TOBWAAN AO KARIKIRAKEAN KIRIBATI

Abaokoro, North Tarawa, Kiribati

KIRIBATI 20-YEAR VISION
2016-2036

TOBWAAN AO KARIKIRAKEAN KIRIBATIKIRIBATI 20-YEAR VISION
2016-2036

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KIRIBATI 20-YEAR VISION 2016-2036

KIRIBATI 20-YEAR VISION 2016-2036

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ABBREVIATIONSTABLE OF CONTENTAKL

Air Kiribati Limited

KPF

Kiribati Provident Fund

ATHKL

Amalgamated Telecom Holdings(Kiribati) Limited

KPS

Kiribati Police Service

KSEC

Kiribati Solar Energy Company

CARE

Care, Assess, Reward and Evaluate

KNSL

Kiribati National Shipping Line

CDs

Communicable Diseases

KNTO

Kiribati National Tourism Office

CEDAW

Convention of the Elimination of
all forms of Discrimination against
Women

KTC

Kiribati Teachers College

KV20

Kiribati Vision 20

CRPD

Convention on the Rights ofpersons with Disabilities

M&E

Monitoring and Evaluation

MFED

CSO

Community Service Obligation

Ministry of Finance and Economic
Development

DCC

Development Coordinating
Committee

MTC

Marine Training Centre

MSP

Ministry Strategic Plan

EU

European Union

MOP

Ministry Operations Plan

FDI

Foreign Direct Investment

NCDs

Non-Communicable Diseases

FRESH

Fast, Reliable, Efficient, High-Spirited and Honest

OB

Office of Te Beretitenti

OHS

Occupational Health and Safety

GLUP

General Land Use Plan

PEC

Pacific Environment Community

GOK

Government of Kiribati

PIPA

Phoenix Islands Protected Area

GDP

Gross Domestic Product

PTR

Pupil Teacher Ratio

GPI

Gender Parity Index

PUB

Public Utilities Board

JAXAJapan Aerospace and Exploratory
Agency

RERF

Revenue Equalisation Reserve FundRMNCA

KAP III

Kiribati Adaptation Programme
Phase III

Reproductive, Maternal, Neonatal,
Child and Adolescence Health

RSE

Recognised Seasonal Employers

KDP

Kiribati Development Plan

SID

Small Island Developing States

KFL

Kiribati Fish Ltd

STSISPKIRIWATSAN

Kiribati Water and Sanitation ProjectSouth Tarawa Sanitation
Improvement Sector Project

KIT

Kiribati institute of Technology

SWP

Seasonal Workers Programme

KOIFWP

Kiribati Outer Island Food andWater Project

UNCAC

United Nations Convention against
Corruption

KOIL

Kiribati Oil Company Ltd’s

VFR

Visiting Family and Relatives

KPA

Kiribati Ports Authority

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KIRIBATI 20-YEAR VISION 2016-2036

Abbreviations.................................................................................................................................................... 2
List of Tables and Figures.................................................................................................................................. 4
Foreword............................................................................................................................................................ 6
Executive Summary........................................................................................................................................... 8
Introduction.....................................................................................................................................................10
Vision... 11
Mission.11
Guiding Principles and Values........................................................................................................................11
PILLAR 1: WEALTH............................................................................................................................................12Natural Capital..................................................................................................................................................................................12
Accelerating Macroeconomic Stability for Long Term Development......................................................................................12
Promoting Inclusive Trade and Private Sector for Sustainable Development.....................................................................14
Maximising Returns through Sustainable Fisheries and Marine Development.................................................................16
Improving Land Use for Sustainable Development.............................................................................................................................20
Human Capital..................................................................................................................................................................................22
Having Highly Educated and Skilled Population by the Year 2036 for quality outputs............................................22
Increasing Employment Opportunities for I-Kiribati............................................................................................................................26
Developing a Highly Skilled, Qualified and Efficient Workforce...................................................................................................28
Ensuring Accessible and Affordable Quality Healthcare System.................................................................................................31
Cultural Capital.................................................................................................................................................................................35
PILLAR 2: PEACE AND SECURITY....................................................................................................................38
Developing a Secure and Peaceful Kiribati.............................................................................................................................38
PILLAR 3: INFRASTRUCTURE FOR DEVELOPMENT........................................................................................42
Improving Connectivity and Accessibility..............................................................................................................................42
Airfields............................................................................................................................................................................................................................42
Air Transport..................................................................................................................................................................................................................43
Sea Transport................................................................................................................................................................................................................43
Coastal Infrastructure..............................................................................................................................................................................................45
ICT.......................................................................................................................................................................................................................................45
Land Transport.............................................................................................................................................................................................................46
Improving Access to Utility and Social Infrastructure........................................................................................................46
Energy as a foundation of the KV20...............................................................................................................................................................46
PILLAR 4: GOVERNANCE.................................................................................................................................52
Creating a Corruption–free Society...........................................................................................................................................52
Cross Cutting Issues.............................................................................................................................................................................................................54
Gender, Youth, Vulnerable Groups, Equity..............................................................................................................................54
Environment, Climate Change and Sustainable Development......................................................................................55
Strategic and Inclusive Partnerships.............................................................................................................58
DELIVERING THE KV20....................................................................................................................................59
Implementation................................................................................................................................................................................59
The Kiribati Development Plan...................................................................................................................................................59
The Vision Delivery Secretariat....................................................................................................................................................59
Monitoring and Evaluation.............................................................................................................................60
Annex 1: KV20 Implementation Matrix.........................................................................................................62

KIRIBATI 20-YEAR VISION 2016-2036

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LIST OF TABLES AND FIGURES
Figure 1:
Figure 2:
Figure 3:
Figure 4:
Figure 5:
Figure 6:
Figure 7:
Figure 8:
Figure 9:
Figure 10:
Figure 11:
Figure 12:
Figure 13:
Figure 14:
Figure 15:
Figure 16:
Figure 17:
Figure 18:
Figure 19:
Figure 20:
Figure 21:
Figure 22:
Figure 23:
Figure 24:
Figure 25:
Figure 26:
Figure 27:
Figure 28:
Figure 29:
Figure 30:
Figure 31:
Figure 32:
Figure 33:
Figure 34:
Figure 35:
Figure 36:
Figure 37:
Figure 38:
Table 1:
Table 2:
Table 3:
Table 4:
Table 5:
Table 6:
Table 7:
Table 8:

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Kiribati Real Growth Rate and GDP Per Capita 2005-2015....................................................................................................... 13
Revenue, Expenditure, Deficits and Surpluses, Kiribati, 2007-2016.................................................................................... 13
Public and Private Sector KPF Contributors, Kiribati, 2009-2016.......................................................................................... 14
Number of Registered Businesses per Island................................................................................................................................... 15
Export and Import Trends (AUD), 1995-2015.................................................................................................................................. 16
Total Trends in Fishing License Revenue (AUD Million), 2006-2015................................................................................... 15
Potential Benefits of Sustainable Tourism.......................................................................................................................................... 17
Visitors arrival by Air and Purpose: Tarawa and Kiritimati.......................................................................................................... 18
Outcome and Strategies for Natural Capital..................................................................................................................................... 18
Trends in School Enrolment 2013-2016.............................................................................................................................................. 21
Proportion of Survival and Transition Rate........................................................................................................................................ 23
Proportion of Certified and Qualified School Teachers, 2013-2016................................................................................... 23
Outcome and Strategies for Education and Training.................................................................................................................. 24
Trends in Overseas Employment for SWP and RSE (2010-2016).......................................................................................... 25
Seafarers’ Remittances (2000 to 2016).................................................................................................................................................. 26
Outcome and Strategies for Increasing Access to Decent Employment Opportunities...................................... 27% of Public Service Employees by Age................................................................................................................................................ 28
Potential Skills Gap (2018-2021)............................................................................................................................................................... 29
Public Service Employees’ Qualifications............................................................................................................................................ 29
Outcome and Strategies for Developing a Highly Skilled and Qualified Workforce............................................... 30
Number of Registered Cases of Diabetes and Hypertension per Island (2016)......................................................... 31
Incidence of Leprosy by Island in Kiribati (2010-2015)............................................................................................................. 32
Incidence of TB Cases on South Tarawa (2015)............................................................................................................................... 33
Under 5 Infant and Neonatal Mortality Rate in Pacific............................................................................................................... 33
Outcome and Strategies towards Ensuring Accessible and Affordable Quality Healthcare System............ 34
Outcome and Strategies for Developing Cultural Capital........................................................................................................ 36
Trend in Crime Rates (2012-2016)........................................................................................................................................................... 39
Proportion of Criminal Cases in 2016.................................................................................................................................................... 39
Outcome and Strategies for Developing a Secure, Safer and Peaceful Kiribati.......................................................... 56
Outcome and Strategies for Improving Connectivity and Accessibility......................................................................... 41
Annual Petroleum Sales by Product (2010-2016).......................................................................................................................... 46
Annual Petroleum Import by Product (2010-2016)...................................................................................................................... 47
Consumption Trend by Sector.................................................................................................................................................................. 47
Power Generation and Sales Compared to Number of Utility Customers.................................................................... 47
Power Generation Compared to Diesel Use and Energy Efficiency................................................................................... 48
Trend in Power Contribution from Solar System Installed....................................................................................................... 49
Outcome and Strategies for Improving Access to Utility and Social Infrastructure................................................ 50
Outcome and Strategies for Creating a Corrupt-free Society................................................................................................ 53
School Enrolment 2013-2016.................................................................................................................................................................... 22
Gender Parity Index 2011-2014................................................................................................................................................................ 23
Literacy and Numeracy Proficiency Level (%).................................................................................................................................. 242016 - June, 2017 Complaints Record.................................................................................................................................................. 27
Age Distribution of Public Service Employees................................................................................................................................ 28
Number of Retirees (2018-2021).............................................................................................................................................................. 29
Number of Staff with Qualifications....................................................................................................................................................... 29
Trend in Crime Rates (2012-2016)........................................................................................................................................................... 38

KIRIBATI 20-YEAR VISION 2016-2036

KIRIBATI 20-YEAR VISION 2016-2036

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FOREWORD

Warm Greetings from the heart of the Central Pacific, an island nation surrounded bya vast ocean and vulnerable to the adverse impacts of climate change.

the availability of resources for the future generations. The people of Kiribati feel that their future should be more
prosperous, equitable, sustainable and thriving, and that is the very essence of this vision.

