FEALAC VISION GROUP
FINAL REPORT
EVALUATION AND
RECOMMENDATIONS
TABLE OF CONTENTS
Executive
Summary
I.
Strategy, Assessment and Vision
II.
Iconic Projects: Increasing Visibility and
Deepening Impact
III.
Broadening: Bringing FEALAC to More People
and Institutions
IV.
Leading FEALAC: More Active, Effective and
Efficient Processes and Institutions
Chapter 1:
International Situation and Strategic Objectives
1.1
Global and Regional
Strategic Issues
1.2
FEALAC’s Scope and
Agenda
1.3
FEALAC’s Challenges
and Goals
Chapter 2: Politics,
Culture and Sports
2.1
Review
2.2
Future Vision:
Context
2.3
Recommendations
2.3.1
Politics: Policy
Forum For Exchange and Understanding
2.3.2
Culture and Sports
2.3.3
Involving the Media
Chapter 3: Economy
and Society
3.1
Review
3.2
Future Vision:
Context
3.3
Recommendations
3.3.1
FEALAC Business Connectivity Group and Business Forums
3.3.2
Business Facilitation
3.3.3
Tourism Promotion and
Exchange of Best
Practices
Chapter 4: Education,
Science and Technology
4.1
Review
4.2
Future Vision:
Context
4.3
Recommendations
4.3.1 University
Network
4.3.2 Science
and Technology Competitions
4.3.3 Science and
Technology Dialogue
Chapter 5: Supporting
FEALAC: Developing Processes and Institutions
5.1
Review
5.2
Future Vision:
Context
5.3
Recommendations
5.3.1
Current Processes:
The FMM, SOM, Working Groups and Cyber Secretariat
5.3.2
Division of Working
Groups
5.3.3
Improving Governmental
Processes, Working Towards a FEALAC Summit
5.3.4
National Initiatives,
Co-funding and Common Funds
5.3.5
Participation of
Regional and International Organizations
Chapter 6: Conclusion
Appendix 1: Vision
Group Members
Appendix 2: The
Vision Group Mandate
End Notes
Executive
Summary
I. Strategy, Assessment and Vision
The
original vision of FEALAC remains relevant today in bringing together the two
regions. Indeed, emerging factors have strengthened that logic. Private sector
interests and businesses have rapidly increased flows of trade and investment
between the two regions. Changes in the global system also point to a more
multilateral world in which both East Asia and Latin America will have larger
contributions to make.
However
there remain real gaps in the relationship. Given their
diverse histories and development paths, the two regions have different views
on a range of political, economic and other issues. For many businesses, there
remain issues of access and connectivity.
In politics, the dialogue and understanding of the two regions can be
further developed. In the fields of culture, education, media and youth, there
are needs and opportunities to develop a broader base of awareness and
understanding.
The Vision Group concluded that in spite of any
shortcomings, FEALAC has effectively begun to fulfill the purpose of increasing
understanding and cooperation between the two regions. FEALAC has initiated and
institutionalized mechanisms of dialogue that could not have been achieved
bilaterally or through other intergovernmental organizations. The Vision Group
assessment is that what FEALAC has started should be renewed and strengthened
over the next decade, to move beyond what has been achieved to date. The
visibility and perceived relevance of FEALAC will need to be increased. Its
processes and institutions can and should be reviewed and strengthened.
If not, the dangers are that the East Asia-Latin America relationship
will remain limited to relationships between two or more countries of both regions and that the two regions as a whole
will not gain.
Collectively,
FEALAC represents 39% of the world population, 30%
world trade and 32% of world GDP. Since 2000, trade
between East Asia and Latin America has grown at an annual average rate of
20.5%, reaching an estimated US$500 billion in 2013. Two-way investment has
risen to more than US$20 billion. The deepening economic ties have helped forge
mutually beneficial relationships over the past decade, which have brought
governments and peoples in the two regions closer together.[1]
In this
context, the Vision Group recommends the overarching vision:
FEALAC
should move forward to become the premier Forum for inter-regional dialogue and
understanding and to enhance connectivity and nurture further cooperation
between member countries from the two regions. This should include governments
and the peoples of both regions, especially youths and academia, as well as the
private sector businesses of FEALAC member countries so that the inter-regional
relationship between East Asia and Latin America can deepen and broaden to
become an essential component of the global system.
The following
summarizes the Vision Group’s key recommendations towards achieving that
Vision.
II.
Iconic Projects: Increasing Visibility and Deepening Impact
To be seen as
the premier Forum for the regions, the Vision Group recommends that the visibility
and impact of FEALAC be considerably increased. Concrete and visible iconic
projects should be undertaken in key areas. Such projects must aim to broaden
awareness and create greater interest between the two regions and in FEALAC
itself. To those ends, the FEALAC iconic projects should be open to a wider range of participants, raising FEALAC visibility through the
media and among key actors in the inter-regional relationship, and be sustained
over time to impact the sense of identity and
well-being of the peoples of both regions.
The Vision Group identified and recommends the immediate implementation
of the following possible FEALAC iconic projects:
1. FEALAC Business Connectivity Group and
Business Forums:[2] To establish a
FEALAC Business Connectivity Group of business leaders to give feedback and
suggestions to the FEALAC governments on key issues relating to connectivity
and other needs that can increase business and the flows of trade and investment
between the two regions as well as to encourage regular business forums in more
FEALAC countries and begin a regular FEALAC High Level Business Forum to be
held in conjunction with the FEALAC Ministerial Meeting.
2. University Network:[3] To develop and
expand the University Network between key universities in the two regions, to
build academic links, student exchanges and cooperation, to include research centres,
scholars, teachers and especially students as already decided by the FEALAC
Foreign Ministers. In the longer term, the University Network should help spark
and develop the study and teaching of East Asian studies in Latin America, and
vice-versa as a process to deepen understanding as well as a multiplier to
students. Beyond the social sciences, the University Network should also encourage
education, research and cooperation across the broadest range of topics in
science and technology. The Vision Group recommended that FEALAC call for a
meeting of university presidents as soon as possible to work out modes of
furthering such connections.
3. Science and
Technology Competitions:[4] To give additional
visibility to FEALAC, encourage the development of science and technology,
engage with youth, and promote connections between universities, FEALAC could
explore the possibility of supporting competitions among high school,
vocational school, and university students. FEALAC could support a robotics
contest or other science and technology competition which would appeal to the
young and also the general public.
4. Policy Forum and Think Tank Network:[5] To exchange views
and deepen mutual understanding between government leaders, academics
and opinion makers. The dialogue amongst FEALAC Ministers
and officials should be enriched with policy planning dialogue that involves networks
of think tanks, and experts in an active exchange of perspectives between the
two regions, to explore differences as well as to understand areas of
convergence on issues between the two regions with respect to global issues.
III. Broadening: Bringing FEALAC to More People
and Institutions
While
governments have a key role, the Vision Group believes that the societies of
FEALAC member countries must be further included in FEALAC’s activities through
networks between the two regions. The Vision Group envisages that in the future
the peoples of the two regions will become more conscious and knowledgeable of
each other, and increasingly regard the inter-regional relationship to be as natural
and normal as those with other regions of more
traditional links. The sustainability of
such development will be of historic significance, and not only for the two
regions.
To this end,
the Vision Group recommends the on-going efforts:
1. Cultural institutions:[6] FEALAC should
explore and where considered appropriate foster museums and key cultural
institutions to exchange views and collaborate on projects that help each
region better understand the other, including the possibilities for a network
of museums, touring exhibitions, and e-resources about culture and history. The Vision Group also recommends that FEALAC consider convening a
meeting of the relevant agencies and leaders in FEALAC member countries,
including Culture Ministers.
2. Media:[7] The media should be
engaged as a trusted provider of information and multiplier of views and
opinions. FEALAC should develop and implement a comprehensive communication
strategy to increase the visibility and relevance of FEALAC in each member
country, regionally and globally. Efforts should also be made to engage the
media of the other region through journalist visits and other initiatives. As
media knowledge and interest developsin the medium term, a network of media across the two regions
should be encouraged.
3. Business:[8]
FEALAC
member countries should immediately explore ways and means to facilitate
business in order to encourage more free flow of goods and services as well as
people to people contacts. FEALAC can especially facilitate the engagement of
Small and Medium Enterprises (SMEs) across the two regions by the provision of
relevant information and studies through well organized and widely available
e-resources at the national level and, progressively, across FEALAC as a whole.
To facilitate this, the Vision Group recommends the establishment of the bi-regional
virtual centre for the development of the small and medium enterprises. Efforts
should also be made to facilitate travel for business people and corporations.
4. Tourism:[9] At the
people-to-people level, tourism is an increasingly important conduit of exchange
between the two regions. Governments and tourism agencies should increase
efforts to engage their counterparts, and as a way to
increase tourist visits across the two regions, FEALAC Member countries should
explore ways and means to facilitate travels in order to encourage more people
to people contacts, especially with reference to culture and youth-related tourism when
visited by tourists from the other region.
5. Youth: FEALAC should
place an emphasis in developing intercultural skills, particularly among our younger
generations. The Vision Group recommends that youth activities can be
integrated as a special focus of exchanges in the three areas outlined above –
culture, media and tourism as well as in sports, science and technologies to
attract and involve youth.
IV. Leading FEALAC: More Active, Effective and
Efficient Processes and Institutions
The Vision
Group believes that governments having started FEALAC must lead its further
development towards more active, effective and efficient inter-governmental
processes.
