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 | | Indigenous peoples -- Fiji -- Politics and government
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|  | Radical changes in indigenous governance : understanding a Fijian experience, 2006-2012
Author: Daurewa, Alisi Waqanika
Institution: University of the South Pacific.
Award: M.A. Development Studies
Subject: Indigenous peoples -- Legal status, laws, etc , Indigenous peoples -- Fiji -- Politics and government , Fiji -- Politics and government
Date: 2013
Call No.: Pac DU 600 .D37 2013
BRN: 1190632
Copyright:Under 10% of this thesis may be copied without the authors written permission
Abstract: This Supervised Research Project (SRP), DG600, looks at issues relevant to the iTaukei administration. The rationale for the research was to inquire about the 2006 ‘coup’ and policies relating to the iTaukei Administration Board. Historically, the objective of the iTaukei Administration Board is to ensure the good governance and well-being of the iTaukei society. However, evidence from this research show it was quite ineffective with poor accountability and a general lack of transparency. As part of the Post-2006 government’s new direction, the People’s Charter for Change, Peace and Progress was created as an avenue to guide a new way forward for Fiji. This study examined the impact of this policy document on the iTaukei Administration, and, used the example of provincial councils in two provinces, which differ in their traditional governance structures. This research employed two methodological approaches. An overarching approach which developed a theory from the data collected, and, a social constructivist approach which embraced individual knowledge relying on its social construction. Qualitative data was collected from primary and secondary sources. These included archival records and in-depth interviews with several individuals, most of whom preferred to remain anonymous. As this research shows, there are several implications of the People’s Charter on the iTaukei Administration. While the changes may be radical, they ensure that good governance principles are characterised in the operations of the iTaukei Administration. Given the aura of sanctification attached to this institution, which by tradition has always served the interests of the chiefs, yet, evolved over time to meeting the agenda of iTaukei political leaders, would there have been any other way?
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