I am very pleased to introduce the Kiribati 20 year vision development plan known
as the KV20.

This KV20 offers a consolidated framework for development through which the National Development Plans andMinistry Strategic Plans can be aligned by mainstreaming the KV20 strategies during the medium term planning
process, in order to provide a meaningful development outcome as envisioned in the KV20. The KV20 fosters alignment
between policy areas of respective ministries and paves an innovative path for government, stakeholders, donors anddevelopment partners to further collaborate to realise transformative development.

The KV20 is Kiribati’s long term development blueprint for the period 2016-2036.
This development blue print aims to transform Kiribati into a wealthier, healthier andpeaceful country. The road to this KV20 began under the leadership of the present
government administration. This is also the first long-term national development planfor Kiribati.
The process to get to this KV20 was guided by the whole-of-country approach. The
strategy has resulted into a document that honours a legacy of the past, embraces our presence and at the same time
looks forward and prepares for the future with hope and anticipation. The process of formulating the development blue
print was characterised by inclusive consultations conducted for the Gilbert and the Line and Phoenix Island Groups
as well as internal consultations with Government Ministries and agencies, business communities and churches whichguaranteed valuable inputs from diverse and inclusive contributors, making it a vision for our nation.
This KV20 draws strength from the unique opportunity it presents for both the government and citizens of Kiribati
to collaborate towards improving the quality of life for all I-Kiribati. The Vision identified four pillars that will enabletransformative development for our nation and these include wealth, peace and security, infrastructure and governance.
The Vision, widely informed by the will of the people desires to see Kiribati rise to its full potential through maximising
revenue and output from natural, human and cultural capital. The Vision recognises that sustainability of natural
resources must be the fabric of this vision to ensure that the development aspirations today do not compromise

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KIRIBATI 20-YEAR VISION 2016-2036

The KV20 provides an implementation process that unlocks the potential of Kiribati by presenting the vision, facilitating
commitment and consistent cooperation for all. The vision also seeks to ensure that its implementation, monitoringand evaluation adopts an inclusive consultative mechanism as its formulation.
This KV20 is the culmination of commendable commitment, hard-work and dedication which would not have beenpossible without the many individuals who gave their time, provided information and participated in the formulation
process. I am therefore very pleased to hand over this plan to the people of Kiribati in general, and more specificallyto the public, private, and social sector stakeholders in order for the citizens of Kiribati to take ownership, inspire,empower and drive its execution for the benefit of the current and future generations .
Health, Peace and Prosperity.

HE Taneti Maamau
Beretitenti
Republic of Kiribati

KIRIBATI 20-YEAR VISION 2016-2036

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EXECUTIVE SUMMARYThe KV20 is a long term development blueprint for Kiribati. It covers the period 2016 to 2036. It is motivated by acollective aspiration for a better society by the year 2036. The vision of the KV20 is for Kiribati to become a wealthy,
healthy and peaceful nation. It seeks to achieve the development aspiration by maximising the development benefits
from fisheries and tourism as key productive sectors. The development of these sectors are expected to stimulate thedevelopment of other sectors through backward and forward sectoral linkages.
The contribution of fisheries and tourism sectors to the country’s development aspirations is expected to directly
contribute to achieving the Sustainable Development Goals (SDGs) for Kiribati by 2036. The Vision is a product of aparticipatory and inclusive consultative process involving views from I-Kiribati and widely informed by the underlying
challenges and inputs from various sector plans.
The Vision is anchored on four pillars: Wealth; Peace and Security; Infrastructure; and Governance. The Wealth Pillar aims
to develop the natural capital, human capital and cultural capital to improve economic growth and reduce poverty.
Development of natural capital will include implementing measures aimed at maximising revenue from fisheries
and marine resources, improving contribution of the tourism sector to GDP, implementing strategies to support thedevelopment of an inclusive trade and private sector, and to improve land use and planning with the objective ofcreating additional land for commercial development.
The human capital component seeks to create a highly educated and skilled population, increase access to decent
employment; develop a highly skilled, qualified and efficient work force and accessible and affordable quality
healthcare system. The Vision recognises that creating a globally competitive and healthy human resource base iscritical to achieving the overall goal of the Vision given its linkages to employment opportunities.
The Vision further seeks to develop cultural capital by implementing measures to safeguard and revive traditional skills
and knowledge. The development of cultural capital is expected to support the development of the tourism industry.
The Vision recognises the importance of security towards creating a more secure living and working environment. The
Peace and Security Pillar aims to create a secure, safer and peaceful Kiribati by formally establishing and strengthening
the National Security governance policy frameworks, relevant institutions and strategic partnerships.

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KIRIBATI 20-YEAR VISION 2016-2036

The Infrastructure Pillar aims at improving connectivity and accessibility in relation to economic and social infrastructure.
The Vision will seek to improve the transport and ICT infrastructure. It also aims to improve access to utility and social
infrastructure. The Vision recognizes the significant cross-cutting role of infrastructure as a backbone in providing basic
services and creating an enabling environment for the development of the fisheries and tourism.
The Governance Pillar aims to create a corruption-free society by strengthening national and local traditional governancepolicy and legislative frameworks; fostering and strengthening the integrity and independence of institutions mandated
to promote good governance and eliminate corruption; strengthen strategic partnerships and institutionalise anticorruption and good governance principles in the public service and education systems in Kiribati. Governance will bean essential component that will be streamlined in all undertakings and to every approach to implementing the Vision.
In addition to the core Pillars, the Vision also acknowledges the importance of gender, youth, vulnerable groups, disability,
equity and partnership as cross-cutting principles. The vision will mainstream equity in all the sector programmes andprojects to be implemented. The aim is to implement measures across all sectors to create equal opportunities for all
clusters in the society including women, youth, people living with disability and other vulnerable groups.
The Vision recognises Kiribati’s vulnerability to climate change as a key constraint to achieving the desired outcomes.
The Vision underscores the need to mainstream climate change adaptation and mitigation into various programmes.
Mainstreaming climate change into development programming will ensure that the working environment issensitive to environment conservation, climate change and sustainable development. The environment conservation
adaptation and mitigation measures will reduce risks and ensure that the development programmes implemented
create sustainable development for all.
The Vision has earmarked a transshipment hub to be developed in Betio and Kiritimati as major flagship projects under
the fisheries priority sector. While the flagship projects are expected to take a lead role in generating rapid, widely
shared growth, they are by no means the only projects the country will be implementing. By the same token, there aremany ongoing projects and others planned for the future. All of these deserve attention and support. The full details
will be found in the successive Sector Plans or Ministry Strategic Plans.

KIRIBATI 20-YEAR VISION 2016-2036

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INTRODUCTION
The KV20 is an ambitious, long term development planning framework and the first of its kind for Kiribati. Its overall
objective is to bolster national efforts in transforming the lives of an I-Kiribati and economy into a resilient, wealthy,
healthy and secure nation. It marks a shift in our development planning process whereby long term vision andpeople centered focus on socio-economic development is introduced to guide our short to medium term planning
processes. In keeping with its long term vision, the KV20 will allow economic planning to focus beyond the 4-year
cycle of government, which has been the main limitation to sustaining and implementing long term programmes andstrategies.
To ensure relevance, practicality and ownership of the KV20, the plan was developed through a process led bygovernment sectors including the national consultations that were designed to garner inputs, direction and views
from the communities, civil societies and the private sector. It is therefore critical that the active engagement of all
stakeholders is maintained throughout the implementation and monitoring of the KV20 to ensure that this plan stays
true to its Vision in ensuring a whole of country partnership and people centered approach.
The Government key ministries have already commenced the integration of the KV20 development aspirations into
the respective Ministry strategic plans (MSPs) and Ministry Operation Plans (MOPs) to reflect the priorities, outcomes
and targets in the KV20. It is envisaged that the Kiribati Development Plan (KDP) and the Ministry Strategic Plans shallbecome the implementing mechanisms for the KV20; and with a participatory M&E system to be spearheaded by the
Ministry of Finance and Economic Development (MFED) to ensure that the plan reflects the current realities.
Furthermore, catapulting economic development to achieve our targets within the next 20 years can only be possible
if Kiribati focuses its attention on two of its productive sectors, fisheries and tourism. Adequate investment and a
conducive environment need to be developed for these sectors to thrive. To this end, the four (4) pillars, namely wealthand health, peace and security, infrastructure for development and governance are intended to complement, support
and cultivate an enabling environment in order to promote the evolution of investment into fisheries and tourism.
The outcomes and strategies for the four pillars will therefore be read as a means to achieve the overall outcomeof strengthening the fisheries and tourism sectors as the backbone of Kiribati’s economy during and after the
implementation of this strategy.

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KIRIBATI 20-YEAR VISION 2016-2036

KIRIBATI 20-YEAR VISION 2016-2036

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PILLAR 1: WEALTH

Figure 1: Kiribati Real Growth Rate and Nominal Growth Rate from 2006 -2016

Source: Kiribati National Statistics Office
The role of fiscal dispensation in sustaining macroeconomic stability is critical to strengthening the overall growth anddevelopment of the private sector. Generally, Kiribati has experienced a relative fiscal stability over the years due tostrong public expenditure, infrastructure development and the growth in revenue from fishing licences and expansionof the revenue base through the implementation of Value Added Tax (VAT) in 2014. Kiribati has maintained tremendous
improvement in revenue generation since 2010. Total revenue in 2016 was 209.3 million while Expenditure was $174.4
million in 2016, resulting into a surplus of $34.9 million. This compares to just$62.2 million in total revenue in 2011, witha total expenditure of $100.2 million (Figure 2).
Figure 2: Revenue, Expenditure, Deficits and Surpluses, Kiribati, 2011-2016

Natural Capital
Accelerating Macroeconomic Stability for Long Term Development
Kiribati acknowledges the pivotal role of macroeconomic stability towards achieving Sustainable Development Goals.
While economic growth has fluctuated widely in the previous years, the real GDP growth rates increased to 10% in 2015
(Figure 1). The GDP growth rate in 2015 was attributed to increase in construction, wholesale and retail trade industries,
transport and storage and financial intermediation activities. The Real GDP per capita has also improved since 2012, due
to higher economic growth rates despite the high population growth rate.