Aware of
present constraints, the Vision Group recognized that the future work of
FEALAC, as envisaged in this report, will require greater and more consistent
support. In this regard, the Vision Group makes the following main recommendations
to strengthen FEALAC processes and institutions:
1.
Current Processes: The FMM, SOM, Working Groups and Cyber-secretariat:[10] The Vision
Group emphasized the immediate need for renewing the
commitment of a more consistent and active participation of member countries
representatives in FEALAC meetings at all levels (Ministerial, Senior Officials
and Working Groups). The initiatives
to resume the Coordinating Board meetings should be followed up immediately as
it is crucial to properly monitor the progress of Working Groups and national
focal points should be mandated to coordinate and follow up not only in the
ministries of foreign affairs but across different ministries as relevant and
appropriate. Efforts must also be renewed for each FEALAC member to utilize and
provide resources to support the Cyber Secretariat, hosted by Korea. As the work of FEALAC progresses and
requires support, FEALAC may look into the long term and may consider the
establishment of a permanent FEALAC secretariat.
2. Working Groups:[11] To support and
develop the new initiatives mentioned above, the Vision Group recommends that
FEALAC immediately evaluate the division of Working Groups to allow for greater
focus on their subjects and more diverse representation, where needed, so that
relevant agencies are more engaged. The Vision Group recommends that FEALAC relook at the division of
Working Groups to restructure them for greater effectiveness and comprehensive
discussion on macro strategic issues covering political, economic and social
areas.
3. National Initiatives and Co-funding:[12] The Vision
Group has come to the conclusion that national projects will continue to be the
primary form of FEALAC projects in the immediate term and will continue
thereafter. The Vision Group encourages FEALAC member countries to develop,
expand, or increase national projects to enhance the visibility of FEALAC and
that, where possible and as considered appropriate into the medium and longer
term, financial assistance for participation be extended to other FEALAC member
countries. To add to that experience, the Vision Group encouraged FEALAC to
foster, support and monitor the progress of cooperative endeavours amongst
sub-groups between the two regions even where such cooperation does not involve
all FEALAC member countries. For the longer term, as processes and activities
develop, FEALAC should set clear guidelines for funding and FEALAC member
countries should agree on a common fund to be set up.
4. Working with International Institutions:[13] The Vision Group
recommended FEALAC members to discuss and agree on the best mechanism to immediately
establish a permanent relationship to enhance financial and technical
cooperation with relevant regional and international institutions especially in
efforts to help the businesses and private sector gain a better understanding
of the economic trends and opportunities. FEALAC governments should systemize
and make available these resources to their businesses.
5. Working Towards a FEALAC Summit: [14]
The
Vision Group envisages that FEALAC can and should develop in the medium and
longer-term to be the premier Forum for inter-regional dialogue and
understanding and to enhance connectivity and foster cooperation between two
regions that will grow to further influence and impact the world. As
governmental processes led by the Foreign Ministries grow to involve other
institutions in government, broaden to engage key sectors in society, and build
projects for greater visibility and impact, FEALAC should consider working
towards a FEALAC Summit in the long term which would appropriately mark the
increasing relevance and importance of FEALAC.
Chapter 1: International
Situation and Strategic Objectives
1.1 – Global and Regional Strategic Issues
[1]
The
Vision Group revisited the rationale for FEALAC and concluded that FEALAC
member countries have set, from the very start, the necessary vision for the
Forum´s role. FEALAC aspired “to increase mutual understanding, trust,
political dialogue and friendly cooperation among member countries with a view
to enriching and sharing experiences and developing new partnerships”[1],
and this continues to be relevant today. What the Vision Group considered
afresh and at length was what has changed in the international situation since
the first FMM in 2001 and what responses and additional efforts FEALAC should
make in moving forward. The Vision Group emphasized that the world has changed
profoundly following the demise of the Cold War system and the bipolar system
of international relations in that period, and sees the future pointing towards
greater multilateralism and regionalism. Inter-regionalism –
of which FEALAC is an example – is seen by some as an emerging necessity to
bridge between regionalism and multilateralism. The importance of South-South relations has
also increased, especially in the wake of the Global Financial Crisis from 2008
and the continuing effects on the developed markets. Private sector interest
and participation in links between East Asia and Latin America has been
growing, driving a growth in trade and investment.
[2]
The
nature of global and regional strategic issues confronting the nation-states is
also changing. While traditional concerns in security and economic cooperation
remain, the issues facing economic development, human security, environmental
concerns and governance for diverse and inclusive societies have also emerged
to necessitate attention. The world, in the view of the Vision Group, is therefore
facing challenges in dealing with these issues with the current institutions
and processes. Thus for example, while reforms have long been sought in the
international institutions – the comprehensive reforms of the United Nations including
the United Nations Security Council (UNSC), World Bank and IMF – these have yet
to be accepted in an unequivocal and consequential. Similarly, efforts to
negotiate important and complex international agreements like the Doha Round in
the WTO and the United Nations Framework Convention on Climate Change (UNFCCC)
process have been slow in achieving consensus. These challenges
to the multilateral system and institutions reflect, in the view of the Vision
Group members, that the multilateral nature of the international system must
increasingly be transformed to better take into account the needs of the
developing countries as well as contribute to the betterment of the world in line
with the Buenos Aires Declaration of the 5th FEALAC Foreign
Ministers Meeting.[2]
[3]
In
this context, the Vision Group acknowledges that FEALAC was started as an
effort by the member governments to develop linkages between the two fastest
growing regions in the world where, previously, their relationships had been
sparse and sporadic. This alone is an important achievement by the governments
on both sides. The Vision Group concluded that in spite of any shortcomings,
FEALAC, in its uniqueness, has effectively begun to fulfill the purpose,
expressed since the beginning by its member countries, of increasing
understanding and cooperation between the two regions. FEALAC has done what
member countries could not have achieved bilaterally or through other
intergovernmental organizations: to initiate and institutionalize mechanisms of
dialogue and cooperation between the two regions. The necessity felt by the
countries when they first created FEALAC remains relevant today and is, to the
Vision Group, even more pressing given current trends in the world. Looking
ahead, and building on what FEALAC has done so far, the Vision Group believes
that FEALAC member countries should seek out ways to foster an ever more active
role in inter-regional cooperation through FEALAC.
1.2 – FEALAC’s Scope and Agenda
[4]
FEALAC is an international forum with a large
and diverse membership. In addition, except for economic relationships and a
history of immigration between a limited numbers of countries, relations
between the two regions have been relatively sparse. Therefore, it is
understandable that the two regions still lack common interests and opinions
strong enough to easily bring about concrete actions and stronger institutions
in FEALAC.
[5]
FEALAC has been and will, in the view of the
Vision Group, continue to serve, in the near future, primarily as a forum for
dialogue and cooperation. However, it is important to note that even this
limited function is of significance in this increasingly multipolar and
uncertain world. The Vision Group observes a global redistribution of power and
plenty, which requires new governance structures in the world. In consequence,
varieties of regional and global forums and institutions have been either
reorganized or newly established. Bilateral, regional and multilateral trade
negotiations are also numerous and conspicuous. In order to recover stability
by strengthening new governance structures as quickly as possible, member countries
need to nurture mutual confidence by conducting an exchange of views on global
issues and common concerns. Since there is no other venue through which such
large number of countries from East Asia and Latin America can meet and
exchange opinions, FEALAC will continue to be a uniquely important mechanism.
[6]
Moreover,
the Vision Group is mindful that the future development of FEALAC must
consider, in the wake of the global financial crisis of 2008, the various and
potentially profound changes emerging in the international system. This
reinforces the need for the two regions of East Asia and Latin America – which
have continue to show growth – to deepen their links and grow their respective
roles in the global community.
[7]
To
this end, the Vision Group agreed that the volatility of the international
situation recommends the constant re-examination of the long standing
objectives of FEALAC at the SOMs and FMMs in the light of the recent and
emerging global developments. The
analysis should include all the main areas of concern expressed by the Senior
Officials and the Foreign Ministers along the meetings they have held to date:
political events, economy, development, poverty reduction, social progress,
climate change, etc. Members of the Vision Group noted the many and increasing
common points of concern between the two regions on a number of global issues.[3]
[8]
However,
the Vision Group cautioned against FEALAC giving too much time and attention to
look broadly at global issues, at the expense of trying to develop and deepen
the inter-regional agenda in more direct, realistic and concrete ways. The
Vision Group recommends that the precise scope of the FEALAC agenda in each
field should be of particular interest to the FEALAC member countries with the
aim to interest and involve first governments, and then broadening to reach
institutions and sectors of each society.
[9]
For
the immediate term, the Vision Group reiterated the priority to begin with the
Foreign Ministries, with more clarity as to what they want to be achieved by
specific initiatives before they are announced. The Vision Group is of the view
that the Foreign Ministers should consider focusing FEALAC’s agenda to a more
restricted list of concerns so as to concentrate efforts in those more likely
to yield better results. This applies also to the agendas of the Senior
Officials and of the three Working Groups and the Sub-Group on Tourism, as well
as to the other topics which have constituted FEALAC horizon of interests.[4]
1.3 – FEALAC’s Challenges and Goals
[10]
Given
these considerations, and as further elaborated in this Report, the Vision
Group recommends that the Forum must actively reposition itself to address the
growing challenges and opportunities of regional integration, and reinvigorate
its activities to involve all member countries. FEALAC should
move forward to become the premier Forum for inter-regional dialogue and
understanding and to enhance connectivity and nurture further cooperation
between member countries from the two regions. This should include not only the
governments but also the peoples of both regions, especially youths and
academia, as well as the private sector of FEALAC member countries so that the
inter-regional relationship between East Asia and Latin America can deepen and
broaden to become an essential component of the global system.
