Challenges to leadership in partnership in Papua New Guinea
Papua New Guinea has two main forms of local government: urban and rural councils, which operate within a wider system of provincial government. Leadership in PNG comprises both modern (politicians and bureaucrats) and traditional (‘big-men’ and chiefs) types of leaders. Many local leaders (especially councillors) are involved in patronclient relations with national parliamentarians. The national government, delegates powers and responsibilities for community development and service delivery to local and provincial governments. At the community level, local councils operate in partnership with provincial governments and other agencies to support community schools, water supplies, tourism facilities, parks and wildlife areas. Local councils also collaborate with provincial governments in promoting women’s education and empowerment programs. In Port Moresby, the nation’s capital city, community development projects and commercial business have been impeded by escalating levels of crime and violence, by deteriorating physical infrastructure and lack of utilities, and by rising cost of goods and services. Port Moresby’s image as a dangerous city has adversely affected the country’s tourist trade and foreign investment.
The impact of crime on people and the economy has raised considerable concern among government officials, NGO workers and development aid experts. Fruitful collaboration between such enterprising people (backed by their respective organisations) has resulted in the development of an urban safety program – the Yumi Lukautim Mosbi or ‘let’s look after Moresby’ project. The project was initiated by the National Capital District Commission (NCDC), the local authority directly responsible for managing the affairs of the nation’s capital city with the support of AusAID-funded Law and Justice Sector Program (managed by ACIL Australia).The NCDC works closely with the Consultative Implementation and Monitoring Council (CIMC), which is ‘an independent organisation that brings together civil society, the private sector and government partners to develop policy and directly influence government decision making for the long term development of Papua New Guinea’ (CIMC Mission Statement).
The primary aim of this project is to make Port Moresby a safe and friendly city for people to live in. The general objectives of the initiative were designed to address major problems areas:
- Professional Police – to change the image of a brutal police force to one that is professional, disciplined and highly respected
- Restorative Justice – to address both victim and offender
- Governance – to ensure that public resources are managed and distributed in an equitable, transparent, and accountable manner
- Urban Planning and Development – to enforce efficient control in licensing and building approvals
- Liquor Licensing and Entertainment – to regulate the industry so that proper health and decency standards are maintained
- Informal Sector – to encourage small businesses within the informal sector to help address unemployment, while at the same time regulating the sector to discourage illicit activities
- Public Transport – to ensure that taxis and buses are clean, reliable and safe for passengers
- Public Awareness – to educate people to appreciate their capital city,respect public property,and treat each other with decency.
Two major constraints have been identified as adversely affecting the project’s impact.These are: lack of leadership to drive government policies, especially at the community level; and a ‘don’t care’ attitude in both community and bureaucracy. A major public awareness and educational program is being implemented through media advertisements to try and change public perceptions and behaviour. Addressing the lack of leadership is a challenging task with implications for a number of levels of government.The capital’s government (NCDC) is itself overcoming a history of mismanagement and corruption which has reduced public confidence in its ability to lead. Ongoing administrative reforms are improving governance practice, senior management is enforcing rules and procedures; managers are engaging in program budgeting and ensuring that budgets are respected. Local government, which should provide the link between the NCDC and the community has not been operational in NCD since 1995.This problem is further compounded by lack of traditional forms of leadership in urban squatter settlements and suburbs, and diminished legitimacy of both modern and traditional authority in urban villages.
Source: Ketan 2006
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