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KIRIBATI 20-YEAR VISION 2016-2036

Source: National Economic and Planning Office (NEPO)The Revenue Equalisation Reserve Fund (RERF) also provides a financing function for recurrent deficits. Government
is committed to ensuring sound management of the RERF. The Vision will work towards improving the value of the
RERF from $897 million to 1 billion by 2020. Improving the value of the RERF will, however, require strengthening themanagement of RERF to ensure long term macroeconomic sustainability.

KIRIBATI 20-YEAR VISION 2016-2036

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The government places a high premium on a stable macroeconomic environment. A stable macroeconomic
environment works in favour of the poor, who tend to lose the most during periods of inflation. The Vision will
implement measures to manage expenditure prudently and provide the necessary resources to achieve sustainableeconomic growth. The KV20 will aim at improving the GDP growth rate by 5% in 2019 and 10% by 2036.

While the private sector has experienced growth over the years, the majority of businesses are based mainly in Tarawa
and Kiritimati. The total number of registered businesses in South Tarawa and Kiritimati are 1892 and 232 respectively,
contrasted by the Other Outer Islands which have recorded less than 100 registered businesses per island (Figure 4).
Figure 4: Number of Registered Businesses per Island

Achieving macroeconomic stability will, however, require implementation of fiscal policy measures to acceleratemacroeconomic stability for long term sustainable development. The projects to be implemented under this Vision
will be subject to the parameters within the macroeconomic stability framework. The KV20 strategies will ensure thatthe development expenditure continues to benefit the priority sectors, such as fisheries, tourism and tourism related
sectors, infrastructure and social sectors (health and education) and trade and private sector development, in order torealise the overall goal of KV20. Government will scale-up resources towards these sectors, while ensuring efficiency
and effectiveness in their use and management.

Promoting Inclusive Trade and Private Sector for Sustainable Development
Private sector can be an engine of economic growth and development for Small Island States like Kiribati. While theprivate sector in Kiribati is small in relation to the public sector, its contribution to GDP has increased from 47.3% in2005 to 54.5% in 2015. The private sector formal employment has increased at a rate of over 12% per year since 2010.
As a result, the number of private sector contributors to the Kiribati Provident Fund (KPF) has subsequently increased
from 2,130 in June 2010 to 3,982 in June 2016, which depicts a rise of 87%. The number of contributors from the public
sector on the other hand, rose from 6,789 in 2010 to 6,917 in 2016 (Figure 3).
Figure 3: Public and Private Sector KPF Contributors, Kiribati, 2009-2016

Source: 2017 MCIC Business Registry Records
Developing an inclusive private sector will require an enabling environment to support the development of the private
sector on the outer Islands, which have performed dismally in terms of business development as indicated in Figure
4. While foreign investment can be a good ingredient for private sector development, only 18 foreign investors haveestablished their enterprises in Kiribati.
Trade Performance
Trade can be an important instrument through which Sustainable Development Goals can be achieved. While trade
has been instrumental towards ensuring food security, generating income and livelihoods, the trade deficit, a measureof overall trade performance has increased from AUD$71,536,000 in 2007 to AUD$125,444,000 in 2015.

Source: KPF Records

The growth in trade deficit is attributed to a high import bill, mainly for foodstuff and low export trends attributed tolimited product varieties and supply capacity in the sectors where Kiribati has comparative advantage. Crosscutting
supply side constraints related to inadequate energy and water for commercial activities also remain a bottleneck to
supply capacity development to facilitate export growth.
Domestic trade measured by the movement of inter-island goods is dominated by imported goods. While Governmenthas been implementing various measures to support the development of inter-island trade, domestic trade in local
products is confronted by limited supply capacity, producer market linkages and poor inter-island connectivity. Other
constraints to trade and private development include the existence of outdated business laws, which are incompatible
with the current private sector and trade development regime, thus negatively impacting on the inflow of the Foreign
Direct Investment (FDI).

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KIRIBATI 20-YEAR VISION 2016-2036

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Figure 5: Export and Import Trends (AUD), 1995-2015

Figure 6: Total Trends in Fishing License Revenue (AUD Million), 2006-2015
250

160000140000200120000100000

150

80000
100

60000
40000

50

20000
0

0

2006

Imports

Exports

Source: National Statistics Office
Government is committed to achieving inclusive trade and private sector growth especially on the outer islands. The
Vision will work towards improving the private sector contribution to GDP from 48% to 55% by 2019 and to 65% by2036. The KV20 will increase the number of established foreign investments from 18 to 23 by 2019 and 100 by 2036.
The government will also aim at increasing the value of domestic trade from 2.7 Metric Tonnes in 2017 to 5.4MT
by 2019 and 81MT by 2036. The value of exports is also expected to increase by 7% in 2019 and 30% by 2036. The
development of the private sector will however, depend on the effective implementation of the trade and investment
policy frameworks which seek to stimulate trade and investment by creating an enabling environment to support thedevelopment of fisheries and tourism related sectors.

Maximising Returns through Sustainable Fisheries and Marine Development
Fisheries is one of the priority sectors to stimulate economic growth and development during the life span of the KV20.
Fisheries has been the main source of revenue in addition to others attributed to an improved revenue base throughthe implementation of VAT. The sector has contributed to a significant increase in the revenue from fishing licenses overthe past 10 years (Figure 6).

2007

2008

2009

2010

2011

2012

2013

2014

2015

Source : KNSO

Revenue collected from fishing licenses increased from AUD 29.5 million in 2009 to AUD 197.8 million in 2015. The total
increase between 2009 and 2015 was 57.1 per cent. This increase is driven mainly from the successful implementationof the vessel day scheme which regulate limits on fishing days. However, Government acknowledges the limited
participation of local fishermen and aspires towards improving local participation with aims to improve and maximisea wider socio-economic benefits from the sector. KV20 will implement policy measures aimed at increasing investment
in value added products and explore opportunities to expand local communities’ participation in coastal fisheries,
aquaculture and seabed minerals.
The participation of the community in the fisheries sector through national and global value chains is confronted bylimited domestic and international infrastructure connectivity to ensure efficient and reliable transportation of Kiribati
fish to existing and potential markets.
Given the importance of fishing to traditional subsistence and economic activity in Kiribati, small scale fishing activities
are supported through innovative programmes such as the distribution of fiberglass boats and engines and Waa n
Oo (non-motorised outrigger canoes) to communities, fishing safety tools at nominal prices and medium size long
liner vessels, among others. The solar powered ice plants that have been constructed in the outer islands to support
commercialisation of fishing activities were among a few of the ongoing fisheries activities to support local fishermen.
However, Kiribati continues to face management and maintenance challenges to sustain such programmes.
Kiribati Fish Ltd (KFL) is the only fishing company engaged in processing and exporting of fresh and frozen fish. The
key export markets for KFL fish products include Australia, Japan, the United States (US) and the European Union (EU).
Government will continue to improve market access opportunities for its fisheries products through implementationof the Trade Policy Framework. This will ensure that the potential trade opportunities in new markets especially theEuropean Union (EU) are satisfied and maintained through Improved investment in higher value added fisheries
products. However, this will require improvement in economic and social infrastructure to support the investment in
the fisheries sector.
In addition to developing fisheries products, there is potential to expand into greater provision of services both forfishing vessels and leisure craft. Kiribati’s favourable location in the central Pacific region, together with the fact that
it lies outside the cyclone belt makes it ideal for the development of Transshipment Hubs in Betio and Kiritimati. A

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Transshipment Hub will involve developing the capacity of the jetty and wharf to be able to resupply, service andrepair vessels in the sub-region including purse seiners and long liner boats, small fishing vessels, ferries and inter-islandtransportation and pleasure vessels such as cruise ships and yachts.
Maximising returns from sustainable fisheries and marine resources will be an ultimate goal of the Government. The
vision aims at increasing fisheries and marine resource revenue from AUD$154 million to AUD$227 million by 2019and AUD$1.2 billion by 2036. Government will develop a transshipment hub in Betio by 2027 and in Kiritimati by
2036 to attract transshipment activities in Kiribati with aims to provide services like refuel, resupply, net mending andmaintenance and repair services for fishing and other vessels operating in the region due to the vast distances between
fishing grounds and other current hub locations.
Government will continue to implement policy measures to support the participation of the local private sector in
the fishing industry, create a conducive investment climate to increase Foreign Direct Investment (FDI) in the fisheries
sector, work with outer islands in promoting foreign investment in integrated catching and processing and facilitating
exports of value added fisheries products. In line with Government’s aspiration to promote coastal fisheries, Government
will also implement policy measures to strengthen the national quality infrastructure, improve the development ofaquaculture, seabed mining and at the same time ensure sustainability of fisheries and marine resources.

The growth of the tourism sector however, has been stagnant and limited to narrow tourism products and markets
over the years. The current tourism industry is focused only on South Tarawa and Kiritimati. A breakdown of visitors bypurpose of visit shows business related travel as the dominant category of tourist visitors (Figure 8) while pleasure travelis largely made up of fishing focused visitors.

Figure 8: Visitors arrival by Air and Purpose: Tarawa and Kiritimati
2,500

2,000

1,500

1,000

500

Developing Sustainable Tourism
Government recognises the potential contribution of tourism towards stimulating economic development, providing
employment, income generation as well as supporting the retention of cultural traditions, sustainable management of
national environmental assets and wider contribution towards social–economic benefits. The sector can support thedevelopment of other sectors like agriculture through forward and backward linkages.