[11]
To
be seen as the premier Forum between the two regions, the visibility and impact
of FEALAC must be increased. The Vision
Group strongly recommends that concrete and visible iconic projects be fostered
in key areas for the group as a whole. Such iconic projects, to be suggested in
more detail in the following chapters, must aim to broaden awareness and create
greater interest between the two regions and in FEALAC itself.
[12]
The
Vision Group also advocates that FEALAC broaden its
engagement to bringing FEALAC to more people and a wider range of
institutions. While governments have a
key role, the Vision Group believes that the societies of FEALAC member
countries must be further included in networks between the two regions. While
this is a work in which success will be hard to measure, the Vision Group
believes that efforts will be evident in the long-term developments. The Vision
Group envisages that in future the peoples of the two regions will become more
conscious and knowledgeable of each other, and increasingly regard the
inter-regional relationship to be as natural and normal as those with other
regions of more traditional links.
[13]
Succeeding
chapters of this Report set out more observations and recommendations to
develop FEALAC accordingly.
Chapter 2: Politics, Culture and Sports
2.1 – Review
[14]
The
Vision Group considered a number of projects and initiatives undertaken in
FEALAC in the fields of politics, culture, education and sports. In its final
deliberations, reflected in the structure of this report, the Vision Group
opted for examining education together with science and technology. Some of the main characteristics of
the projects were evaluated. Briefly, key observations were as follows: with
exceptions, many activities seem to have an isolated impact and little prospect
for continuity; there was generally a lack of assessment or follow-up on the
activities; information on the results of the different projects was not made
known broadly, as there are still no mechanisms available which allow for the quick
and efficient communication; and there is a lack of information with regard to
whether the national projects undertaken by a single country in fact result in
wider cooperation projects between two or more member countries.
[15]
The
Vision Group believes these points highlight the need for more dynamic
cooperation between Latin American and East Asian countries that is more
focused and systematic and supported by better coordination and effective
management.[5]
2.2 – Future Vision:
Context
[16]
The
Vision Group believes that promoting East Asian and Latin American Cooperation
through Politics, Culture and Sports is particularly important as these areas
touch upon the human element of inter-state relations and inter-regional
cooperation. The quality of people-to-people contacts, perceptions, and mutual
understanding is therefore the most crucial element.
[17]
More concentration
of FEALAC countries is advisable on major political themes about which there
are common or converging views so as to strengthen these views in the
international agenda. The
FEALAC process could contribute to consolidating the present gains by promoting
dialogue and common activities that could make the peoples of East Asia and
Latin America open up to each other, promote regional self-help to tackle
common challenges, and plan together to face the future. This is therefore a
process that must be undertaken more broadly and towards the longer-term
future, and it is important that FEALAC take steps in the immediate and
medium-term to lay a foundation in this area.
[18]
The
Vision Group however acknowledges the many challenges that have limited
progress in the past and still impede movement forward, given the historical
differences and geographical distance between the two regions, notwithstanding
global communication, logistics and travel. These include the low base of
mutual understanding and appreciation of cultures and cultural diversity in the
regions; and the still insufficient attention given to the area of culture and
to cultural exchanges and therefore the lack of effective institutional
arrangements, adequate funding, and collaborative and concerted efforts of both
public and private sectors to enhance cultural exchanges.
[19]
The
Vision Group believes that it is crucial to remember that the emphasis should
be put on the aim of bringing closer the societies of both regions at a “people
to people” level. Consequently, an active involvement on the part of academia,
the NGOs, educational and cultural organizations will be crucial for FEALAC’s
progress. The Vision Group also underscored the importance of cultural
exchanges in providing a foundation for FEALAC cooperation.
2.3 – Recommendations
[20]
Bearing
in mind these needs, the Vision Group recalled what FMM stated in the Buenos
Aires Declaration (paragraph 52), for iconic projects to be developed in FEALAC
as follows:
2.3.1 – Politics:
Policy Forum for Exchange and Understanding
[21]
The
Vision Group suggests the creation of a Policy Forum within FEALAC to focus on
political exchange to foster mutual understanding. Beginning from the on-going
dialogue and exchange amongst Ministers and Senior Officials, the Policy Forum
could develop and broaden to further understanding of political developments in
both regions and exchange views on areas of convergence and of differences. Nevertheless, FEALAC member countries should
bear in mind that, in the view of the Vision Group, the Forum´s political
agenda is ultimately the Foreign Ministers’ responsibility.
[22]
In the medium term, FEALAC should more
actively encourage and support the participation of academics and opinion
makers, as well as encourage networking among think tanks in addition to policy
planning dialogue among officials, as this could make a significant
contribution to FEALAC goals to develop dialogue and understanding in the
longer term. One starting point is for FEALAC to better understand and study
the perception of citizens and civil society groups in one region about the
other region.
[23]
One example for future policy dialogue could
be on the subject of universal human rights, as all member countries could
learn on this issue given historical, cultural and developmental differences in
the diverse experiences of the two regions. Another suggestion is to consider
the links between business and society, as FEALAC economic linkages grow, to
ensure that business ties are set within a broader social context. In this regard,
FEALAC policy-makers, experts and business leaders should exchange their
perspectives and information of their more successful policy efforts in areas
such as: education and job creation; adding value to existing industries such
as resource sectors; human resource development; and poverty alleviation. This
could link the Policy Forum with the FEALAC Business Forums (elaborated in Chapter
3) for synergy and impact.
2.3.2 – Culture and
Sports
[24]
In
considering how to improve cultural understanding between the two regions, the
Vision Group seeks a broader approach wherein FEALAC facilitates and raises
awareness amongst different institutions. Towards this end, the Vision Group suggests
the following:
Culture:
1) To develop an institutional
framework (or strengthen the responsible FEALAC Working Group) to collect and
update information/data on current activities, projects, and plans for cultural
exchanges in each FEALAC country and share and disseminate such
information/data among relevant agencies and institutions including government
agencies, schools, research institutes, media, and business enterprises.
2) To invite FEALAC Culture Ministers
to meet, discuss and decide on relevant fields of cultural exchanges.
3) To monitor, promote, and organize
bi-regional cultural exchanges, including appropriate activities for youth.
4) To add cultural components, as
considered appropriate, to existing FEALAC meetings (like the FMM and SOM) and projects
to be developed (like the Business Forums discussed in the next chapter).
Sports
[25]
The Vision Group noted that the FMM has
discussed developing sports activities in FEALAC as a means of including more
people in the inter-regional exchange. In addition, the Vision Group encouraged
FEALAC member countries to immediately begin national initiatives to stimulate
the visits of different sports types and groups, and learning through coaches,
technicians and the exchange of young athletes.[6]
The Vision Group especially encouraged increasing sports activities that
attract and involve youth.
2.3.3 – Involving the
Media
[26]
To
further develop dialogue and understanding in politics, culture, sport and
youth, the Vision Group believes that involving the media in the FEALAC
countries will be a key strategy. FEALAC must engage the media so that media
coverage reporting on the other region is facilitated directly, rather than
through media from other regions. To this end, the Vision Group recommended:
1) FEALAC to
develop and implement a comprehensive communication strategy to disseminate the
objectives, achievements and benefits of participating in this forum to increase
the visibility and relevance of FEALAC as an institution and activities
organized under the auspices of FEALAC, especially the projects identified in
this report.
2) More FEALAC governments to consider
setting up journalist exchange programs for the other region, and then to link
these visits to others within the same region.
3) In the medium term, as
inter-regional relations grow, setting up inter-regional news networks for the
exchange of news and commentaries between newspapers and media of the two
regions. While governments should encourage them, these networks would not be
administered by governments, but would be organic initiatives by the media in
line with the growth of interest and activity in the inter-regional relations
and FEALAC.
Chapter 3: Economy and
Society
3.1 –Review
[27]
The
Vision Group found that, in the years since FEALAC’s founding, private sector
interests and businesses have rapidly increased flows of trade and investment
between the two regions, especially between the larger and more outward looking
economies in the group. These positive facts were welcome and the Vision Group considered
how FEALAC should respond to
remain relevant and supportive, and to make the economic and business links more
inclusive for all member countries.
[28]
The Vision Group noted that since the first meeting of the "Economy
and Society" Working Group (held in Tokyo, Japan, in March 2002), there
have been nine meetings, with the last one in October 2012, in Bogotá,
Colombia. A number of issues raised have consistently recurred as a consensus
has developed in this process about the needs and challenges of strengthening
dialogue and fostering cooperation amongst businesses and the wider society of
the two regions, in the context of globalization. The recurring issues were:
1)
Developing and sustaining business forums to attract businesses from one
region to look at ventures in the other region;
2)
Providing businesses with key information that is relevant and timely to
their needs;
3)
Facilitating the reach of small and medium enterprises (SMEs) of one
region into the other;
4)
Developing resources for businesses, especially the SMEs; and
5)
Encouraging tourism between the two regions.
