PT Mag Issue 9

JANUARY - MARCH 2022

PACIFIC INSIGHTS ON

INFRASTRUCTURE

PROCUREMENT

TENDERS

ISSUE 09

www.pacifictenders.com

JANUARY - MARCH 2022 / ISSUE 09

CONTENTS Published by Adkonect PNG PO Box 1954 Port Moresby, PNG www.adkonect.com.pg

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Business and Marketing Director Ms. Namoi Kaluae

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contact@pacifictenders.com sorbie@pacifictenders.com

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Editorial Enquiries email: media@pacifictenders.com or PNG Contact In country Marketing/Advertising Mr. sorbie Pandiruo

HONIARA ROADS GET AN UPLIFT Four Contractors awarded contracts to do road rehabilitation in Honiara ................................................................................................................................

BASELINE OR BENCHMARK? Reviewing The Pacific Infrastructure Maintenance Benchmarking Report ................................................................................................................................

DEPARTMENT OF WORKS LAUNCHES CONNECT PNG 2022 WORK PLAN

PG2023 GROUNDWORK DRIVES ECONOMIC ACTIVITY AND GROWTH > Games Facilities Ready by July 2023 > SINU Dorm Construction to commence May > Sport Federations encouraged to practice good governance > Sol2023 engages with local Security Firms

www.pacifictenders.com S.I +677 38229 PNG +675 75971524 PNG +675 75923057

SICCI 45TH AGM Solomon Islands Chamber of Commerce & Industry Hosts 45th Annual General Meeting, Elects New Board ................................................................................................................................

100% Road connectivity for PNG by 2040.

Government Performance update

Contributing Writers Mr. David Spring (Sydney, Australia)

Advertising Enquiries

COVID REMEDY: PACIFIC RESILIENCE

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Founder Publisher Mr. Rodney Rupokets rodney@pacifictenders.com

Editors Mr. Douglas Saefoa (Solomon Islands)

COVER STORY

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MAKING HONIARA GREATER AGAIN Review of the second consultation on the Greater Honiara Transport Master Plan Study (GHTMS) ................................................................................................................................

CEMA, 7 YEARS DOWN THE ROAD The DCGA acknowledged that cocoa and copra has been the cornerstone of our economy ................................................................................................................................

NEW NATIONAL PUBLIC HEALTH LAB - BIG DREAM TO ACCREDITATION Solomon Islands is now a step closer to achieving accreditation for testing of products ................................................................................................................................

Distribution PT-Magazine is distributed via a Digital Copy accessed from the pacifictenders.com Platform reaching all PT Subscriber Companies and printed copies distributed to Government Agencies, Hotels, Retail and Hardware Supermarkets in Honiara and Port Moresby.

Relying on the support of our peers in the Construction and Infrastructure sectors to help this initiativ e grow.

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HATANGA AWARDED CONTRACT TO BUILD TOWN HOUSES FOR DFAT SINPF Board has signed a construction agreement with Hatanga Limited ................................................................................................................................

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AUSTRALIA TO FINANCE SIX NEW TELECOMMUNICATION TOWERS IN SOLOMON ISLANDS

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SOLOMON ISLANDS INFRASTRUCTURE PROGRAM TO BUILD SIX PROVINCIAL MARKETS

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JANUARY - MARCH 2022 / ISSUE 09

OFFICE & COMMERCIAL SPACE AVAILABLE MACHINERY HIRE Contact Phone: 7889999 Email: 592909692@qq.com

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INFRASTRUCTURE DEVELOPMENT / INDUSTRY

COVID REMEDY: ‘Pacific Resilience’ “Never waste a good crisis,” is a quote often wrongly attributed to Winston Churchill. In fact, it was Rahm Emanuel, chief of staff to former US president Barack Obama, who said it – about the global financial crisis. “You never want a serious crisis to go to waste,” he told a Wall Street Journal forum in 2008. “And what I mean by that is, it’s an opportunity to do things you think you could not do before.”

DAVID SPRING PT COLUMNIST Sydney, Australia

For at least 12 months, COVID recovery plans have been trending. Every business, government and NGO has tried to think up ways that their services, markets, customers, staff, clients and donors can use the pandemic-induced crisis to become better.

This publication has already canvassed several COVID-related recovery assessments. These were perhaps premature – the pandemic has only recently arrived on some countries’ shores and is yet to transmit to others – surely reopening, recovery and rebuilding are thoughts for later, beyond the duration of the current crises.

Yet, charting a course to the future helps us in the present. We at Pacific Tenders plan to run a four-part series on the effects of the pandemic on the Pacific and what that post-pandemic future could look like. We’ll focus on different

aspects of how the crisis affects our lives – economic, social (including health), political (government, legislation), and human (education, training).

Why is everyone talking about resilience?

Another trend is the use of ‘resilience’ to increase interest in everything from foreign aid packages, to hardware and equipment, to policy and training courses (and perhaps magazine articles!). Resilience is attractive. It’s a noble trait. It implies strength in adversity, courage to hold fast to values, depth to withstand shocks and pressure. It carries the sense that we grow stronger from a crisis, so that next time, we’re ready.

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While donor conferences and forums promote new buzzword concepts such as green growth, the blue economy, resilient development and inclusive growth, my observation is that Pacific people have an under-appreciated existing and historical reservoir of resilience. Pacific islands and their inhabitants are not essentially or inherently vulnerable. Whilst they have always been exposed to environmental shocks, many countries which are now classified as ‘small island developing states’ (SIDS), were traditionally sites of resilience.

Previously strong inter-island relationships have been replaced with the idea and labels of remoteness, vulnerability, weakness and ‘least developed countries’ (LDCs). LDCs apparently need to ‘graduate’ to be ‘medium developed countries’ (MDCs), by meeting a range of complex criteria and performance standards, qualifying them for non-concessional finance, amongst other privileges. This counterintuitively incentivises countries to remain as LDCs. The terminology dismisses the value of national culture, natural wealth and resilience as a people.

Instead of continuing to accept the labels of SIDS and LDCs, the COVID crisis has created an opportunity for Pacific Island countries to develop an interdependent sovereignty. This is not built on false hopes of latent economic strength, or heroically ‘taking our country back,’ but on sound and consistent strategy. This four-part Pacific Tenders series will present the situation and opportunity before us.

Part 1 ECONOMIC RESILIENCE COVID-19 just the start

Forget COVID for a minute - Pacific island countries had issues before COVID-19. And the crises won’t stop with COVID-19 – Solomon Islands faced internal unrest in November 2021; Ton-

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ga suffered the impacts of a volcano and tsunami in January 2022. Both are now dealing with their first community transmission covid outbreaks.

And COVID-19 will not be the last challenge the Pacific Islands face. The threat of cyclones and earthquakes is ever-present.

The looming reality of climate-change induced sea level rise may present liveability and livelihood challenges sooner than we think. Grabbing no headlines, but no less critical, is the challenge of updating and applying new building codes, specifications and testing standards to meet the impacts of a changing climate and material sources.

As well as ecological fragility, economic vulnerability is set up by popular labelling such as ‘smallness’, the remoteness effects on trade and a narrow reliance on bilateral donors. Donor mantras talk up infrastructure as the key to “reconnecting people, supporting improved health and sanitation outcomes, and stimulating economic activity and jobs.” While this is true, the pathway to providing and sustaining infrastructure in the Pacific will be different to other places.

The question is – how can we leverage our advantages and strengths while increasing economic and political sovereignty?

Asking and answering that question is an exercise in resilience.

Where will it bite?

