Solomon Islands - Gizo Urban Profile

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SOLOMON ISLANDS:

GIZO URBAN PROFILE


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ACKNOWLEDGEMENS

Te Gizo own Profile was prepared by ony Hou and Donald Kudu with information collected through interviews withkey urban stakeholders in Gizo. We wish to thank them for their time, efforts and contributions toward this report. Tisproject and report was coordinated by Peter Buka (Director of Lands in Gizo) and Stanley Wale, the Under Secretary of theMinistry of Lands, Housing and Survey (MLHS) with constructive inputs provided by Sarah Mecartney, UN-Habitats PacificProgramme Manager based in Suva, Fiji and the Senior Human Settlements Officer, UN-Habitat Regional Office for thePacific, Mr. Chris Radford.

Design and layout: Moses Ochieng

Copyright@ United Nation Human Settlements Programme (UN-Habitat), 2012

All rights reserved

United Nations Human Settlements Programme publications can be obtained from

UN-Habitat Regional and Informal Offices or directly from:

P. O. Box 30030, GPO 00100 Nairobi, Kenya,

Fax: + (254 20) 762 42667

E-mail: [email protected]

Website: http://www.unhabitat.org

HS Number: HS/079/12E

ISBN Number (Series): 978-92-1-132023-7

ISBN Number (Volume): 978-92-1-132493-8

DISCLAIMER

Te designation employed and the presentation of the material in this publication do not imply the expression of any opinionwhatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city orarea, or of its authorities, or concerning delimitation of its frontiers or boundaries, or regarding its economic system or degreeof development. Te analysis, conclusions and recommendations of the report do not necessarily reflect the views of the UnitedNations Human Settlements Programme (UN-Habitat), the Governing Council of UN-Habitat or its Member States. Anyweaknesses of the report remain with the authors. Excerpts from this publication may be reproduced without authorization,on condition that the source is indicated.


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TABLE OF CONTENTS

SOLOMON ISLANDS:GIZO URBAN PROFILE

FOREWORD 5

EXECUTIVE SUMMARY 6BACKGROUND 8

GOVERNANCE 12

INFORMAL SETTLEMENTS AND HOUSING 15

URBAN-RURAL ECONOMY 18

SECURITY AND RESILIENCE 21

LAND AND PLANNING ISSUES 23

PROJECT PROPOSALS

GOVERNANCE 26

INFORMAL SETTLEMENTS AND HOUSING 28

URBAN-RURAL ECONOMY 18

SECURITY AND RESILIENCE 21

LAND AND PLANNING 34


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FOREWO

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FOREWORD

According to

research publishedin UN-Habitats1flagship report, TeState of the WorldsCities 2010-2011,all developingregions, includingthe African,Caribbean andPacific states, willhave more peopleliving in urban thanrural areas by theyear 2030. With

half the worldspopulation already living in urban areas, the challengeswe face in the battle against urban poverty, our quest forcities without slums, for cities where women feel safer,for inclusive cities with power, water and sanitation,and affordable transport, for better planned cities, andfor cleaner, greener cities is daunting.

But as this series shows, there are many interestingsolutions and best practices to which we can turn. Afterall, the figures tell us that during the decade 2000 to2010, a total of 227 million people in the developingcountries moved out of slum conditions. In otherwords, governments, cities and partner institutions have

collectively exceeded the slum target of the MillenniumDevelopment Goals twice over and ten years ahead ofthe agreed 2020 deadline.

Asia and the Pacific stood at the forefront of successfulefforts to reach the slum target, with all governmentsin the region improving the lives of an estimated 172million slum dwellers between 2000 and 2010.

In sub-Saharan Africa though, the total proportionof the urban population living in slums has decreasedby only 5 per cent (or 17 million people). Ghana,Senegal, Uganda, and Rwanda were the most successfulcountries in the sub-region, reducing the proportions ofslum dwellers by over one-fifth in the last decade.

Some 13 per cent of the progress made towards theglobal slum target occurred in Latin America and theCaribbean, where an estimated 30 million people havemoved out of slum conditions since the year 2000.

Yet, UN-Habitat estimates confirm that the progressmade on the slum target has not been sufficient tocounter the demographic expansion in informalsettlements in the developing world. In this sense,efforts to reduce the numbers of slum dwellers areneither satisfactory nor adequate.

1 UN-Habitat - United Nations Human Settlements Programme

As part of our drive to address this crisis, UN-Habitat

is working with the European Commission and theBrussels-based Secretariat of the African, Caribbeanand Pacific (ACP) Group to support sustainable urbandevelopment. Given the urgent and diverse needs, wefound it necessary to develop a tool for rapid assessmentand strategic planning to guide immediate, mid andlong-term interventions. And here we have it in theform of this series of publications.

Te Participatory Slum Upgrading Programme is basedon the policy dialogue between UN-Habitat, the ACPSecretariat and the European Commission which datesback to the year 2002. When the three parties met atUN-Habitat headquarters in June 2009, more than 200

delegates from over 50 countries approved a resoundingcall on the international community to pay greaterattention to these urbanization matters, and to extendthe slum upgrading programme to all countries in theACP Group.

It is worth recalling here how grateful we are that theEuropean Commissions 9th European DevelopmentFund for ACP countries provided EUR 4 million (USD5.7 million at June 2011 rates) to enable UN-Habitatto conduct the programme which now serves 59 citiesin 23 African countries, and more than 20 cities in sixPacific, and four Caribbean countries.

Indeed, since its inception in 2008, the slum upgradingprogramme has achieved the confidence of partners atcity and country level in Africa, the Caribbean and inthe Pacific. It is making a major contribution aimedat helping in urban poverty reduction efforts, as eachreport in this series shows."

I wish to express my gratitude to the EuropeanCommission and the ACP Secretariat for theircommitment to this slum upgrading programme. Ihave every confidence that the results outlined in thisprofile, and others, will serve to guide the developmentof responses for capacity building and investments inthe urban sector.

Further, I would like to thank each Country eam fortheir continued support to this process which is essentialfor the successful implementation of the ParticipatorySlum Upgrading Programme.

Dr. Joan ClosExecutive Director, UN-Habitat


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EXECUTI

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EXECUTIVE SUMMARY

INTRODUCTION

Te Participatory Slum Upgrading Programme(PSUP) is an accelerated and action-oriented urbanassessment of needs and capacity-building gaps at thecity level. Te programme is supported by funds fromthe European Commissions European DevelopmentFund and it is currently being implemented in over 30African, Caribbean and Pacific Countries. PSUP usesa structured approach where priority interventionsare agreed upon through consultative processes. TePSUP methodology consists of three phases: (1) arapid participatory urban profiling at national andlocal levels, focusing on Governance, Local EconomicDevelopment, Land, Gender, Environment, Slums and

Shelter, Basic Urban Services, and Waste Management,and proposed interventions; (2) detailed priorityproposals; and (3) project implementation. PSUP inSolomon Islands encompasses a national profile, as wellas profiles for Honiara, Auki and Gizo, each publishedas a separate report. Tis is the Gizo report and itconstitutes a general background, a synthesis of the fivethemes; governance, informal settlements and housing,urban-rural economy, security and resilience, and landand planning.

BACKGROUND

Gizo is the provincial centre for Western province andis located approximately 370 kilometres from Honiara,the capital of Solomon Islands. It serves as the maineconomic link between Honiara and the rural villages inthe Western province. Gizo has a population of 7,177and has been growing rapidly over the recent decades tobecome the second largest town in the Solomon Islands.

Gizo is renowned for its sparkling lagoon and primediving sites and is a major tourist destination in thecountry. But, in spite of this favourable economiccondition, Gizo still experiences high rates of poverty asreflected in the rapid growth of sub-standard housing.Inadequate water supply, lack of amenities (sanitationand solid waste management in particular), and a risein informal settlements are key features of Gizo. Temajor concerns for the Western Provincial Authority1(WPA) are: (1) good governance, effective townplanning and management of informal settlements andland mobilization to meet the demands of the growingtown population and, (2) the provision of quality urbanenvironmental services.

GOVERNANCE

Te Western Provincial Authority is mandated underthe Provincial Government Act (PGA) and the ownand Country Planning Act (CPA) to provide town

1 Western Provincial Authority (WPA) and Gizo authority are

used interchangeably. They refer to the provincial executive or

government that heads the provincial administration.

planning and urban management to the urban and rural

population on behalf of the central government. Tecapacity to deliver better services and good governanceare the main concerns that the Western ProvincialAuthority faces as it tries to respond to new challengesafter years of neglect and political interference. TeAuthority is under-resourced, poorly equipped andlacks skilled human resources. It is further constrainedby the dependence on (limited) central governmentgrants and poor internal revenue, which is currentlyaddressed through the operation of the ProvincialGovernment Strengthening Project (PGSP).