[29]
The Vision Group acknowledged that the sphere
of economics and business is already extensively served by a number of other
intergovernmental international mechanisms in which a number of countries from
both regions already participate. Nevertheless, the Vision Group believes there
are efforts that FEALAC can and should undertake to foster inter-regional
relations in trade and investments, especially to address the FEALAC countries that
are not participating in Pacific basin mechanisms because of formal
geographical considerations or other reasons.[7]
3.2 - Future Vision: Context
[30]
Amidst global flux and uncertainties, the two
regions and especially the developing economies can prospectively grow more
rapidly than the average rate and the Vision Group believes that increasing the
inter-regional interaction can be an important strategy for FEALAC countries to
sustain their rapid economic growth through more mature and diverse trade
patterns as well as more sustained investment and cooperation partnerships. In
addition, FEALAC can support and promote South-South Cooperation and Triangular
Cooperation (SSTC) to enhance social and economic development for both regions.
[31]
While governments take a lead in FEALAC, it is
critical to engage the private business sector as they are also involved in
trade and investment, take risks, and contribute directly to the creation of
wealth and employment. Experts and academics are also important as their
research and publications can create more awareness of the other region. It is
also important to generate linkages with other relevant economic fora in the
Pacific region, such as APEC and ASEAN, as well as with other efforts like
Pacific Alliance in the Latin American side, so as to expand the scope of
FEALAC’s work. Currently, while awareness has grown in East Asia about Latin
America and vice-versa, the engagement between the two regions is handicapped
by the lack of knowledge – especially knowledge that is relevant and timely for
businesses. At the same time, while travel and transport costs have been
reduced, and logistics have become more manageable, physical distances remain
great between the regions.
[32]
The Vision Group therefore believes that every
effort should be made to help facilitate businesses in overcoming these
challenges of knowledge and of distance. FEALAC can support and encourage more private
sector actors to take the initiative on inter-regional activities, going beyond
the corporations already involved in inter-regional business, to engage and
facilitate a broader base of businesses, especially SMEs, to increase their
participation in the medium to longer term.
3.3 – Recommendations
3.3.1 –FEALAC Business Connectivity Group and Business Forums
[33]
The Vision Group recommends that, as an iconic
project for business involvement, FEALAC should establisha FEALAC
Business Connectivity Group of business leaders. The Business Connectivity
Group should work to understand, give feedback and provide input to the
governments on the key issues that relate to connectivity such as information,
infrastructure, logistics, trade and investment policies and other needs. They
should share observations from the perspective of private sector businesses
with the aim to increase business and the flows of trade and investment between
the two regions. Members of the Business Connectivity Group should be identified
by FEALAC member countries and be supported to interact with official FEALAC
institutions and processes so that their observations receive due and prompt
consideration from the Ministers and senior officials, as appropriate.
[34]
The Vision Group also recommends that FEALAC
foster regular business forums in more FEALAC member countries. The Vision Group also suggested that
the formation of a permanent FEALAC High Level Business Forum be considered.
This event could be hosted in conjunction with the FEALAC FMM, so as to build
closer links between the inter-governmental process and business dialogues. Existing FEALAC
business forums organized on an ad-hoc basis and the FEALAC High Level Business
Forum should interact and be anchored by the FEALAC Business Connectivity Group.
[35]
It is important to catalyze and
support regular and sustainable business forums in more FEALAC countries to
encourage and facilitate business ventures and cooperation between the two
regions.[8]
More should be encouraged, including the development of linkages with regional
business fora, such as the APEC Business Advisory Council (ABAC) so as to share
experiences with the regional business community. Key business organizations in
FEALAC member countries should be focal points for the proposed FEALAC Business
Connectivity Group and FEALAC High Level Business Forum and coordinate the
participation of their business leaders/CEOs so that the organization
contributes practically to the FEALAC process or inter-regional relations at
the business dimension. In
the medium to long term, FEALAC as a whole should actively promote similar
business forums across all FEALAC member countries – whether at the national or
sub-regional or inter-regional levels – so that their collective impact will be
strengthened and the engagement sustained over time. The level of awareness
will rise correspondingly.
[36]
In seeking to grow
the forums and business engagement, FEALAC should consider surveying business
and media perceptions in one region of the other. This would give a baseline
understanding and also be a concerted effort to identify the pioneering
businesses that have already reached out to the other region. As FEALAC
business forums develop, more such businesses should be identified and
cultivated to attend and participate in future forums.
[37]
To
facilitate and assist with the growth of business forums across FEALAC,
governments should help identify and make available a resource pool of experts,
policy makers, academics and other opinion-makers interested in FEALAC and with
relevant knowledge and expertise.
3.3.2 –Business
Facilitation
[38]
While
larger businesses are already reaching out across to the other region, the
Vision Group agrees that FEALAC can and should act to support a broader
business engagement especially involving the Small and
Medium Enterprises (SMEs) considering their role and contribution to
economy, not only as part of international trade, but as supporting industries
of larger regional companies. To facilitate this, the Vision Group
recommends the establishment of the bi-regional virtual centre for the
development of the small and medium enterprises. This will strengthen and improve the linkage
among business sectors of both regions by providing relevant information and
studies through well organized and widely available e-resources.[9]
[39]
Without displacing English as the working language
for FEALAC, the translation of the existing FEALAC website and e-resources into
the Spanish language should be considered to assist more businesses in Latin
America, especially the SMEs. FEALAC member countries could explore the
possibility of creating national websites about FEALAC could be especially
useful to make available information about FEALAC in the national
languages. More generally, the Vision
Group encourages each country’s trade and economic agencies to develop a national
information focal point for the other region.
[40]
FEALAC
member countries should explore ways and means to facilitate business travels
to encourage more free flow of goods and services as people to people
contacts. In this regard, to facilitate
businesses from one region to explore and develop business ventures and
cooperation in the other, the Vision Group suggests that FEALAC member
countries progressively simplify and expedite travel and other requirements for
business people and corporations. These members felt that each FEALAC member
country which has not already done so should immediately make its procedures
better and more widely known, and review the same to ensure that security and
other national concerns can be met with the least amount of time and
inconvenience to business travelers.
3.3.3 – Tourism Promotion and Exchange of Best Practices
[41]
As a way to increase tourist visits across the
two regions, FEALAC member countries should explore ways and means to
facilitate travels in order to encourage more people to people contacts. The
Vision Group noted that a Sub-Working Group on Tourism was created by the
Economy and Society Working Group and believes that tourism is potentially a
very important activity. For the economies that receive tourists, there are
possibilities to benefit most people directly as it is a service sector, labor
intensive activity, and tourists spots are many times located in rural or poor
areas of a country. Tourism across increases people-to-people exchange and
visibility of other countries visited.
[42]
To
promote tourism between the two regions, the Vision Group suggests that
government agencies provide relevant tourism information on their countries,
foster appropriate activities and promote the exchange of best practices. While
the importance of other tourism activities was recognized, the Vision Group
hoped that FEALAC member countries could also utilize tourism to
promote the appreciation of identities and cultures and contribute to greater
understanding between the two regions.
[43]
The Vision Group encourages the development of a strategic agenda of work
based on sustainability; capacity development and training; promotion of
industry interactions; and travel facilitation in order to learn
from each other and develop the industry between its members.
Chapter 4: Education, Science and Technology
4.1 – Review
[44]
FEALAC has contributed to increased cooperation among member countries in
the fields of education, science and technology since the Working Group on Education and Science and Technology began to meet in June 2002, with the theme
“Fostering Innovation: The Bridge between Education and Creative Development in
Science and Technology”.[10]FEALAC has identified
synergies and common challenges facing the two regions, and member countries
have proposed areas for cooperation in education and science and technology.
[45]
These include the use of science communication networks; participation in
activities of Asia Pacific Centers in Latin America and of Latin American
Studies Centers in East Asia; collaboration in natural disaster management and
environmental issues through the use of space technology, in sustainable
fisheries, forestry and agriculture, biodiversity; the creation of a Science
and Technology Observatory Network; a medical services network; distant
education based on ICT; a Cooperation Mechanism to Develop Research and
Innovation Projects; a network of scientific-technological convergence, and
other areas. Further, the Working Group on Science and Technology has agreed on
five priority areas: New and renewable energy, greenhouse gas mitigation
technology, disaster risk reduction and management, technological innovation to
strengthen competitiveness, and prevention and control of infectious diseases.
[46]
The Vision Group found that many useful proposals have been made in the
FEALAC Sectorial Action Plan on Science and Technology, but there is still
duplication with existing work in other regional and international forums. Some
proposals tended to present each country’s own research, achievements and
plans, rather than focusing on FEALAC-wide projects in enhancing education and
science and technology.
4.2 – Future Vision: Context
[47]
The economies of several FEALAC member countries currently are driven by
strengths in resources sectors such as minerals, energy and food. Many FEALAC member
countries are still developing their capacities in Science and Technology. As
their economies develop further, many FEALAC member countries are looking to
develop research and technology capabilities in ways that link to their diverse
interests and strengths in resources.
[48]
The Vision Group acknowledged that in the
Manila Plan of Action, arising from FMM II FEALAC affirmed that “Education
is one of the best means of empowering our people and promoting sustainable
development” (Paragraph 13). There have been a good number of research projects
on the positive correlation between education and development. Science and
technology have also been identified as key facilitators to the economic,
social and industrial development of a nation. According to the Buenos Aires
declaration agreed at FMM V, “We recognize science, technology and innovation
as key themes in the process of deepening cooperation within FEALAC” (Paragraph
53).