The economic impacts of COVID-19 in the Pacific have been as varied as in other parts of the world. Some have lost livelihoods, some have lost income, some have lost loved ones, some have lost all three. In the crisis phase, there are very few ‘winners’.

Considering a spectrum of models and forecasts can help develop a likely picture. In January 2022, the International Monetary Fund (IMF) predicted that, “Global growth is expected to moderate from 5.9 in 2021 to 4.4 percent in 2022” primarily due to tightening monetary policy and supply

INFRASTRUCTURE DEVELOPMENT / INDUSTRY

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An increase in sovereignty will come as the need to source foreign funds and expertise for investments and polices reduces over time. If money, materials and expertise are always forthcoming, no local sources will spawn or grow. Foreign funds come with strings (implicit or explicit) attached – these can be beneficial, but they can also reduce sovereignty.

shortages in the US and China. It is expected to slow further to 3.8 percent in 2023. It is worth noting that for so-called “low-income developing countries”, the slowing trend is reversed – up from 3.1 to 5.3 to 5.5 percent for 2021-2023.

Drilling into figures for the Asia-Pacific region, in December 2021, the Asian Development Bank (ADB) were forecasting growth of 7.0% in 2021 and 5.3% in 2022, though these figures are still skewed by the inclusion of China’s economy.

ADB’s forecast for the Pacific is for 0.6% contraction in 2021 and growth of 4.7% in 2022 – the strong rebound expected as COVID-19 outbreaks subside. Many infrastructure projects have been delayed by COVID, weighing on growth prospects. Unfortunately, inflation is also expected to be at around 3.5% in 2022.

Private sector and government take note – the short-term trend is for growth. The backlog of infrastructure projects should then sustain this further into the future. This will provide employment, as well as new infrastructure assets, which, if well planned, will support economic growth. Businesses respond to certainty and will respond positively to firm and substantiated plans. Expansion of trade and broadening the tax base should be allied to growth plans.

Walk the talk Economic and political sovereignty is not about going it alone. It’s not about shunning long-term partners. It’s about leading the conversation on priorities. Many Pacific countries do this well. Vanuatu’s upgrade of the main road network in Port Vila and the two international airports’ runways demonstrate this. Solomon Islands’ attraction of investments into ports, undersea cables and transport network upgrades demonstrate this.

An increase in sovereignty will come as the need to source foreign funds and expertise for investments and polices reduces over time. If money, materials and expertise are always forthcoming, no local sources will spawn or grow. For-

eign funds come with strings (implicit or explicit) attached – these can be beneficial, but they can also reduce sovereignty. Policy settings need to find the balance between constraining foreign funding without dampening economic growth. This will encourage national businesses at all levels.

If rebounding from COVID-19 is an opportunity to do things you think you could not do before, then this crisis will not be wasted. Sovereignty over borders kept COVID at bay in many Pacific countries and saved lives. Applying this selectivity over the investments that enter Pacific countries will enhance economic resilience. l

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Left to right : Dr Lazarus Tavichikai, Namoi Kaluae, Ricky Fuo’o ( SICCI Board Chair), Kazi Mushfiqur Rahman, Natalina Hong (CEO) & Toby Grifiths. (Photo: SICCI)

SICCI 45 AGM TH

Solomon Islands Chamber of Commerce & Industry Hosts 45th Annual General Meeting, Elects New Board SICCI Media

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he Solomon Islands Chamber of Commerce & Industry (SICCI), successfully hosted its 45th Annual General Meeting (AGM), on Wednesday 20th April 2022, which also allowed members to elect new Board Members.

The AGM which took place at the Heritage Park Hotel gathered around 40 attendees both on-site and online, mostly members and a few honorary members.

The key agendas at the AGM were the annual election of a new SICCI Board Members, Annual Report presented by SICCI CEO and Audit Financial Statement by board Treasurer.

Delivering his opening remarks, SICCI Board’s unopposed Chair and General Manager of Tropic Group Builders, Ricky Fuo’o thanked the members who have attended and high-

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lighted some of the key achievements and challenges the out-going Board encountered in 2021, as well as way forward for this year.

SICCI CEO, Natalina Hong, when delivering her key message at the AGM, also thanked members, sponsors, and development partners for their support.

“All of SICCI efforts in advocacy activities and service delivery for its members is only made possible because of the tremendous support of our members, sponsors and development partners. We sincerely thank and appreciate all your continuous support, generous contributions and the trust given to SICCI, in developing and growing a vibrant private sector, strengthening the unity of the business community”, said Ms Hong.

She also highlighted some of the on-going constraints facing the private sector businesses in the country thus, re-it-

INFRASTRUCTURE DEVELOPMENT / INDUSTRY

Natalina Hong, SICCI CEO. (Photo: SICCI)

erating SICCI’s stand as the peak organization representing private sector businesses, the importance of partnership with the Solomon Islands Government.

“The economic slow-down due to COVID-19 in 2021 is having a significant impact on the Solomon Islands private sector. Businesses have significant immediate cash-flow issues and are struggling to stay afloat. These defaults will have negative spillover effects for the wider economy via job losses, reduced spending in the economy.

However, SICCI continues to engage with immediate government, our important stakeholder, on practical measures to support the private sector, while advocating to ensure livelihoods and jobs remain intact”, accentuated Ms Hong.

Bringing the AGM to a close, SICCI CEO welcomed the duly elected Board Members and again acknowledged members and sponsors for making the AGM a successful one.

SICCI is the peak representative of the private sector and a membership driven organisation of more than 200 members from the local business community, with a vision of a vibrant private sector leading to better lives for Solomon Islanders. l

The election of new the Board which also wrapped up the AGM has seen seven returning members and only one new inclusion. They are;

Qila Tuhanuku (Vice Chairlady)

Marketing & Corporate Affairs Manager, Solomon Breweries Ltd

Namoi Kaluae

Co-Founder, Adkonect & Pacific Tenders

Dr Lazarus Tavichikai eCall Health Center

Frank Wickham

General Manager, National Fisheries Development (NFD) Ltd

Kazi Mushfiqur Rahman General Manager, SITCO

Louisa Baragamu

Chief Manager Economics, Research & Statistics CBSI

Toby Griffiths (New inclusion) Country Manager, Tradco Shipping

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HONIARA ROADS GET AN UPLIFT Four Contractors, Ten Contracts, $8 million, Twelve Months

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oad rehabilitation works in Honiara have commenced after ten contracts worth SBD $8 million were awarded to 4 local contractors by the Community Access to Urban Services Enhancement (CAUSE) project in March.

The Contractors are currently undertaking road rehabilitation works on sixty-eight unsealed tertiary roads in Honiara and outside the town boundary. The works include road restoration and routine maintenance for a period of 12 months.

Three steep sections of unsealed roads will be sealed with structural concrete or cement.;

> TANULI > KUKUM > MT AUSTINE > GP > APRIL RIDGE > PANATINA This is possible through the partnership of the Solomon Islands Government and the Australian Government through the CAUSE Project.

To mark the beginning of the new development, Permanent Secretary in the Ministry of Infrastructure Development Mr. Stephen Maesiola signed the contracts on 7 March with the contractors.

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The four contractors are AP and S Plant Hire and Construction, Capitol Construction PTY Ltd, Hi-Tech Engineering, and Jed Enterprise Ltd. AP & S Plant Hire and Construction and Capitol Construction Companies have previously won similar contracts from CAUSE, thus, the recent signing of contracts was a testament to their performance and commitment valued by the government and CAUSE. Fifteen private contractors signified their interest for the ten contracts; ten dropped their proposals on 23 February 2022, with one bidder coming late and was not included in the final evaluation.

The ten tendered contracts received fifty-eight bids from the ten contractors buying different contract packages.