0
2006

2007

2008
BUSINESS

2009

2010

PLEASURE

2011
VFR

2012

2013

TRANSITOTHERS

2014

2015

Source: KNTO

Figure 7: Potential Benefits of Sustainable Tourism
Economic Benefits• Increased Employment• High Level of Unskilled Jobs
• Business Opportunities• Increased Tax Revenue
and Foreign Exchange

Sustainable
Tourismdevelopment

Social Benefits• Preserve Culture and Heritage• Improve Services /Infrastructure• Improved Quality of Life
• Reduce Urban Drift

Environmental Benefits• Protect Natural Assets• Manage use and impacts• Inform and educate• Alternative economic
use of resources

The growth in holiday arrivals remained static since 2011, with the total holiday arrivals estimated at 1383 in 2013 and1412 in 2015. The Phoenix Islands Protected Area (PIPA) which could be a jewel in the crown of the Kiribati national
tourism industry remains under exploited. The vision of PIPA is to become a premier location for small number of highyield travelers seeking to explore a unique aquatic and terrestrial environment.
The tourism sector in Kiribati does not provide a rich range of activities and experiences based on its cultural andenvironmental resources. The typical visitor to Tarawa may possibly see cultural performance at the hotel or be limited
to a cultural gathering, but it is difficult for the visitors to access and learn about the local way of life and traditions. There
are some tours available that focus on WWII relics, but avenues that open up the culture to the visitors are insignificant.
The World War II heritage sites that could be a significant point of interest for some visitors still receive relatively scantattention. At the same time, most of the significant gun emplacements and bunker sites are not in an attractive statethat could market Kiribati as a tourist destination.
Marketing Kiribati to inform the tourists of the potential attractions and facilities remain a key constraint to tourism
development. Destination marketing is faced by underdeveloped and outdated tourism promotion related websites.
Lack of dive operators also creates a major gap in the array of tourism products.
Government will continue to implement measures aimed at boosting revenue in the tourism sector. The Vision aims
at increasing the % contribution of tourism to GDP from 3.6% in 2016 to 20% by 2019 and to 50% by 2036. KV20
will implement tourism development measures aimed at increasing investment in high yielding tourism products
such as cultural tourism and eco-tourism, strengthening human capacity in the tourism and hospitality sector in highend tourism products, strengthening institutional and regulatory frameworks, investment in destination marketing,strengthening infrastructure connectivity and upgrading tourism related sites and facilities.

18

KIRIBATI 20-YEAR VISION 2016-2036

KIRIBATI 20-YEAR VISION 2016-2036

19

Improving Land Use for Sustainable Development

Figure 9: Outcome, Strategies and Targets for Natural CapitalLand is a vital factor of production in the economy. The total land area is 811 km2, of which 37% is under customary landownership and the remaining is state land, including all islands in the Line and Phoenix Group. The country’s populationis heavily concentrated in the urban areas of South Tarawa, where 51% of the population lives. The performance of key
growth sectors of the economy and the attachment of the communities to land all affect access and utilisation of landin Kiribati.

Outcome
Improved Economic Growth and Poverty Reduction

A large proportion of land in South Tarawa is leased by Government for a period of 99 years under the Native Lands
Ordinance. General land use planning for designated areas is determined by the Central Land Planning Board establishedunder the Land Planning Ordinance. Land tenure on state lands such as Kiritimati, Tabuaeran and Teraina is governedby the State Lands Act and the State Pre-Emptive Act, which combines land tenure with planning requirements for thesustainable use of land resources

Strategies

Performance Indicators

Accelerating
macroeconomic
stability for longterm sustainable
development
Developing
sustainable tourism

Secure access to land can contribute to social and economic development and guarantees tenure, which builds moreinvestor confidence, be they small or large. While improving land use is critical to sustainable development, land
scarcity, squatting, contesting of land ownership titles and policy requirements for subleasing Government leased
lands in regard to 100% landowner’s consent (which usually comes at an expensive price) are major obstacles to private
sector development in urban areas and to a lesser extent, expansion of public services.
Weak monitoring and enforcement and political governance challenges related to land ownership contribute to
non-compliance with the general land use plan. This is evident in disorderly development in most areas of South
Tarawa and limited land to support commercial activities. Land scarcity, especially for commercial purposes in South
Tarawa, implies that there is need for substantive investment in land reclamation. Lack of a national land policy andweak administration of the relevant legislative framework has significantly contributed to poor land use, especially forcommercial purposes, thus affecting the establishment of investment.
In addition to land issues, soil quality in Kiribati is generally poor, thus constraining the development of agriculturalactivities. Other factors that constrain agricultural activities include lack of comprehensive agriculture strategy thattakes into consideration the prioritisation of crops and livestock development, weak and/or absence of essential
infrastructure and supporting mechanisms to facilitate large scale production for domestic trade. There is need topromote and sustain knowledge, information and good practices for sustainable management of natural resources.
Government recognises the need to strengthen land use planning and administration to create transparent proceduresfor obtaining land for private sector development by strengthening the national land policy and legislative framework.
The Vision will develop updated the General Land Use Plan (GLUP) for South Tarawa by 2019. GLUPs will also be
developed for Kiritimati, Tabuaera, Teraina and PIPA by the year 2023. Additional investment will be targeted towards
increasing land area designated for commercial purposes from 121.4 acres to 220 acres on South Tarawa and Kiritimati
by the year 2023. The Vision also aims to reclaim and raise land up to 2m above sea level to address land scarcity andminimise the impacts of climate change. The targeted areas for land reclamation are mainly on South Tarawa (Temaiku,
Bikenibeu, Bairiki, Betio, and lagoon) and Kiritimati where additional 767 acres of land will be developed by the year2036.

Maximising returns
from sustainablefisheries and Marine
resources

Developing inclusive
sustainable trade andprivate sector

Improving land
use and planningfor sustainable
development
Sustainable
Management andProtection of Marine
and Natural Resources

Targets
2019

2023

2027

2036

Improved GDP growth Rate

5%

7%

8%

10%

Improved Value of the REFR

950M

1.2
Billion

1.3
Billion

1.4Billion% Contribution to GDP

20%

40%

45%

50%

Developing and Strengthening legal
mechanisms for sustainable tourism

60%

100%

100%

100%

Island Specific Tourism Strategy
Developed

6

11

25

33

Kiribati Tourism Authority established

60%

100%

100%

100%

Increase in Revenue from fisheries
and marine resources

227
Million427
Million

627
Million

1.2
BillionNumber of Transshipment Hub
Developed

0

1

1

2

% Private Sector Contribution to GDP

55%

60%

62%

65%

Number of Foreign Investments

23

33

50

100

% increase in Value of Exports

7%

10%

15%

30%

Value of Domestic trade.

5.4MT

10.8MT

27MT

81MT

Land allocated for commercial
investment

170
acres

220
acres

270
acres

320 acre

General land use plan for government
owned land

2

3

5

5

Size of new reclaimed and raised land
area

19.88
acres

26 acres327.5 acres

767 acres

Increase number of policies, by-laws
for protection of Marine and Natural
Resources

34

45

55

66

In 2014, government bought land in Fiji on the island of Vanua Levu. This piece of land is called Natovatu and is 5,461
acres in size. With the assistance of the Secretariat of the Pacific Community, a land capability map has been developed
showing the land to have the potential for forestry, livestock, farming and other. Government through the engagementof private sector (both local and foreign) and relevant Ministries.

20

KIRIBATI 20-YEAR VISION 2016-2036

KIRIBATI 20-YEAR VISION 2016-2036

21

Human Capital

Figure 10: Trends in School Enrolment 2013-2016

Having Highly Educated and Skilled Population by the Year 2036 for quality outputs
Kiribati’s main potential lies in its major asset, its people, through their creativity, work ethic, education, entrepreneurialand soft skills. Creating a globally competitive and adaptive human resource base is critical to achieving the overalloutcome of the KV20.

18000
16000
14000
12000
10000
8000

Just like any other country, the nuclear family is the basic social unit, which is the main genesis of human resource
development. The role of the nuclear family in the context of Human Capital is crucial, as it is a child rearing institution.
The constituents of human capital are nurtured through a family system, from the womb to tomb. Investment in humancapital, through the family system, is also critical during early childhood development. Early childhood development isimportant in laying the social and attitudinal foundation of the Human Capital.

6000
4000
2000
0
2013

Strengthening the roles of parents in early childhood development through Positive Parenting and Young Couples
Program is important in nurturing the development of human capital. There is need to implement such a programme
to equip the parents and child caregivers such as grandparents and members of the extended family and community
with the ability to apply positive parenting styles. The use of positive parenting can create a new generation of young
I-Kiribati with positive attitudes and behaviour.
The Positive Parenting and Young Couples programme should be complemented by the existing formal education
system. The basic education system consists of the first twelve years of schooling. It is made up of pre-school (years 1to 3) primary school (grades 1 to 6) and Junior Secondary School (Forms 1 to 3). The Primary and JSS are supplemented
by 4 years of Senior Secondary Schooling, from Forms 4 to 7. The primary and junior secondary level of schooling arecompulsory and free.

2014
Primary

2015

Junior Secondary

2016

Senior Secondary

Source: KEMIS 2017

In terms of specific level analysis, the school enrolment for JSS and SSS is lower than the primary school enrolment. The
student retention rate at the primary level has decreased from 89% in 2014 to 74% 2016 (Figure 10) indicating that the
majority of the young population do not receive basic education, thus reducing the employability of the I-Kiribati. On
the other hand, the transition rate from primary to secondary level is over 90% (Figure 11).
Figure 11: Percentage Proportion of Survival and Transition Rate

The total school enrolment has increased from 27,140 in 2013 to 28,565 in 2016. The trend in enrolment for JSS, however,decreased from 7,038 to 6,423 during the same period (Figure 10).
Table 1: School Enrolment 2013-2016
Education Level
Primary
Junior Secondary
Senior Secondary
TOTAL

Year
2013
15357
7038
4745
27140

2014
16201
6788
4960
27949

2015
16043
6683
4980
27706

2016
16880
6423
5262
28565
Source: MOE Data

The Gender Parity Index (GPI) which measures the ratio of females to males was 1.08 in 2011 and 1.04 in 2014.The trend
in GPI implies that the number of enrolled girls has been greater than boys across the four-year period.
Table 2: Gender Parity Index 2011-2014

22

KIRIBATI 20-YEAR VISION 2016-2036

Year

2011

2012

2013

2014

Gender Parity Index

1.08

1.06

1.07

1.04

KIRIBATI 20-YEAR VISION 2016-2036

23

The literacy level has improved from 29% in 2012 to 73% in 2015 for Year 4, while numeracy has also improved from
66% in 2012 to 93% in 2015 for the same level. For Year 6, literacy and numeracy levels have also improved from 40% in2012 to 56% in 2015 and from 43% in 2012 to 72% in 2015, respectively (Table 3). 1
Table 3: Literacy and Numeracy Proficiency Level (%)
Year 4

The government’s aim is to promote inclusive formal education that creates wider skills development to support
both overseas and domestic employment. The curricula for Vocational Training will be aligned to the broader national
development agenda as defined by the Vision. This will ensure that the Technical and Vocational Education and Training(TVET) training programmes generate skills to support the development of fisheries, tourism and complementary
sectors. Such policy measures will also contribute to diversification of TVET related trainings to match wider national
industry needs and increase domestic employment.

