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EAP - The Pacific Infrastructure Challenge - World Bank (2006).pdf

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<strong>The</strong>se high rural populations mean that the spatial challenge for infrastructure in the<br />

<strong>Pacific</strong> is very different to that of most other developing countries. Elsewhere,<br />

particularly in East Asia, countries are grappling with rapidly growing cities, in which<br />

services like water and sanitation are critical. In countries with large rural<br />

populations, these concerns may be less pressing. For example, settled, largely selfsufficient<br />

rural communities may place relatively low value on water and sanitation<br />

services. <strong>Pacific</strong> countries’ priorities for infrastructure are likely to be different to that<br />

of East Asian or other comparator countries.<br />

Figure 6.2: Rural Population (% Total Population)<br />

100<br />

90<br />

80<br />

70<br />

Average <strong>Pacific</strong> Countries<br />

Percent<br />

60<br />

50<br />

40<br />

Average Caribbean<br />

Comparators<br />

30<br />

20<br />

10<br />

0<br />

1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003<br />

Source: <strong>World</strong> Development Indicators 1990 – 2003<br />

Note: <strong>The</strong> average for the <strong>Pacific</strong> countries does not include the Marshall Islands, for which data were only available<br />

from 1999 – 2003. Marshall Islands reports 34% rural population for each of these years.<br />

Small Pool of Skilled Labor<br />

Strong institutions that work well require skilled people. <strong>The</strong> relatively few examples<br />

of successful infrastructure service provision in the <strong>Pacific</strong> are all distinguished by the<br />

presence of skilled managers and Board members. Performance improvements in the<br />

Fiji Electricity Authority, the Samoa Water Authority and the Samoa Port Authority<br />

are all due in part to the skills of the management teams.<br />

Many <strong>Pacific</strong> countries have small populations, and therefore, a smaller pool of<br />

people to draw from to make infrastructure institutions successful. In addition,<br />

skilled individuals often leave to make their homes elsewhere, or are drawn abroad by<br />

companies in New Zealand or Australia that are prepared to pay the airfares for<br />

those prepared to join their workforce.<br />

For example, Fulton Hogan, a road construction and maintenance company in New<br />

Zealand responded to labor shortages in New Zealand by almost stripping Samoa of<br />

skilled construction workers and bulldozer drivers under a scheme which gives<br />

Samoan citizens preferential access to New Zealand work permit. This further<br />

reduces the skills and capability in <strong>Pacific</strong> countries, directly deprives them of labor,<br />

and therefore impacts their ability to deliver good infrastructure services.<br />

28

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