[49]
The Vision Group envisages FEALAC as a platform of education and science
and technology cooperation to enhance human development and security in the two
regions. Through cooperation in these fields, people in both regions should
live in safer, healthier and more promising environments. For this vision,
FEALAC should focus on cooperation and knowledge sharing in education,
e-learning, and the five priority areas identified by the Working Group.
4.3 – Recommendations
4.3.1 – University Network
[50]
The
Vision Group believes FEALAC should take a qualitative leap to develop an iconic
project in the area of education, science and technology by developing a FEALAC
University Network. The network should foster University-to-University
collaborations involving the relevant university departments,
research institutes and other relevant bodies. Such a University Network was
suggested at FMM V (paragraph 52 of the “Buenos Aires Declaration”). Initiatives have also
already started among a number of more active universities in FEALAC member
countries.
[51]
To
follow up and further develop the University Network, the Vision Group
suggested that:
1)
Governments
immediately undertake an inventory/survey of the existing agreements
between educational institutions in their countries with counterparts in the
other region, in order to assess the current levels of interaction.
2)
Governments encourage University Presidents to
meet as soon as possible to consider how their institutions could help develop and
expand the existing networks between key universities in the two regions into a
wider University Network across all the FEALAC member countries, to build
academic links, exchanges and cooperation, to include think tanks and research centres,
scholars, teachers and especially students.
3)
As their
interactions grow, that FEALAC universities in the medium-term exchange
teachers and academic staff, and promote East Asia Studies in Latin American
countries, and vice-versa.
4)
FEALAC countries could establish a scholarship
fund for academic mobility. The high cost of academic mobility for students is
one of the main barriers to increasing academic exchange. Voluntary contributions
to the fund would come from each of the member countries and could cover at
least 80% of total expenditures, including airfare, housing, food, insurance,
and registration.
5)
Beyond the social sciences, the University Network
should also encourage education, research and cooperation across the broadest
range of topics in science and technology. These efforts in science and
technology should aim not only for advanced research but also to involve and
excite the young in FEALAC member countries and, where possible, look to
involve appropriate private sector actors to further develop applications with
commercial promise.
4.3.2 – Science and
Technology Competitions
[52]
To encourage the development of science and
technology in FEALAC member countries, FEALAC could explore the possibility of
supporting competitions among high school, vocational school, and university
students as an iconic project. Science and technology competitions can combine
the elements of giving greater visibility to FEALAC, engagement with youth,
fostering greater connections between universities, as well as cost-sharing. International
robotics contests have previously been successful in the Asia-Pacific, such as
the Robocon sponsored by the Asia Pacific Broadcasting Union since 2002. Since
even a simple robot requires knowledge of mechanical and electronic devices,
such a competition contributes to raising interest in science and technology
among not only the young but also the general public. Robotics competitions are
visible in the public eye since they are fun to watch, and potentially may be
broadcast in the media. Universities and schools could support the
participation of their students in such competitions by their own financial
resources or by funds they raise locally, making cost-sharing relatively easy.
4.3.3 – Science and
Technology Dialogue
[53]
On science
and technology, the Vision Group further recommends that FEALAC member
countries promote science and technology dialogue and understanding by
fostering networks to link between their key academic institutions as well as
leading private sector corporations with a focus on science and technology.
Action can be undertaken in the following:
[54]
Technology-based Entrepreneurship: Initiatives for knowledge transfer, the
implementation of innovation processes, or creation of new technology-based
enterprises, such as robotics.
[55]
Joint Knowledge Management: Initiatives related to the training and qualification
of human resources, technology transfer, as well as research projects.
[56]
Academic and Business Mobility: The exchange of professors and students between
universities from the countries of Latin America and East Asia can further be
promoted, as well as initiatives that promote the exchange of business
experiences.
[57]
As the work in this area develops, links should
be made to other iconic
project recommendations in this Report, especially the University Network for
research and technology, and to
the Business Forums for businesses in this sector to network and link up with
each other.
[58]
While there are many different areas of possible dialogue in Science and
Technology, the Vision Group recommends that FEALAC member countries strengthen
and develop cooperation in the areas of natural disaster management, food and
energy security through information exchange and technical cooperation.
Chapter
5: Supporting FEALAC: Developing Processes and Institutions
5.1 –Review
[59]
From the official record of attendance, the
Vision Group observed that the FEALAC Ministerial Meetings (FMMs) have been
attended by a relatively small number of foreign ministers and many countries
have been represented by deputies. This level of attendance does not give a
strong impression that FEALAC commands sufficient attention. It also affects
perceptions amongst the general public as well as in other government agencies
and businesses.
[60]
The Senior Officials Meeting (SOM) and the
Working Groups (WGs) share the same problem with the FMM. In addition, in spite
of the importance that these meetings have for the actual functioning of
FEALAC, they lack a mechanism for inter-sessional follow-up. The SOM is held
once a year concurrently with the WG meetings, and once every two years the SOM
meets concurrently with the FMM. The lack of inter-sessional interactions,
consequently, makes it difficult to accumulate progress and results which
require a thorough and on-going process of follow-up, assessment, and
improvement. At the WG meetings, Foreign Ministry officials have predominated,
with very limited participation from other Ministries and Agencies. The
presence of experts, scholars, and business people has also been minimal.
[61]
The fourth FMM (FMM IV) in January 2011, in
Tokyo, decided to establish the FEALAC Cyber Secretariat for better management
and promotion of the Forum, as proposed by Korea. The Cyber Secretariat is now
functioning and the Vision Group urged that more FEALAC member countries use it
more frequently as a means of communication and dissemination in between
meetings.
[62]
The Vision Group also acknowledged the
decision taken in Tokyo to create a Coordinating Board to follow up on the
decisions taken by Foreign Ministers and SOM, and to improve the coordination
among the three WGs. The Vision Group noted that there is a need still for the
Coordinating Board to be consolidated, with clear-cut terms of reference and
modus operandi.
[63]
The
Vision Group also considered the funding of FEALAC activities. At present, most
FEALAC activities are funded on a national level, with each FEALAC member
contributing a part if that member chooses to participate. As such, there
have been instances of activities in which a greater number of countries could
have participated if funding for their participation had been offered.
[64]
There has also been considerable latitude in
what have been considered FEALAC projects, without distinction as to whether
all FEALAC member countries participate, or if the activity involves only a
sub-grouping of FEALAC member countries. FEALAC also does not distinguish
currently between national projects – which form the majority of initiatives –
and FEALAC-wide endeavors.
5.2 – Future Vision: Context
[65]
In
addition to the current challenges and needs in the FEALAC processes, the
Vision Group recognized that the future work and development of FEALAC, as
envisaged in this report, will require greater and more consistent support.
Such support relates to greater political attention within government
leadership as well as attending to administrative and financial arrangements.
[66]
Moreover,
if as envisaged in this Report, FEALAC is to reach out beyond governments to
involve businesses and other sectors of society, FEALAC must have sufficient
capacity to be a valued and central node in the networks that link between the two regions, now and
into the future. Only then can FEALAC be the premier forum for the
inter-regional dialogue, understanding and cooperation and enhance
connectivity, even amidst the more frequent and varied interactions in other
related networks.
[67]
The FEALAC governments to date have already
called for more efficient and effective processes. They however did not commit
to greater institutionalization and funding for the immediate future. There are reasons for caution; the
inter-regional interactions are growing but from low base. FEALAC member
countries would be well advised to keep pace and anticipate this growth and
increase their national capacities and constituencies for greater
inter-regional interaction in the future that is emerging. But FEALAC as a
process for all its member countries need not be encumbered with bureaucracy
and increased costs. Indeed, if these burdens are seen to be too much, they
might create expectations that cannot currently be met, and that might then
engender a negative push back against FEALAC’s further development.
[68]
While
aware of present constraints, the Vision Group believes that the current
institutions are insufficient for the future development of FEALAC as the
premier forum for inter-regional interaction. The Vision Group recommends a
strategy that aims to develop the current FEALAC processes and add additional
resources and institutions in tandem with the growth of FEALAC activities,
visibility and ambitions. For
example, in time, institutional networks should, at the appropriate level, develop
focal points that can reach beyond foreign ministries to cover other government
agencies and civilian/private organizations as appropriate, to involve a
broader range of agencies and institutions in FEALAC. Another example of
growing institutions in tandem with FEALAC’s activities would be with the
iconic projects, like the FEALAC business forums. The participation of business
people, policy makers, media and academia is especially recommended and FEALAC
needs to have sufficient capacity to help support the host governments in
undertaking and making known these forums.
[69]
In
this strategy, the development of processes and institutions in FEALAC would
not be goals in themselves. The strategies and recommendations of the Vision Group
instead would aim to make the current processes more efficient and effective,
while adding new initiatives to enable a broader outreach to businesses and
sectors of society.
5.3 – Recommendations
5.3.1 – Current
Processes: The FMM, SOM, Working Groups and Cyber Secretariat
[70]
To
support FEALAC meetings among Ministers and Senior Officials, the
Vision Group strongly urged all FEALAC member countries to make FMM more active
and visible by ensuring the participation of most or all Foreign Ministers in meetings.
To this end, in the view of the Vision Group, it will be necessary that where
governments and office holders change, incoming Foreign Ministers be well
briefed on the significance of the FEALAC FMM.
