capability within the Fisheries Division will be strengthened. Reliable and regular information for both domestic and export markets will be generated. A marina will also be established with good supporting facilities.
Village and Subsistence Agriculture
i. Strengthen extension services;
ii. Identify more farmer groups;
iii. Continue village competitions;
iv. Encourage community-based stalls; and
v. Facilitate credit access.
Commercial Agriculture Diversification
i. Support food security requirements;
ii. Continue diversification of agricultural products;
iii. Conduct survey on pests and diseases;
iv. Establish joint management of research, training and market development;
v. Conduct research to identify other value added products;
vi. Continue taro breeding and fruit tree development;
vii. Enhance quarantine services;
viii. Install and operationalise the HTFA plant;
ix. Develop market access;
x. Conduct mushroom research; and
xi. Revitalise pineapple development.
Roadside Markets: Providing more outlets for agricultural produce.
Develop Village and Subsistence Fisheries
To ensure sustainable management of rural fisheries resources, by-laws established recently will be enforced. The supply of fisheries resources such as tilapia, green mussel, pacific oyster and giant clams will be strengthened through the continued production of these important species. Community ownership and management of village fisheries conservation areas will be encouraged with the continued transfer of technology and culturing methods. The Ministry will continue site selection and biodiversity assessment of future areas for fish reserves. In addition, awareness programs will be conducted to promote stock enhancement and to develop community capacity to manage inshore fisheries.
Improve Livestock Production
Programs on livestock development for domestic consumption and export will be continued. An abattoir will be established to improve the quality hygiene of meat. Research is also crucial to improve genetic breeding resources and the utilisation of local feed. The partnership with the private sector for developing commercial livestock farming in Samoa will also be strengthened throughout this SDS period.
Strengthen Forestry Management
Forestry regulations to optimise the use of the remaining forestry resources will be enforced and the planting of indigenous timber species will be encouraged. The management of lease land forests will be transferred to the community and management plans for invasive weeds will be
introduced. With the development of the logging industry increasing, bamboo will be considered as a substitute to wood for furniture making. More focus will be placed on the development of wood lots on farmer’s own land.
Village and Subsistence Fisheries Development
i. Enforce by laws;
ii. Strengthen supply of fisheries resources;
iii. Encourage community ownership and management of fisheries conservation areas;
iv. Continue site selection of future areas for fish reserves;
v. Promote stock enhancement; and
vi. Develop community capacity to manage inshore areas.
Commercial Fisheries Management
i. Develop policy for fisheries;
ii. Enforce training on safety;
iii. Enforce licensing, certification and safety requirements;
iv. Establish marina; and
v. Generate information for domestic and export markets.
Livestock Production
i. Continue livestock development for consumption and export;
ii. Establish abattoir;
iii. Conduct research on improved genetic breeding resources; and
iv. Strengthen partnership with private sector.
Forestry Management
i. Enforce forestry regulation;
ii. Encourage planting of indigenous species;
iii. Transfer management of lease land forests to communit; and
yiv. Encourage bamboo development.
MAFFM Management
i. Implement new corporate plan (2002 -2005)
ii. Improve capacity on policy advice and information;
iii. Disseminate market information;
iv. Review legislation;
v. Strengthen regulatory enforcement; and
vi. Establish service charter
Strengthen MAFFM Management
The Ministry of Agriculture will implement its new corporate plan for 2002-2005. A major focus during this period will be to improve the capacity of the Department to provide policy advice and information. The information generated through annual agriculture surveys will be used to benchmark progress in the primary sector. Market information will be disseminated to farmers. A review of legislation will be carried out, and regulatory enforcement will be strengthened. Department management systems and skills will be enhanced. A service charter will also be established.
VII Strengthen Social Structure
Strengthen the role of Alii ma Faipule in Society
The Faa-Samoa or Samoan culture is recognized as a key factor in achieving and maintaining social harmony within the Samoan society. It is a valuable social security system providing cohesion in the community. Evidently the Samoan traditions and cultural values have gone through a process of change partly as a result of social and economic pressures. The Village Council or “Pulega a Alii ma Faipule” is the paramount hierarchy in the Samoan structure. It is the decision making body and effectively maintains law and order within the community. The “Aumaga” or untitled men carry out the decisions of the Council. The Women’s Council or “Faletua ma Tausi” plays a vital role in addressing health, education and family wide issues. Samoa cannot afford to lose its culture because the social and economic cost of a disintegrating system is enormous as seen in other Pacific island economies. Restoring and strengthening all these structures are critical for maintaining social stability in the community.
Strengthening Social Structures
i. Promote the implementation of the existing Village Fono Act 1990 to ensure the social responsibility of Alii ma Faipule is enhanced;
ii. Ensure the work of cultural structures and religion are mutually reinforcing and complementary;
iii. Reinforce family values through promotion of better communications and understanding between parents and children;
iv. Encourage active participation of youth in community activities;
v. Promote family dialogue between parents and children; and
vi. Promote institution and capacity building for NGOs.