Public participation in civic issues affecting the welfare

of citizens is weak. Te setting up of the Gizo ownCommittee (GC) and a Local Business Group(LBG) in Gizo may provide the entry point forbetter governance. It will also require coordinationby the Western Provincial Authority to improvecommunication and meaningful participation fromvarious stakeholders in Gizo.

INFORMAL SETTLEMENTS AND HOUSING

About 25 percent of Gizos population (7,177) residesin four informal settlements and pockets of temporaryhousing located on crown land. Informal settlements aresituated on vulnerable locations such as on steep slopesand swampy areas. Te residents of these settlementslack water, sanitation, health services, power, security,garbage collection facilities, and security of land tenure.Tey are at risk should the Commissioner of Lands givethe land to property developers. Te quality of housesin these settlements is poor as they are erected frombush materials. Residents of these settlements dependentirely on informal economic activities for their dailysurvival.

Gizo Authority is unable to effectively address theincreased demand for better infrastructure and servicesin these settlements. Te Authority does not have apolicy to manage or upgrade informal settlements orthe resources and personnel to implement an actionplan. Te key challenge for Gizo authorities andphysical planners is to improve planning and effectivelyimplement a strategic action plan that better managesinformal human settlements.

THE URBAN-RURAL ECONOMY

Gizo Authority relies on three main sources of revenuefor its budget; internal revenue (fishing, logging,business licenses, land rent, property rates, andtransport levies), which contribute 45 percent, annualgrants from the central government (42 percent) and

the remaining 13 percent from the Provincial CapacityDevelopment Fund (PCDF). Internal revenuecollection has improved from 47.5 percent in 2009 to


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EXECUTIVESUMMARY

75 percent in 2010. Businesses contribute 38 percent

of Gizo Authoritys total internal revenue, followedby return from investments (36 percent). Tere is aneed to diversify the economic base, to build properroad networks and improve inter-island shipping toencourage more rural people to participate in the localeconomy.

SECURITY AND RESILIENCE

Law and order is provided by the Central Governmentthrough the Royal Solomon Islands Police Force(RSIPF). Te Gizo police station is manned by 34staff who work with few resources under poor working

conditions. Te security situation in Gizo is describedas peaceful except for minor incidences relating todrinking beer in public. Te major challenge for thepolice is to contain drinking beer in public places andto provide effective policing as the population in Gizoincreases.

URBAN RESILIENCE

Gizo town is located along the coast and is vulnerable tosea level rise. Te itian and Fishing Village are locatedless than ten metres from the shoreline and are the mostvulnerable settlements on Gizo Island. Climate change

and natural disasters are a growing concern with theincreased frequency and intensity of weather events(earthquakes, landslides and storm surges). However,people continue to build their houses on steep gradients,along the coastal and low-lying areas. Te key challengefor the Gizo Authority and the central governmentis to relocate the most vulnerable settlements and toensure zoning and development controls are in place toprevent future construction on steep sites and along thecoast in the future.

LAND AND PLANNING ISSUES

Access to land is a critical issue in Gizo as the processof acquiring land is lengthy given that power to allocateland rests with the Commissioner of Lands in Honiara.Gizo town suffers badly from ineffective planningas evidenced by poor parking, poor road design, lackof recreational areas, and poor drainage. Te rapidgrowth of informal settlements and erection of sub-standard housing on steep slopes are signs of ineffectiveplanning and poor enforcement of land and planningregulations. Te key challenge for policy makers andphysical planners is to effectively and systematicallyaddress the rising number of unregulated settlementsin Gizo. Shortage of skilled personnel, funds, andresources are additional obstacles in the improvement

of the towns management.


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BACKGROUND

INTRODUCTION

Urbanization is increasingly seen as the heart of socio-economic transformation in the Solomon Islands as itbrings in greater wealth and economic opportunitiesfor the national population. However, unless theseeconomic opportunities are managed effectively througha balanced growth development policy, they can leadto increase in urban poverty1, a rise in socio-economicinequality and informal settlements poorly served withbasic services as experienced in the Solomon Islands(APHEDA, 2009, UNDP/SIG 2008). In recognitionof the need to better respond to these challenges, theMinistry of Lands and Survey has requested UN-Habitat for financial support to undertake Urban

Profiling in the Solomon Islands (Kudu, 2010:2).Urban Profiling embraces a sequence of actions takento assess the standard of existing urban services inorder to identify development needs and capacityissues at national and local levels. Urban Profiling hasbeen widely applied in over 30 countries in Africa, theCaribbean and the Pacific under the Participatory SlumUpgrading Programme.

Tis study intends to assist Gizo authorities to identifydevelopment needs and capacity issues that will supportthem to design enabling urban policies and regulationsfocusing more on poverty reduction at the provincialand rural levels. Tis is vital because it contributes

towards efforts to achieve the Millennium DevelopmentGoals of reducing by half the number of people withoutsustainable access to safe drinking water and achievingsignificant improvements in the lives of at least 100million people living in informal settlements by 2020.Te study focuses on five key areas: governance, informalsettlements and housing, urban-rural economy, securityand resilience, and land and planning issues.

METHODOLOGY

Urban Profiling consists of three phases:

Phase one deals with the use of localized questionnairesto collect information and seek opinions of seniorrepresentatives of public, private and popular sectorinstitutions at national and city-levels, examininggovernance structures and approaches, in selectedthematic areas, in order to agree on priority interventionsand to formulate detailed proposals through broad-based city consultations, using the SWO analysisframework,

Phase two undertakes pre-feasibility studies on selectedpriority projects, and

1 Poverty in the Solomon Island context does not necessarilymean hunger or destitution, but rather struggling to meet daily

living costs, especially for those that require cash payments

(UNDP/SIG, 2008:10).

Phase three consists of project implementation,

linking them to potential capital investment financingopportunities.

Tis report presents the outcome of phase one of theGizo own Profile.

STRUCTURE OF THE REPORT

Te report has three main sections. Section oneprovides the background situation and includes townadministration and basic urban services. Section twoassesses the five key themes: governance, informalsettlements and housing, urban-rural economy, urban

security and resilience, and land and planning issues,pertaining to their structures, regulatory framework,resource mobilization, and accountability andperformance. Section three presents a SWO analysisand outlines the project priorities for each of the fivekey areas.

THE DEVELOPMENT OF GIZO TOWN

Gizo is the provincial centre for the Western Provinceand it is located approximately 370 kilometres fromHoniara, the capital of Solomon Islands. It wasdeveloped in the 1950s as the main economic andadministrative centre for the Western district (nowprovince). Gizo has a population of 7,177 (includingsettlements on Gizo Island) with an annual growthrate of 12 percent (SIG, 2011). It has been growingrapidly in the recent years to become the second largesttown in the Solomon Islands (Kudu, 2010:6) andprovides central services and market to surroundingrural communities. Tis rapid growth rate is alarmingand poses a critical concern for the Western ProvincialAuthority,2 given the fact that access to adequate watersupply, waste management and sanitation are already apressing issue in Gizo.

Gizo has benefited from major development projects inthe recent years making the town an attractive place forinter-island migration, more so than other sub-stationsin the province. Te increasing inter-island migrationto Gizo after the April 2007 tsunami has accelerated thegrowth of informal settlements and temporary housing,contributing to the daunting task for the WesternProvincial Authority and physical planners to providefor a healthy and vibrant economic town.

2 The Western Provincial Authority is the elected government,

headed by the Premier. It is used interchangeably with the Gizo

authority in this report.


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THE TOWN ADMINISTRATION

Te Western Provincial Authority is mandatedunder the Provincial Government Act and the ownand Country Planning Act to provide effective andsustainable town planning and management, servicedelivery and administration to residents of Gizo andthe surrounding areas. Te Provincial GovernmentAct allows for the Western Provincial Authority to setproperty rates, market fees and business licenses andto collect such revenues. In executing these duties,the Western Provincial Authority has been historicallyaffected by bad governance and weak finance andtechnical capacity, leading to poor delivery of qualityadministration and planning. High dependency on

(limited) central government grants

3

a small internalrevenue base and weak collection continues to affecteffective service delivery in Gizo.

Te ongoing political interference in the budget,staff appointments and promotions has hamperedthe effective administration of Gizos affairs over thepast years. However, following the operation of theProvincial Government Strengthening Project (PGSP)4internal revenue collection has improved and soundfinancial management practices are in place, leading toimproved work ethic and work outputs (Rodi, 2011).Te Western Provincial Authority however, still lackscapable personnel in some of its departments, partly dueto lack of housing availability in Gizo and a constrainedoperational budget, limiting the Western ProvincialAuthoritys ability to effectively execute its mandatoryduties and functions.