[71]
Fundamentally, the Vision Group strongly encouraged
that the meetings seek to develop substantive and well-defined agendas to make
FEALAC a more efficient and effective process between the governments. The
Vision Group urged that FEALAC, through the SOM in a first phase, review the
governmental processes to this end. Measures to be considered were discussed by
the Vision Group to make the preparations for the existing FMM, SOM and Working
Group meetings more effective, efficient and focused.[11]
[72]
Additionally, the Vision Group emphasized the
need to ensure
coordination and follow up actions. The initiative to designate Regional
Coordinators should be followed up immediately and national focal points should
be mandated to reach out across the government broadly. The
Vision Group views the role of the Coordinating Board to be to serve as a
standing organ which coordinates the activities of the Working Groups (WGs),
takes stock of national and FEALAC-wide joint projects, and prepares a report
on these matters for the SOM. The Vision Group further recommended ways to
strengthen the process for coordination and follow up and urged that the WG
Chairpersons be enabled to play a more active role.[12]
[73]
The need for focal points in each member
country was also emphasized by the Vision Group. The Ministry of Foreign Affairs of each FEALAC
government may undertake to serve as an effective national focal point to
coordinate responses from various national bodies and agencies. As FEALAC undertakes more and
different projects (as discussed in this report), activities will involve more
and diverse national institutions as well as various groups and sectors of
society.[13]
[74]
Efforts
must also be renewed for each FEALAC member to utilize and support the Cyber
Secretariat, hosted by Korea, as a mechanism to follow up on the decisions made
at the SOM and WG meetings. The member
countries are recommended to establish national FEALAC websites and link these
national websites of FEALAC with the Cyber Secretariat if they have not yet
done so. It is
recommended that member countries should also explore ways and means to support
the cyber secretariat in terms of funding and human resources. As the work of
FEALAC progresses and requires support, FEALAC may look into the long term and
may consider the establishment of a permanent FEALAC secretariat.
5.3.2
– Division of Working Groups
[75]
To
support and develop the new initiatives mentioned above, the Vision Group
recommends that FEALAC relook at the division of Working Groups to restructure
them for greater effectiveness and comprehensive discussion on macro strategic
issues covering political, economic and social areas. The restructuring should
enable greater focus on their specific subjects and more diverse
representation, where needed, so that relevant agencies are more engaged. Additional issues should also be emphasized
such as trade facilitation, sustainable development and the social
dimension.
[76]
It
is also recommended that FEALAC focus on developing and implementing projects
with inter-regional impact and benefits in their respective areas of
cooperation. The Vision Group recommends that each working group develop and adopt terms of reference and
work plans to respond to FEALAC’s main goals and priority areas identified by
Ministers that could lead to specific action-oriented initiatives and projects
mutually beneficial for both regions.
5.3.3 – Improving Governmental Processes, Working Towards a FEALAC
Summit
[77]
The Vision Group discussed the possibility of
convening a FEALAC Summit. There was agreement that this is not viable immediately.
Nevertheless, the
Vision Group believes that FEALAC can develop in the medium and longer-term to
be the premier Forum for inter-regional dialogue, understanding and cooperation
between two regions that will grow to further influence and impact the world.
As governmental processes led by the foreign ministries grow to involve other
institutions in government, broaden to engage key sectors in society, and build
projects for greater visibility and impact, FEALAC should consider working
towards a FEALAC Summit in the longer term which would appropriately
mark the increased relevance and importance of FEALAC.
[78]
A Summit-level meeting can help FEALAC draw
broader attention from within the governments and from society at large and
thus encourage greater and broader participation. Therefore, given the broader
context of the increasing importance of inter-regional relations between East
Asia and Latin America in a more multi-polar world, it would be commensurate
for FEALAC to eventually hold a Summit, equivalent to summitry with other major
regions. A FEALAC
Summit would provide a clear and strong signal of the importance of the
inter-regional relations to the governments and peoples of the two regions. Working
towards a FEALAC Summit would serve as an aspiration for the development of
FEALAC processes and activities and, if and when held, significantly mark the
growth of FEALAC.
5.3.4 –National
Initiatives, Co-funding and Common Funds
[79]
As
FEALAC activities grow and efforts broaden, the Vision Group anticipates that
questions of funding, already perceived at present, will increasingly arise.
This is especially due to the diversity of FEALAC member countries in terms of
size, resources and levels of economic development.
[80]
The Vision Group acknowledges that national
projects might continue to be the primary form of FEALAC projects in the
immediate term and will continue thereafter. The Vision Group therefore
encourages FEALAC member countries to create, expand, or increase national
projects and use them to enhance the visibility of FEALAC as a whole. The
Vision Group further encourages that national initiatives be extended as widely
as possible across the FEALAC member countries. Moreover, where possible and as
considered appropriate, the FEALAC member country undertaking a national initiative
should consider offering financial assistance for participation to other FEALAC
member countries.
[81]
Looking ahead to the longer term, the Vision
Group believes that co-funding and common funds for FEALAC activities deserve
particular attention. The provision of such funds can help ensure that
FEALAC-wide projects and activities are equitably and sustainably supported
with the full participation and access of all FEALAC member countries. Only
with the broadest participation and access can FEALAC as a whole develop a
sense of ownership in each of its member countries.
[82]
For the funding of the iconic projects recommended
in this Report, the Vision Group encourages FEALAC to look to develop models to
allow and encourage co-funding and common funds. For the longer term, as processes and
activities develop, FEALAC should set clear guidelines for funding for FEALAC
activities and again consider co-funding and common funds. Along
this line, the Vision Group considered the model of the Asia Europe Foundation
(ASEF) in augmenting the Asia-Europe Meeting (ASEM) and funding certain
activities under its aegis.[14]
[83]
In
this connection, the Vision Group discussed the conditions and
criteria which would allow an activity to be considered as coming under
“FEALAC” as a whole as compared to a project that is nationally organized and
financed by a single FEALAC member country, or a sub-group of member countries.
The Vision Group
believed that there might be differences in the levels of recognition and
support given to FEALAC-wide undertakings as opposed to those by a sub-group or
as a national initiative. FEALAC wide projects should be distinguished
as a “FEALAC project” while the latter two be called, “FEALAC National Project”
or (in the case of a sub group) a “FEALAC joint project”.
[84]
At
the same time, the Vision Group believes that the sub-group activities could
provide examples and directions for future cooperation for FEALAC in its
entirety and therefore deserve a corresponding degree of encouragement and
recognition as FEALAC develops. The
Vision Group agreed that associating more of these projects – whether national,
joint or encompassing all of member countries --under the FEALAC name will help
raise the group’s “brand”, provided that these projects are credibly and
properly associated with FEALAC.
5.3.5 – Participation of Regional
and International Organizations
[85]
The Vision Group considered the roles that
regional organization like the Asian Development Bank (ADB), the Inter-American
Development Bank (IDB) and the United Nations Economic Commission for Latin
America and the Caribbean (ECLAC/CEPAL) can possibly play in helping FEALAC
develop. Given their expertise and
funding, the Vision Group felt that these organizations can do much in studying
how to promote major linkages and economic relationships between both regions.
In this regard, the participation of ADB, IDB and ECLAC/CEPAL in FEALAC should
be desirably augmented and regularized to complement and support the
participation of FEALAC country governments, under the existing coordination
and leadership structures.
[86]
Another possibility considered is to formulate
projects with these and other regional and international organizations, such as
the United Nations Economic and Social Commission for Asia (UNESCAP) or any
other regional and international institutions. The aim would be to work with
these organizations in order to access funds and share expertise under the
banner of FEALAC. Moreover,
the Vision Group
considered that the support of the CAF (“Corporación Andina de Fomento” or Development Bank of Latin
America) to the ALADI (LAIA)/CEPAL (ECLAC) Observatory presented to the Group
in its second meeting (Meeting II) in Lima was a development worthy of special
attention.
[87]
In the short to medium term, the Vision Group
felt that the participation of these organizations can augment FEALAC’s
capacity in studying and making recommendations for activities and new policies
in different areas especially the development of economic linkages.
[88]
The Vision Group recognizes that working with
such other institutions can benefit FEALAC, especially in efforts to help the
businesses and private sector gain a better understanding of the economic
trends and opportunities. FEALAC governments should systemize and make
available these resources to their businesses by deepening cooperation with
regional and international institutions. The Vision Group recommends FEALAC discuss and agree on the best
mechanism to establish a permanent relationship to enhance financial and
technical cooperation with regional and international organizations; share best
practices and successful experiences in order to deepen bi-regional cooperation
(ASEM, EU-LAC); and invite representatives of international fora to brief the
FEALAC SOM, Working Group meetings and FMM on their organizations’ work which
impacts or is relevant to FEALAC´s activities (APEC, G20 and others).
6. Conclusion
[89]
In
carrying out their work to offer an evaluation of FEALAC´s performance and to
propose its future vision, the Vision Group members were well aware of their
considerable responsibility. This is especially so as the global community is
at a particularly challenging juncture in its multilateral structures and the
inter-regional exchange between East Asia and Latin America has grown,
alongside other regional and inter-regional cooperation.
[90]
While FEALAC has been sustained
and grown, the Vision Group considered that there is still a lack of knowledge
in both regions regarding the other and that FEALAC can do much more to gain
visibility and increased credibility and effectiveness. The Vision Group
concluded that there is more that can and should be done so that the two
regions can better foster their inter-regional dialogue and understanding and
move towards increasing connectivity and cooperation and that FEALAC can and
should be further developed to serve as the premier inter-regional forum for
this purpose.
