The Samoan model of parliamentary republic is a blend of selected elements of traditional socio-political practices and the Westminster system. The political landscape has been largely stable since independence, when two of Samoa’s highest- ranking paramount chiefs were jointly appointed head of state (O le Ao o le Malo) for life. Tupua Tamasese Mea’ole died in 1963, leaving Malietoa Tanumafili II sole head of state until his death on 11 May 2007. The current O le Ao o le Malo, Tu Atua Tupua Tamasese Efi, was the only nomination to succeed Malietoa Tanumafili II and was unanimously elected head of state by the Parliament on 17 June 2007. With the exception of two ‘non-Samoan’ MPs, only a matai (chief) is eligible to seek parliamentary office. The Human Rights Protection Party (founded in 1979) has governed the country since first winning power in 1982, except for a brief period in 1986 and 1987 when internal differences forced them into coalition. The party holds 35 of the 49 seats in the current parliament. Samoa’s parliament does not have a formal opposition. Independent State of Samoa (formerly known as Western Samoa to 1997). Samoa is an independent parliamentary democracy with a 49 member unicameral parliament (Fono) elected for 5 year terms. 47 are matai (leaders of extended families with chiefly affiliation) and elected from territorial constituencies by ethnic Samoans. The other 2 are elected by and represent ‘non-Samoans’ under a separate electoral roll (the Individual Voters Roll). Independence from New Zealand in 1962.

The national strategic planning document, the Strategy for the Development of Samoa (SDS), 2008–2012: Ensuring Sustainable Economic and Social Progress, sets the country’s seven national development goals: sustained macroeconomic stability; private sector led economic growth and employment creation; improved education outcomes; improved health outcomes; community development: improved economic and social wellbeing and improved village governance; improved governance; and environmental sustainability and disaster risk reduction. The SDS reflects a continuation of the government’s reform programs. The period between 1997 and 2001 saw a significant restructure of the civil service. Reforming state owned enterprises (SOE) has also been an ongoing priority since 2003, with the government divesting or restructuring over half of its enterprise portfolio. A notable example was the 2006 joint venture between the loss-making national airline (Air Polynesia) and Virgin Blue (creating Polynesian Blue) to operate international flights. Recently, the government appointed an advisory consortium to assist with the privatisation of Samoa Tel. The government has pursued economic reforms with mixed results. The government still plays a substantial role in the economy, with the public sector accounting for more than 40 per cent of the economy and crowding out private investment in some sectors. How the economy rebounds from the shocks of the 2008 global economic crisis and the 2009 tsunami will be dependent on consolidating gains achieved through the telecommunications and airline reforms, encouragement of investment and continued fiscal discipline. Overall economic reporting by the Ministry of Finance is generally regarded to be of a high order as evidenced through the standard of the budget material and the quarterly updates. In 2005 the government adopted ‘Finance One’ as its financial management information system (FMIS), located within the Ministry of Finance and networked access by line ministries. However many line ministries have continued to rely on spreadsheets and manual systems for financial monitoring and reporting. Improving the use of the central FMIS will assist with accounting reports and regular monitoring of financial statements (revenues, expenditures and cash management). Each ministry has a strategic annual management plan, which should be reflected in the annual budget submissions. The budget system is generally considered very credible in terms of the overall revenue and expenditure projections, but falls short in terms of planned ministerial allocations and revenue collection. Often budget allocations to key sectors (such as health and education) are insufficient to meet service requirements and require transfers from smaller ministries throughout the year. The Ministry of Revenue generally collects its budget estimates, however other line ministries often fail to collect forecast income. A Tenders Board oversees procurement regulations and procedures for amounts between ST$100,000 and ST$500,000. For amounts in excess of that a cabinet decision is required.

Samoa Public Service Commission Performance Management System^[7]

The traditional institution of the matai (chiefs) continues to play a pivotal role in governance at the local and national level. In determining leadership, the fa’a Samoa (Samoan way) and the fa’amatai (way of the chiefs) are the most influential factors. Weaving these traditional systems, coupled with a strong social system based on village communities and extended family, into a modern parliamentary democracy appears to have contributed to Samoa’s political stability and the maintenance of peace. Yet this has not prevented Samoa from experiencing governance problems found in other countries of the Pacific, including: misunderstanding, frustration, alienation, migration, discrimination, malpractice, patronage, and violence. Many Samoans who are resident abroad continue to honour their ‘social obligations’ by sending significant amounts of money to their extended families and churches.

Samoa has no formal defense structure or regular armed forces; informal defense ties exist with New Zealand, which is required to consider any Samoan request for assistance under the 1962 Treaty of Friendship.The Village Fono Act 1990 vests the enforcement of rules and security within individual villages in the Fale Fono (council of chiefs), which settles most internal disputes. Judgments by the fono usually involve fines or, more rarely, banishment from the village. Critics of the Act point to potential conflict with national law enforcement structures (e.g. matai resisting police intervention in village affairs).

Donor coordination in Samoa is facilitated through the Aid Coordination and Loan Management Division (ACLMD) of the Ministry of Finance across all sectors and has generally been efficient in managing the large amount of external assistance. The Public Sector Improvement Facility (PSIF) is managed by the Ministry of the Prime Minister & Cabinet and supported by the governments of Australia and New Zealand. The reform programme seeks to: improve public finance management, including revenue institutional strengthening and on-going strengthening of the Government of Samoa’s finance and procurement systems, guided by common donor-government analysis priorities through the Public Expenditure and Financial Accountability Assessment; strengthen statistics and data on development and governance indicators, including drawing on resources of regional organisations and other donors; and build public sector capacity to meet executive and personnel training and development requirements.