Te Western Provincial Administration has a total staffof 190, of which 130 are direct employees and 60 havebeen transferred from the central government. Directemployees occupy the lower and middle technicallevel and about 10 percent of the upper managementlevel. Many of these employees are inexperienced andunskilled and lack the technical and administrativecapacity to execute their duties effectively. Prioritytherefore, should be given to these direct employeesfor long and short term training in technical andmanagerial areas.

3 WPA received 62.5 percent of SBD$13, 645,621 from the

Central Government and 37.5 percent or SBD$5,117,107 from

internal revenue (Western Province, 2009/10).

4 The Provincial Government Strengthening Project (PGSP) is

funded by the UNDP and operates through the Ministry ofthe Provincial Government. It is aimed at building the capacity

of the Gizo Authority in terms of financial management and

planning.

Gizo authorities face many critical capacity issues. A

corporate planning framework, which integrates otherstakeholders (civil society, donors, private sector, andgovernment) to provide a platform that can ensureeffective delivery of services to Gizo residents and ruralcitizens, is recommended. Te framework is likely toenhance effective planning, management and controlin areas of settlement planning and illegal developmentand to enforce Gizo policies on standard buildings anddesign in the interest of the long term planning andmanagement of the town. Tere is need to strengthenlocal governance in order to sustain its legitimacy andimprove capacity of other institutions and departmentsto discharge their functions (Storey, 2006:6) moreeffectively. Tis requires a combination of legal,

administrative and financial reforms.

BASIC URBAN SERVICES

As Gizos population grows rapidly, so does the solidwaste generated from households, industries, offices,local markets, and shops, which has a negative impacton the coastal environment. Gizos high urban growthrate places a heavy demand on already stressed servicesand infrastructure. Te existing water and seweragereticulation systems, which were designed for apopulation of 1,000 people in the 1950s, cannot copewith the present demands.

SOLID WASTE MANAGEMENT

Te town lacks proper landfill facilities and dumpingand burning of solid waste on open land is common.Gizo town suffers badly from littering and lackof regular rubbish collection. Tese problems arecompounded as Western Provincial Authorities lack thefinancial resources, proper refuse facilities and skilledhuman resources. Solid waste management is therefore,a critical environmental issue for the Western ProvincialAuthorities.

WATER

Gizo town has been experiencing deterioratingwater quantity and quality over recent years. Teexisting water system was designed in the 1950s for apopulation of 1,000 and cannot cope with the presentdemand. Solomon Islands Water Authority (SIWA)is yet to formally set up in Gizo. About 60 percent of1,335 households in Gizo that have access to the watersupply, which includes shared communal stand pipes,have no metres. Water is an issue that needs urgentattention by the Water Provincial Authorities in closeconsultation with donors, the private sector, and civilsociety organizations.


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SANITATION

Gizo has a sewerage system that serves less than 30percent of 1,335 houses in Gizo. Te new buildingsuse septic tanks. Te majority of houses that are locatedalong the coast dump their human waste into the bushand near the sea.

EDUCATION

Gizo and nearby villages have six pre-schools, fourprimary and three secondary schools, with more than2,000 students and 96 staff members. Tese schoolswere destroyed during the April 2007 tsunami andhave been rehabilitated with financial support from the

New Zealand Agency for International Development,Australian Agency for International Development andEuropean Union (EU), allowing for adequate spacefor students and staffing needs. Student to staff ratioin most schools has been reduced to 35:1 comparedto 60:1 in 2008. Tere is still a need to improve theexisting teaching facilities in some schools and to builddecent houses for teachers.

HEALTH

Gizo town and surrounding communities are servedby Gizo hospital and two aid posts, with a total staff

of 62 (42 nurses, three doctors and 17 nurse aids).Te hospital has 3 wards and 30 beds with a staff topatient ratio of 1:50. Acute respiratory diseases suchas pneumonia, malaria and diarrhoea are the mostcommon diseases. Te existing hospital was built inthe 1950s and was badly damaged by the April 2007tsunami. Te Japanese Government funded a newhospital, which was officially handed over to the centralgovernment on 19 August 2011. Te new hospital willbe a referral hospital; therefore it is critical that theexisting aid posts are upgraded to the status of clinicso that accessibility to health services is improved forGizo residents and other villagers near the town. Temajor challenge for the Western Provincial Authority

is to maintain the standard of the new hospital and itsfacilities.

GARBAGE COLLECTION

Garbage collection is a critical environmental issue inGizo. Te Western Provincial Authority set up the Gizoown Committee5and receives an annual grant of SBD150,000 to carry out garbage collection in the town.Gizo own Committee lacks proper landfill equipmentand the use of open spaces for garbage disposal andburning is frequently practiced in Gizo. Te mainlandfill is located on the coast, approximately threekilometres from the town. Garbage is often pushed intothe sea polluting the marine and coastal environments.

Lack of proper refuse facilities, shortage of workers andlimited funds continues to affect service collection inGizo. Tis has led to residents dumping their garbage inthe bushes and along the roads which is an eyesore. Solidwaste generated from shops, households and offices aredumped on the roadside and often not collected forweeks, creating public health and road safety risks andresulting in the degradation of the environment.

Te current environmental regulations and by-lawsneed re-enforcement and reviewing to better reflectthe changing socio-economic climate (for example,regulation governing littering in public places). rainingin environmental planning and assessment for staff isvital as well as environmental awareness programs forGizo residents. Te need to work together with all urbanstakeholders with regards to environmental planning

and management is critical, if the environmental imageof Gizo is to be improved and in order to enhancetourism development.

Tere is need for wider participation from the Gizocommunity in waste management and to educateresidents to be more responsible for their waste. Techallenge for the Gizo own Committee is to providerubbish bins in strategic locations in the town and toresume with garbage collection on a regular basis.

5 Gizo Town Committee consists of representatives from theWorld Wildlife Fund, Telekom, Red Cross, and the community.

The committee works closely with the Western Provincial

Authority in managing the urban environment in Gizo town.


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PUBLIC TRANSPORT

Public transport is yet to be formalized in Gizo, buttransport providers cooperate informally to set theircharges, which results in uniform, zone based fares.Te main road in Gizo is tar-sealed, while other feederroads that lead to residential areas in Gizo and to theinformal settlements and villages are not properlymaintained. Te use of out-boat motor is common fortravel between the town and other islands. Air transportroutes connecting Gizo to other islands and Honiaraare also reliable but too costly for the majority of thepopulation. Inter-island transport linking Honiaraand other islands in the province operate in Gizo.Tis makes Gizo town alive and busy as people from

different islands and provinces are able to interact witheach other on a daily basis.

ELECTRICITY SUPPLY

Te Solomon Islands Electricity Authority (SIEA)provides power for about 50 percent of householdsin Gizo. Te informal settlements and pockets oftemporary houses in the town boundary are not servedby the Solomon Islands Electricity Authority powersupply. Most of these households rely on kerosenelamps, firewood and candlesticks as their sources ofpower.

Power supply in Gizo is sufficient to meet the presentdemand, but with the increase in development activitiesin and around Gizo, there is need for the SolomonIslands Electricity Authority to assess its capacity tomeet increased demand for electricity in the future.

COMMUNICATION AND BANKING SERVICES

elecommunication services in Gizo and surroundingareas are provided by elekom and B-mobile. Postal andbanking services are provided by the Australia and NewZealand Bank (ANZ) and the Bank of the South Pacific(BSP). Accessing loans from banks usually requires

huge capital and collateral items for security, whichmany people lack, especially the urban poor and low-middle income earners. Te challenge for the WesternProvincial Authority is to assist low-income earners toaccess commercial banks and other available micro-loanschemes.


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GOVERNANCE

Te Provincial Government Act provides for three levelsof governance,1where the central government transfers

certain functions and powers to the provincial andarea levels to administer on its behalf. Te Act allowsfor transfer of personnel from the central governmentto the provincial level and creates a dependency linkbetween these levels of governments and duplication2of resources.

Te Western province has 26 wards and each wardelects their provincial member for a four year term. Teelected provincial members then, elect the Premier tohead the provincial executive. Te Premier appointsits ministers to oversee the overall administration ofdifferent departments.

Governance in Gizo over the years has been consistentlyplagued by malpractices, limited finance, poor internalrevenue collection, inadequate and lack of skilled andexperienced personnel, and poor accountability. Teseissues have impaired effective administration and servicedelivery in Gizo and surrounding rural areas which hasbeen exacerbated by dependence on (limited) centralgovernment grants and poor internal revenue collection.

Te Western Provincial Authority does not have ahuman resource development policy or a system to

1 The current legal instrument provides for three levels of

government: national, provincial and area council.