Village Council: Deciding village issues
Enhance Religious Values
Religion is deeply rooted in the Faa-Samoa as reflected in the Constitution. The position of the church in the community can be quite influential. There have been a number of cases where serious decisions of the village council have been reversed due to the intervention of the church. Unfortunately there have also been cases where culture and religion clash. However the potential influential standing and the extensive outreach of the church within the community makes it a valuable vehicle to drive pro-harmony strategies. Indeed the cultural structures should work hand in hand with the church in promoting social harmony in the communities.
Enhance Family Values
The family nucleus is a key structure for promoting social stability. It is the fundamental platform for social cohesion. The family is regarded as the initial learning environment for any Samoan child. The role of the father and mother in taking care of the welfare of the family and providing support to the children is critical. A stable family is more likely to uphold cultural, religious and family values which are pre-conditions for social harmony. It is important therefore that family values are reinforced and strengthened as it provides the foundation for social stability and cohesion.
Strengthen the Role of Women
The role of women in community-wide developments is also recognized as a key factor in promoting economic and social well being of the society. Women groups and committees should be encouraged to promote social and economic development in the communities. The approval of the National Policy for Women and Plan of Action provides for active participation of women’s groups in community developments. These efforts however will have to be within the approval and oversight of the village council.
Improve Opportunities for Youth
The youth presents the future of the communities. They play a critical role in the social and economic development of the communities. The positive influence of the church and family on the youth is a pre-condition for their productive contribution to the development of the community. The youth should be encouraged to actively participate and contribute to community activities. The approval of the National Youth Policy will facilitate the development of youth.
Strengthen the Role of Non Government Organisations
Although NGOs are not normally considered a part of the traditional social structure,
the government recognizes the significant role and contribution the make to achieving the national goals. NGO’s have emerged as effective vehicles to drive community focused services in a wide range of areas. It is important however that NGO assistance is consistent with the wishes of the village council. NGOs should be supported through establishing effective coordination processes to facilitate their dealings with government agencies. NGOs
face capacity constraints which limits the degree of their service. Assistance should therefore be directed at strengthening NGO capacity in order that their service can be made more effective. At the same time, NGO accountability under relevant legislation will be closely monitored.
VII. Improve Infrastructure and Services
Considerable investment has been directed to building the infrastructural services necessary to support the achievement of the key strategic outcomes. In the next three years, government will concentrate on improving asset management through upgrading the management efficiency of the relevant agencies. To this end, institutional strengthening efforts have commenced for EPC, Public Works Department (PWD) and SWA. The corporatisation of SCL is expected to enhance communication services and provide the platform for improved information and communication technology. Consistent with the SDS theme, infrastructural development will take a particular focus on the rural areas.
Improve Water Supply Quality and Distribution
The institutional strengthening project for SWA is expected to strengthen the executive management, operations and customer relations functions of the Authority. This will form the basis for the formulation of strategies for sustainable management of water resources nationwide and better management of assets through the adoption of modern strategies and best practice systems.
Water resource management will be a key area of focus in the 2002-04 period. Poor management of water resources could lead to serious water quantity and quality problems. Water catchment areas are increasingly under threat as a result of efforts to increase agricultural production. Close coordination between MAFFM, Department of Lands, Survey and Environment (DLSE) and SWA is critical to ensure sound management of water resources. Legislation review to allow SWA the mandate to protect watersheds is a priority. Awareness raising programs to educate the community on sustainable management and use of water resources is also critical.
Sanitation and wastewater management is another key area of focus. The need for a central sewerage system to serve the urban area cannot be over emphasised. The existing disposal sewerage systems pose great environmental and health risks. The effluent around the Apia area has damaged the ecosystem of near shore waters and the reef threatening the lives of many villagers who depend on this area as a seafood source. The establishment of a centralised sewerage system to serve the Apia area will be closely examined.
Improve Water Supply
i. Strengthen SWA management;
ii. Protect water catchment areas through regulations and legislation;
iii. Establish a centralised sewerage system for the Apia area;
iv. Complete Rural Water Supply project; and
v. Continue awareness raising programs on all water-related matters.
Improved access to good quality and supply water for village communities will continue with the implementation of the Rural Water Supply Project. This project includes the construction of water treatment plants and reservoirs in both Upolu and Savaii. The Upolu plant located at Fuluasou will serve the area from Faleata to Samatau (Falelatai). The plant in Savaii will serve the area from Palauli to Puapua. The project will also look at the development of boreholes for drought affected areas. The installation of water meters as a demand management strategy will continue.