After reading the proposals with the representative present, CAUSE BEC started the tedious individual bids review and evaluation to arrive at the lowest calculated, responsive and complying bidder per contract.

The resulting evaluation team trimmed down the ten contractors to four.

Meanwhile, Permanent Secretary Maesiola warned the contractors to perform their job diligently with standard as he won’t tolerate terminating their contracts should they fail. The signing of the contract’s ceremony took place at the CAUSE Project office and was witnessed by the Director of MID-CPIU Mike Qaqara and the CAUSE project team.

Funding for road rehabilitation works comes from the Australian Aid through CAUSE Project. l

INFRASTRUCTURE DEVELOPMENT / INDUSTRY

CAUSE funded roads sealed with structural concrete/cement.

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Baseline or Benchmark?

Reviewing The Pacific Infrastructure Maintenance Benchmarking Report DAVID SPRING PT COLUMNIST Sydney, Australia

Those who work in the Pacific know the predicament of attempting to make scant data look robust. The Pacific Infrastructure Maintenance Benchmarking Report, launched in February 2022 by the Pacific Region Infrastructure Facility (PRIF), is a case study of this quandary. The aim of the report is modest – to “raise the profile of infrastructure maintenance.” No doubt it has already achieved this, through the engagement of the various authorities and ministries in the self-assessments which form the raw data for the study. By launching and further presenting the report, the profile of infrastructure maintenance will again be promoted.

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he report attempts to analyse the current level of ‘maturity’ of maintenance planning, funding and practices in the Pacific against an objective standard. It does this by selectively choosing from three international standards, then collecting data on 37 measures from voluntary respondents to surveys, sent out by the authors. The results are aggregated to draw conclusions and a series of recommendations for further studies, national governments and donors. These are grouped under three themes: accounting, planning and budgeting, and funding capital maintenance. The common thrust is apparent.

The report tacitly acknowledges the difficulty of their undertaking. The phrases, ”studies have validated”, “it is accepted” and “experience tells us that” are indicative of the scarcity of available historical data or relevant studies into infrastructure maintenance in the Pacific.

The study was conducted during the COVID-19 pandemic, which no doubt made primary, in-country data difficult to obtain. Data collection was presumably limited to remote sources, which is a hindrance to effective engagement in the Pacific.

“

The great strength of the report is in the development of a maintenance maturity assessment tool. Drawing on elements of three international assessment frameworks, the authors derive their own tool, one well suited to the infrastructure challenges faced in the Pacific region.

While the framework is recognisably a developed nation style construct taking a universal approach to definitions, aspirations and requirements its value will be the opportunity it presents for long term benchmarking.

What the report accomplishes

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he great strength of the report is in the development of a maintenance maturity assessment tool. Drawing on elements of three international assessment frameworks, the authors derive their own tool, one well suited to the infrastructure challenges faced in the Pacific region.

While the framework is recognisably a developed nation style construct - taking a universal approach to definitions, aspirations and requirements - its value will be the opportunity it presents for long term benchmarking.

The report draws on a bank of reports into the various sectors over the past decade. Some of these reports are familiar within the industry and ministries, for example, the National Infrastructure Investment Plans (NIIPs), Medium-Term Expenditure Framework (MTEFs) and national strategic plans. This assists recognition and thus lends legitimacy to this report.

The report relies heavily on the analysis of financial statements and records. This is a rational approach, as effective infrastructure maintenance funding is a function of finance flows. It is likely to be as a result of the relative availability of this data, as public records.

Shortcomings

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his is a PRIF report. Its underlying assumptions and purpose are known It strikes a paternal tone at times, consistent with the implicit reference to Australian or international standards as being a benchmark to which “PICs” can and should aspire. This criticism can be overlooked as a function of PRIF culture.

However, there is a mismatch between the quality, scope and scale of data assessed with the certainty of the recommendations. The self-assessment surveys were conducted primarily in Micronesia, and the Solomon Islands. There were some contributions from Samoa, Tonga and Fiji. Sum-

marising the results to apply across “the Pacific” in such circumstances is not representative.

The report relies on references from as far back as 1988.

Not that infrastructure maintenance principles have changed much in 30 years, but the perception is of a report that lacks relevance for today’s context - maintenance challenges and innovations. In addition, the use of GDP data only up to 2019 and government reports from 2014 and 2015 to support case studies, obscure current status or true progress.

While is it tempting, and desirable in some ways, to aggregate data and findings across the “Pacific” and even across all types of “infrastructure” or even sectors, the value of doing so is limited and may even be counter-productive.

State owned enterprises (SOEs) operate under different incentives and governance schemes than do public works and infrastructure ministries. The problems faced in Kiribati may not be at all similar to those faced in Tonga. Vanuatu’s Ministry of Infrastructure and Public Utilities may not consider the findings based on Micronesian SOE’s particularly useful. Ultimately, national governments and SOEs will use the information as needed.

The recommendations appear to broadly miss the operational context into which they should supposedly be implemented. The first recommendation for action is to improve the coding of maintenance expenditure across infrastructure (Section 5.1.2 (a)). Obviously, the order of the recommendations does not reflect their relative importance because there are diminishing returns to be gained from ‘more accurate’ accounting. Having more accounting codes can provide the appearance of accuracy, providing a false confidence but without making next years’ forecasts or budgets any more accurate. Worse, the increased administrative burden of this

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practice will not encourage the diligent cost coding of actuals, thereby moving forecasts even further from reality. The rationale for this, to “convince politicians …that the amount being spent is not sustainable” (i.e., it’s too low), is noble but unlikely to be compelling.

The other side of the same unconvincing coin is the recommendation to increase funding for capital maintenance (Section 5.3). Pacific country infrastructure ministries hold relatively low political prestige, funding limitations will remain.

These realities are a reflection of cultural values and are wisely approached with due respect.

The opportunity

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onducting an extensive, high-profile, publicised report such as this is a key opportunity to not only raise the profile of infrastructure maintenance, but to be a constructive part of that ongoing conversation. Some aspects of maintenance across the Pacific missing from the report that would improve its relevance are: • Recognising cultural values that place a greater emphasis on social relationships than financial efficiencies • The private sector is mentioned as a service provider of maintenance, but can play a much more active role in the planning and quality of outcomes • The benchmarking of maintenance costs. While this can’t be accurately obtained from the publicly available financial statements, the data is known and available. The wisdom of publishing it is debated amongst the procurement establishment. On balance, greater

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transparency of these metrics would assist in estimating and identifying procurement anomalies • Consideration of administrative burden – trade-off required between re-directing the team to do more data management compared to the value derived • Many infrastructure ministries in the Pacific are ‘supported’ by programs funded by PRIF members such as DFAT and ADB. Discussion of the successes and failures of these past interventions would balance the implication that the “areas for improvement” can be fixed by further interventions • Discussion on how to achieve quality standards. The specification, testing and verification of construction (maintenance) materials and equipment is an area of inconsistency, requiring expertise and funding support • Gender equality. Every opportunity should be taken to pursue public assets, spaces and workplaces that are inclusive and raise the profile of the value of women’s involvement and participation in the planning and delivery of infrastructure • As noted above – innovations in maintenance practice to be explored and applied, not just in the area of technology and digital asset management systems The report notes ‘perverse incentives’ which legitimate the build-neglect-rebuild logic. These are only increasing, as geopolitical competition across the Pacific intensifies.

Even if aid money is flowing, the volatility of donor funding can make it impossible for recipient governments and businesses to engage in long-term planning and sustainable spending.