2 The central government makes laws, budget and plans for

development at the national level, so does the provincialand area councils at their respective levels. Each levels of

government operate independently and as a result each has its

own budgets and development plans.

measure work performance of individual employees.Promotions and recruitments are done on the basis

of who you know best or wantok bisnis and this hasresulted in poor work outputs and poor service delivery.

Accountability and transparency is weak, partly due tolack of technical and managerial capabilities. Politiciansoften interfere in planning decisions, staff promotions,allocation of funds, awarding of contracts, andappointment of staff. As a result, basic urban services inGizo have not been improved and no new investmentshave been made in the area of basic urban serviceprovision.

Tere is lack of public participation in town mattersaffecting the welfare of the citizens and local and

international NGOs active in Gizo appear to work inisolation with no formal mechanism in place to allowfor partnership. Gender equity is given low priorityand consideration by the management of the WesternProvincial Authority. Te recent establishment of theGizo own Committee and a Local Business Group(LBG) in Gizo may provide the entry point for bettergovernance. Tis needs coordination by the WesternProvincial Authority to improve communication linksand meaningful participation from various stakeholdersin Gizo.

Te Western Provincial Authority lacks the capacityand resources to implement policies effectively.Building strong partnership with key stakeholderssuch as local and international NGOs, donors andthe private sector is therefore critical. Partnership


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arrangement often enhances sharing of information;

reduces duplication of actions and resources andbuilds good working relationships among differentstakeholders. Storey (2005:6) for instance, states thatcreating better communication through partnershipand the ability to respond to issues, rather than to lead,are seen as building blocks of effective local governance.Te challenge for the Western Provincial Authority is tobuild and maintain a strong development partnershipwith all stakeholders in Gizo.

THE INSTITUTIONAL SET UP

Te Western Provincial Authority depends on the

central government (through the Ministry of theProvincial Government) for its budgetary support,which is inadequate to improve services in Gizo.It also receives tied-funds for specific projects andprograms.

Insufficient funds and weak administrative capacitycontinue to impede the effective delivery of servicesand physical planning.

Decision making is still heavily top-down.

A number of civil society groups are actively involvedin urban affairs but no formal mechanisms exists toformalize their activities such as a public forum to

collectively engage all stakeholders in civic affairs,and

Outsourcing of services (example garbage collectionand infrastructure maintenance) to the private sectoris an alternative option for improved service deliveryand employment creation. Tis is yet to be criticallyexplored by the Western Provincial Authorities.

REGULATORY FRAMEWORK

Te Public Health Act (PHA) empowers Gizoauthority to enforce health and environmental

standards in the town. Te Western Provincial Authority has the power

under the Provincial Government Act to makeby-laws, ordinances and regulations to controlgovernance at the provincial level.

Under the Provincial Government Act, the Ministerfor Provincial Government has the power to dissolvelocal government if they commit malpractices andto appoint a new competent team.

Te own and Country Planning Act (CPA)empowers the Physical Planning Departmentthrough the Provincial own and Country PlanningBoard (PCPB) to carry out physical planning anddevelopment control in Gizo, but lacks resource and

technical capacity to plan and manage Gizo town,

especially the informal settlements.

Te Western Provincial Authority has a building by-law to guide the standard of buildings and designin Gizo.

PERFORMANCE AND ACCOUNTABILITY

Tere is no performance and appraisal system thatexists and often direct employees are promoted onthe basis of who you know best or wantok bisnis.

Effective and efficient service delivery is a majorchallenge for the Western Provincial Authoritypartly due to the rapid urban population growth.

Te Premier is elected by the provincial membersand is often more accountable to them than to thecitizens.

Financial accountability has improved afterthe operation of the Provincial GovernmentStrengthening Project in 2009, but there is still needfor improvement in planning and budgeting.

Weak internal revenue, poor work ethics and limitedfinancial support from the central governmentcontinues to affect the ability of Gizo authority to

deliver quality services as expected by the citizens. Civil Society Organizations are active in Gizo but

lack effective coordination.

RESOURCE MOBILISATION

Te Western Provincial Authority receives anannual grant from the central government withconsiderable shortfalls to meet the minimumrequirement for basic service delivery to the urbanand rural population.

Te Western Provincial Authority receives internal

revenue which is too little to improve basic servicedelivery in Gizo.

Te internal revenue collection is still weak due toshortage of staff and outdated system of revenuecollection.


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AGREED PRIORITIES

Design new strategies to improve internalrevenue collection and diversify revenuebase.

Develop a comprehensive training policyand undertake staff development based oncapacity gaps and competence.

Design mechanisms to allow forwider participation from stakeholdersoperating in Gizo in order to improveaccountability and transparency.

Review the Western Province ownCouncil Ordinance 1995 to give moreadministrative and financial powers to theGizo own Committee.

Improve the budget and planningformulation processes to enable morecost-effective use of funds to give the bestreturn to the community.

Develop a framework that allows for localauthorities, stakeholders and communityparticipation in the project processes to

improve project sustainability.

GOVERNANCEN1

Project proposal Page 27

Review the Western ProvincialTown Council (1995) Ordinance

GOVERNANCEN2


Devise a new mechanisms toimprove internal revenue collectionand diversify revenue base


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An estimated 51 percent of Gizos total population residesin four main informal settlements1and several scattered

pockets of temporary houses located within and on theedge of the Crown land (Zutu, 2007, SIG, 2011). Highpopulation growth rates and the influx of rural-urbanmigration are primarily considered as key factors for theprolific growth of informal settlements in Gizo. Teseinformal settlements exert additional pressure on theexisting basic urban services infrastructure, especiallyon the water, health and education services.

Te popular places for new rural migrants andurban poor to erect their houses are on steep slopesand swampy areas which are considered unsuitablefor formal development. Most people prefer to settlein such areas because the risk of being evicted by the

Western Provincial Authority is low.Informal settlements in Gizo are often excluded fromthe mainstream of urban management and physicalplanning. Tey are poorly served and lack water,sanitation, health, electricity, security, and garbagecollection services. Dumping of waste in opens spaceshas resulted in pollution and degradation of the naturalenvironment. Access to water supply is limited to fewcommunal shared stand pipes and most householdsuse kerosene lamps and candlesticks as their sources ofpower and firewood for cooking.

1 Informal settlements are; Mile six, Fishing Village, Nusu Baruku,

and District.

Te rising numbers of informal settlements in Gizoare not going to just go away. Te Western Provincial

Authority needs to factor in the informal settlements inthe physical planning of the town. Te key challengefor Gizos physical planners and policy makers is toreverse the rapid growth of informal settlements. AsJones (2010:8) puts it there needs to be a mindsetchange towards the informal settlements; they must beincluded as part of the western provincial main strategicmanagement plans.

Unemployment and poverty2 are growing in theseinformal settlements as reflected by the rising numberof informal economic activities, illegal and illicitactivities taking place in the settlements. Te rise offood prices in Gizo market due to limited food supply

has made it even more difficult for residents of informalsettlements to meet their nutritional requirements andhas further pushed the urban poor into the povertytrap. Te World Wildlife Fund (WWF) has set upthree marine conservation areas and several incomegenerating activities to assist residents of informalsettlements to earn a living, but the projects lack thecapacity to generate enough food or money to sustainthe increasing number of residents in the informalsettlements.

2 While it is difficult to figure out the exact levels of poverty in

Gizo due to lack of data, the SIG/UNDP (2008:9) estimatesthat poverty in all provincial centres (including Gizo) represent

about 13.6 percent of the total urban population (101,000) in

Solomon Islands.


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Tere are a number of internally displaced people still

living in tents, despite the Solomon Islands Governmentallocation of SBD 5million to assist people who wereaffected in the April 2007 tsunami (Solomon Star,20/04/11:3). Poor people in Gizo usually face growingdaily hardship as they rely on limited cash and foodfor their survival. Tey must weigh expenditure choiceson a daily basis often having to forego basic needslike food in order to pay school fees. Tere is need forthe Western Provincial Authority to collaborate withnational leaders, donors and NGOs to better respondto the needs of the urban poor in Gizo.

HOUSING

Tis is a critical issue for residents of Gizo and theWestern Provincial Authority. Te quality of housingin the informal settlements is poor. Houses areconstructed from a combination of bush material andcopper, cup-board, plywood, and under-size timber.Most houses occupy about 16 square metres of land andaccommodate an average household of seven people.

Te government houses in Gizo were built during thecolonial period and have been poorly maintained formany years, resulting in a large number of houses beingdeemed uninhabitable. Most of these houses have nowbeen sold to private developers. Further, the working

environment in Gizo is not conducive for productivityas most office buildings have deteriorated and are old,poorly designed and lack space and furniture. Tere isurgent need for the Western Provincial Authority toimprove the existing staff houses and provide decentstaff houses as well as an office complex in order toattract and motivate staff.