Enhance Electricity Generation and Distribution
The EPC – ISP will continue. The Corporate Plan and Business Plan now in place will guide the work of the Corporation towards achieving its goals. It will also instill commercial discipline in its operation. Part of the ISP includes the creation of a Customer Relations Section focusing on enhancing customer services. EPC will also review its tariff structure to improve its financial viability. The ISP is expected to improve the Corporation’s management and operational efficiency.
EPC will continue to strive to provide adequate generating capacity to cater for the increase in demand in both Upolu and Savaii. Improved hydro generation and the Rural Electrification Program will continue.
Improve Information, Communication and Technology Services
In light of the need to upgrade ICT services in response to increased demand, an ICT Council will be set up to formulate a national ICT policy as well as to guide planning of all ICT matters. A Regulatory Commission will be established to ensure that required ICT standards are adhered to by all service providers. A Spectrum Management Agency will also be set up to administer frequency allocation. Consistent with these establishments, competition in the ICT sector will be rigorously pursued.
Improved telecommunication access in the rural areas is considered a priority. In this regard, SCL intends to provide a basic communications infrastructure that will encompass all Samoa. The installation of fibre optic technology that has already commenced in Upolu will be extended to Savaii. Expansion of the cellular telephone network is seen as another option to extend telephone services to the rural areas. Introducing competition in the cellular market would therefore help in providing modern telephone and data services across the country.
Electricity Generation and Distribution
i. Continue electrification of new subdivisions at Vaitele;
ii. Investigate viability of Savaii hydro-power;
iii. Complete Afulilo Augmentation;
iv. Complete installation of submarine cables to Manono; and
v. Upgrade the control center at Tanugamanono.
Telecommunications Regulatory Framework
i. Establish an ICT Council; and
ii. Set up a Regulatory Commission and a Spectrum Management Agency.
Improve Infrastructure
i. Install fibre optic technology;
ii. Introduce competition in the cellular market;
iii. Increase competition in the provision of internet service;
iv. Standardise ICT development both in hardware and software; and
v. Analyse the impact of ICT on employment.
Over recent years Samoa has been exposed to a revolutionary period with the acceleration of ICT. The availability of Internet Services and the growing accessibility of computers has overcome Samoa’s geographical isolation. Access is now possible to an unlimited amount of information that was unimaginable a decade ago. The development of tele-conference facilities is expected to impact positively on both education and health services. The possibility of setting up internet cafes in rural areas will also be explored during the SDS period. Potential adverse impact of introducing ICT technologies on employment nationwide will be closely monitored.
Improve Road Transport Services
A key area of focus will be the implementation of the road asset management system (RAMS) that was structured under the IAMP. The construction of new bridges in Falefa, Fagalii, Saleia and Falevao are scheduled for completion by 2002. Road Safety Regulations will be re-enforced. Fees and charges will also be reviewed to reflect usage of services provided. Routine maintenance of roads and bridges around the country will continue to support transportation of commercial and agricultural produce and travel for the public. As an outcome of the reforms currently underway, a Land Transport Authority will be established to manage all land transport services. The authority will takeover the transport functions of the PWD and the Ministry of Transport (MOT). Coastal infrastructure protection will be constructed to safeguard roads that are exposed to sea damage.
Improve International Shipping and Inter-island Services
The expansion of the Apia Port which includes the extension of the container park will significantly facilitate trade and improve efficiency in shipping services. This is a positive step towards the development of trans-shipment facilities.
Apia Port Expansion: Catering for increasing trade and the growing economy
Road Transport Services
i. Implement RAMS;
ii. Establish Land Transport Authority;
iii. Tar seal road from Lemafato Taelefaga;
iv. Complete Falevao and Saleia bridges;
v. Complete Falefa and Fagalii bridges;
vi. Continue maintenance of costal infrastructure
vii. Tar seal newly settled areas; and
viii. Continue maintenance of roads and bridges.
International shipping and Inter-island services
i. Upgrade and expand the Apia port;
• Expand container park, and
• Construct an 80 tonne weighbridge.
ii. Rehabilitate Salelologa wharf; and
iii. Upgrade terminal facilities at Salelologa and Mulifanua.
The computerization of bookings and reservations at SSC will greatly enhance service delivery to the public. The Corporation, in a coordinated effort with the Samoa Ports Authority, will upgrade wharf and terminal facilities in Apia, Mulifanua, Salelologa and Asau.
Improve Aviation Services
In response to the threat of terrorism, Samoa Airport Authority (SAA) will be installing improved security measures at Faleolo and Fagalii airports. Rationalising the use of the Faleolo and Fagalii airports to achieve optimal results will be closely looked at.
On the operation of Polynesian Airlines, the task force approved by Cabinet will closely examine the options for improving the financial viability of Polynesian Airlines. Privatisation is one option that will be considered in recognition of the fact that the budget can not continue to carry high levels of subsidy to the airline. The impact of the recent global economic situation on the airline will be closely monitored and action will be taken where necessary to minimize any adverse effects.