Year 6

Numeracy

2012
66

2015
93

2012
43

2015
72

Literacy

29

73

40

56

The minimum academic qualifications required by national authorities for teachers at schools is Form 5 for Primary
Teachers and Form 7 for JSS and SSS. Certification requires a two year teaching certificate. While the trend appears tobe showing overall better qualifications for teachers in Kiribati Schools (Figure 12), the number of certified teachers in
SSS is lower than that of the JSS and Primary level.
Figure 12: Proportion of Certified and Qualified School Teachers, 2013-2016

KV20 aims at having a highly educated and skilled population. The government will increase the number of school
aged children receiving formal education, which includes increasing primary and secondary levels from 80% to 85%
by 2019 and 100% by 2036. The percentage of school dropouts will be reduced from 15% to 10% by 2019 and 3% by2036 at all education levels.
The Vision will also aim at improving English language literacy across all levels from 30% to 50% by 2019 and 100% by
the year 2036. The competency of teachers in teaching and learning will be improved from 70% to 80% by 2019 and100% by the year 2036 in order to promote quality education. The government will also reduce the Pupil Teacher Ratio(PTR) from the average ratio of 1:40 to 1:25 by the year 2023 to address the shortage of qualified teachers. Reducing the
PTR will require additional investment towards training of more qualified teachers.
The survival/retention rate in primary level education will also be improved from 75% to 80% in 2019 and 100% by year
2036. On the other hand, the amount of truancy across all levels of education will be reduced from 40% to 30% in 2019and 3% by the year 2036. The government will also increase the number of vocational training centres in the outerislands from 1 to 4 by 2019 and 23 by 2036. This will ensure that the number of trained outputs from the outer islands
are increased from 0 to 160 by 2019 and 8800 by 2036.
Figure13: Outcome, Strategies and targets for Education and Training
Having Highly Educated and Skilled Population for Quality Outputs
Strategies

Source: MOE
The Pupil Teacher Ratio (PTR) is high (1:35) in the Primary schools and JSS on South Tarawa and lower on the outerislands (1:20). The government goal to have qualified teachers through the Kiribati Teachers College (KTC) over theyears is expected to reduce the PTR to a desired level. The Primary curriculum has undergone major reforms and thereform of the JSS curriculum is expected to be finalised in 2019.
Kiribati Teachers College (KTC) aims at training qualified diploma teachers for both Primary and JSS, while teachers for
the SSS are serviced by graduate teachers from USP and other tertiary institutions in the region. The scholarship awards
are given to students who meet the minimum entry requirements for tertiary institution like USP.
Kiribati has four (4) tertiary institutions. These include the Kiribati institute of Technology (KIT), Marine Training Centre(MTC), KTC and University of South Pacific (USP). Tertiary institutions have an intake of approximately 25% of schoolleavers per year, which is comparatively lower in relation to the number of school leavers per year.

1

Pacific Islands Literacy Assessment (PILNA) Surveys

24

KIRIBATI 20-YEAR VISION 2016-2036

Performance Indicators

Targets
2019

2023

2027

2036

Improvement in % of school Aged childrenthat receive formal education

85%

100%

100%

100%

% of school drop outs

10%

5%

3%

3%

Improvement in the Number of students
that meet and exceed benchmark

50%

80%

100%

100%

% Improvement in English Language
Literacy

50%

70%

100%

100%

Improvement in Competency of teachers

80%

90%

100%

100%

Reduction in Pupil Teacher Ratio

35

25

25

25

Survival /retention rate in primaryeducation

80%

90%

100%

100%

Amount of truancy

30%

10%

5%

3%

Strengthening support
Improvement in parents support towards
programmes for family welfare school activities

60%

80%

90%

90%

Increase access to Vocational
Training

Increase number of Islands with Vocational
Training Centre

4

10

15

23

Number of trained outputs from outerIslands vocational training Centre.

160

800

3000

8800

Promoting education
oriented communities

KIRIBATI 20-YEAR VISION 2016-2036

25

Increasing Employment Opportunities for I-Kiribati

Figure 15: Seafarers’ Remittances (2000 to 2016)

The unemployment2 rate still stands at 30.6%, with youth unemployment rate at 54%. The annual labour force entrants
in the formal and informal sector including the international market is 3,200. The total number of employed I-Kiribati
has increased from 2,033 in 2009 to 3,435 in 2015. The upward trend in employment is attributed to a strong growth in
the private sector registered at 59% during the period of 2009 to 2015.
Government has established strategic partnerships with overseas employment countries and agencies with a view toexpanding employment opportunities through the overseas employment markets. The current overseas employment
schemes include the Recognised Seasonal Employers (RSE) Scheme, Seasonal Workers Programme (SWP), Micro-States
Employment Pilot Scheme in Northern Australia, and Seafarers. The RSE contributes 2% of total employment in Kiribati
while SWP contributes 0.8%.
Figure 14: Trends in Overseas Employment for SWP and RSE (2010-2016)

Source: MLHRD
Despite increasing access to employment opportunities being one of the priorities of the Government, complaints
regarding the abuse of workers and other matters related to working conditions and environment have been an
issue in the recent past. This can be confirmed by 5 complaints related to recruiting agencies employing I-Kiribati on
fishing vessels and 10 onshore individual complaints received in 2016 and 2017 (Table 4).
Table 4: 2016 - June, 2017 Complaints Record
2016 - June, 2017 Complaints Record
No.
Source: MLHRD

The seasonal employment schemes, through the RSE and SWP, have successfully contributed to a more reliable andsustainable mobile labour force in recent years. The number of seafarers employed overseas, however, has steadily
declined, contributing to a fall in remittances. Seafarers’ remittances were $7.2 million at the end of 2015 compared to$5.6 million in 2014 and $12.5 million at its peak in 2002 (Figure 15). There were 855 seamen were employed at the endof 2015. The growth in remittances experienced in 2015 may not be sustained in future years due to lower forecasts
for international shipping.

No.

Recruiting Agencies - Fishing vessels Complaints

No. of cases

1 Family allotment

1

2 No return airfare

1

3 Mistreatment at workplace3

Onshore Workplace Individual Complaints
1 Termination without notice1

2 Unpaid allowance1

3 Underpaid below minimum wage

2

4 Unpaid overtime

1

5 Unfair Termination

1

6 OHS Issues

4

Total

15

The Vision recognises the need to implement measures to increase access to decent employment opportunities.
Government will ensure that complaints from workers in relation to labour welfare issues are reduced from 197 by
80% in 2019 and 100% by 2036. Ensuring decent employment will, however, require effective enforcement of relevantlabour laws and good contract negotiations with domestic and overseas employers.

2

Kiribati Population Census 2010, KNSO

26KIRIBATI 20-YEAR VISION 2016-2036

The government is committed to ensuring that the Vision creates decent employment opportunities for its citizens.
The National Labour Migration Policy will be implemented. The KV20 seeks to increase the level of decent employment
of seasonal overseas workers from 300 by 30% by 2019 and 100% by 2036. New overseas labour markets will also be
increased from 4 by 30% in 2019 and 100% by 2036.
KIRIBATI 20-YEAR VISION 2016-2036

27

Overall, the vision seeks to reduce the unemployment rate from 31% to 25% in 2019 and to 5% by 2036. The reduction in
unemployment will assist in reducing the rural-urban drift measured by the current rural-urban population distributionof 43%-57%. The Vision aims to reduce the rate to 45%-55% in 2019 and 70%-30% by 2036. The reduction in theunemployment rate, however, will require development of the private sector, including through investment in fisheries
and tourism, supporting the development of SMEs and improving the overall business enabling environment throughthe implementation of Trade and Investment Policy Frameworks.

Figure17: % of Public Service Employees by Age

Government will also implement policy measures aimed at coherently addressing cross-cutting issues related to
improving access to quality training, increasing the labour supply and strengthening the implementation of a strong
English language policy to ensure that all I-Kiribati are highly educated and competitive in the domestic and overseas
labour markets.
Figure 16: Outcome, Strategies and targets for Increasing Access to Decent Employment Opportunities.
Source: Public Service Office (PSO)

Increased Access to Decent Employment Opportunities
Strategies

Increasing overseas anddomestic employment
opportunities

Decent work for all

Targets

Performance Indicators

2019

2023

2027

2036

% increase in seasonal overseas workers

30%

60%

80%

100%

% increase in new overseas labour markets

30%

60%

80%

100%

Reduction in National Unemployment rate

25%

15%

10%

5%

% decrease in rural –urban drift% of domestic workplaces practised OHS andtripartism% reduction in complaints from workers in
relation to labour welfare issues

55%

50%

40%

30%

20%

50%

75%

95%

80%

100%

100%

100%

The current skills and qualification gap in the public service is at 40%. The retention of skilled and qualified employees
will assist in service delivery given the extension of retirement age from 50 years to 55 years in 2016. 10 retirees are
expected in 2019, with none expected in 2018.
Table 6: Number of Retirees (2018-2021)
2018
0

Number of Retirees

2019
10

2020
40

2021
59

Figure 18: Potential Skills Gap (2018-2021)
70

Developing a Highly Skilled, Qualified and Efficient Workforce

60

Kiribati recognises that a modern, highly skilled, qualified, productive, efficient, active and results-oriented public service
is a prerequisite for the country’s sustainable development. The Kiribati Public Service comprises 4,952 officials spread
across 23 Ministries and Offices, including the Legislature and Judiciary. Currently, 59% of public service employees are
aged between 31-40 ,while 22% are aged between 18-30 with the remaining 18% of the employees are aged 44 andabove (Table 5 and Figure 17).