Nonetheless, this dynamic can be leveraged by national

INFRASTRUCTURE DEVELOPMENT / INDUSTRY

government ministries/SOEs, if some of the recommended planning practices are implemented. Use of donor funds for capital expenditure (as recommended) would enable a backlog of un-maintainable assets to be brought to a maintainable standard. If governments/SOEs can combine this planning with a reckoning of the level of routine maintenance funding that national coffers and tariffs (not donors) can actually afford, a consistent level of service is achievable into the future.

A benchmark?

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o, is it a benchmark report on Pacific infrastructure maintenance? If the report was positioned as a starting point, that would be an accurate title. The report’s Preface refers to it as a ‘baseline’ study, and that best reflects its character. It does provide an albeit-limited viewport into the current status of maintenance practice across parts of the Pacific, as of 2021.

Benchmarks are stable, standard, triangulated data points for surveyors to rely upon. To achieve this metaphorical benchmark status, the maturity assessment will require up to three more years’ consistent data collection, using the self-assessment and additional, more robust methods. The data to objectively evaluate the 37 key requirements for maturity does exist and could be obtained, through a similarly engaging approach as that employed for the self-assessments.

This will set up the assessment as both a central repository of data and enable meaningful comparisons – that is, benchmarking. l

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An aerial view of the the China funded synthetic Practice Running Track and Football Field. (Photo: Karl Vaekesa, Studio Home Grown Productions)

PG2023 GROUNDWORK DRIVES ECONOMIC ACTIVITY AND GROWTH UNINFORMED calls for the delay of the 2023 Pacific Games will not turn back the National Government since the Games preparation is the single largest catalyst that is driving economic activity at this point in time for the country.

Prime Minister Manasseh Sogavare made the assurance as guarantee to the nation of the benefits of hosting the Games next year following a full briefing to the Government Caucus and Cabinet by the National Hosting Authority in March.

“I am pleased to inform the nation that the 2023 Pacific Games preparation is on track and contrary to the many uninformed voices calling for the 2023 Pacific games to be delayed, the preparations for the 2023 Pacific Games is the single largest catalyst that is driving economic activity at this point in time in our country,” Sogavare said.

The construction program of the 2023 Pacific Games is currently employing almost 600 nationals. By the end of this year that number will reach 1,000 workers. By June of 2023 the NHA will engage up to 6,000 people and from around August 2023 the Pacific Games will engage

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between 8,000 to 10,000 people.

Sogavare further announced that in the next 20 months, the 2023 Pacific Games preparation will not only invest more than 1.5 billion dollars into the local economy but it will engage and employ up to 10,000. Hosting the Games is the principle driver of other major projects such as the Kukum Highway project, the International Airport project, the road network from Honiara City Council to White River, the Tina Hydro project, improvement projects in Honiara city and the markets development in Honiara and Guadalcanal province.

Collectively, the 2023 Pacific Games is mobilizing more than 3 billion dollars of additional investment to be injected into the local economy in the next 2 years through other projects. Without the 2023 Pacific Games, these projects will either get stalled, or even be cancelled.

“Let me assure the people of Solomon Islands, the Pacific Games is the main driver of our current economic revival, it is one of the major employer of Solomon Islanders, and it is the principal catalyst for other major economic activities for our country,” Sogavare said. l

INFRASTRUCTURE DEVELOPMENT / INDUSTRY

Games Facilities Ready by July 2023

The Friendship Hall at SINU’s Panatina Field which is funded by the Indonesian Government. This is one of the facilities that is expected to be handed over to the Solomon Islands Government this year, 2022.

(Photo: SOL2023 MEDIA)

SINU DORM CONSTRUCTION TO COMMENCE MAY

All sports facilities for the Pacific Games in Honiara will be completed and ready by July 2023, Chairman of the National Hosting Authority (NHA), Dr Jimmie Rodgers, has revealed.

There will be a total of eight ( sports venues including Lawson Tama, HCC, the National Stadium Complex at KG VI east of Honiara, Friendship Hall at the SINU Panatina Campus field, the SIFF Football Academy, Maranatha Hall, Don Bosco Hall and DC Park.

The running track at KG VI will be ready for handover to the Solomon Islands Government by mid-April while the grass inside the pitch will take up to three months to grow.

The Futsal Court at the Friendship Hall funded by Indonesia will be handed over later this year while all facilities funded by the People’s Republic of China (PRC) will be delivered next year.

SIFF Football Academy will be completed by May to June 2023. By July 2023 all Facilities should be ready.

Jiangsu Provincial Construction Awarded contract to build PG2023 SINU dormitories Construction to commence May THE Government of the People’s Republic of China (PRC) and Solomon Islands Government (SIG) signed an implementation agreement in September 2021.

Jiangsu Provincial Construction (JPC) firm was awarded the contract by PRC to design and build the Two Hundred and Sixteen room 2023 Pacific Games Village Project.

Its engineers have arrived since February 2022 and have completed the preliminary design.

The NHA’s Project Manager Eldon Tepa on behalf of the National Hosting Authority (NHA) and Games Facilities Committee (GFC) has accepted the preliminary design in a signing ceremony between the Jiangsu Provincial Construction (JPC) and NHA. JPC will now proceed to complete the detailed construction design for construction to commence around mid-

May 2022 and is expected to be completed in 17 months.

UXO works plus other site preparatory groundworks are being carried out at the two construction sites at SINU Kukum Campus.

JPC will construct three new dormitory buildings that will house up to 900 athletes and officials during the Sol2023 Pacific Games.

The new dormitories are built for Solomon Islands National University (SINU) but will be repurposed for Sol2023 Pacific Games as a games village during the games in November 2023.

This is another NHA-driven project that is funded by the People’s Republic of China Government for the 2023 Pacific Games Village that will leave a legacy for the Solomon Islands National University. l > www.pacifictenders.com

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Sport Federations Encouraged to Practice Good Governance Pictured above: Games Organizing Committee (GOC) Senior Manager Sport Delivery, Adrian Tuhanuku and President of the Solomon Islands Sailing Federation, Martin Rara, which is also Chairman of the GOC and the local National Olympic Committee. The Sailing Federation is among sports federations that have signed an MoU with the GOC. (Photo: SOL2023 MEDIA)

AS part of the legacy benefits of the 2023 Pacific Games, the Games Organizing Committee (GOC) is encouraging National Sport Federations (NSFs) to strengthen their governance and capabilities in preparation for 2023 and beyond.

To achieve this, the GOC in December 2021 launched a funding program for NSFs with the aim to support the functionality, enhancement and capability of NSFs to engage with the GOC in delivering their respective sport competitions at the 2023 Pacific Games in Honiara.

Basketball, Rugby League, Taekwondo and Netball signed a Memorandum of Understanding (MoU) with the GOC on Tuesday 8th March, 2022 to access funding under this program.

These Federations now join Volleyball, Weightlifting, Karate, Golf and Tennis as the nine (9) federations out of the twenty-four (24) that will be competing in 2023 to have signed an MoU with the GOC. GOC’s Senior Sport Delivery Manager, Mr. Adrian Tuhanuku reiterates that GOC’s mandate is to deliver a successful Games for all participating nations in 2023.

“While national federations and other responsible bodies in the country focuses on developing Team Solomons, there is also a legacy component of this as the GOC looks beyond 2023 in our efforts to support the development

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sport federations in the country,” Mr. Tuhanuku said.

“We focus on their governance and other technical areas like referee, umpires and sports volunteers who will not only assist us in delivering the sports program at the 2023 Games, but also support capacity building for locals who will participate,” he added.