INSTITUTIONAL SET UP

Te power to undertake physical planning in Gizo isvested in the Provincial own and Country PlanningBoard. Te physical planning office is responsible

for settlement planning and development controlin Gizo, but it is under-resourced, ill-equipped andlacks the technical capacity to execute responsibilitieseffectively.

A mechanism exists within the own and CountryPlanning Act that allows for wider participation inthe planning processes. But without a Local PlanningScheme (LPS), wider participation remains to bedemonstrated.

A lack of physical planning in Gizo, in spite of asub-division plan.

Te power to allocate land rests with the

Commissioner of Lands in Honiara. Te Lands Unitin Gizo coordinates land matters and makes relevantrecommendations to the Commissioner of Landsfor decision on land allocation and registration.


Te own and Country Planning Act guides thedevelopment of Crown Land. Te power is delegatedto the Provincial own and Country Planning Boardof each provincial town including the Honiara CityCouncil (HCC).

Te Lands and itle Act (LA) administrates theallocation and registration of land.

An existing building ordinance to guide buildingconstructions exists but it is not enforced due tolack of staff.

Tere is no land policy or implementation planspecifically designed to assist residents of informalsettlements to acquire decent housing.

Gizo has no Local Planning Scheme to ensureorderly development of the town.

Lack of a building inspector to carry out enforcement

notices on illegal developers has led to an increase inillegal developments.


Gizo town has no budgetary support for developmentof new residential sites.

Te Ward Development Grant (WDG) is limitedand often directed by personal decisions rather thanby strategic plans.

Politicians have access to a number of funds (RuralConstituency Development Fund, Micro-scheme

and Livelihood) but such funds have not been usedto improve the livelihoods of Gizos residents.

Lack of partnership arrangements to permit orencourage wider community participation in servicedelivery particularly in the informal settlements.


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AGREED PRIORITIES

Develop a base-line settlement surveyto determine the level of informalsettlements in Gizo town.

Regularize informal settlements throughsubdivision plans so that settlers are giventhe opportunity to acquire Fixed ermEstates (FE).

Develop a comprehensive policy and plansfor informal settlement upgrading.

Establish community groups to coordinate

activities such as garbage collection.

Undertake awareness programs in theinformal settlements so that residentsknow and better understand their rightsand obligations as squatters.

Establish development partnerships withstakeholders to administer and coordinateNGO and donor assistance to thesettlements.

Upgrade the existing government staffhouses and build additional houses and

a new office complex for the WesternProvincial Authority.

INFORMALSETTLEMENTSAND HOUSINGN1


Develop a base-line survey todetermine the trends and socio-economic conditions of informalsettlements

INFORMALSETTLEMENTSAND HOUSINGN2


Develop subdivision plans for theinformal settlements in Gizo


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Western Province depends on three main sourcesof income for its budget. Internal revenue (business

licenses, land rent, basic rates, property rates, returnfrom investments, and transport levies) is expected tocontribute 45 percent, central government grants 42percent and Provincial Capacity Development Fund(PCDF) 13 percent towards it 2011/12 fiscal year (SBD17,967,295). Tere is still lack of a major shoppingcentre in Gizo. More than 30 retail shops operate inGizo, of which 85 percent are owned and managedby Chinese descendants. Te business sector generatesjust above 38 percent of Gizo internal revenue. Asmall part of Western Provincial Authoritys internalrevenue comes from tourism1, land rent, basic rates, andproperty rates. Internal revenue collection has improvedfrom 37.5 percent in 2009 to 75 percent in 2010 fiscal

year (Western Province 2009/10 budget).

Gizo serves as the main economic link betweenHoniara and the rural villages in the Western province.International NGOs such as World Vision, Red Cross,Save the Children, and World Wildlife Fund (WWF)have established their branches in Gizo to enhanceservice delivery to the urban and rural population.Te commercial sector is increasing with major privatefirms such as elekom, Australia and Zealand Banking(ANZ), Bank of the South Pacific (BSP) Dalgro,Bowmans Hardware, and South Pacific Oil (SPO)operating in Gizo alongside small tourism operators.1 Gizo has a hotel which provides more than 150 rooms and

15 motels providing around 300 rooms that are owned andmanaged by local residents. There is potential for tourism

to grow in Gizo if the government assist tourism operators

financially to grow their businesses.

Statutory firms like the Solomon Airlines, SolomonIslands National Provident Fund, and Solomon Islands

Electricity Authority have also set up offices in Gizoand contribute to the local economy.

Gizo has benefited from three major multi-milliondollar projects, making the town an attractive place forinter-island migration more so than other sub-stationsin the province. Te new hospital in Gizo was fundedby the Japanese Government and has been officiallyhanded over to the central government Te upgradingof the existing playing field to a new sport stadiumfunded by Solomon Islands Football Federation (SIFF)will further stimulate economic growth in Gizo once itis completed.

Economic activities in Gizo have created considerableemployment opportunities for the local population. Tepublic sector provides up to 60 percent of employmentopportunities for the urban population in Gizo,followed by the service sector (30 percent) and donorprojects (10 percent). Gizo also holds major sportingevents and cultural shows annually, which contributeto the local economy.

THE INFORMAL SECTOR

Unregulated informal economic activities exist in Gizoand include the selling of betel nuts, cigarettes, greencoconut, fish, and plastic bags next to the local market.Gizo market has limited places for market vendorsto display their products and is often overcrowdedwith traders. People employed in the informal sector


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work for longer hours in unhygienic and unsafe

environments. Given the importance of the informalsector for the unskilled and unemployed rural andurban dwellers, it is of critical economic importancethat the Western Provincial Authority and Gizo ownCommittee improve the existing market conditions andavoid congestion.

LINKING RURAL-URBAN ECONOMIES

Western province consists of five main islands and manysmaller ones. Terefore there is need to decentralise anddeconcentrate certain services and functions from thecentral government to the provincial level in order to

improve service delivery to the rural areas. As part ofthe implementation strategy, the central governmenthas established beside Gizo town, four substations(Noro, Seghe, Munda, and Ringi) at the rural level toimprove service delivery to the rural villages. At therural level, not all rural areas are the same. Developmentissues vary from one region to another and from onevillage to another. Depending on where the village islocated, the services and economic opportunities alsodiffer. Economic opportunities for some rural villagesdepend on accessibility to markets in Gizo, Noro andMunda. Some politicians have recently promotedconstituency development strategies as a means toimprove servicesdelivery to the rural villages.

At the national level, the central government sets theoverall rural development framework and expects theWestern Provincial Authority to devise its own strategiesthat are appropriate to local conditions. However,urbanization policies remain neglected in the physicalplanning process in Solomon Islands.

TRANSPORTATION LINKS

Te provision of effective transport networks play acrucial role in enticing major investments to the ruralareas and improves the economic capacity of existingbusinesses. Improved access enhances populationmobility and creates opportunities for the rural peopleto travel to the urban areas to sell their produce and alsoaccess government and banking services.

Western province has four substations scatteredthroughout the province. Gizo is the main centrefor the province but lacks efficient links betweensubstations. Tere are disparities between these stationsin terms of socio-economic opportunities and thespatial distribution of basic services. In Gizo, there isan existing road that connects settlements on the islandto the town, but it has not been maintained for severalyears due to lack of funds and negligence by past localauthorities. Provision of basic urban services in thesubstations is poor.

A number of roads that connect rural villages to the

coast have not been maintained for several years makingtravel between sub-stations difficult. Most people relyon out-board motorboats to travel to Gizo, Noro, Ringi,Seghe, and Munda. Bad weather and rising costs of fuelhave negatively affected this transportation system. Airtransport between the main islands is well establishedand helps to promote tourism to the province. TeWestern province lacks a coherent and integratedtransport and communication system. Efficienttransport and communication networks are needed inorder to accelerate socio-economic development andservice delivery in the province.

Te Bank of the South Pacific and Australia and

Zealand Banking provide banking services in Noro,Munda, Ringi, and Gizo. Tis has improved access tobanking services for government workers and the ruralpopulation. Provision of telecommunications throughmobile phones also improved significantly in the ruralareas as elekom and B-mobile continue to spreadinto the rural areas throughout the country. Te majorchallenge for these two companies is to maintain qualityservices at an affordable rate, given the remoteness ofthe islands and rural villages.


Te central government is responsible for theprovision of all rural and urban infrastructure andthe Western Provincial Authority relies on thecentral government for budgetary support to meetinfrastructure development needs and operationalmatters.

Most government activities are sectorally-biasedwith little coordination between agencies, leadingto duplication of projects and inefficient use ofresources.

Te Western Provincial Authority is under-resourcedand poorly equipped. As a result, the authority isnot able to effectively implement its policies and to

improve on service delivery in Gizo and surroundingareas.