Strengthen Urban Management
Recent analysis has indicated that about 70% of economic activity in the country is centered either directly or indirectly in the Apia urban area. Between 1991 and 1999 it is estimated that the population of the Apia urban area increased at twice the rate of the population as a whole. Much of the growth of the private sector has taken place in Apia. These facts have resulted in a growing need for better urban services, planning and management.
PUMA will be established within DLSE. This Agency would bring together all the key urban management functions presently carried out within PWD and DLSE into a single division. PUMA would become a planning and development agency for Apia covering land use, development and environmental matters. The Agency would also have responsibility for implementing new development regulations and standards and for instituting a program of urban improvements.
Enhance Environment Protection
Despite the good economic performance in the past five years, there have been growing concerns over the impact of development projects on the environment. Greater focus will therefore be placed on the protection of the environment. Approval of the Environment Act will enable the re-enforcement of key policy statements and regulatory requirements including the Environment Impact Assessment (EIA), Biodiversity, Climate Change and the Protection of the Atmosphere all of which need to be fully implemented. Existing conservation
areas will be maintained, other possible sites for national parks and reserves will be identified with the intention of exploring self-funding possibilities. Economic valuations of environmental resources will be undertaken and environmental awareness programs will continue.
The Environment : Vital to tourism and sustainable development
Protection of water catchment areas will be considered a top priority during the SDS period. This calls for the close coordination between SWA, DLSE and MAFFM in establishing appropriate regulations that will ensure watersheds are protected. The approval of the forestry policy will review the limit of logging activities and the completion of the re-forestation policy.
VIII. Improve Opportunities for Tourism Industry
Tourism development in the 2002-2004 period will be guided by the five-year TDP 2002-2006. The main goal of this plan is:
“To provide a framework and process that ensures a balanced, coordinated, practical and efficient approach to the sustainable development of tourism in Samoa. Sustainable tourism development will be undertaken at a rate, and in ways that will: generate continuing economic benefits throughout the Samoan society; contribute to a general improvement in the quality of life in Samoa; reflect, respect and support fa’aSamoa; conserve and enhance the country's natural and built environments; and enhance tourists’ experience of Samoa.”
Enhance Tourism Planning, Development, Management and Infrastructure
The TDP 2002-2006 proposes that Samoa, as a tourism destination in its early stage of development, needs to focus more on core areas and functions and promote a clear and well-coordinated image. This approach is to be applied in all areas of tourism development. In the context of marketing, this involves concentrating marketing efforts on key markets and providing a clear, coordinated image. In terms of product development, it will mean upgrading key attraction sites and identifying key areas for future development so that infrastructure provision can be undertaken. With regards to human resource development, a back to basics approach will be adopted, identifying key needs for both formal training and
tourism awareness. In terms of tourism impacts, the plan identifies pressure points for monitoring and action which address key environmental‚ economic‚ social and cultural sensitivities. All these activities will be supported by further institutional strengthening in both public and private sectors.
Tourism Development: Making the most of opportunities
The new TDP 2002-06 provides the basis for a sound and consistent development strategy over the SDS period. Growth of visitor arrivals over this period is targeted at 5-10% per annum. The plan focuses on creating opportunities to improve the development of tourism in Samoa. It identifies tourism development goals consistent with Samoa’s traditions and customs. It also aims to improve and facilitate coordination and consultation between government agencies and the tourism industry and will provide SVB with an improved capacity to manage tourism development.
Enhance Marketing Efforts
Marketing and promotion efforts will be focused on providing a more systematic, cost-effective approach for promoting Samoa as a tourist destination. Such an approach requires a clear destination image as well as improved statistics and more coordinated marketing activities.
Enhance Human Resource Development
The success of the tourist industry is greatly dependent on human resource development. Samoa Polytechnic will be the focal point for vocational and professional training at various levels. Rural community tourism businesses will be strengthened and up skilled by SVB through the use of workshops and training manuals. SVB tourism awareness programmes will focus on understanding tourists’ needs and behaviour patterns, communicating with tourists and running tourism businesses. These will be conducted in both Upolu and Savaii‚ supported by the use of TV, radio and media. Tourists will be provided with greater information and opportunities to learn about the fa’aSamoa before they arrive and during their stay in Samoa.
Marketing Strategies
i. Enhance marketing efforts in New Zealand‚ Australia and the United States of America (USA) ;
ii. Establish close links with the holiday and visiting friends and relatives (VFR) market of American Samoa;
iii. Upgrade the website, particularly to service long haul markets;
iv. Promote Samoa’s natural‚ cultural‚ adventure and coastal tourism; and
v. Strengthen joint marketing activities between the SVB and the tourism industry.