As part of the criteria, the National Olympic Committee of Solomon Islands (NOCSI) and the National Sports Council (NSC) will determine each Federations’ governance standing before they are eligible to sign an MoU with the GOC. Under the MoU, Federations will receive SBD50,000 which among other things will go towards office equipment and settling of outstanding and affiliation fees with NOCSI, NSC and their respective International Federations (IFs) up until 2024.

“By doing this, Federations will be able to access services, support programs and even funding from local bodies they are affiliated too and their respective IFs which we hope will assist in our aim to strengthen the functionality of these Federations,” Mr. Tuhanuku said.

Monitoring systems will be in place to assess whether or not the funds granted to Federations are properly utilized as intended and to ensure the effectiveness of the funds provided. l

INFRASTRUCTURE DEVELOPMENT / INDUSTRY

Sol2023 Engages with Local Security Firms THE Sol2023 Pacific Games Organizing Committee (GOC) will be looking at lifting the standard of Security Firms in the Solomon Islands as part of preparations to host the Pacific region’s biggest sporting event in Honiara in 2023.

Expression of Interest submissions for the security services contracts are being evaluated and successful companies will be supporting the Royal Solomon Islands Police Force (RSIPF).

“Working with the Pacific Games will definitely lift the quality of guards and services provided by local firms and, from the Games Organizing Committee’s perspective, we will be looking to provide training to these Firms of an industry standard comparable to

for 500 guards to be stationed across all sport venues, 175 guards per shift at Games Villages and 200 guards during peak shifts at other venues and 100 guards per shift.

This is from 27 October, 2023 to 8 December 2023 at the sport venues and Games Villages and up until 31 January 2024 at other venues.

The 2023 Pacific Games Security Services will be in four categories including Access Control, Asset Protection, Traffic Management and Public Safety.

“The 2023 Pacific Games will be the largest event in Solomon Islands history which will feature athletes from 24 Pacific Island countries competing in 24 sports across Honiara and the

“

During peak shifts there will a need for 500 guards to be stationed across all sport venues, 175 guards per shift at Games Villages and 200 guards during peak shifts at other venues and 100 guards per shift. that delivered anywhere in the World for an event such as this.” GOC’s Chief Executive Officer, Peter Stewart, said.

The Organizing Committee on March 15, 2022 also hosted an Information Session to present to interested Security Firms the scope of work and requirements for the 2023 Pacific Games from a security point of view.

Senior Manager Venues and Operations, Mr. Jack Smith said the purpose of reaching out to local Firms through the EOI is for the Organizing Committee to identify the businesses interested in providing the security services and their current and future capacity.

There will be eight sport venues, seven sites hosting Games Villages and other Games properties which includes the Games Headquarters, Games Family Hotel, Airport, Logistic Compound, Transport Centre, Uniform Distribution Centre and a Cultural Village.

During peak shifts there will a need

surrounding area.

“In order to protect all clients within the Games properties, the Organizing Committee will engage private contractor security companies to provide services in addition to the local Police Force,” said Mr. Smith.

Assistant Commissioner of Police, Ms. Evelyn Thugea, who is the Board Member of the Games Organizing Committee who is responsible for Security Services at the Games, said: “It is important that arrangements be in place so that we have an effective and coordinated Security system and services in place to protect our visitors, VIPs as well as our own citizens in the country, who come for the Games.”

ACP Thugea had earlier stated that the Police work force will be boosted to ensure a safe and free Games where people and families enjoy the Games as well as its related activities.

- Sol2023 Media l

SOL2023 In Brief

Representatives of the respective Committees and organizations responsible for delivering the 2023 Pacific Games hosted a Press Conference with the local media on 11 March to provide updates on preparation.

Here’s a brief take out.

Some Staggering Stats The Pacific Games is a huge nationwide capacity building project which is an opportunity to improve capacity of the workforce, business and promote Solomon Islands not only across Pacific but across the World.

The two weeks event will produce up to 15,000 - 20,000 meals per day making it one of the biggest restaurant in the world during that period, 3,500 hotels which is the Games Villages, 60 tonnes of waste every day which the Games Organizing Committee (GOC) will manage and look after in a responsible manner.

The GOC will also be running a Games fleet of around 300 vehicles during the Games period.

Games Mascot The 2023 Pacific Games Mascot has been decided. Once preparations are in place it will be announced and released. Linked after the revealing of the Mascot is a naming competition to name the Mascot.

The Sol2023 Organizing Committee will then embark on a nationwide tour of the Mascot. Details about the Mascot and its touring program will be revealed in the not too distant future.

Community Fields Upgraded as Training Venues Community fields owned by the Honiara City Council are currently being upgraded to act as training venues for athletes during the 2023 Pacific Games.

The upgrade of these community fields will be completed by July or August later this year. UXO work are now completed, and the civil work are being brought up to scratch to ensure that the seeding and the growing end can commence.

The seeding and the growing end takes about 3-4 months depending on the weather so it is estimated that these fields are going to be available by July – August.

These are going to be standard pitches similar to ones at the Solomon Islands National Institute of Sports (SINIS) and the SIFF Football Academy.

- Updates from Sol2023 GOC -

> www.pacifictenders.com

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JANUARY - MARCH 2022 / ISSUE 09

Making Honiara Greater Again

Review of the second consultation on the Greater Honiara Transport Master Plan Study (GHTMS)

Summary figure of the GHTMS. (Source: GHTMS)

DAVID SPRING PT COLUMNIST Sydney, Australia

E

ven a brief visit to Honiara will provide an experience of the debilitating traffic congestion faced by residents on most days. It could be slow traffic through a section of potholes. The right turn lane into Point Cruz could be backed up and blocking through lanes. Trucks unloading bags of SolRice could be impeding traffic flow.

Everyone has a theory.

What’s not just theoretical is that the co-location of the Central Market and the city’s main bus stop on Mendana Avenue is a significant and common generator of queuing and acute delays. On an ordinary day, this dynamic has

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knock-on effects to the traffic to the outskirts of the central business district.

When the Ministry of Infrastructure Development (MID) signed an agreement with the Japan International Co-operation Agency (JICA) in 2019 to conduct a major study of transportation across greater Honiara, no doubt solving these seemingly intractable problems was on their minds.

The Greater Honiara Transport Master Study (GHTMS) was billed as a detailed study, “to review the current road network, minibus system and traffic management including city and area development plans, national transport plan and other related strategies.” Has it delivered?

Public Consultation With an unfortunate year-long delay due to COVID-19, the study’s findings and recommendations were only recently presented at the second consultation in Honiara, 22 February 2022. The hybrid in-person/online consultation was well attended by government ministries, industry and business leaders, foreign aid donors and project

INFRASTRUCTURE DEVELOPMENT / INDUSTRY

consultants, eager to provide feedback to MID and JICA’s project consultants on the study’s suitability, effectiveness and prospects.

The presentation demonstrated that a comprehensive assessment of the transport system has been conducted.

The GHTMS presents a list of priority projects, across the road network, public transport and parking and addresses both hard infrastructure and policy measures that can be used to improve accessibility in Honiara.

The headline project is the east-west alternative route, which runs from Henderson airport in the east, through to White River in the west. A similar idea has been part of the National Transport Plan (NTP) for almost a decade.

The useful contribution of the GHTMS is that it breaks that large project into a series of smaller projects, which can be more readily investigated in detail, scoped, designed and funded.

The GHTMS presents an overall public transport (bus) strategy. This essentially improves upon the existing basic travel patterns of busses, but offers several improvements, including a new, larger central bus terminal, next to the Central Market, new bus terminals at White River and Lungga, and decentralisation of parking in the CBD. Issues raised by participants included reference to the section Kukum Highway Upgraded by JICA in 2015-2017

– the inappropriate footpath design for all users; and inadequate drainage between the road and the coastline.

