Samoa

Total land area spread over 29 atolls	2,934km² ^[1] spread over 29 atolls and 5 islands
Exclusive economic zone (EEZ) area	120,000² ^[1]

Population 2010 estimate	187,032 ^[2]
Average annual growth rate 2001-06	0.5% ^[2]
Population density	64.2/km²
Women in parliament	4 out of 47 seats
Human Development Index score	0.771^[6]

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.

Head of State	His Highness Tui Atua Tupua Tamasese Efi (since 20 June 2007) . The O le Ao o le Malo (head of state) is elected by the parliament (Fono) for a period of five years and can be re-elected. The position of O le Ao o le Malo is that of a ceremonial president.
Head of Government	Prime Minister Sailele Malielegaoi Tuilaepa has held office since 1998 (last general election was 31 March 2006). The prime minister is elected by a majority vote in the parliament (Fono).
Executive	The prime minister's choices for the 12 cabinet positions are appointed by the head of state, subject to the continuing confidence of the Fono. There are 13 government ministries: - Ministry of Prime Minister and Cabinet - Ministry of Agriculture and Fisheries - Ministry of Commerce, Industry and Labour - Ministry of Communication and Information Technology - Ministry of Education, Sports and Culture - Ministry of Foreign Affairs and Trade - Ministry of Justice, and Courts Administration - Ministry of Natural Resources and Environment - Ministry of Finance - Ministry of Health - Ministry of Revenue - Ministry of Women, Community and Social Development - Ministry of Works, Transport and Infrastructure.
Civil Service	Samoa has embarked on a number of public service reform programs that started in 1997 in an attempt to improve the operation of government and service delivery. The introduction of output budgeting, a greater emphasis on strategic planning, the refinement of accounting systems, the provision of increased autonomy for line agencies, and a privatisation and corporatisation program have seen modern public-sector management practices pursued. Substantial improvements have been made in a relatively short period and further initiatives are being introduced. The introduction of competition and reform in the aviation and telecommunications sectors have improved service coverage and quality and reduced costs. Ongoing reform is a key priority for government, but there are concerns about a slowing of the reform agenda, as well as the challenges of implementation for the public sector. High turn over of staff is of particular concern and necessitates ongoing and targeted training and capacity building program. The Strategy for Professional Development in the Samoa Public Service 2003-2008 and the Samoa In Country Training Program (SICTP – a facility jointly funded by Australia and New Zealand) are designed to provide practical skills training for the public service (including state owned enterprises). From 1997-2006, the Public Service Commission (PSC) was the counterpart organisation for the SICTP and identified the training needs, which were coordinated through a New Zealand based management contractor. Since 2006 the Oloamanu Professional Development Centre (OPDC) of the National University of Samoa (NUS) has taken over coordination of the SICTP. The PSC assumes a less direct role in recruitment, HR management and training and provides policy advice and technical assistance to departments and line agencies. The human resource strengthening programs have provided a framework to support the overall public sector reform agenda, particularly in relation to supporting the devolution of human resource management functions from the PSC to line agencies. Central to the PSC's new strategic role is the function of the Performance Development Division that manages the support to ministries in developing capability plans and leadership development programs.
Local Government	Samoa is divided into eleven administrative districts (itumalo); five of which are based on Upolu-A’ana, Aiga-i-le-Tai (with Manono and Apolima islands), Atua, Tuamasaga, and Va’a-o-Fonoti; and six on Sava’i-Fa’asaleleaga, Gaga’emauga, Gaga’ifomauga, Palauli, Satupa’itea, and Vaisigano. These administrative districts date back before European arrival, and each has its own constitutional foundation (fa’ave) based on the traditional order of title found in each district's faalupega (traditional salutations). The capital village of each district administers and coordinates the affairs of the district and confers each district’s paramount title, amongst other responsibilities. The extended family (the aiga) is the foundation of the fa’a Samoa (traditional way of life). The head of each aiga is the matai (chief), who is elected by family members. Traditionally, the family matai is responsible for maintaining the family’s dignity and well being by administrating family affairs. More than 80 per cent of the population lives under the matai system. Particularly strong in the rural areas and at village level, it functions as a safety net in providing social and financial security. Each of Samoa’s several thousand aiga designates at least one matai to lead and represent it; the matai, in turn, form village councils to administer local affairs. The church and the Fale Fono, the village council of chiefs, are the central structures in each village. The settlement along the coastal areas of Samoa allows for potentially greater accessibility to services. However, urban migration exacerbates the diminishing agriculture and fishery industry in rural areas and depletes human resources for service delivery. Samoa's susceptibility to cyclones and other natural disasters raises the importance of developing well- planned mechanisms for disaster preparedness.
Judiciary	The Constitution provides for a Supreme Court, with a Chief Justice appointed by the Head of State on the advice of the Prime Minister; other judges are appointed by the Head of State acting on the advice of the Judicial Service Commission. Court of Appeal - the superior court of record comprising the Chief Justice and other judges of the Supreme Court and such other persons as are appointed by the Head of State, acting on the advice of the Judicial Service Commission. Magistrate's Courts can be constituted by magistrates or by Fa’amasino Fesoasoani (assistant magistrate), on the appointment of the Head of State acting on the advice of the Judicial Service Commission. Regarding land, the decisions of the Village Fonos (see Traditional Government box above) may be challenged in the Land & Titles Court. Decisions of the Land & Titles Court may be reviewed by the Supreme Court.
International Organisations	AACP, ADB, C, FAO, G-77, IBRD, ICAO, ICCt, ICRM, IDA, IFAD, IFC, IFRCS, ILO, IMF, IMO, Interpol, IOC, IPU, ITU, ITUC, MIGA, OPCW, PIF, Sparteca, SPC, UN, UNCTAD, UNESCO, UNIDO, UPU, WCO, WHO, WIPO, WMO, WTO (observer).