Tourism Development
i. Develop beach front accommodation around the country and/with larger hotels close to Apia;
ii. Develop attractions and activities with respect to nature‚ culture‚ adventure and coastal tourism;
iii. Support small and medium sized resorts;
iv. Adopt EIA legislation and apply to all tourism projects;
v. Investigate alternative models to resolve land issues at particular attraction sites;
vi. Upgrade infrastructure services (road, water, telecommunication, electricity); and
vii. Improve external and internal accessibility through the provision of appropriate transport services.
Human Resource Development
i. Strengthen professional tourism training (hospitality) through Polytechnic;
ii. Support community tourism businesses through workshop training and manuals;
iii. Conduct tourism awareness programmes to enhance understanding of tourism in the community; and
iv. Strengthen tourist education to increase tourist understanding and respect for fa’aSamoa.
Improve Research and Statistics
Up-to-date and reliable information and statistics is crucial to support the further development of the industry. This requires a review of current visitor statistics with the objective of providing improved interpretation and more comprehensive and reliable set of industry performance indicators. These will include tourism sector direct employment, visitor expenditure, room inventory, room occupancy data, and visitor satisfaction feedback. There is also a need to review and improve current economic monitoring of tourism, and look into alternative methods for measuring the contribution of tourism to GDP such as tourism satellite accounts.
Strengthen SVB Management
The activities of the SVB will be focused on its core tourism functions of marketing, planning and development, research and education and culture affairs. These core functions will be supported with additional resources. Interdepartmental coordination is also needed to support and facilitate the further development of tourism. The tourism industry associations will be strengthened in order to foster stronger partnerships between the public and private sectors. An implementation unit will be established in order to coordinate the implementation of the Samoa TDP 2002-2006.
IX. Enhance Public Sector Efficiency
Improve the Efficiency and Effectiveness of Government Services Delivery
The key objective of the public sector reform programme is to raise the effectiveness and efficiency of public service delivery. The implementation of the PSC/ISP will be vigorously pursued and progress will be closely monitored to ensure that performance milestones are met. In particular departments will formulate Service Charters through which the public will be able to clearly see and measure performance. Faster response times, greater consistent and transparency and simpler, clearer processes will be instituted.
Efficient and Effective Government Services
i. Redefine core functions for all departments;
ii. Establish a human resource management information system to support human resource management in departments;
iii. Establish management plans for all departments that will link the budget and corporate objectives;
iv. Establish performance management systems to monitor departmental performance with the primary aim of improving government service delivery;
v. Identify and strengthen capability and capacity of departments to carry out refocused core functions; and
vi. Establish service charters for all departments and corporations.
Research and Statistics
i. Broaden tourism research capability to support marketing‚ product development and impact assessment;
ii. Carry out visitor expenditure and occupancy surveys; and
iii. Monitor Samoa’s sustainable tourism indicators.
Strengthen SVB Management
i. SVB to focus on core functions as identified in the TDP 2002-2006;
ii. Establish closer working relationship between SVB and tourism industry; and
iii. Establish a taskforce to facilitate and coordinate the implementation of the Samoa TDP 2002-2006.
Improve Financial Management
Consistent with the principles of transparency and accountability, sound financial management will be pursued with vigour. With the enactment of the Public Finance Management Act 2001, the legislative framework is now in place to support financial and economic reforms.
Enhance Transparency and Accountability
Good governance has been substantially instilled in the way the government operates. Clear decision making processes and lines of communications have been established through the Cabinet Development Committee (CDC). This will be further enhanced in the 2002-04 period. The establishment of the Law Reform Commission paves the way for all legislations to be reviewed and provides a legislative framework to support the reform program in a transparent and accountable manner.
Continue Corporatisation and Privatisation Programme
The privatisation program will be continued consistent with the ongoing objective of re-defining core government functions. The privatisation program will aim at selling all the remaining government shares in at least five Public Bodies during 2002-04. In line with the theme of providing opportunities for all, the government will examine and institutionalise as a matter of priority, an establishment where the wider community could access shareholding in the privatised entities. The functions of PWD will be streamlined into a Regulatory Authority. Moreover the management of retained government corporation will be closely monitored to ensure the provisions of the Public Bodies (Performance and Accountability) Act are strictly adhered to. All corporations will
complete a corporate plan with corporate objectives clearly stated. The plan will provide the desired outputs and resources required for their optimal delivery. All directors of Corporations will be trained on their responsibilities under the Public Bodies (Performance and Accountability) Act. The regulatory framework will continue to be developed and the capacity of Government strengthened to ensure Public Bodies operate in an efficient manner.
Transparency and Accountability
i. Publish annual budget and associated information for public scrutiny;
ii. Make available economic data to the public through internet access;
iii. Establish clear corporate plans and corporate objectives for all public bodies;
iv. Provide financial reports, accounts and associated information for all public bodies and public beneficiary bodies for public consumption;
v. Instil the approved code of ethics and acceptable standards of conduct for all holders of public office; and
vi. Continue and strengthen stakeholder consultation on major policy issues.