[91]
While
holding that strategic aim, the Vision Group has also sought to be realistic
about FEALAC’s current levels of achievement and on-going processes. The Vision
Group is in agreement that FEALAC must not only become more efficient and
effective to move its current agenda, but moreover that the group must set
higher goals and aspire to a greater vision. This aspiration is what the Vision
Group intends when they suggest that FEALAC should develop itself as the
premier Forum for inter-regional dialogue and understanding to foster
cooperation and to enhance connectivity and nurture further cooperation
between member countries from the two regions. The Vision Group believes that
FEALAC should include governments and the peoples of both regions, especially
youths and academia, as well as the private sector businesses of FEALAC member
countries so that the inter-regional relationship between East Asia and Latin
America can deepen and broaden to become an essential component of the global
system.
[92]
This
vision, if agreed upon by the FEALAC member countries, cannot be achieved
overnight but neither is it beyond reach of the Forum provided that each member
agrees with it and dedicates sufficient and appropriate resources of political
attention, time, effort and funding. In putting forward this vision for FEALAC,
the Vision Group has sought to recognize not just the possibilities ahead but
also the past and current accomplishments, limitations and parameters for
cooperation.
[93]
The
Vision Group has therefore sought to devise the various recommendations in this
Report to acknowledge where there are those to be followed immediately while
others must be developed for the medium term while still others will in
likelihood only come into activity in the longer-term future. The Vision
Group’s effort has therefore been to imagine an initial reinvigoration and
re-examination of current FEALAC processes and undertakings, with the view of
incrementally improving the same. Bolder steps have also been suggested, not
least to establish a number of iconic projects from now and into the medium
term. Key recommendations from the preceding chapters should not be viewed as a
single, one-time task but viewed in terms of on-going effort from the
immediate-, to medium- and longer term goals.
Appendix I: Vision Group Members
Vision
Group Members (by country, in alphabetical order in English)
|
Country
|
Vision Group Members
|
Position
|
Department
|
|
Argentina
|
Mr.Carlos Albisetti
|
Minister
|
Asia Pacific, Ministry of Foreign
Affairs
|
|
Mr.Daniel Polski
|
Ambassador, Director
|
Directorate of Asia and Oceania -
Ministry of Foreign Affairs
|
|
|
Brazil
|
Mr.Marcos Bezerra Abbott
Galvâo
|
Ambassador
|
Embassy of Brazil in
Tokyo
|
|
Mr.Alcides. G.R. Prates
|
Ambassador
|
Ministry of External Affairs, Brasilia
|
|
|
Cambodia
|
Mr.Meas Kimheng
|
Advisor to the Deputy
Prime Minister
|
Minister of Foreign
Affairs and International Cooperation
|
|
Chile
|
Mr. Rafael Puelma
|
Counsellor
|
Embassy of Chile in
Jakarta
|
|
China
|
Mr. Gou Haodong
|
Counsellor
|
Department Latin America
and Caribbean Affairs of Ministry of Foreign Affairs
|
|
Colombia
|
Mr. Jaime Martinez
|
Dean
|
School of Economics and Administrative Sciences Javeriana University
Cali
|
|
Ecuador
|
Mr.
Eduardo Calderón
|
Ambassador
|
Embassy of Ecuador in
Indonesia
|
|
Mr.
Marco Arias
|
Executive
Secretary
|
Cuenca del Pacifico
Ministry of Foreign Affairs, Trade and Integration
|
|
|
Indonesia
|
Mr.Pitono Purnomo
|
Head/
Director General
|
Policy Analysis and Development
Agency - Ministry of Foreign Affairs
|
|
Japan
|
Mr. Keiichi Tsunekawa
|
Vice President
|
National Graduate
Institute for Policy Studies
|
|
Korea
|
Mr. Won-ho Kim
|
Professor
|
Graduate School of
International and Area Studies, Hankuk University of Foreign Studies
|
|
Lao PDR
|
Mr.Bounpan Kongnhinsayaseng
|
Deputy Director General
|
Ministry of Foreign
Affairs, Institute of Foreign Affairs
|
|
Mexico
|
Ms. Monica Ochoa Palomera
|
Director
|
Transpacific Cooperation
Mechanisms Ministry of Foreign Affairs
|
|
Myanmar
|
Mr. Hay Khan Sum
|
Deputy Permanent
Representative
|
Permanent Mission of the
Republic of Union of Myanmar to ASEAN
|
|
Peru
|
Mr. Carlos Aquino
|
Professor
|
San Marcos National
University
|
|
Singapore
|
Mr.Simon Tay
|
Chairman
|
Singapore Institute of International Affairs and
Associate Professor, Faculty of Law, National University of Singapore
|
|
Thailand
|
Mr.Somjai Phagaphasvivat
|
Associate Professor
|
Faculty of Political
Science - Thammasat University
|
|
Uruguay
|
Ms. Alison Graña
|
Secretary of the Foreign
Servicer
|
Ministry of Foreign
Affairs, Directorate of Asia, Africa and Oceania
|
|
Mr. Marcelo Magnou
|
Deputy Director
|
Directorate of Asia,
Africa, and Oceania-Ministry of Foreign Affairs
|
|
|
Mr. Alfredo Raggio
|
Ambassador
|
Ministry of Foreign
Affairs of Uruguay
|
|
|
Venezuela
|
Ms.OriettaCaponi
|
Director
|
Office of Asia and
Middle East, Ministry of Foreign Affair
|
Chairman (1st and 2ndMeetings): Mr. Won-Ho Kim
Chairman (3rd and 4thMeetings): Mr. Carlos Aquino
Overall editor of final report: Associate Professor Simon Tay
Overall editors of 1st draft report: Ms. Maria Fernanda Vila of Chile
and Associate Professor Simon Tay
Authors of initial draft chapters
International Situation and the Strategic Objectives: Dr. Somjai Phagaphasvivat (Editor),
Ambassador Marcos Bezerra Abbott Galvão and Ambassador Alcides Gastão Rostand
Prates (Co-Editors)
Politics, Culture and Sports: Minister Carlos Albisetti, Ambassador Daniel
Polski (Editors) and Ambassador Kim Heng Meas (Co-Editor)
Economy and Society: Dr. Carlos Aquino (Editor) and Associate Professor Simon Tay (Co-Editor)
Science & Technology and Education: Dr. Jaime Martínez Gandini (Editor) and Dr.
Won-Ho Kim (Co-Editor)
Institutional Arrangements: Dr. Keiichi Tsunekawa (Editor) and Counselor Rafael Puelma (Co-Editor)
Appendix 2: The Vision Group
Mandate
FEALAC was officially established at the
first FMM held in 2001. But the idea to establish a link
between East Asia and Latin America was first aired by then Prime Minister Goh Chok Tong of Singapore at his meeting with then President
Eduardo Frei of Chile in 1998. At that time, both shores of the Pacific were
joined through the Asia-Pacific Economic Cooperation (APEC) while Europe was
linked to Asia through the Asia-Europe Meeting (ASEM). FEALAC was thus formed
to bridge the "missing link" between these two regions. The key
objectives of FEALAC as outlined in the “Framework Document for Dialogue
and Cooperation between East Asia and Latin America”, also known as the “FEALAC
Framework Document” are:
·
To
increase and improve mutual understanding, trust, political dialogue and
friendly cooperation among member countries with a view to enriching and
sharing experiences, and developing new partnerships;
·
To
tap the potential of multidisciplinary cooperation in areas of economics, trade
investment, finance, culture, tourism, science and technology, environmental
protection, sport and people-to-people exchange; and
·
To
expand the common ground on important international political and economic
issues with a view to working together in different international fora in order
to safeguard common interests.
The “FEALAC Framework Document” was
adopted by member countries at the inaugural FEALAC Ministerial Meeting or
Foreign Ministers’ Meeting (FMM I) from 29-30 March 2001 in Santiago, Chile.
Three Working Groups were also established during FMM I. The objectives of the
Working Groups are to strengthen dialogue and cooperation through the
initiation of FEALAC-wide projects in the fields of politics, culture
(including sports), education, economy, society, and science and technology.
The 36 countries participating in
FEALAC are:
·
Latin America: Argentina, Bolivia, Brazil, Chile, Colombia, Costa
Rica, Cuba, Dominican Republic, Ecuador, El Salvador, Guatemala, Honduras,
Mexico, Nicaragua, Panama, Paraguay, Peru, Suriname, Uruguay and Venezuela.
·
East
Asia: Australia, Brunei, Cambodia, China, Indonesia, Japan, Laos, Malaysia,
Myanmar, New Zealand, Philippines, Singapore, Republic of Korea, Thailand,
Vietnam, Mongolia.
FEALAC Ministers mandated the Vision
Group on the fifth FMM (FMM V) held in Buenos Aires, Argentina, on the 25th
of August 2011, to consider and propose a vision for the future development of
this Forum and propose new ideas for the near-, medium- and longer-term for
FEALAC to move forward towards achieving that vision.