Te Western Provincial Authority needs to providea conducive business environment with incentivesfor the private sector to greater engage in economicactivities in the rural areas.

A number of local and international NGOs andchurch based groups are actively involved in servicedelivery in Gizo and the surrounding areas, but thereis no formal mechanism to harness this potentialpartnership.


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Te Provincial Government Act empowers theWestern Provincial Authority to pass ordinance andregulations that are seen as appropriate to enhanceeconomic growth in both rural and urban settings.

Te Provincial Government Act also gives powerto the Minister of the Provincial Government tosuspend any provincial government officials formalpractices and irregularities in the administrationof the town.

Rural and urban people elect representatives to theNational Parliament and Provincial Assembly torepresent their interests.


Te provision of quality services for both ruraland urban areas remain a key challenge for Gizoauthorities.

Poor internal revenue collection and limitedfinancial help from the central government hinderseffective delivery of services and rural development.

Lack of skilled human resources and weakadministrative capacity contributes to poor servicedelivery.

Civil society organizations and churches are activedevelopment partners in the rural developmentprocess, but lack government support.

Each provincial member is expected to ensure thatthere is fair distribution of economic benefits intheir region.

RESOURCE MOBILIZATION

Western Provincial Authority depends on centralgovernment annual grants to enable them provide

services to the people of Gizo and surrounding areas. Internal revenue collected is weak and inadequate to

meet quality service delivery.

Donors provide financial support for a numberof urban and rural service projects and create anopportunity to stimulate the local economy.

AGREED PRIORITIES

Improve existing basic urban services andhousing in Gizo and other sub-stationsto entice public servants to work in theprovince.

Upgrade the existing road infrastructureand communication links in order toenhance effective delivery of basic urbanservices, especially to the rural areas.

Upgrade the existing market facilities toimprove environmental, security and

health issues faced by market vendors. Build better infrastructure which is critical

for promoting investment in the ruralareas.

Decentralize more governmentfunctions and power to the area level ofgovernment.

LOCAL

ECONOMYN1


Upgrade the existing Gizo market

LOCALECONOMYN2


Upgrade the existing water supplyin Gizo


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RESILIENCE

SECURITY AND RESILIENCE

Law and order is provided by the Central Governmentthrough the Royal Solomon Islands Police Force

(RSIPF). Gizo is considered to be peaceful with nomajor incidences of crime or insecurity except for minorincidences related to drinking beer and homemadealcohol (kwaso) in public places. Juvenile delinquency,personal assault, domestic violence, and house-break-ins are common in Gizo. Te rise in crime is partly as aresult of a high rate of rural-urban migration, increasein unemployment rates among the youth, high rates ofalcohol consumption, and erosion of cultural values.Most of the crimes are committed by unemployedyouths in the informal settlements.

Poor street lighting in the towns commercial andresidential areas has contributed to rising crime, decline

in public safety and frequent shop and household break-ins in Gizo. Te situation threatens personal safetyand has wider repercussions on the local economy,investment and tourism industry.

Te delay in the construction of a new CorrectionalService Centre1 (CSC) in Gizo was as a result of aland dispute with squatters contesting a court orderinstructing them to move from the site. A new sitehas now been identified for the project. Tis incidentindicates that squatters are seen as a threat to newinvestment and pose a security threat for Gizo residentsas the population in the informal settlements continueto increase.

1 The Gizo Correctional Service Centre is funded by the AustalianAgency for International Development through RAMSI

strengthening programs in the Ministry of Police, National

Security and Legal Affairs.

While the police have performed well in response to crisissituations, public perception that they are undisciplined

and corrupt persists (Solomon Star, 14/5/11:2). Tislack of public confidence has led to private firms, NGOsand government bodies hiring private security firms toprotect their premises. Tis makes private security athriving business in Gizo. Te judicial system is alsoineffective as cases are not dealt with in a reasonabletime frame. Te situation is worsened by the fact thatthere is no Principal Magistrate Officer in Gizo to hearcourt cases that are beyond the power of the currentMagistrate Officer. Tis makes it harder for the policeand at times may discourage them from executing theirmandatory duties effectively.

Te police officers in Gizo police station work

with insufficient logistical support from the centralgovernment, in a poor working environment and withlimited cooperation from the communities to fightagainst crime. Te police also live in poor housingconditions. Given the rise in crime in Gizo in the recentyears, it is crucial that the number of policemen andwomen is increased and that they are provided withadequate resources to enable them to fight crime andprovide adequate security.

URBAN RESILIENCE

Te Solomon Islands and in particular those villages

and towns located along the coast and near the swampyareas are susceptible to climate change and naturaldisasters. In Gizo, vulnerability to climate change and


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natural disasters is becoming a major concern as many

people continue to build their houses on steep gradientsand along the coastal and swampy areas which areprone to natural disasters like earthquakes, landslidesand storm surges. After the April 2007 tsunami, manyvictims refused to return to their original homesdue to fear of future disasters. However, due to landdisputes and lack of clarity over the land tenure, areasfor re-settlements were not identified. Tis resulted inresidents continuing to rebuild their damaged homesin vulnerable areas (UNHR, 2011). Some people inthe informal settlements have returned to their originalsettlements close to the sea as the Western ProvincialAuthority failed to secure land for them to relocate to.Te key challenge for the Western Provincial Authority

is to ensure that land for relocation is made availableand to look to the Ministry of Environment for possiblefinancial support.


Te Royal Solomon Islands Police Force of thecentral government is responsible for providinglaw and order throughout the country. Te policestation in Gizo is urgently in need of upgrading asthe building is old, deteriorating and lacks space.A better working environment is likely to improvepolicing.

Te Correctional Service Centre (CSC) providesrehabilitation programs for prisoners as well asengaging churches to visit prisoners. Tese programsneed to be strengthened to involve participation ofcommunity leaders and civil society as well.

RESOURCE MOBILIZATION

Te Royal Solomon Islands Police Force dependsentirely on the central government for funds tocarry out policing throughout the country. Lack ofsufficient funds and logistics have often constrained

the police from executing effective policingthroughout the province, especially in the informalsettlements of Gizo.

Local courts are under-resourced and poorlyequipped, leading to court cases piling up andtaking up to several years to be heard. Tere is needto strengthen and provide sufficient resources tolocal courts so that they can operate effectively andenhance public confidence and trust.

Te Western Provincial Authority needs to workalongside the Royal Solomon Islands Police Forcein terms of planning for security and safety in Gizo.

Private security firms are actively involved in theprovision of security in several private premises inGizo.


Tere is lack of coordination between the lawenforcement and the justice systems.

Family disintegration and erosion of cultural valueshas led to lawlessness and decline in public safety.

Tere is need to improve community policing inand around Gizo by providing training and logisticalsupport to communities to enable them to betterrespond to crime and insecurity.

AGREED PRIORITIES

Strengthening the coordination betweenlaw enforcement agencies, the WesternProvincial Authority and communities.

Improve the working environment andcapacity needs for the police.

Improve logistics and resources forcommunity policing.

Empower the youth through capacitybuilding programmes to engage inlegitimate income earning activities.

Relocation of settlements and houses thatare most vulnerable to sea storms andlandslides.

Public awareness programs about theeffects of climate change.

Provide recreational facilities in Gizo.

SECURITY AND

RESILIENCEN1


Develop a detailed plan for a multi-purpose hall for youth in Gizo

SECURITY ANDRESILIENCEN2


Develop local climate change andresilience plans


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LANNING

LAND AND PLANNING

Gizo Island is small and covers approximately 37 squarekilometres of land (UNHR, 2011:10). It is also a Crown

land. Gizo town however occupies a small part of thisisland (141.5 hectares of land).

Te process of acquiring land in Gizo is lengthy (seetable 1) and the power to allocate land rests with theCommissioner of Lands in Honiara. Te long processof acquiring land is partly responsible for increasedillegal occupation of land. Tis problem was addressedby the Lands Strengthening Project (SIISLAP) byopening up a Land Centre in Gizo. Te Lands Centrein Gizo1 however lacks adequate and skilled humanresources, and is poorly equipped, which often resultsin ineffective land management and administration.

1 The Lands Centre in Gizo is staffed with two officers whohandle filing and recording of fixed term estate holders and

land applications. They also provide recommendations to the

Commissioner of Lands in Honiara for Land Allocation.

PLANNING

Gizo town suffers from ineffective planning in spiteof the existence of a Provincial own and CountryPlanning Board2. Tere is no local planning schemein Gizo, although a subdivision plan at the area levelis carried on a piece meal basis and lacks propercoordination resulting in a disorderly subdivision plan.