Financial Management
i. Continue refining output structures and performance indicators consistent with refocused functions;
ii. Strengthen capacity (through training) of line departments to take on board devolved financial functions;
iii. Establish a framework and implement multi-year forward estimates to improve budget management;
iv. Enforce the provisions of the Public Finance Management Act 2001 for improved financial management; and
v. Expand network connection to facilitate on-line financial management by all departments.
Privatisation Corporatisation Programme
i. Explore the feasibility of establishing a facility to manage in trust shareholdings on behalf of community groupings;
ii. Divest government shareholding in five Public Bodies;
iii. Formulate clear objectives and strategies for Public Bodies that government will retain;
iv. Implement the reporting, monitoring and advisory provisions stipulated in the Public Bodies (Performance and Accountability) Act for enhanced performance;
v. Enforce the accountable responsibilities for directors of all corporations; and
vi. Outsource most of PWD work and streamline its functions into a Regulatory Authority.
Improve Statistical Development
In support of good governance, improvements to the quality and availability of statistical information will be rigorously pursued. The results of the 2001 Population Census will be published, labour market information will be developed, employment and tourism data will be strengthened and cooperation amongst source providers and users will be enhanced. The capacity of statistics providers will continue to be strengthened through training and institution building. Statistics will be made readily available, including electronically, for public consumption. Trainings will also be conducted on how to use and interpret statistics.
Minimise Social Cost of Reform
Consistent with the theme of this SDS, attention will be given to the potential social cost of the reform process. Where job losses arise as a result of privatisation/corporatisation, appropriate measures including re-training and redundancy packages will be structured to minimise the social cost of the reform process. These measures are critical for credibility and the long-term sustainability of the reform programme.
Statistical Development
i. Publish results of the 2001 Population Census for public information;
ii. Improve quality of national accounts statistics through closer cooperation amongst source providers;
iii. Build and strengthen capacity of statistic providers;
iv. Develop labour market information;
v. Develop comprehensive employment database;
vi. Improve existing and expand indicators on tourism;
vii. Strengthen generation of social statistics and disseminate it widely;
viii. Make available all government statistics electronically; and
ix. Conduct trainings on how to use and interpret statistics.
Public Service: More customer focussed
Seeccttiioonn FFoouurr
STATEMENT OF ECONOMIC STRATEGY
2000–2001
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Section Four summarises the progress which has been made during the 2000 - 01 SES period towards the achievement of the Strategic Outcomes. A full review highlighting constraints and issues as well as progress is provided in the Review Matrix in the Appendix following. This Review and the strategies identified in the Way Forward section provide the basis for the Strategies which have been set out in Section Three above.
I. Stable Macroeconomic Framework
During the 2000-2001 Statement of Economic Strategy (SES) period a stable macroeconomic framework was maintained. All key growth, budget and economic performance targets were met with the exception of a slight weakening in the balance of payments position in the first half of 2001. Growth has been very buoyant, led by the construction, other manufacturing, hotels and restaurants and transport and communication sectors.
The economic situation is sound although the weakening in the BoP position needs to be carefully monitored.
Achievement of Macroeconomic Targets
i. Real GDP increased by 7.3% in 2000 and 7.8% in the twelve months to June 2001 (SES target growth rate = 3 - 4% per annum (pa));
ii. Current budget surplus equivalent to 3.4% of GDP in Fiscal Year (FY) 199/00 and 3.9% in FY 2000/01 (SES target deficit level = 3.5% of GDP);
iii. Overall budget deficit equivalent to 0.7% of GDP in FY 19999/00 and 2.3% for FY 2000/01 (SES target deficit = 3.0% of GDP);
iv. Trade deficit 40% of GDP in 2000 increasing to 44% of GDP in the first half 2001 (SES target trade deficit = 40% of GDP);
v. Current account BoP deficit of 5% of GDP in 2000 and 14.9% in first half 2001 (SES target was to contain the deficit to 4% of GDP);
vi. Overall BoP surplus equivalent to 0.4% of GDP in 2000 but deficit of 1.4% of GDP in first half 2001 (SES target was to maintain a BoP surplus of 2.5% of GDP);
vii. Money supply grew by 11.3% in 2000 and 16.2% in year to June 2001 (SES target was to keep money supply growth to 7.5% pa);
viii. Domestic credit to the private sector increased by 19.7% in 2000 and by 18.8% in year to June 2001 (SES target was for an annual increase of 17.5%); and
ix. Inflation rate within the 3% pa target averaging 1% pa in 2000, increasing slightly to 1.9% in June 2001.
II. Enhanced Public Sector Efficiency and Effectiveness
Progress has been made towards the achievement of this outcome. There are, however, still some departments and individual officers who are not yet taking seriously the need to become more customer and stakeholder focussed.