50
40
30
20
10
0
2018

Table 5: Age Distribution of Public Service Employees

2019

2020

Number of Posts Requiring Degree and Above

Age% of Public Service Employees by Age

18-30
22%

31-40
59%

44 and Above
18%

2021
Number of Retirees

Source: Public Service Office
While there has been a steady increase in the number of Bachelors’ and Masters’ Degree holders over the years, there are
only 99 officials with Masters Degrees and 1 with PhD (Table 7 and Figure 19). Investment in higher level of qualifications
would not only strengthen the capacity of the public service, but will also support Government’s agenda towards thedevelopment of the national tertiary system.
Table 7: Number of Staff with Qualifications
Qualification

F3

F5

F6

F7

Tertiary

Diploma

DegreeCertificate

Number

28

KIRIBATI 20-YEAR VISION 2016-2036

275

397

254

274

1450

Post

Masters

PHD

Others99

1

144

Graduate

705

318

83

KIRIBATI 20-YEAR VISION 2016-2036

29

Government’s quantum leap approach for undertaking change and reform will depend on the ability to create aqualified and robust human resource base. Government will implement measures towards ensuring a highly skilled
and qualified workforce. The Vision will reduce the skills and qualifications gap from 40% to 20% by 2019 and to zeroby 2036. To address the potential skills gap, the percentage of the total national budget allocation to staff training
and human resource development will be increased from 0.03% to 1% by 2019 and to 5% by 2036. Government
will also strengthen the monitoring and evaluation systems to support effective implementation of human resource
development policy and strategies.
Figure 19: Public Service Employees’ Qualifications

1600
1400

Better utilisation of ICT in the public service, including through innovation and creativity, will strengthen the capabilityof the public service to achieve high efficiency, cost-effectiveness and productivity. It is envisaged that better utilisationof ICT in the public service will reduce inefficiency costs of Government’s operation by 15% in 2019 and 80% in 2036.
Citizen satisfaction will be at the heart of policy making and service delivery. In this context, the KV20 will seek to reduce
the number of complaints by 20% in 2019 and 75% by 2036. These reforms will create a Fast, Reliable, Efficient, HighSpirited and Honest (FRESH) Public Service through the Care, Assess, Reward and Evaluate (CARE) principles. This will
involve fast-tracking the development of competencies, including transformative and executive leadership to ensure
professionalism and continuous learning.
Achievement of public service reforms and improved service delivery and citizen satisfaction will be guided by clear
strategic planning and sound leadership at Ministry and Divisional levels.
Figure 20: Outcome and Strategies for Developing a Highly Skilled and Qualified Workforce

1200

A Highly Skilled and Qualified Workforce
1000

Strategies

800

Performance indicators

Targets
2019

2023

2027

2036

600

% decrease in complaints

65%

45%

25%

10%

400

% decrease in skills andqualification gap

20%

7%

5%

0%

% of staff training budget of
the national budget

1%

2%

3.5%

5%

National Public ServantsCompetency Framework

100%

100%

100%

100%

Increasing the efficiency and productivityof the public service by enforcing the
CARE Principles

200
0

Ensuring Accessible and Affordable Quality Healthcare System
Source: Public Service Office
In achieving the KV20, Government will undertake a number of changes and reforms to improve the quality andefficiency of the public service and service delivery to better the lives of the people. Anti-corruption in the public service,
better use of ICT in service delivery, an integrated Human Resource Management reform such as the institutionalisationof Results-Based Management (RBM), transforming leadership, new training and capacity building approaches, analysis
and evidence-based Workforce and Human Resource Development plans, data-based performance management
system, fair and transparent job evaluation and performance-based assessment as well as developing new competencies
for Government will be among the initiatives to be implemented to improve service delivery.

A healthy population is a productive population. Good health is a pre-requisite to economic growth, poverty reduction
and the realisation of the KV20. While Government is implementing various measures to ensure a healthy society, theprevalence of both Communicable (CDs) and Non-Communicable Diseases (NCDs) remain significant threats to thelives, wellbeing and productivity of I-Kiribati. The prevalence rate of diabetes is currently registered at 15.7% (20.5%
in line with the 2015-16 NCD Steps Survey)3. Graphical analysis depicts that TUC and BTC have registered the highest
cases of diabetes and hypertension (Figure 21). Cases with more than 3 risk factors in developing NCDs have also
increased from 79% in 2006 to 83.6% in 2015.

A job evaluation exercise was conducted in 2017 to make sure of fair reward and compensation to all public service
employees. In this context, an increase in employees’ salaries of 62% by 2019 and 100% by 2036 is being targeted.
A national public service competency framework will be developed by 2019 to facilitate the public service change
process in direct response to improving customer service, performance management and delivery of service.
Reform related to anti-corruption in the public service will tackle inefficiencies associated with corrupt practices andcultures. Eliminating inefficiencies in the public service will result in high productivity and high efficiency returns inservice delivery. It will also improve and promote integrity and accountability in the public service. This is expected
to reduce unnecessary costs of Government operations and achievement of higher public service management andgovernance. Anti-corruption reform aims at covering the entire public service by 2023.

30

KIRIBATI 20-YEAR VISION 2016-2036

3

WHO steps Survey 2015

KIRIBATI 20-YEAR VISION 2016-2036

31

Figure21: Number of Registered Cases of Diabetes and Hypertension per Island (2016)
900
800
700
600
500
400
300
200
100
0

Figure 23: Incidence of TB Cases on South Tarawa (2015)
70
60
50
40
30
20

Causeways

Nawerewere

Bikenbeu East

Bikenbeu West

Eita

AbaraoTebniaTangintebu

Ambo

Taborio

KorobuAntebuka

AntenonBanraeabaNanikai

Teaoraereke

BairikiTemwanoku

TemakinHypertension

Bangantebebure

Diabetes0
Takoronga

Makin
Butaritari
Marakei
Abaiang
TUC
BTC
Tarawa North
MaianaKuria
Aranuka
AbemamaNonoutiTab North
Tab South
OnotoaBeru
NikunauTamanaAroraeBanabaKiritimati
TabuaeranTeraina
Kanton10

Source: MHMS
Cases of Communicable diseases (CDs) mostly associated with overcrowding and poor hygiene also remains to be agreat challenge to the health and wellbeing of I-Kiribati. Tuberculosis (TB) and Leprosy are the most common cases ofCDs. Leprosy is highest at 17 cases per 10,000 population in South Tarawa compared to the outer islands (Figure 22).
Figure22: Incidence of Leprosy by Island in Kiribati (2010-2015)

While policy measures are being implemented through Reproductive, Maternal, Neonatal, Child and Adolescence
Health (RMNCAH) program, high population growth remains a significant development concern. The total fertility rate
has increased from 2.7 in 2011 to 3.7 in 2016. Despite the overall high total fertility rate, a comparative analysis of themortality rate across the Pacific Island Countries at different age groups of under 5 years old shows Kiribati with thehighest in neonatal, infant and under 5 mortality rate in the Pacific (Figure 24).
Figure24: Under 5 Infant and Neonatal Mortality Rate in Pacific

500
450
400
350
300
250
200
150
100
50
0

Source : MHMS Data
Source: MHMS
The notification rate of TB is at 421.1 cases per 100,000 population (Kiribati Annual Health Bulletin 2015). During thissame year the TB treatment success rate has reached 79.7%. A significant number of TB cases are found in Betio in South
Tarawa. Temakin and Takoronga recorded the highest cases of TB with 52 and 64 cases respectively. (Figure 23). Othercases of CDs include outbreaks of diarrhoea which affects children under 5 years.

32

KIRIBATI 20-YEAR VISION 2016-2036

In the context of the social health infrastructure, there are 106 public health clinics from Makin to Arorae, including
the Line and Phoenix groups. There is one main referral hospital on South Tarawa, TCH, with specialised doctors, aswell as one hospital in Betio. In the outer islands, there is one Southern Kiribati Hospital servicing the isolated islandsin the South and one hospital on Kiritimati Island, Ronton Hospital, delivering health services for the Line and Phoenix
Groups. Clinics have medical assistants, public health nurses, medical assistants and nurse aides who administer thehealth service in the health facilities. There are also nurse aides recruited by the island councils or local government
to assist the medical assistants and/or public health nurses to deliver quality health services to community members.

