Finding Balance: Making State-Owned Enterprises Work in Fiji, Samoa, and Tonga

Publication | February 2009

The purpose of this study is to demonstrate the need for and benefits from state-owned enterprise (SOE) reform in Fiji, Samoa, and Tonga, and to identify successful reform strategies to inform future policy action.

State-owned enterprises (SOEs) place a significant and unsustainable strain on the economies of Fiji, Samoa, and Tonga. They absorb large amounts of scarce capital on which they provide very low returns. This study reveals the core levers of SOE reform and the rapid progress that can be made in implementing them where the political will to do so exists. While the study focuses on three countries that are heavily involved in SOE reform and have broadly similar SOE portfolios and legislative frameworks, the core lessons from their experience are applicable throughout the Pacific region.


  • Volume 1
    • Foreword
    • Executive Summary
    • Introduction
    • How Do State-Owned Enterprises Affect the Economy?
    • Rethinking the Role of State-Owned Enterprises
    • Lessons From State-Owned Enterprise Reform: Results Require Resolve
    • Applying Lessons From State-Owned Enterprise Reform: Where To From Here?
    • Conclusions
    • Appendixes
  • Volume 2
    • Executive Summary
    • Introduction
    • The Legal Framework of State-Owned Enterprises
    • The Monitoring Frameworks of State-Owned Enterprises
    • The Government Frameworks of State-Owned Enterprises
    • Summary of Recommendations
    • Appendixes