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Emerging Pacific Leaders’ Dialogue 2006 Program Speakers - Abstracts
Maire-Bopp Allport CEO, Pacific Islands AIDS Foundation
Responding to HIV/AIDS in the Pacific HIV is posing a current burden and a future threat to the development of the Pacific Island communities. To date 12,169 people are known to be infected, although estimates for Papua New Guinea alone suggest over 60,000 people are living with HIV. These numbers hide the personal tragedies of our people. Let’s imagine if virus is spreading among our emerging Pacific leaders. This is a concerning thought when we know that in Fiji, 53 percent of reported cases are among young people aged 15 to 29 years old.
The poor leadership among the current decision-makers of our Island nations in making this issue a priority is a major risk factor in our ability to effectively prevent the further spread of the virus and provide for those who are already living infected or affected by the disease. PIAF advocates for an immediate active leadership and aims to mobilize future leaders. With HIV, we are only at the tip of the ice berg.
To be effective leaders for tomorrow, we need to put our hearts into these issues and learn how to offer care and support to our people while we use the best strategies to prevent the further spread of HIV.
Sharan BurrowPresident, Australian Council of Trade Unions President, International Confederation of Free Trade Unions
The Role of Trade Unions: Modernising Labour Market and Industrial Relations Practices in the Pacific Imagine an integrated regional economy with labour mobility and industry partnerships which mean sustainability for the Pacific Island nations is achievable.
Possible yes, but absolutely dependent on political will. Unions have a major role to play on a range of fronts, in particular;
1. Decent work strategies, 2. Skills development, and 3 Social dialogue.
In order to make progress the Pacific Forum must become a serious economic and social council based on both equality of voice for all nations and a strong integration of social partrners. An OECD equivalent for the Pacific that has a shared governance role could make the difference.
Community, culture, decent work, environmental sustainability - big challenges but imperatives none of us can ignore.
This requires shared leadership. Vision and leadership for each nation and the region from unions and civil society, from the business sector and government and public sectors.
Dr Satish Chand Director, Pacific Policy Project Asia Pacific School of Economics and Government Australian National University
Economic Growth in the
Pacific: An overview of challenges and opportunities
Laureate Professor Peter Doherty AC FAA FRS Department of Microbiology and Immunology, University of Melbourne Plagues, pestilences and influenzaInfectious diseases have caused periodic catastrophes through human history, ranging from the plague years in mediaeval Europe, to the influenza pandemic that helped end world-war I, to the ongoing HIV/AIDS tragedy of our era. The way that we dealt with these disasters depended on our level of understanding and technology, our cultural values and social practices and on the acuteness of the threat. The recent SARS outbreak, combined with the rapid spread of the avian H5N1 influenza A virus (bird flu) has made us very conscious of the extreme danger posed by rapidly spreading respiratory infections. When it comes to influenza, we have the scientific tools to deal effectively with this disease. Though further research will no doubt lead to the development of better therapies and preventive measures, the difficulties that we face in contemplating a possible influenza pandemic are essentially economic and logistic. What we are talking about here is not so much a science problem, but a defence strategy.
Steve Dunn Director-General Pacific Islands Forum Fisheries Agency
Pacific Islands Forum
Fisheries Agency: A Pacific regional organisation?
Jamie Fox First Assistant Secretary Migration and Temporary Entry Division Australian Department of Immigration and Multicultural Affairs
Immigration Policy and the Demographic Challenge Migration is a critical component of a strategy to address an ageing population and a growing shortage of skilled professionals. In a competitive global environment, Australia seeks to attract skilled people through a managed migration programme with an emphasis on professions in demand in Australia. This is done through a range of initiatives including promoting Australia's attractiveness to international students. This presentation will examine Australia's migration policies, including our bilateral capacity building in the Pacific, and describe how immigration can be a valuable tool in addressing demographic challenges.
Dr Lester Levy & Dr Manuka Henare Excelerator Institute University of Auckland Business School
The Canoe & Navigation –Two Pacific metaphors of Leadership Applied Leadership Workshop (Part One) The canoe and navigation are two potent metaphors for Pacific leadership. The workshop explores these metaphors and has two outcomes. First, an insight into individual understandings of leadership born from personal experience will form the inspiration for a group experience. The shared insights inspire in-depth reflection on participants’ experiences of leadership, at both local and regional Pacific levels. The collective knowledge and discernment of skills acquired is a basis for further thinking and discussion on leadership.
The second outcome will be an appreciation of the power and learning potential of a study tour for individuals and the group. Participants are invited to explore the purpose and process of the study tour as a means of learning through observation, enquiry and reflection on what each day means for themselves and the group.