KIRIBATI 20-YEAR VISION 2016-2036

33

Doctor-patient ratio and nurse-patient ratio in South Tarawa is still an ongoing challenge high at 1:2240 and 1:1000
respectively.
Given the growing population and rising cases of NCDs, there is need to implement measures to promote an accessible
and affordable quality healthcare system. An improved healthcare system that is acceptable and accessible, will reduce
the fertility rate from 3.1 to 2.8 by 2019 and to 1.8 by 2036. Looking at the complexity of the population growth, thediversity of our culture and religious beliefs, the reduction rate is set at a minimum rate of 0.3.
While the Vision will work towards the reduction of the under 5 mortality rate (per 1000 live births) from 59.1% to 45%
by 2019, the outcome will depend on the combined effect of social determinants as well as behavioral preferences ofparents and caretakers as well as parents’ commitment to address these. Government will, however, ensure that services
are available for parents and caretakers, and that there is ongoing awareness and advocacy among the communities onappropriate preventive policy measures.
Early detection of diabetes and hypertension is key in managing the cases of NCDs. The TB and leprosy detection rate
will be improved from 80% to 85% by 2019 and 100% by 2036 with improved quality health services incorporating thesocio determinants of health which include over-crowding, water and sanitation issues. The improved coverage will
ensure that those diagnosed are on routine medication, continuously followed up and monitored and well recorded.
Early detection and achieving improved coverage will, however, require a well manned and well equipped health carefacility or system. There is a need to ensure there are available qualified staff filling in the essential specialized areas andsufficient funding to support the implementations. In order to reduce the increasing number of cases of NCDs andCDs, Government will implement preventive policy measures which prioritize interventions to address these ongoinghealth issues.
Improving the healthcare system will also require strengthening the capacity of the hospitals and health centres. In
this context, the capacity of the health facilities will be improved by 50% in 2019 and 100% by 2036. The nurse-patient
ratio will also be reduced to 1:800 by 2019 and 1:300 by 2036. The capacity of the health service delivery will beenhanced by improving the doctor-patient ratio to 1:1860 by 2019 and 1:1000 by 2036. Achieving the desired capacity
will require additional investment in basic hospital equipment, training of more nurses, doctors, public health workers
and midwifery and medical officers.
Figure 25: Outcome and Strategies towards Accessible and Affordable Quality Healthcare System.
Accessible and Affordable Quality Healthcare System
Target2019 2023

2027

2036

40%

35%

30%

25%

2.8

2.5

2.2

1.8

Under 5 mortality rate (per 1,000)

45

30

20

10

TB detection rate, leprosy detection rate

85%

90%

95%

100%

Strategies

Performance Indicators

Reducing the prevalence ofcommon NCD
Reducing the fertility rate
Reducing the child mortality
rate
Reducing the prevalence ofcommunicable diseases

Adult mortality rate (30-69 year old per 100,000
population
Fertility rate

Improving the hospital andhealth Centre services% of hospitals with 5 specialised services

50%

75%

100%

100%

Cultural Capital
I-Kiribati are culturally and ethnically homogeneous with a shared genetic history, cultural traditions, values, historicalexperience, and language. Traditional knowledge and cultural skills are a rich resource for Kiribati. Culture is implicitin the Kiribati community, although the intrinsic value tends to be overlooked. Traditional knowledge and cultural
practices have become increasingly undervalued and have also deteriorated.
Each island has its own unique history. While some stories and myths link one island to another, the individual islands arepossessive over and proud of their versions of Kiribati prehistoric times, which is commonly linked to land ownership.
Rich stories that each island has to offer and the need to revive the local taboos that existed before the European visits
to the islands are the key focus of the cultural development. It is the unique cultures that will enrich the islands andrestore their uniqueness from each other and keep our distinctiveness among the other Pacific Islands states.
In the cultural context, there are a number of cultural heritage sites and monuments have been identified anddocumented in the cultural mapping reports for all islands, but there is no National Cultural Statistics to support the
production and use of cultural statistics to inform policy and decision-making.
‘Te Maneaba’ (tangible heritage), Traditional Knowledge (intangible heritage) remnants from World II (historical heritage)
amongst others, are few amongst the significant cultural icons and sites that have been identified. These cultural sites
and heritages require protection, preservation and promotion to ensure no deterioration in their values and that they
will still be enjoyed by future generations of I-Kiribati and visitors.
Many cultural producers and practitioners are focused on deepening their cultural knowledge and practice, with astrong emphasis on education and awareness and less emphasis or will on sustainable cultural industry development.
There is considerable investment and support at the government, corporate, producers and community levels withfocus on generating income in order to continue their cultural practices, but not necessarily for profit. However, all the
successful initiatives and enterprises have adopted a ‘family business model’.
Economic opportunities for the local communities in the outer islands are limited to copra and small scale fishingactivities. Development of cultural industry on the outer islands could bring to life an important cultural heritagesite and create additional economic opportunity for the local people. The cultural industry can revive and connect
intangible cultural heritage and knowledge, while at the same time creating employment opportunities for traditional
craftspeople, composers, dance groups and their dancers, musicians and singers.
While there is a high level of activity and a strong local market for cultural products and services, there is little will or theneed for export. The uniqueness in Kiribati’s culture creates a distinction from the neighboring Pacific islands and thus
is what the world would like to experience.
The Phoenix Islands Protected Area (PIPA) has been designated a World Heritage Site under the Convention on theProtection of World Cultural and Natural Heritage. PIPA is now a marine protected area and many more culturalproperties and cultural treasures need to be nationally identified and registered.
Kiribati is Party to UNESCO Cultural Conventions & Multi-Environment Agreements that includes amongst others;
Ratification to the Convention of 1972 Convention concerning the protection of the World cultural and natural heritage
and the 2003 Convention for the Safeguarding of the Intangible Cultural Heritages that became into force on 2 April
2018.
The nexus between tourism and culture is one of the priority areas for the KV20. It is in this context that Government
will strive to safeguard, revive and promote tangible and intangible cultural and historical heritages evident across thechants, music, dance and craft heritage sectors as well as the significant remnants from World War II. Government will

34

KIRIBATI 20-YEAR VISION 2016-2036

KIRIBATI 20-YEAR VISION 2016-2036

35

also redefine the mission, the goals, the functions and the strategies of our national museum for the promotion andbetter understanding of our cultural heritage and our agenda for national growth and development in the next twenty
years.
The KV2O will seek to safeguard and revive the traditional knowledge and skills. Relevant policy and legislation
framework to support the sustainable development of the cultural capital will be strengthened. In this context, aNational Cultural Policy will be developed by 2019 and two new related laws and policies by 2036. Government will also
maintain 26 cultural sites, shrines and monuments by 2019 until the year 2036 in order to implement Government’s
vision towards reviving and safeguarding cultural and historical heritages. Government will also implement strategies
towards building 6 new cultural institutions by 2019 and 24 cultural centers by 2036 or in other words, cultural industries
will be built throughout the country. The development of the cultural capital will be complemented by local culturaltraining on relevant cultural arts, cultural industries, local food preservations, and performances for local communities
and in regional or international showcasing events.																			Figure 26: Outcome and Strategies for Developing Cultural Capital

Strategies

To safeguard ,revive andpromote tangible andintangible cultural andhistorical heritage

36

Performance Indicators

Targets
2019

2023

2027

2036

National Plan/framework to safeguard and revive
tangible and intangible cultural and historical
heritages

1

2

2

2

Number of cultural sites and monuments/
shrines/attractions maintained

26

26

26

26

Number of historical sites maintained

8

8

8

9

Number of cultural institutions/attractions/centers built

6

10

16

24

Number of cultural festivals

4

6

8

10

Number of cultural groups tours/exchange
programs

4

6

10

10

KIRIBATI 20-YEAR VISION 2016-2036

KIRIBATI 20-YEAR VISION 2016-2036

37

Figure 27: Trend in Crime Rates (2012-2016)

PILLAR 2: PEACE AND SECURITY

Source :KPS
Liquor offences however, remain to be the highest among the common cases of crime at 30%, followed by Law andpublic order offences at 22% and offences against endangering life at 20%, among others.
Figure 28: Proportion of Criminal Cases in 2016

Source: KPS

Developing a Secure and Peaceful Kiribati
Peace and security contributes towards socio-economic stability. While peace and security is important towards
achieving sustainable development goals, there has been a general increase in the number of crimes over the years(See Table 8 and Figure 27).
Table 8: Trend in Crime Rates (2012-2016)
Year

2012

2013

2014

2015

2016

Number of Crimes

5655

4060

4903

4148

4670

38

KIRIBATI 20-YEAR VISION 2016-2036

Although Government recognises the importance of peace and security towards creating sustainable development,
there is a lack of centralised and coordinated border management mechanism, and a national security policy to serve
as a guide on security issues.
In a broader security context, the government is also cognisant of the importance of maintaining its sovereignty in lightof the projections for climate change and sea level rise. In most islands, coastal erosion and inundation is becoming
the new norm and which has led to loss of precious and already limited land space and resources, such as fresh water.
If left unabated, it has the potential to create future tensions and insecurity among I-Kiribati, who will have to compete
for these limited resources.

KIRIBATI 20-YEAR VISION 2016-2036

39

Kiribati needs to consider strengthening its legislations and policies on this issue in order to provide an enablingmechanisms to safeguard not only land, territory and resources but also strengthen the adaptive capacity and resilienceof its people against this calamity. This can only be achieved through continued strong and effective partnership incountry at all levels and with development partner communities.
Security is also in the form of the traditional system of government. Unimwane or elders or community councils are theultimate traditional authorities on the islands and they play a critical role in ensuring that there is peace and security inthe country. The traditional system can settle conflicts and tensions and has the authority to punish those who havemisbehaved or caused trouble to particular communities. This traditional system is predominantly practiced in theOuter Islands.
Border control authorities are faced with an institutional challenge ranging from outdated and ineffective legislation
to a lack of upgraded and efficient system. This is further exacerbated by limited resources and capacity, weak andinefficient monitoring system, poor filing and data management system and a lack of established communication
strategy with internal and international partners. The approach is very agency focused, which applies similarly to otherborder control management agencies making it additionally difficult to have a consistent and inter-operable national
security system.
Of essence is the need for effective and updated legislation which underpins peace and security and which mustbe packed by strong national enforcement training, capacity strengthening provision of the necessary equipment,
coordinated system,effective infrastructure, tools and skills necessary to keep up with contextual developments
on border control and management, enforcement and monitoring activities. This will be critical to addressing anoverstretched resource and capacity constraint and one thatwill provide a conducive and enabling environment
important for boostingtourism and fisheries activities.