Whilst good progress has been made there is still much to be done to achieve the desired level of efficiency and effectiveness in the public service. There is also a need to further strengthen trade, balance of payments and employment statistics for policy analysis purposes.
III. Improved Education Standards
There has been some good progress in laying the foundations for improvements to education standards to be achieved in the medium term.
Raising education standards is a long term programme and progress is achieved on an incremental basis. More emphasis is being given to employment and life skills to ensure that all Samoans are equipped to meet the challenges and opportunities being offered by the developing economy.
Progress Towards Public Sector Reform
i. Corporate plans and functional reviews completed for most departments and ministries;
ii. Institutional Strengthening Projects (ISP) for key departments underway;
iii. Financial and human resource management functions devolved to ten departments;
iv. New Public Finance Management Act and Public Bodies (Performance and Accountability) Act approved;
v. Economic and social statistics improved: GDP and Government Finance Statistics (GFS) data being compiled on regular quarterly basis, Agricultural Census, Population Census and Vital Statistics Surveys completed in 2000 – 01;
vi. Five Joint Venture enterprises fully privatised during period (Brugger, Rothmans, BOC Gas, Samoa Coconut Products and Samoa Breweries);
vii. Leadership and management development training programmes held for Heads of Department (HOD) and Middle Managers; and
viii. Progress made towards implementation of Forum’s Eight Principles of Accountability including: new tendering and procurement procedures; strengthening Public Accounts Committee (PAC), Auditor General’s and Ombudsman’s powers; Law Reform Commission established and Central Bank of Samoa (CBS) prudential management and anti-money laundering powers strengthened. CBS improved policy transparency by publishing a Monetary Policy Statement.
Education Sector Achievements
i. Education Sector Project (ESP) assisted DOE to strengthen strategic planning capability;
ii. School Management Manual published and training provided for principals and management committees;
iii. Specifications defined for minimum facilities and standards for primary and secondary schools;
iv. Curriculum development strengthened;
v. Teacher training programmes improved to upgrade teacher training standards;
vi. Programmes for Special Needs (SNE) and Early Childhood Education (ECE) established;
vii. Education infrastructure upgrading project for Malifa and developmentof satellite schools commenced; and
viii. National University of Samoa (NUS) and Polytech strengthened programmes catering for employment skill needs especially in the tourism and trade areas.
IV. Improved Health Standards
Health was a priority area in the SES period. The main areas of activity focussed on health education, primary health care and preventative programmes. The following have been the main progress achievements:
Like education the improvement to health services is a long-term process. The gains made are being consolidated and progress will continue to be made on an incremental basis.
V. Enhanced Growth in Private Sector Development
The private sector performed very strongly during the SES period. The economic and public sector reforms have helped to strengthen the enabling environment and build business and investor confidence. This has helped to stimulate the growth. Significant new investment projects were implemented and many new businesses were established, including a garment factory and a desiccated coconut factory. There is now both a wider range of goods and services in the economy as well increased competition.
The challenge is for government to maintain the momentum of the reform programme and to further strengthen the enabling environment for the private sector. A continuing increase in the number of employment opportunities is required. This needs to be matched by raising skill levels to meet the demands of new enterprises.
Health Sector Improvements
i. DOH benefited from ISP in strengthening strategic planning capability;
ii. Immunisation, disease control, education and preventative programmes strengthened;
iii. A Child and Adolescent Health programme established;
iv. Maternity and Child Health (MCH) and Environmental Health programmes strengthened;
v. Provision of private health care services developed further;
vi. Cooperation between the department and private providers improved;
vii. Drafting regulatory framework for private care and health service providers commenced;
viii. Traditional healers given greater prominence in health care services; and
ix. Rural health services continued to be improved.
Private Sector Enabling Environment
i. Government -private sector partnership approach to policy development continued and strengthened;
ii. Progress continued towards achieving World Trade Organisation (WTO) and Pacific Area Trade Agreement (PARTA) membership;
iii. Tax and tariff reforms continued but at a slower pace than in the previous SES period, allowing for consolidation of previous reforms;
iv. New Foreign Investment Act approved in 2000 and National Investment Policy formulated;
v. A new Companies Act was prepared;
vi. Public Bodies Performance and Monitoring Act will help to create more level playing field;
vii. Financial Sector Liberalisation continued including, inter alia, the relaxation of foreign exchange controls, opening of the foreign exchange market to more private dealers, and a strengthening of anti-money laundering legislation; and
viii. Micro-finance project providing credit to the rural areas approved and about to commence at the end of 2001.
VI. Invigorated Agriculture and Fisheries
After five years of stagnation following the Taro Leaf Blight the agriculture sector began to show some signs of growth in the 2000 - 01 period.
Considerable potential still exists for further development in these sectors.