Participants were reassured that these issued had been considered.

Positive but protracted The study was positioned as a review of recent related studies, but these were not referenced in the presentation – the Greater Honiara Urban Development Strategy and Action Plan, Transport Sector Project Development Facility, or the current Medium Term Transport Action Plan (2019-2023), which is derived from the National Transport Plan. Nonetheless, it is clear that some elements of these prior programs were relied upon by the JICA Study Team. The legacy of the Pacific Games and climate change impacts will be felt in Honiara in the near term and should be central to current planning.

The GHTMS will become another archived study unless bold, considered and integrated decision-making is employed. The social and environmental impacts of the congestion solutions are as substantial as the technical challenges in engineering the alternative routes. How such projects are funded will most likely become a matter of bilateral negotiations. JICA has a positive but protracted track record of delivery on its own studies. Until then, the Mendana Avenue crawl will continue. l

> www.pacifictenders.com

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JANUARY - MARCH 2022 / ISSUE 09

CEMA 7 YEARS DOWN THE ROAD The Democratic Coalition Government for Advancement (DCGA) acknowledged that cocoa and copra has been the cornerstone of our economy, and the revitalization of CEMA is one of the main policy priorities of DCGA.

By DOUGLAS SAEFOA

T

he Government has set a seven-year strategy from 20212027 to restart the once-thriving coconut and cocoa industry with the aim to restore export and to add value to these two main commodities.

Under the revitalization and capitalization strategy, Commodities Export Marketing Authority (CEMA) was boosted with an investment of SBD$77 million from the National Government and the strategy will be implemented over a seven-year period in three phases.

The strategy also envisages the inclusion of other commodities such as kava, coffee, forest products and fisheries products such as seaweed in the long run.

Implementation of phase 1 of the strategy began in 2021 with a ground-breaking ceremony marking the establishment of a new buying center in Noro and the purchase of land to construct a coconut refinery there. The concept and master plan for the Noro refinery has also been completed.

Further progress was slightly delayed by the covid-19 community transmission in the first quarter of 2022, which, halted the opening of buying centers at Pakera in Makira, Buala in Isabel, Tarakukure in Choiseul and Malu’u in Malaita Provinces. These are, however, rescheduled to open between April and June this year.

Repair costs assessment for these four provincial buying centers are now completed and CEMA is engaging contractors to carry out repairs and maintenance on these buying centers. These Centers should be up and running by April to July this year.

A Memorandum of Understanding (MOU) has been signed between CEMA and Pakera Enterprises Limited for a five years lease for a buying center to be hosted at Pakera, Makira Ulawa Province.

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Pakera contractors are already engaged through a signed contract to start the refurbishment and establishment of the Pakera buying center has started in December 2021.

Similar preparations have also been made to buying centers in Isabel and Choiseul Provinces where MOUs are prepared to be signed with Isabel Province for the Buala and Gojoruru sites and Choiseul Province for the Tarakukure site.

Site visits and assessments to Manekalaku buying center in Guadalcanal Province and Tingoa in Rennel Bellona is yet to be completed in the second quarter of this year, and costs of repair work to these buying centers will be factored into the 2022 Development Budget.

The CEMA Cabinet Sub- Committee has also completed consultations and presentations with the CEMA board and management to amend the CEMA Act of 1984 and the cocoa and coconut regulations. An amendment to the Act will see the inclusion of add products in schedule 1 of the Act. Furthermore, repair works and maintenance on all former CEMA warehouses in Honiara and the provincial buying centers are ongoing. Upgrade to the cocoa and coconut laboratory for quality assurances is also in the pipeline for this year.

The CEMA Cabinet Sub- committee is tasked to oversee the rollout of the strategy and assessment to the strategy is done on monthly and quarterly basis.

CEMA is charged with the export of cocoa and copra as the major commodities of the local economy. It is also responsible for the overall management and coordination of the production of the commodities. l

AGRICULTURE / INDUSTRY

‘BIG DREAM’ New National Public Health Laboratory - Big Dream to accreditation

MFAET (EIF project)

S

olomon Islands is now a step closer to achieving accreditation for testing of products following the opening of a new National Public Health Laboratory office complex last week.

The SBD$1.1million project is funded by the Enhanced Integrated Framework (EIF) through the Solomon Islands Enhancing Capacity for Agriculture Trade Project (SI-ECAT).

The Enhanced Integrated Framework (EIF) is multi-donor programme which supports Least Developed Countries (LDCs) in their effort of promoting economic growth and sustainable development by addressing their trade and trade-related constrains in order to build their capacity to trade and take advantage of global trade.

Speaking during the opening ceremony last week, Minister for Foreign Affairs and Trade Honourable Jeremiah Manele said this is a step forward and road towards accreditation through the Food and Agriculture Organisation (FAO).

“This is the “Big Dream”. To have our very own lab accredited. So that we can lower some of the costs of international trade, mainly in relation to our exports,” said Hon Manele.

He said one of the very crucial consideration is for the NPHL staffs to have their own office.

“We have seen and recognised that our NPHL officers have been using the Lab for testing and also as their office, which defeats the “Big Dream”, said Hon Manele.

Hon Manele said there have also been some support from partners, activities geared toward ensuring the laboratory have capacity to do test safely.

“The EIF ECAT project, have also supported with equipment’s and consumables and some trainings and consultancy activities, but this office building will be a big leap and progress towards accreditation,” he said.

Hon Manele said there are two components of the Lab that needs to be looked at to ensure that Laboratory operations and manuals are in compliance with international standards and therefore accreditation.

“These are in the areas of Micro Biology which is what the STDF program is supporting and Chemistry which the EIF ECAT will continue to support,” he said.

Manele added that the road towards eventually achieving accreditation will be long and will need all the support that is required to achieve it.

“With appropriate budget allocation and support, I am confident that we will achieve the big dream – accreditation,” he said.

Manele thanked the EIF ECAT for the support and encouraged collaboration between MFAET and MHMS and other ministries who have the same aspirations going forward.

The Minister for Health and Medical Services Dr Culwick Togamana meanwhile said that he was extremely impressed with the new facility.

“This is the first time in history for our NPHL scientists to be adequately accommodated in a proper office space.

“The new office space will enable the NPHL to meet current ISO 17025 accommodation requirements, which will boost local testing capacity to international standards for the export of agricultural commodities such as Cassava and Taro including our very own Soltuna products, Kava, Noni Juice and so forth,” said Hon Dr Togamana.

He added that as Solomon Islands prepares to graduate from LDC status by 2024, there is more to be done in terms of enhancing local capacity to be competitive in global markets.

Hon Dr Togamana thanked other Government Ministries, Donor Partners and the Private sector for partnership and cooperation in making the project a success.

This is not the first time that the EIF project has assisted the NPHL. The EIF ECAT project, have also supported the NPHL with equipment’s & consumables and some trainings and consultancy activities.

The EIF project is housed within the Department of External Trade in the Ministry of Foreign Affairs and External Trade(MFAET). l

> www.pacifictenders.com

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JANUARY - MARCH 2022 / ISSUE 09

From left to right; Ms Ruth Alepio SINPF Board Secretary, Mr Brian Diamond of the Australian High Commission, Mr Mike Wate CEO/GM SINPF, Mr Robert Au SINPF Board Member, Mr Jeremy Bartlett Managing Director Hatanga Ltd and Mr. Matt White, Construction Manager Hatanga Ltd. (Photo: SINPF Media)

Hatanga Awarded Contract to Build Town Houses for DFAT

T

he Solomon Islands National Provident Fund (SINPF) Board has signed a construction agreement with Hatanga Limited to build 4 town houses, community center building, residential apartment building and a guard house/amenities building on its land above the Hibiscus Apartments in Point Cruz, Honiara, on Friday 4th March 2022.