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]

Strategy for the Development of Samoa 2008-12	Sector plans for each of the 15 sectors - Economic: Agriculture, Manufacturing, Tourism, Finance. - Social: Education - Health - Law and justice - Community development - Public administration. - Infrastructure: Construction - Electricity - Water - Transport - Communications.
Ministry Corporate Plans (may have links to more than one sector plan)	Service Charters and Capability Plans.
Ministry Strategic: Management Plan	Ministry Budget, National Budget and Development Outcomes.

GDP nominal 2009 estimate	$567m ^[3]
GDP per capita	US$2,956 ^[3]
GDP spent on public sector salaries (2006/07)	9.3% ^[4]

Labour market‚ Formal sector

Number of employees	18,000 ^[6]
% of Workforce	27% ^[6]
% Female	--
% Public sector	--
Private sector	--

The economy of Samoa has traditionally been dependent on development aid, family remittances from the relatively large diaspora living in New Zealand and the US, agriculture, and fishing. The economy has performed reasonably well in recent years, largely led by the construction and commerce sectors. In 2005 real GDP growth peaked at 8.6 per cent (see graph opposite) on the back of strong tourism, agriculture and fisheries sectors as well as significant investment in building sporting facilities for the 2007 South Pacific Games. Looking forward, Samoa's fiscal position is under considerable pressure due to falling remittances attributed to the 2008 global financial crisis, and long term declines in performance of the agriculture and fisheries sectors. In addition, the country was hit by a devastating tsunami in September 2009, causing the worst human toll and physical damage from any natural disaster since independence. The disaster severely affected the economy with the cost of infrastructure rehabilitation estimated to exceed 15 per cent of GDP. Domestic formal sector employment opportunities are limited, compounded by the remaining inefficient state owned enterprises crowding out private investment, and the downturn in the manufacturing sector that has seen the closure of one of the fish canneries in American Samoa and reduced production by Samoa’s single largest private employer, Yazaki (a Japanese firm which produces wire harnesses for motor vehicles for export to Australia). However, the flexibility of the country’s labour market provides a basic strength for future economic growth. The economy remains prone to external shocks, and the government has sought to delay its graduation from ‘least developed country’ (LDC) status in light of the global economic crisis and the tsunami.

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.

Telephone	Samoa has partly privatised with the introduction of private sector involvement in the operation of a restricted cellular phone service by Telecom Samoa Cellular Company Limited a joint venture between the Government of Samoa holding 10% and Telecom New Zealand Limited holding 90% of shares. The provision of internet services is fully privatised with two service providers serving the market.
Internet	219,998 users as of September 2010 ^[8]. 6320 Facebook users (2.87% population) ^[9].
Newspapers	2 daily newspapers - Samoa Observer and the Samoa Times; 1 weekly - Le Samoa and 1 fortnightly - Savali.
Television	Samoa Broadcasting Corporation (state TV). 2 private run TV stations.
Radio	Samoa Broadcasting Corporation (state radio) and 3 commercial FM radio stations.

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.