VII. Sustainable Tourism Development
The tourism industry in Samoa enjoyed a strong and sustained period of growth during 2000 and 2001. The future for the continued growth of the industry looked bright until recent events clouded the outlook for the world economy and international travel in particular.
Whilst the contribution of tourism to the economy is considerable there is a need to undertake an expenditure survey to provide accurate up-to-date data on the industry.
VIII. Revitalised Village Economy
The Agriculture and Population Censuses, together with the Vital and Family Health and Safety Surveys carried out during 2000 - 01 have provided valuable benchmark data on the state of the rural and village economy.
Agriculture and Fisheries Achievements
i. ISP assisted MAFFM to strengthen its strategic and corporate planning capability;
ii. The published Agricultural Census provided sector information for planning and policy purposes;
iii. Marketing information and quarantine facilities improved;
iv. New taro varieties leading to increased production and export opportunity;
v. Research and extension services more oriented to real needs of farmers;
vi. Licensing and safety standards on fishing vessels improved;
vii. Fisheries wharf area improved;
viii. Investigations began into options for developing new larger fisheries marina; and
ix. Village Fisheries Management Plans established and by-laws formulated for inshore areas.
Tourism Development
i. Tourism Task-Force established to coordinate tourism development;
ii. Emphasis on creating and marketing a distinct destination image for Samoa;
iii. Tourism Development Plan (TDP) developed identifying key issues and strategies;
iv. SVB produced manuals to assist operators improve standards of facility management and other tourism services;
v. Hospitality training commenced at Polytechnic;
vi. A number of new beach fale and larger resorts established in the period; and
vii. Range of tourism services available in the country expanded catering for increasing demands of tourists.
Making the village economy a more attractive place to find employment or to engage in commercial agriculture is critical if employment opportunities are to be generated for all the young people leaving school each year. Strengthening the provision of vocational and life skills training as well as improving the availability of business and entrepreneurship training are essential for this outcome to be achieved in the medium term.
IX. Infrastructure and Supporting Priorities
There continue to be sound progress in improving economic infrastructure throughout the country. Proposals were submitted for the establishment of a Planning and Urban Management Agency (PUMA) to be responsible for urban planning and management and for initiating a programme of urban improvements for the Apia urban area.
Progress in Revitalising the Village Economy
i. Regular meetings taking place between Pulenu’u and village communities;
ii. Village workshops and training programmes held to raise knowledge and awareness of business practices and enterprise development;
iii. Small businesses enterprise project and micro-credit project funded by Asian Development Bank (ADB) commenced in 2001; and
iv. Road sealing and provision of infrastructure and services to rural areas continued.
Infrastructure and Supporting Priorities Development in 2000-01
Power
i. Additional diesel generators installed at Tanugamanono and Salelologa Power Stations;
ii. ISP assisted Electric Power Corporation (EPC) to strengthen its strategic and corporate planning capability;
iii. Negotiations for Afulilo Augmentation Project commenced;
iv. Automatic fuel price adjustment mechanism introduced to EPC tariff structure; and
v. Discussions on Savaii (previously known as Sili) Hydropower Scheme and use of renewable energy resources for Manono continued.
Water Supply
i. Water supply improvement projects for Apia, North West (NW) Upolu and Savaii under implementation; and
ii. ISP assisted Samoa Water Authority (SWA) to strengthen its strategic and corporate planning capability.
Fuluasou Reservoir and Water Treatment Plant: Improving water supply to NW Upolu
New Two-lane Bridge: Improving access to new residential areas
Infrastructure and Supporting Priorities Development in 2000-01
cont’d
Road Transport
i. Roads, Bridges and Coastal Protection projects continued in both Upolu and Savaii funded under the Infrastructure Asset Management Project (IAMP).
Marine Transport
i. Work commenced on expansion of the Apia Port financed by Japan;
ii. Samoa Shipping Corporation (SSC) took delivery of two new vessels; and
iii. Feasibility studies for yacht marina were initiated.
Civil Aviation
i. Extension and upgrading of Faleolo terminal and runway completed under IAMP; and
ii. Polynesian Airlines renewed its fleet by leasing two new 737-800 series aircraft through capital injection from government and loan from National Provident Fund (NPF).
Communications:
i. New management appointed to Samoa Communications Limited (SCL);
ii. Ministry of Postal and Telecommunications established to regulate the communications sector; and
iii. Work commenced on upgrading telecommunication capacity for both domestic and international services as well as internet capacity.
Environment
i. Policy papers on Population and Sustainable Development, National Waste Management, National Land Use and Water Resources revised;
ii. Work commenced on policy statements on Biodiversity, Climate Change and Protection of the Atmosphere; and
iii. Forest Policy reviewed for consistency with other environmental issues.
Women and Youth
i. Policies on Youth and Women approved.
Appendix
REVIEW MATRIX:
STATEMENT OF ECONOMIC STRATEGY
2000-2001