In carrying out their work, the
Vision Group considered and briefly evaluated FEALAC´s progress to date, as
requested by the Foreign Ministers at the 5th FMM. However the Vision Group
gave even more on efforts to propose future paths forward for FEALAC, looking
to suggest immediate, medium- and longer-term steps that could be taken. The Vision Group was guided by views and
directions articulated by FEALAC deliberations while considering a changing
global context and whether strategic objectives need to be updated and
reformulated. Attention was given to the following FEALAC documents in
particular:
·
the
“Framework For a Forum for Dialogue and Cooperation Between East Asia and Latin
America”(also known as the “FEALAC Framework Document”), considered at FMM I
held in Santiago, Chile, in 2001;
·
the
“Manila Plan of Action to Further Enhance Cooperation Between East Asia and
Latin America”, resulting from the FMM II held in Manila, the Philippines, in
2004;
·
the
“Brasília Ministerial Declaration and Programme of Action” resulting from the
FMM III held in Brasília, Brazil in 2007;
·
the
“Tokyo Declaration”, resulting from the FMM IV in Tokyo, Japan held in January
2010;
·
the
“Revitalization, Enhanced Visibility, and Future Direction of FEALAC,
considered by the 11th FEALAC Senior Officials’ Meeting (SOM XI)
held in Indonesia, in October/November, 2010;
·
the
“Buenos Aires Declaration”, resulting from FMM V held in Argentina in 2011; and
also
·
the
document itself on the “Establishment of FEALAC Vision Group”, proposed by the
Republic of Korea to the SOM XI and XII and approved by the FMM V in Buenos
Aires in 2012.
Work Process and Structure of Report
The Vision Group was constituted
shortly before its first meeting, held in Seoul, on the 13th of
March, 2012, comprised of 16 members, eight from each region. In working
together, the Vision Group nominated editors for each of the chapters (Meeting
I) as well as two members to serve as overall editors to bring together the
final report (Meeting II). In keeping with the spirit of FEALAC as a
bi-regional process, the editors were drawn from the two regions. At the
conclusion of its mandate, the Vision Group was comprised of 18 members, 10
from Latin America and 8 from East Asia. A list of the Vision Group members and
the editors is set out in Appendix 1.
The Final Report of the Vision Group
was concluded at the fourth and final meeting (Meeting IV) to be submitted to
FEALAC Ministers during their sixth meeting in Bali, Indonesia, in June 2013
(FMM VI). The Vision Group set a work agenda and held meetings as follows:
·
Seoul,
Korea (13th of March 2012)
·
Lima,
Peru (11th-12th October 2012)
·
Cali,
Colombia (7th-9th March 2013)
·
Bali,
Indonesia (4th-6th June 2013)
In between these meetings, the
Vision Group worked collaboratively by emails, both directly and with the
support of the virtual secretariat. A draft of this Report was circulated at
the beginning of 2013 and discussed before the Cali meeting, with further amendments
and finalization before the Bali meeting. The Vision Group acknowledges with
thanks the support of the governments that hosted its meetings and the support
of the virtual Secretariat.
The chapters in this Report are
derived, with some amendments (the placing of education, for example), on the three Working Groups within FEALAC –
on politics, culture and sports (Chapter 2); economy and society (Chapter 3);
and education, science and technology (Chapter 4) - with additional chapters on
the international situation and strategic objectives (Chapter 1) and on
institutional aspects (Chapter 5). Each chapter, with the exception of the
first, is structured to begin with a brief evaluation of past and on-going
FEALAC activities, followed by discussion and recommendations
End Notes
[1]“Shaping the Future of the Asia-Latin America and Caribbean
Relationship” co-edited by the ADB and IDB (BID)
[3]See 4.3.1 p.14
[4]See 4.3.2 p.15
[7]See 2.3.3 p.9
[11]See 5.3.2 p.19
[12]See 5.3.4 p.19
[1] The first key objective agreed in the Framework for a Forum for Dialogue and
Cooperation Between East Asia and Latin America adopted by member countries
at the inaugural FEALAC Ministerial Meeting (FMM I) from 29-30 March 2001 in
Santiago, Chile.
[2]Paragraph 31: “We reaffirm our commitment to strengthening
the important role of multilateralism and a multilateral international system
with the United Nations at its heart. We reaffirm that the need for a
comprehensive reform of the United Nations remains a priority for the
organization in order to most effectively address today’s global challenges and
ensure an effective support for its members, including addressing the needs of
developing countries. We stress the
importance of the reform in order to achieve a more democratic, representative,
legitimate, efficient, effective and accountable UN Security Council, a
revitalized General Assembly and an enhanced Economic and Social Council.”
[3]For example, at present, the world
challenges that FEALAC documents already reflect, include, among others, the vulnerability of financial markets;
increased public deficits and debts in
advanced economies with consequent adverse impact on the fragile world economic
recovery; terrorism; transnational organized crime; corruption; environmental
issues, particularly climate change, which has increasingly affected the life
on earth and even mankind survival(like rising sea level threatening the
coastal nations);the impact of human activities in all dimensions, resulting in
increasing socio-economic problems; risks to food security; the rising
incidences of other natural disasters (such as tsunamis).
[5]This observation
agrees with the assessment of FEALAC Ministers and Senior Officials: “We
recognized that FEALAC's activities should be more focused and systematic for
better coordination and effective management” (Paragraph 22, Tokyo Declaration,
FMM IV) and “We also recognize that FEALAC's cooperation needs to be
crosscutting and action oriented to produce tangible benefits and substantial
results. Activities of the Working Groups should be more focused and systematic
for better coordination and effective management to avoid duplication”
(Paragraph 45, Buenos Aires Declaration, FMM V).
[6]The Vision Group noted that a course for football managers in 2011, promoted
as national project by Brazil and from which the results were clearly
encouraging.
[7]The insufficiency of the present structure of cooperation has been
clearly identified and portrayed in inspiring detail by studies, presented to
and considered by the Vision Group, namely: “Shaping the Future of the
Asia-Latin America and Caribbean Relationship” co-edited by the ADB and IDB;
“Forum for East Asia-Latin America Cooperation (FEALAC) – New bi-regional trade
and investment relations in a changing world economic environment” released by
ECLAC/CEPAL; and access to the “Observatory of the Latin-American and
Asia-Pacific Economic Relations”, sponsored by LAIA, ECLAC/CEPAL and the CAF.
[8]Some FEALAC member
countries have already initiated forums to generate interest and awareness in
their business community of the opportunities in countries of the other region,
either on a regular or occasional basis. Countries that have reported such Forums include
China, Singapore, Thailand and Colombia.
[9]To especially facilitate the engagement of
SME’s across the two regions, the Vision Group discussed the nature of the
e-resources. Some members considered the
need to provide relevant information and studies through well organized and
widely available e-resources, with a website for FEALAC business information. Some members further suggested that website
and e-resources could include information items like a directory of enterprises
by economic sectors, import and export companies, production offer per country,
investment opportunities, investment agencies, guides on how to develop
businesses, “briefing papers” on specific topics, among other sorts of
information.
[10]From its 3rd
Working Group meeting, education was moved to the Working Group on Politics,
Culture and Sports, and in the 8th meeting of the Working Group on
Science and Technology, it was suggested that education be moved back to the
Working Group on Science and Technology. The Vision Group, at its first meeting at
Seoul, agreed to recommend that Education be moved back to the Working Group on
Science and Technology.
[11] The Vision Group discussed the need to set clearer and more concrete objectives and agenda of the FMM, and
to do so further in advance of the meeting. Senior Officials must coordinate
amongst themselves fully and in a more efficient manner, assisted by the
Regional Coordinators. Some measures to consider include changing the format of
the draft agenda to include a brief description of the discussion points and
expected outcomes under each agenda item, with the practice of distributing
meeting documents well in advance of the meeting, and meeting reports to record
specific agreements and other points for follow up action.
[12]The Vision Group discussed the need to provide the Coordinating Board
with well-defined Terms of Reference which clearly indicate its mandate,
composition, and modus operandi. It was further suggested that, in order to
realize better coordination amongst the WGs and between the WGs and the SOM,
the Coordinating Board must meet, in person or electronically, before the SOM
and WGs to specifically discuss the status of on-going projects as well as
agendas and expected outcomes of the coming meeting to ensure its efficient
management. This is particularly desirable when the Coordinating Board meets in
preparation for the SOM meetings immediately before FMM meetings. To give the
responsibility of the inter-sessional communication to the Co-chairs of each
WG, the officials should take charge to communicate directly with FEALAC member
countries to advance the work of their groups, follow-up on issues between
sessions, and to properly prepare for each meeting.
[13]The Vision Group urged the WG Chairpersons to play a more active role,
and interact with focal points of member countries on a regular basis. The Ministry of
Foreign Affairs of each FEALAC government may undertake to serve as an
effective national focal point to coordinate responses from various national
bodies and agencies. But as FEALAC undertakes more and different projects (as
discussed in this report), activities will involve more and diverse national
institutions (such as National Tourism Bureau, Ministry for Cultural Affairs,
and other relevant agencies) as well as various groups and sectors of
society (such as universities, museums,
youth groups and corporations). Given such developments, the Ministry of
Foreign Affairs of FEALAC governments may find it necessary to allow the WG
Chairpersons to contact these various national agencies directly, for the
purposes of diverse and effective representation in areas such as culture and
the economy.
[14]It was observed that ASEM activities by governments are separate from
ASEF, and are funded by governments directly. Additionally, the Vision Group
noted that ASEF is financed, on the one side, with voluntary contributions made
by the governments of the member countries, and on the other side, by
contributions made by the different institutions (civil organizations, NGOs,
academic institutions) that participate in each of the projects.
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