Brenda Heather-Latu Attorney General of Samoa
Hail to the Chiefs – Still weaving the strands of good governance into traditional baskets Not a week goes by in the Pacific without the reverent almost Gregorian chanting of the now pitifully exhausted homily of ‘transparency, accountability and good governance’ throughout the corridors and cornices of power.
In brief, the paper suggests that:
(a) Good governance has always been a focal part of communal and tribal societies such as still exist in the Pacific; (b) Good governance exists as a result of measured, inspirational and responsible leadership from village to district to island to nation; (c) Leadership is the foundation stone of stable, developing and productive small island states.
David Hegarty State, Society and Governance in Melanesia Project Australian National University
Securing a Peaceful Pacific Pacific Island countries face a range of security challenges - some externally generated, others the product of domestic forces. Within this spectrum the most prominent challenge is that of internal conflict and political instability. We should be wary of generalising for some Pacific countries are more prone to conflict than others; but where internal conflict arises it comes with significant costs. The root causes of conflict and instability more often than not involve issues of ethnic and social diversity, economic disparity, land and resource development, lack of institutional ‘fit’, and poor government. Conflict resolution strategies have varied according to the nature of the conflict ranging from the application of ‘traditional’ peacemaking modes to large-scale police and military intervention as we have seen in Solomon Islands. Lessons are still to be drawn from this experience (as well as from the experience of those Pacific countries without conflict); but it does seem that domestic resolution skills and methods – often involving women as peacemakers – have not been fully utilized. More attention to conflict prevention is also desirable. The Pacific is not unique in facing these dilemmas: turbulence and instability appear to be almost an inevitable part of state and nation-building processes.
Dr Stephen Howes Principal Economist, AusAID
Pacific 2020 The countries of the Pacific, including Papua New Guinea and near neighbour East Timor, face daunting challenges. These countries suffer from high unemployment and joblessness. Some suffer from social or political instability, or serious crime. Others face daunting health or environmental challenges. What does the future hold for the Pacific island countries? And what can be done today to improve their prospects?
Pacific 2020 aims to answer these questions. It shows that, without accelerated and sustained economic growth, the region will not be able to confront the challenges of the future. Based on extensive consultation with regional experts, the report highlights constraints to growth, and suggests reform options that will assist Pacific nations onto a sustainable growth path.
Pacific 2020 provides practical policy guidance for the Pacific island countries on realising opportunities and managing challenges in nine critical growth areas:
· four crosscutting growth factors – private sector investment, land, labour and political governance, and · five important sectors of their economies – agriculture, fisheries, forestry, mining and petroleum, and tourism.
Pacific 2020 is a call to action. It aims to stimulate dialogue and debate on growth in the island countries. It is also a resource for the governments of the region, and for all who want to promote sustainable growth and a better future for the Pacific island peoples.
Peter Kenyon Director, Bank of I.D.E.A.S
Strengthening Communities The development of strong, healthy, inclusive and leaderful communities is recognised internationally as essential to achieving any national economic and social progress. During this presentation, Peter Kenyon will draw upon his extensive international community development experiences to share the fundamentals of what constitutes community strength, health and sustainability – attitudes and behaviours that promote broad based citizen involvement, generates leadership; focuses on a community capacities, assets and strengths, not deficiencies and limitations; connects people and resources; embraces change and shapes futures; creates a sense of community; and engenders hope and optimism.
Peter will in particular highlight two vital messages -
Dr Simon Longstaff Executive Director St James Ethics Centre
Constructive Subversion History is full of examples where otherwise good men and women have done great harm to the individuals and communities that they sincerely desire to serve. Apart from the immediate suffering that occurs, a more insidious consequence is the break down in trust and the attendant rise in cynicism. Deep cynicism acts like an acid – eating away at the bonds of even the most resilient democracy. So, how should leaders respond to this challenge? As in most cases, prevention is better than cure. Therefore, the aim of this session will be to explore a model of leadership that sustains communities.
Bob Lyon Chairman, ANZ Pacific
A vision for the Pacific Islands in the 21st century and some challenges for Pacific Island LeadersAlthough the recent Pacific Plan and Ausaid’s 20/20 study have touched on a vision for the Pacific, there is no shared view on what the Pacific might look like in 30 – 40 years time. It seems that many of the reform programs are ad hoc and changes incremental rather than working toward a view of “what will success look like” a few decades from now.
I think that it is important to governments to paint a view of what things could be, discussing this vision and getting people on board so that everyone can work toward a successful outcome. In this case, it is about getting governments, donors, NGOs, the private sector and the public to understand and share a vision through constantly publicising and discussing suggested outcomes. Currently there is a lot of cynicism and distrust about the reform changes being pushed by donor countries, particularly Australia, which is taking the lead in the Pacific region.