Effective planning in Gizo town is hampered byshortage of skilled personnel (to devise proper buildingcodes and site planning regulations to guide planningapproval), lack of funds and lack of building inspectorsto carry out inspections and enforcement of notices onillegal developers.

Gizo town needs a proper drainage system, well

planned parking areas, landscaping, installation ofmore street lights, and an improved road network.Physical planning and decisions making in Gizo seemsto be internally focused and there is little effort to allowfor wider public participation.

2 The Gizo Authority recommends to the Minister of Lands,

Housing and Survey candidates (then formally appoints them)

to be members of the Provincial Town and Country Planning

Board. They represent the Solomon Islands Water Authority,Telekom, Business Group, Environment, Works, and the Minister

for Lands (Chariman) for a period of two years. A Physical

Planner normally is the Secretary of the Board.


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While there is still enough registered land available in

Gizo town, lack of effective town planning has resultedin increased land use conflict. Tis may affect the futuredevelopment growth of Gizo and effective physicalplanning is seen as a critical issue that needs to be giventop priority. Te challenge for the Gizo authority andphysical planners is to improve urban planning andprovide good quality and affordable housing for thepoor.


Te power to undertake physical planning in Gizorests with the Provincial own and Country Planning

Board. Te physical planning office is responsiblefor settlement planning and development control inGizo and other government substations.

Te physical planning office in Gizo is under-resourced and is currently without an urban planner.

Te own and Country Planning Act allows forstakeholders to take part in the development of alocal planning scheme.

Te power to allocate land rests with theCommissioner of Lands in Honiara. Gizo LandsOfficers coordinate land matters and forwardrecommendations to the Commissioner of Lands for

decision making on land allocation and registration.


Te own and Country Planning Act is the onlyexisting legislation that determines the way Crownland is to be used and managed. Power is delegatedto the Provincial own and Country Planning Boardof each provincial town including the Honiara CityCouncil.

Planning appeals are referred to the Minister forLands, Housing and Survey, who has the power

under the own and Country Planning Act, toreject decisions made by the Provincial own andCountry Planning Board and grant final decisions.

Te Lands and itle Act administers the allocationand registration of land.

Tere are no building by-laws to guide buildingdesigns.

Tere is no land policy specifically designed to assistthe urban poor and squatters.

Tere are no building inspectors to carry outenforcement notices on illegal developers and to

carry out building inspections.


Gizo town has no budgetary support for developmentof new residential sites.

Te Ward Development Grant is limited and thereis lack of transparency in the allocation of funds.

Tere is no partnership arrangement in place toallow community participation in service deliverysuch as garbage collection.

AGREED PRIORITIES

Improve the logistic and human resourcecapacity of the Physical Planning and theLands Centre to effectively carry out theirduties.

Develop a local planning scheme for Gizotown including plans to upgrade informalsettlements in Gizo.

Improve coordination between developers,the own and Country Planning Boardand the Physical Planning Office inGizo to avoid squatting and illegal

developments on state land. Improve land administration and planning

processes.

Enforce planning regulations and Westernprovince building ordinance.

LAND ANDPLANNING

N1


Develop a Local Planning Scheme

for Gizo

LAND ANDPLANNINGN2


Design ways to mprove landadministration and planningprocesses


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LANNING

PROCESS OF ACQUIRING LAND

Step 1 Commissioner of Lands to identify an area of land and direct the Physical Planning Office toprepare a subdivision plan for the site.

Step 2 Physical Planners prepare a subdivision plan for the site, seek approval from the Honiara Town andCountry Planning Board, and forward the plan to the Surveyor General Office.

Step 3 Surveyor General prepares survey instructions. Upon approval of a subdivision plan by theSurveyor General, parcel and lot numbers are prepared and the subdivision plan submitted to theCommissioner of Lands for approval.

Step 4 Lot and parcel numbers are submitted to the registrars office for registration.

Step 5 The Commissioner of Lands advertises vacant land for the public to apply for.

Step 6 Screening of applications and allocation of land to successful applicants by the Commissioner ofLands.

Note: The Commissioner of Lands has the power under the Land and Title Act to decide on what sort of measures to be used when

allocating state land. Currently, direct allocation is commonly used which is susceptible to corruption.

TABLE 1:


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STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIESProvincialGovernmentStrengthening Projectcapacity building andtraining initiative.

Existing activities ofNGOs, churches anddonors in servicedelivery in Gizo.

Political support fromthe current Western

Provincial Authority.The WesternProvincial Authorityhas appointed aTown Clerk and newmembers of the GizoTown Council.

Annual subventionof SBD150,000 forGizo Town Councilfrom the WesternProvincial budget.

Existing by-laws forcontrolling littering.

Lack of a legaladvisor, office, skilledstaff, and resources.

Lack of adequatefinancial support fromthe Western ProvincialAuthority.

Continued diversionof funds to otherdevelopment areasand weak links

between the civilsociety groups,donors and theWestern ProvincialAuthority.

Lack of formaltraining for workers.

Corruption andwantok bisnis stillexists.

Existing WesternProvince by-laws

are not enforcedeffectively.

The Gizo TownCouncil lacks financialautonomy to spendits budget.

Donor support islikely for identifiedpriority interventions.

The Ministry of Lands,Housing and Surveys corporate plansto support urbanprograms.

Improving thestatus of Gizo TownCouncil to effectively

discharge itsmandated roles.

Fighting corruptionleads to improvedaccountability andtransparency.

There is room forwider civil societyparticipation in theurban planning andmanagement of Gizo.

Internal revenue is

likely to rise due toincreased compliancefrom the tax payers.

Political uncertaintyand politicalinterference inplanning anddecision-makingprocesses.

Lack of adequatefinancial support.

Need for improvedincorporation of Gizourban profile as part

of work plans andpolicies.

Weak technicaland administrativecapacity.

Corruption and lackof forward planning.

Review the WesternProvince TownCouncil Ordinance(1995) to give moreadministrative andfinancial power toGizo Town Council.

Design new strategiesto improve internalrevenue collectionand diversify revenuebase.


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GOVERNANCEN1

Project proposal

Review the current WesternProvincial Town Council 1995Ordinance

GOVERNANCEN2

Project proposal

Devise new mechanisms toimprove internal revenue collectionand diversify revenue base

LOCATION:Gizo own

DURATION:6 months

BENEFICIARIES: Gizo Provincial Authority, Gizoown Council and civil society in Gizo

IMPLEMENTING PARTNERS: Gizo ProvincialAuthority, Gizo own Council and civil societymembers with support from UN-Habitat

ESTIMATED COST:USD 25,000

BACKGROUND: Te Western Provincial ownCouncil (1995) Ordinance mandates the Gizo ownCouncil to be responsible for garbage management inthe town. Te Gizo own Council however, is poorlyequipped and resourced due to lack of sufficient funds.Te Council receives limited revenue from market fees,property rates and septic disposals. It lacks the power andtechnical capacity to effectively control funds as all its

revenue has to be deposited in one basket and managedby the Western Provincial Authority. In most cases, thebudgetary allocation for the Gizo own Council is oftendiverted by the Western Provincial Authority to meetother expenses.

OBJECTIVE: o improve the financial andadministrative powers of the Gizo own Council.

ACTIVITIES: (1) Engage a consultant to carry out areview of the existing Western Provincial own Council(1995) Ordinance. (2) Assess the areas that need to beamended. (3) Undertake consultations with relevantkey stakeholders in Gizo. (4) Develop a revised report.

OUTPUT INDICATORS: A revised WesternProvincial own Council Ordinance is completed,which gives more financial and administrative autonomyto the Gizo own Council.

STAFF REQUIRED: One experienced consultant(with planning and legal qualifications) with assignedfocal points in Gizo own Council and WesternProvincial Authority.

LOCATION:Gizo own

DURATION:8 months

BENEFICIARIES: Gizo Provincial Authority, Gizoown Council Business Sectors, tax payers, the informal

sector, and civil society membersIMPLEMENTING PARTNERS: Western ProvincialAuthority, Gizo own Council, and business peoplewith support from UN-Habitat


BACKGROUND: Te Western Provincial Authorityurgently needs an improved revenue collection systemand to diversify its revenue base. Inadequate fundsconstrain the ability of the Western Provincial Authorityto effectively deliver better services to the people and topay for ongoing operation costs. Tere is need to assessthe existing institutional situation to review processes,

assess the alternative revenue sources, establish acomputerized system, and consult taxpayers and otherstakeholders. Tis will in turn provide the basis forrecommendations to improve and strengthen the overallrevenue collection system of the Western ProvincialAuthority and in particular the proposed restructureand strengthening of the Gizo own Council.

OBJECTIVE: o improve revenue collection in theWestern Provincial Authority, compliance, transparencyand efficient financial management, monitoring andreporting.