The construction agreement also includes an expansion to its Hibiscus Apartments.

In his remarks prepared for the signing, SINPF Board Chairman Dr. Jimmie Rodgers expressed pleasure in the commencement of the construction of this exciting project, which can now proceed after the signing.

The completion of this project will see the SINPF Board hosting the residences of DFAT officials working and living

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in our city and country, while the new development will also continue to contribute to efforts to provide a facelift to our city, Honiara.

The tender for the project was done in two tiers or stages (EOI and prequalification) and tender proper to 5 shortlisted pre-qualified bidders. A local competent independent engineering firm also performed a peer review of the tender process.

Hatanga Limited with similar competency as the other 4 bidders has made a successful competitive bid that was acceptable to the Board in terms of its price and expected timeline to complete the project.

“It has taken us awhile in tendering for the construction of the project and the eventual successful selection of a competent local builder and contractor Hatanga Limited,”

BUILDING AND CONSTRUCTION / INDUSTRY

the Chairman said.

An agreement to lease has already been signed in June 2020 with the Australian High Commission on behalf of the Commonwealth of Australia for an initial 11 years for the residential compound after the SINPF Board secured approval from the Minister of Finance earlier in the year in 2020.

The SINPF Board’s expression of interest (EOI) was successful after responding to the Australian High Commission public request for an EOI to build a residence for its officials in 2018.

The expansion to the apartments will include an additional 10 apartments and a commercial centre for tenants of the apartments.

Prior to the COVID-19 pandemic, the apartment had been enjoying consistently above 90-percent occupancy.

The board expects this occupancy to return as restrictions on borders and movements are lifted.

The total investment cost for the overall project will be around 112 million dollars, with the DFAT component accounting for about 67-percent of the total new investment and 33-percent for the Hibiscus Apartment Expansion.

In his responses to the Chairman of the SINPF Board, the Managing Director of Hatanga Limited Mr. Jeremy Bartlett acknowledged and thanked the Board for giving the opportunity to a local contractor such as Hatanga Ltd.

“This is a show of confidence in local Solomon Islands companies and I am proud of this achievement,” Mr. Bartlett said.

Hatanga Ltd is expected to complete the DFAT compound first before completing the expansion to the apartments within 2 years.

Also present at the signing was Mr. Brian Diamond of the Australian High Commission in Honiara, who reiterated that the Australian High Commission is proud to partner and work with the SINPF Board to finalise the project.

As this is an investment for the people who are members of the Fund.

“The Housing project will also assist us in attracting people overseas with families to Honiara, ensuring us to tap into the skills and resources we have in Australia to come and contribute to the development of Solomon Islands,” Mr. Diamond said.

The SINPF Board is proud and happy to partner with Hatanga Limited, a competent national company, to invest in this new development that will build on and increase the wealth of our members’ retirement funds.

Meanwhile, Dr Rodgers said that this is also a testimony of the SINPF Board’s confidence in our own economy by commencing this new investment in a particularly challenging period for our country.

- SINPF Media l

> www.pacifictenders.com

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JANUARY - MARCH 2022 / ISSUE 09

Australia to Finance Six New Telecommunication Towers in Solomon Islands

By DOUGLAS SAEFOA

A

ustralia has agreed to finance the construction of six new telecommunications towers in Solomon Islands at a cost of SBD $37.6 million (AUD6.5 million) this year.

The Solomon Islands Government requested support for the towers as part of its COVID-19 preparedness and response efforts.

On 2 March the Minister for Communication and Aviation, the Hon. Peter Shanel Agovaka and Australia’s Head of the Office of the Pacific Ewen McDonald exchanged signed copies of a funding arrangement.

Australia will provide grant funding for the installation of six new 3G/4G telecommunications towers across three provinces: four in the Shortland Islands in Western Province, one in Isabel Province, and one in Malaita Province.

The towers will utilise Ericsson mobile communications equipment, NEC microwave links and Australian-supplied towers. The construction package will be fully funded by Australia. Our Telekom has committed to installing, owning, operating, and maintaining the infrastructure as part of its broader mobile network. All six towers are expected

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to be operational by the second half of 2022.

According to Minister Agovaka the project is aligned with the Government’s National Development Strategy and the National Security Strategy.

“Enabling security, welfare, and connectivity for communities in remote parts of the country especially along the Western border is a key priority of my Ministry.”

“We are grateful for Australia’s ongoing support to improving connectivity in Solomon Islands. The support is a testimony to the strong partnership between our two countries in the telecommunications sector that builds on the success of the Coral Sea Cable project to deliver improved internet connectivity to the people of Solomon Islands,” said Minister Agovaka.

The increased 3G/4G internet coverage, particularly across the Shortland Islands, will enable more efficient and effective management of the border with Papua New Guinea.

Chair, Solomon Telekom Company, Baoro Laxton Koraua, expressed pride at receiving the project on behalf of the people of Solomon Islands. “These towers are absolute gems for the company and the country and will improve current network coverage across the country” he said.

Mr McDonald said that the agreement was an example of Australia’s ongoing commitment to improve connectivity especially for people living in the remote parts of Solomon Islands.

“These towers will increase connectivity, which is important not only for the Solomon Islands Government’s ability to respond to humanitarian emergencies and natural disasters, but also for boosting business opportunities for communities along the border, and strengthening health and education outcomes,” said Mr McDonald.

Present at the event were several senior Government officials including Secretary to Prime Minister, Dr Jimmie Rodgers, Permanent Secretaries for Communication and Aviation Moses Virovolomo, Finance and Treasury, Mckinnie Dentana, Foreign Affairs and External Trade Collin Beck, Police, National Security and Correctional Services Karen Galokale, and CEO, for Solomon Telekom Company Ltd Christina Lasaqa. l

INFRASTRUCTURE DEVELOPMENT / INDUSTRY

Solomon Islands Infrastructure Program to Build Six Provincial Markets

A

ustralia’s flagship Solomon Islands Infrastructure Program (SIIP) has agreed to fast track redevelopment of six markets across Malaita, Guadalcanal, Honiara, Isabel and Western Province, improve provincial ports and launch a new SIIP website.

SIIP is in its first phase of implementation. Work on the markets project is expected to commence by December 2022.

These priorities were set at SIIP’s second joint Steering Committee meeting, co-chaired by Secretary to the Prime Minister Dr Jimmie Rodgers and Australian High Commissioner Dr Lachlan Strahan. Given the volume of high-profile and urgent work coming down the SIIP pipeline, the Committee agreed to increase its meetings from every six months to quarterly.

Secretary to the Prime Minister Dr Rodgers emphasised that SIIP’s SBD1.5 billion infrastructure program is crucial for realising the economic potential of Solomon Islands.

“SIIP will work with our local industries to build capacity, ensure appropriate designs and create employment while delivering national infrastructure such as markets which drive economic growth.”

Australian High Commissioner Dr Strahan said social issues and economic growth were interdependent, and SIIP would drive local engagement and locally-led construction activities wherever possible.

“The COVID-19 pandemic brings into sharp focus the importance of sustainable economic growth and has highlighted the need to create meaningful economic opportunities, both in Honiara and the provinces, for everyone, including young people, women, and marginalised groups,” said High Commissioner Strahan.

“For many, this means connecting gardens to markets to create family income. The new markets in Buala (Isabel), Malu’u (Malaita) and Seghe (Western province) will ensure people have economic opportunities that are accessible and inclusive. This will ensure the continued generation of much needed daily income, which Australia, through SIIP, is proud to facilitate,” he said.