In my talk, I plan to discuss this vision and follow up with some challenges for the emerging leaders on the program. While not exhaustive, these changes are important levers to bring about change and contribute to this vision of a more productive region with stronger economies and higher standards of living.
Peter McCarthy Macquarie University
Powerful Communication Skills Workshop How do you tell your boss you don’t like their management style? How might you convince a busy government minister to support your project? And how would you tell a journalist why taking part in the Emerging Pacific Leaders’ Dialogue is a good thing? To be persuasive, you must work out exactly what you want to achieve and you must approach each of these people in very different ways. Communicating powerfully involves identifying the different information needs of different audiences and conveying this information clearly, accurately and in a professional manner. Participants will work in groups to explore strategies for effective communication and to prepare a press release reporting on what has been achieved at the Brisbane Conference. The workshop will include an opportunity to present this work to some of Australia’s most effective communicators.
Chief Executive Business New Zealand
Pacific Economic Engagement with Australia and New Zealand Business NZ Chief Executive Phil O’Reilly outlines issues for consideration in strengthening Pacific economic engagement with Australia and New Zealand. Experience in New Zealand has shown that Pacific people resident in New Zealand can provide a bridge to closer integration of New Zealand and Pacific economies. Maintaining and building on links with resident Pacific people is essential. Integration of value chains, use of communications technology and contribution to regional dialogue are options for future improved economic performance by all Pacific nations.
Lourdes Pangelinan Former Director-General Secretariat of the Pacific Community
Pacific Regionalism The experience of regionalism in the Pacific over the past 50 years has shown significant achievements. No doubt, people working in the Pacific today are cooperating more in strategic areas to address some of the region’s important development challenges. But it’s still a long journey ahead in order to achieve the new Pacific regionalism that must be all-inclusive and to realize the strategic vision of a Pacific community that is peaceful, harmonious, secure and prosperous.
Along with shared history and common cultural elements, the Pacific region is extremely diverse, making the process of regionalism through the sharing of resources and regional integration a rather challenging one. There are calls for greater regional economic and political integration, based on an appropriate Pacific model, not along the European scale.
There are many examples in our recent history of how regional cooperation has worked for the benefit of the region although there’s scope for better cooperation and harmonization, including among regional institutions. Perhaps sub-regionalism can help move the Pacific towards a more comprehensive regionalism. There is also a need to work more closely and inclusively with Pacific territories that are not sovereign states, and with other development partners and civil society.
A key part of the new Pacific regionalism is leadership. The generation that laid the foundation of today’s regionalism, leaders such as Ratu Mara and the other founding fathers of the Pacific Islands Forum, has moved on, leaving the responsibility for a new generation to take on. There are opportunities now to develop promising new regional leaders. It’s important to also encourage more women to move into leadership.
Tahu Potiki Chief Executive Officer Te Rünanga o Ngäi Tahu
Sustainable assets, sustainable culture In the 21st Century it is predicted that many minority cultures and languages will disappear in the face of encroaching western and global influences. The very effort to be a participant in the modern international economy will put immense pressure on national assets and institutions central to the identity of regional populations. For a tribal group like Ngai Tahu in New Zealand’s South Island, which is already a culture attempting to survive within another culture, there are policies and programmes that can be adopted to assist in the long term sustainability of the tribal asset base and culture. The selection and management of our assets can be based on a ‘management in perpetuity’ model and the ability to make cultural, environmental and community returns, as well as commercial returns. The distribution of profits is focused on family empowerment and cultural sustainability. Our current work programme includes collaboration with native Hawai’an groups and Stanford University in an effort to establish a new business convention and a fellowship of modern indigenous leaders. I will discuss pilot examples of this sustainable model of asset management.
Dame Meg Taylor DBE Vice President Compliance Adviser/Ombudsman for IFC/MIGA World Bank Group
Governance and the Role of Accountability Meg Taylor draws on her experiences working outside of the Pacific to offer her perspectives on governance and the role of accountability. Using the United Nations Economic and Social Commission for Asia and Pacific (UNESCAP) definition of Good Governance as a starting point, she draws parallels between the eight attributes of good governance that ESCAP identifies and her approach to promoting greater accountability for the two private sector arms of the World Bank Group. Based on her experiences in Africa, Asia, Latin America, the Former Soviet Union, and elsewhere, Meg presents a set of governance lessons or truths which she believes are essential for the Pacific leaders of tomorrow to embrace. These emphasise attributes such as: being willing to accept that mistakes have been made and taking responsibility; listening directly to peoples concerns; the value of attempting to build consensus; the importance of effective avenues of recourse; the corrosive effect of perceived inequities; the importance of giving people an informed say in development decisions; and the need to recognise historical and cultural factors when pursuing institutional reform.
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