ACTIVITIES: (1) Undertake an institutional needs

assessment of the Western Provincial Authoritysfinancial management systems through review ofrevenue collection and financial management withstakeholders. (2) Conduct consultations with keydepartments within the Western Provincial Authorityto agree upon revenue collections priorities. (3) Assessalternative revenue sources. (4) Conduct public debateswith stakeholders and other ratepayers to determineways of achieving compliance and improving financialmanagement.

OUTPUT INDICATORS: (1) A report highlightingthe areas for improvement. (2) A computerised revenuecollection system. (3) Alternative revenue sources

identified.STAFF REQUIRED: wo qualified staff memberswith backgrounds in finance.


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ETTLEMENTSANDHOUSING

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STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIESExisting activities ofNGOs, churches anddonors in servicedelivery in theinformal settlements.

A source of readilyavailable workers.

Provision of housingfor lower incomeearners.

Local socio-politicalinstitutions in theinformal settlements.

Lack of a physicalplanner and housingupgrading plans.

Lack of financialsupport fromthe WesternProvincial Authorityand the centralgovernment forinformal settlementsupgrading.

Poor service deliveryin the informalsettlements and weaklinks between thecivil society groups,donors and theWestern ProvincialAuthority.

Gizo Town Councilis poorly-equippedand under-resourcedto provide qualitygarbage collectionin the informal

settlements.

Lack of anenforcement officerto enforce the Townand Country PlanningAct and to controlillegal developments.

Weak enforcementof the Lands and TitleAct which prohibitsnon-title holdersencroaching on state

land.

Donor support ininformal settlementsupgrading.

Ministry of Lands,Housing and Surveyhas put in placeplans to supportinformal settlementsupgrading.

Improve the status ofGizo Town Council to

effectively dischargeits roles.

Improve the socialand physicalenvironment in theinformal settlements.

There is room forwider communityparticipation inthe planning andmanagement ofinformal settlements.

Internal revenue islikely to increasethrough increasedland rents.

More land availabilityand increase in thenumber of housingdevelopments.

Political uncertaintyand lack of politicalsupport.

Inadequate financialsupport.

Some informalsettlement residentsmay be displacedin the course ofsettlement upgrading.

Social disruption offamily linkages.

Loss of economiclivelihoods throughdestruction offarming land.

Corruption and lackof forward planning.

Develop a base-linesettlement survey forinformal settlementsin Gizo.

Regularize informalsettlements throughsubdivision plans sothat squatters aregiven the opportunityto acquire Fixed TermEstates to improvetenure security.

Develop acomprehensive policyand plans for informalsettlement upgrading.

Establish communitygroups to coordinatesettlement activitiessuch as garbagecollection.

Undertake awarenessprograms in theinformal settlements

so that the residentsknow and betterunderstand theirrights and obligationsas squatters.


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PROJECT

PROPOSALS-INFORMALS

ETTLEMENTSANDHOUSING

INFORMAL

SETTLEMENTS

AND HOUSINGN1

Project proposal

Develop a base-line surveyto determine the trends andsocio-economic conditions ofinformal settlements in Gizo

INFORMAL

SETTLEMENTS

AND HOUSINGN2

Project proposal

Prepare sub-division plans forthe informal settlements

LOCATION:Gizo own

DURATION:6 months

BENEFICIARIES: Gizo Provincial Authority, GizoPhysical Planners and residents of informal settlements

IMPLEMENTING PARTNERS: Gizo ProvincialAuthority, Gizo Physical Planners, and civil society withsupport from UN-Habitat


BACKGROUND:Approximately 51 percent of Gizospopulation (Census Report, 2009) live in the informalsettlements with poor access to water, sanitation, roads,housing, and garbage collection. Te Gizo ProvincialAuthority does not have reliable data available todetermine the trends of informal settlements and thechallenges that residents of informal settlements face.

OBJECTIVE: Document the scope of the socio-economic conditions and trends of informal settlementsin Gizo so that they can be used for future planning andpolicy formulation.

ACTIVITIES:(1) Engage a consultant to carry out asocio-economic household survey in existing informalsettlements. (2) Identify and assess the standard ofexisting infrastructure. (3) Undertake consultationswith relevant key stakeholders and informal settlementsresidents. (4) Develop an assessment report and database.(5) Digitise the information into a comprehensivedatabase.

OUTPUT INDICATORS: A computerized databaseand a report on the socio-economic situation in theinformal settlements.

STAFF REQUIRED: wo local consultants(Geographic Information Systems and Social Scientist)and four fieldworkers.

LOCATION:Gizo own

DURATION:12 months

BENEFICIARIES: Gizo Provincial Authority, GizoPhysical Planners and informal settlements in Gizo

IMPLEMENTING PARTNERS: Gizo ProvincialAuthority, Gizo Physical Planners, civil society members,and UN-Habitat


BACKGROUND:By 2009, more than 50 percent ofGizos population will be living in informal settlementswith poor access to water supply, sanitation, roads,housing, and garbage collection. Te Gizo ProvincialAuthority has not put in place any plans or policies toupgrade informal settlements or to assist residents ofinformal settlements to obtain security of tenure.

OBJECTIVE: Develop subdivision plans that arereadily available to guide land allocation and includeinput from beneficiaries.

ACTIVITIES: (1) Engage a planning consultant todesign subdivision plans for informal settlements.(2)Undertake consultations with relevant stakeholders andinformal settlements. (3) Identify and assess informalsettlements and residents that are likely to be affected.(4) Digitise the plans and ensure that they are approvedby the Western Provincial own and Country PlanningBoard. (5) Supervise field survey.

OUTPUT INDICATORS: (1) Subdivision plans are

computerized and surveyed. (2) A report on informalsettlements and residents that are affected will becompleted.

STAFF REQUIRED: wo local consultants(Geographic Information Systems expert and a qualifiedsurveyor).


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RURALECONOMY

30


STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES

The local marketis under themanagement of GizoTown Council.

Plans are underway toupgrade the existingmarket.

The WesternProvincial Authorityhas appointed newmembers to the GizoTown Council.

The Private Sectoris willing to providemaintenance ofthe existing marketbuildings.

Donors (AsianDevelopment Bankand AustralianDevelopment AidProgramme) fundedthe existing waterreticulation in Gizo.

AustralianDevelopment Bankis currently fundingdrainage clearance inGizo town.

Limited space andmarket facilities tocater for the largenumber of traders.

Lack of storage andlanding facilities formarket vendors.

Lack of adequateparking space forvehicles and lackof land for futureexpansion.

Lack of sufficientbudgetary supportfrom the WesternProvincial Authoritytowards thedevelopment of basicurban services in Gizotown.

Continuous diversionof limited fundsallocated to theWorks Unit to other

use.

The Works Unit of theWestern ProvincialAuthority lacksproper equipmentand machines toeffectively dischargeits duties.

Lack of coordinationbetween donors andthe Works Unit withregard to drainageimprovement.

Upgrading theexisting marketfacilities willstimulate economicdevelopment.

An Improvedsocio-economicenvironment formarket vendors andthe general public.

Establish partnershipnetworks betweendonors, communitygroups and theWestern ProvincialAuthority with regardto service delivery inGizo.

Storm sea and sealevel rise (climatechange) leadingto destruction ofproperty.

Social insecurity forthe vendors.

Unhygienic conditionsin the market whichputs vendors andbuyers at risk.

Change of provincialgovernment whomay not support theupgrading of themarket.

The present marketsite is limited and maynot be an ideal areafor the market.

Upgrade the existingmarket facilitiesto improve theenvironment, security,and health issuesfaced by marketvendors.

Improve delivery ofbasic urban services.

Upgrade theexisting road andcommunication linksto enhance effectivedelivery of services tothe rural areas, suchas education andhealth.


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PROJECT

PROPOSALS-THEURBAN-

RURALECONOMY

URBAN-RURAL

ECONOMYN1

Project proposal

Upgrade the existing Gizo market

URBAN-RURAL

ECONOMYN2

Project proposal

Upgrade the existing water supplyin Gizo

LOCATION: Gizo own

DURATION:5 months

BENEFICIARIES: Gizo Provincial Authority, Gizoown Council and residents of Gizo

IMPLEMENTING PARTNERS: Gizo ProvincialAuthority, Gizo own Council, civil society members,

and UN-HabitatESTIMATED COST:USD 25,000

BACKGROUND: Gizo has a population of 7,177(Census Report, 2009) who depend on the local marketas their main source of food supply. Local markets linkthe rural and urban economies as rural-based goods aresold at the Gizo market. Informal economic activitiesin Gizo provide job opportunities for residents of thetown and nearby rural areas. Gizo market lacks adequatespace which results in overcrowding. Te market alsolacks basic services such as storage f

Documents

Solomon Islands - Gizo Urban Profile