While based on the Gizo market, the design of the additional markets will be adjusted to improve functionality and coverage of commodities such as fish.

The locations of the markets in Honiara (one) and Guadalcanal (two) will be determined shortly. The SIIP Hub briefed the Steering Committee, which includes the Permanent Secretaries of the Ministries of National Planning and Development Coordination, Susan Sulu, and Finance and Treasury, Mckinnie Dentana, on SIIP’s wide range of upcoming infrastructure activities, including by helping to realise Bina Harbour in Malaita through a water and sani-

“

The COVID-19 pandemic brings into sharp focus the importance of sustainable economic growth and has highlighted the need to create meaningful economic opportunities, both in Honiara and the provinces, for everyone, including young people, women, and marginalised groups....

tation feasibility study and undertaking an assessment to improve and expand Noro Port.

The Steering Committee also noted the progress made on the New Zealand led project to upgrade the Taro and Seghe runways and the Australian-led design for the Naha Birthing Centre and Urban Clinic. Dr Strahan complimented the program team for remaining flexible, adaptable and accessible to the changing economic circumstances of Solomon Islands.

“Despite recent challenges of civil unrest and COVID, SIIP has laid the groundwork for an ambitious ten-year program of construction and strengthening the private sector.”

Dr Strahan said SIIP complements a range of other Australia-Solomon Islands development partnerships, including the Australian Infrastructure Financing Facility for the Pacific, the Australia Awards program, the Australian Pacific Training Coalition and Strongim Bisnis.

“As Australia’s flagship investment in Solomon Islands for promoting national connectivity and building climate-resilient and sustainable infrastructure, SIIP will work with these other programs to deliver SIIP’s key point of difference to traditional infrastructure projects – a long term focus on inclusive infrastructure, capacity building, inclusion of lifecycle asset planning and local opportunities for employment and business,” said Dr Strahan.

SIIP will continue working closely with a range of partners, including the local business sector, to progress the initiatives approved by the Steering Committee. Funded by the Australian Government, SIIP is a SBD1.5 billion partnership launched last year between Australia and Solomon Islands to enhance Solomon Islands economic growth by supporting government and industry to plan, deliver and manage economic infrastructure.

- SIIP Press Release l > www.pacifictenders.com

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JANUARY - MARCH 2022 / ISSUE 09

SECURING OPPORTUNITIES THROUGH A TENDER ALERT SERVICE

By DOUGLAS SAEFOA

S

earching for Tender opportunities has never been an easy task especially in recent Covid-19 age where social interaction and exposure to public areas is limited. This has given precedence to the new digital marketplace that continue to enable buyers and suppliers to interact using digital platforms, one of which is the Tender Alert Service.

Tender alert services or better known as Tender Notifications Services have transformed the traditional means of searching for tender opportunities. With the new age of digital marketing, Big Business and companies have turned to paperless sourcing and digital platforms to optimize tender searches on the digital space that is much cheaper and convenient.

A Tender alert service is digital platform that links buyers to suppliers to publish and source Tenders online using a simple 3 step process: Source, Sort and Send. > Source - Collating tenders, RFQs, RFPs, EOIs etc. from thousands of different sources > Sort - Categorising all these tenders by industry, category, location, status and keywords > Send - Matching tenders to user search profiles and email relevant opportunities However, there’s actually a lot more to it. While it may be clear how a Tender Alert Service (TAS) can save you time, money and effort when compared to finding tenders yourself, it’s hard to fully grasp how much value you can get until you know what’s going on behind the scenes.

Understanding how a tender notification service works will ensure you know what you’re paying for before you subscribe, and allow you to identify differences in how providers function at each step, and what impact this might have on you as a subscriber.

Here’s an overview of how the three key steps function here at Pacific Tenders:

Step 1: Source

As you may already be aware, there’s no single, centralised platform which all Procurers use to advertise their tenders, resulting in literally thousands of different, individual sources in the region (e.g. daily newspaper, social media, organizational websites, government websites, etc.). That’s what makes this first step necessary – tender notification services including Pacific Tenders monitor all these sources, collating any new tenders, RFQs, RFPs, EOIs, vacancies and other business opportunities from across all industries in the Pacific region to ensure full market coverage.

The process for sourcing tenders differs depending on whether they’re ‘internal’ or ‘external’: Internal These are tenders published directly through system referred to as a “Buyer Portal”, (an upgrade to Tender Alert Service (TAS)). As the region’s largest tender marketplace, we not only source tenders for Suppliers, but also provide Procurers (Buyers) with the technology to publish tenders and manage the responses.

We call organisations using our technology ‘Buyer Partners’, and the technology they use ‘Portals’ - mini websites specifically designed for that particular tendering process tendering process.

Any tenders our Buyer Partners publish are considered internal because they’re uploaded directly into our database.

What this means is that around 1 in 5 public tenders can only be accessed exclusively through our system. If you’ve got a subscription to our notification service, you’ll be able to access any of these opportunities using one single login from one single account. Otherwise, you’ll have to register and create a separate account and username for each individual portal.

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External (Repackaged) Tenders from any other sources are considered external, because they’re published outside of our Tender Notification system. For example, tenders from other websites, portals hosted by other providers, trade journals, magazines, newspapers etc.

Each day we monitor these external sources for tenders, collecting all the available information and documentation, including details of where to submit a response. Each tender is then manually checked before being loaded onto our database.

For example, if the Solomon Islands Government hosts tenders on their website, we’ll monitor that site, collect the tender notice, check it, and then manually load it into our system. Otherwise, you may need to register in order to submit a response or make further inquiry.

Step 2: Sort

Once all the tenders are in our database, our experienced Operations team sort them by industry category, sector and location (including state, region, and sub-region). Depending on the scope of the tender and the range of the goods and services required, a single tender may fall under more than one of these categories and/or locations. Each tender then goes through a final manual verification process to double-check that all categorisation criteria is correct.

This step is important because the more specific and accurate the categorisation, the more likely it is that Suppliers will receive the most relevant tenders for their business which is filtered in the TAS. With over 400 categories in total, we cover a wide range of industries, which allows for a more precise match.

For example, the ‘Construction’ category is one of our most common, with a large quantity of tenders falling under this broad industry classification. However, if you’re a Supplier who only provides bricklaying services within your local area, you won’t want to waste time shifting through tenders for plumbing services, just because they’re considered part of the construction category – it would defeat the purpose of subscribing to a TAS in the first place! That’s why we have so many different industry categories and subcategories, so that Suppliers can narrow down their tender search as much as possible.

Step 3: Send

This final step is obviously the most exciting since it involves the actual tender notification!

In order for this step to work, each subscriber needs to have at least one ‘search profile’ set up in our system, specifying which industry categories and locations are relevant to their business. You can also include search keywords, which will cross-reference the selected term with the tender description.

Since the accuracy of this search profile is crucial to ensuring the right types of tenders are sent, our dedicated on boarding team works closely with new subscribers to guide them through this process.

Each day our purpose-built system then automatically filters any new tenders which match the search profile criteria, and collates them into one single email, including the Buyer name, tender name and description, and a link to more information. If the tender source is internal, the link will take you to login to your Pacific Tenders dashboard so that you can download any relevant documents and respond accordingly. If the tender source is external, the link will take you to the original source, where you may need to register in order to submit a response to the tender.

Got questions or want to know more about our tender notification service?

Chat to one of our friendly team or check out our plans! Subscribe now by clicking the link or contact us on email sales@pacifictenders.com. l

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JANUARY - MARCH 2022 / ISSUE 09

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