Figure 29: Outcome and Strategies for Developing a Secure, Safer and Peaceful Kiribati
A Secure, Safer and Peaceful Kiribati
StrategyStrengthening
National Security
governance –policy
frameworks

Institutional
strengthening

Strengthening
strategic
partnerships

Performance indicator
2019

2023

2027

2036

National Security Strategic Policy framework established

100%

100%

100%

100%

Percentage of modernised security management
systems (border control system and Kiribati Metrologicalservices weather and climate variability data andinformation)

50%

75%

85%

100%

Percentage of legislations reviewed and updated

50%

90%

95%

100%

Percentage of policies /national plans reviewed andupdated

25%

50%

100%

100%

% increase in the number of well-equipped stations /institutions established and operational

65%

95%

100%

100%

Increase in the number of partnerships with
communities, NGOs ,faith based organisations andIsland Councils

60%

75%

85%

100%

% increase in the number of International Partnerships

60%

75%

80%

100%

In terms of policing services, there is a clear need to improve police capacity and capabilities through trainings, adequate
resources and better infrastructure. There is a need to build strong partnership in order to address all crime issues
and strengthen maritime policing to support the generation of revenue to the Government of Kiribati (GOK) throughsafeguarding our marine and environmental resources. There is also a need to maintain the traditional governancesystem to make Kiribati a safe and peaceful nation.
Government will implement measures to create a safer Kiribati through the provision of timely and quality policing
services to mediate and reduce the overall crime rate in Kiribati, in order to make it the safest nation in the Pacific. In thiscontext, a national Security Policy Framework will be put in place by 2019. The positive impact of the policy framework
will, however, depend on the joint effort towards effective implementation of the framework. In order to strengthen
the border control framework, the percentage of modernised security management systems will be increased by 50%
in 2019 and 100% by 2036.The establishment of the security framework will also aim at strengthening the biosecurity
control measures. 50% of the necessary regulations will also be reviewed and updated by 2019 and 100% by 2036.
In the context of managing the potential impact of climate change, the number of well-equipped stations will be
increased by 65% in 2019 and 100% by 2036. Government will also strengthen strategic partnerships with the local
NGOs and international organisations by 60% in 2019 and 100% by 2036.

40

KIRIBATI 20-YEAR VISION 2016-2036

KIRIBATI 20-YEAR VISION 2016-2036

41

PILLAR 3: INFRASTRUCTURE
FOR DEVELOPMENT

Air Transport
Air Kiribati Limited (AKL) is the only airline servicing the domestic market in Kiribati. There is one private air service
provider with a tiny aircraft and operations are currently limited to chartered flights. AKL is 100% Government owned.
It has a fleet of 5 aircraft – 1 Bombardier Dash 8, 1 de Havilland Twin Otter and 3 Harbin Y-12s. With the Y-12s nearing theend of their economic life, fleet capacity could again become insufficient without timely replacements. Prior to 2017,
the airfare structure was heavily controlled by Government. The situation has improved somewhat under the current
Administration which allowed a review and increase in airfares which is now giving AKL a reasonable profit margin.
Until recently, Jet A1 fuel availability had been problematic on occasions. Apart from late delivery by the offshore
supplier, one of the main causes of aviation fuel unavailability is certification which has to be done by a New Zealandbased laboratory. On several occasions in the past, the international airlines serving Kiribati offloaded the fuel test
samples which delayed the certification and release of Jet A1 for use by all aircraft. Government has, through its SOEs
and agencies, taken great efforts to avoid aviation fuel stock-outs.
There are four (4) available routes for international travel, i.e. through Nauru, Nadi (Fiji), Majuro (RMI) and Honiara(Solomon Islands). These are operated by Nauru Airlines, Fiji Airways and Solomon Air, the latter being a co-shared
operation with AKL. Fiji Airways is the most popular service due to its comparatively efficient and reliable services, anddirect connection to Nadi which is the main transit hub or gateway to the world for Kiribati. While elsewhere Fiji Airways
is regarded as one of the reasonably priced air operators, the airfares it is charging Kiribati travelers have been describedas some of the highest in the world.
In order to improve mobility, Government has recently purchased a 40-seater Dash 8 aircraft to meet the ever-growing
demand for domestic air travel, and to establish a link to neighbouring countries as a stepping stone towards a fullblown international air service. This long-term plan includes the institutional strengthening of AKL to improve its
domestic and international air service capability, and to tar-seal the runways on the outer islands, procure an aircraft
like a Boeing 737 (or equivalent from other aircraft makers), review and establish Air Service Agreements with certain
countries within the Pacific and beyond. The plan aligns well with aspirations to expand international trade.
Needless to say, air fleet enlargement and infrastructure development need to be complemented by a team ofqualified pilots, engineers, handlers, and accountants specialised in the airline business. Government is now working
on developing the required workforce for the sector and on introducing incentive programmes to lure and retain thehighly demanded specialists.
It is also the intention that all the outer-island runways would be upgraded by tar-sealing. Scheduled flight frequency
per month will also be increased according to the forecast demand. This move is envisaged to support Government’s
development plan for the tourism and fisheries sectors.

Improving Connectivity and Accessibility

Sea Transport
Seaports

Airfields
There are 2 international airports (1 in Bonriki and 1 in Kiritimati) and 19 domestic airports in the outer islands. The
airfields in the outer islands are below international standards, constructed of reef mud and subject to frequent
closedown air operations due to poor conditions. Four of the airfields are being upgraded to accommodate the newly
acquired Dash 8 aircraft of Air Kiribati Ltd (AKL). The Kanton airfield used to meet international standards but after long
disuse the surface had gradually broken up in some places and is now in need of rehabilitation to be fit for large aircraft
operations and hence support eco-tourism development under the Phoenix Islands Protected Area (PIPA), and also
serve as an Extended-range Twin-engine Operational Performance Standards (ETOPS) point for air service emergencies
in the Line and Phoenix Islands.

42

KIRIBATI 20-YEAR VISION 2016-2036

There are two international seaports in Kiribati - Betio and Kiritimati. Betio Port was first expanded between 1998
and 2000 with the provision of a reclaimed land area as a container yard. Betio Port was further developed between
2012 and 2014 through Japan’s ODA, to accommodate international medium-sized container ships. Both projects were
funded by Japan’s ODA Programme. KPA’s container yard at Betio is running out of space as the volume of national
imports has significantly increased over the years. Government is now considering options for providing the required
land space.

KIRIBATI 20-YEAR VISION 2016-2036

43

training of qualified Marine Surveyors, Marine Officers (Classes), Naval Architects, Hydrographers and Marine Engineers
as well as Marine Infrastructural Engineers and Maritime Lawyers. Development of maritime infrastructure along with awell set-up slipway, a decent dry-dock which can accommodate small to medium sized vessels and a fully established
Maritime Authority of Kiribati as a Regulatory body. This will create an enabling environment to support an efficientshipping operation which will improve the economic viability of currently uneconomical sectors.

Coastal Infrastructure
The impact of climate change remains a great challenge to the sustainability of coastal infrastructure. The devastating
impacts of Cyclone Pam in 2015 is an example. Government continues to implement various coastal protection
programmes to replace the popular “sandbag” seawall with a more robust seawall design. A “mass concrete” seawall
design was successfully trialed in mid-2015. The design is being adopted for protecting coastal public assets throughout
the country.

While there are two ports in Kiritimati, the port is only good for use by small fishing boats due to sedimentation andcoral regrowth within the channel connecting London Port to the open sea. The Port near Tabwakea (known simply as
KPA) consists of a pier that extends well beyond the reef. It was built by the Japan Aerospace and Exploratory Agency(JAXA), previously NASDA, in 2012 to service JAXA’s HOPE-X Project (space launch project) which unfortunately fellthrough. As a result, the pier is considered unsafe for shipping operations and its usability limited to large vessels.

While seawall construction is one of the programmes being implemented to reinforce costal protection, it is not always
the best solution to coastal erosion. As such, Government, through the Kiribati Adaption Programme (KAP) III under
the Office of Te Beretitenti (OB), is also implementing alternative eco-friendly coastal protection programmes such as
mangrove planting, and groyne and beach replenishment. As part of its activities under KAPIII, MELAD has planted
175,873 mangroves on South Tarawa and the outer islands. MELAD is further targeting an additional 25,000 mangroves
every year. Non-structural options include “inaction” and community resettlement/asset relocation.

ICT
The international ports are relatively well-equipped with lifting machinery and delivery equipment as well as experienced
personnel. As such, their efficiency in the handling of cargo is therefore good in comparison to other Pacific countries.
In the outer islands, seaports (or shipping points) exist only in the form of narrow channels cut through the reef-flat,with docks in some islands. They hardly have proper cargo-handling facilities and equipment which means operations
are inefficient, cumbersome and unsafe. At most islands, vessels have no choice but to offload passengers and cargoes,
miles away from shore, onto small outboard motor boats which then have to traverse across the expansive reef flats toshore. This operation is restricted to high tides contributing to prolonged and expensive shipping turnaround times.
This type of operation is extremely risky in bad weather. In fact, a number of fatalities, injuries and cargo losses had
happened from the practice.
Domestic sea transport is largely dominated by the private sector though their presence is only prominent in lucrative
sectors. While the Kiribati National Shipping Line (KNSL) is the only Government owned shipping company that provided
shipping service in Kiribati prior to the entry of the private sector, it currently focuses on providing shipping services tothose routes considered to be non-lucrative by the private sector. The situation of KNSL has been deteriorating over theyears, with only 1 vessel which currently does not operate. To manage the situation, the Government has purchased 2
vessels to be operated by KNSL to address market failure in the domestic shipping service sector.
Connectivity and accessibility to the Outer Islands from the Capital (South Tarawa) is challenging due to inadequate
infrastructure (wharves, ramps, piers and ports), boat channels, passages and Aids To Navigation (AToNs). To address thecurrent situation, there are development plans to improve maritime infrastructure on the outer islands which includes
hydrography surveying and updating of all outdates nautical charts in Kiribati. This will enable smooth connectivity andfast accessibility with the aim to facilitate domestic trade and migration between islands in order to improve social andeconomic benefits.
Government will work towards improving connectivity in the shipping industry. In this context, the number of shipping
voyages per month will be increased to 30 by 2019 and to 60 by 2036. However, the development of the shipping
industry will require additional investment in maritime infrastructure, building human resource capacity through44

KIRIBATI 20-YEAR VISION 2016-2036

Development of ICT infrastructure has been one of the development priority areas given its linkages with other driversof growth. The ICT Policy and regulatory framework developed provides a sustainable benchmark through private
sector participation in the ICT industry to foster improved ICT connectivity. While Amalgamated Telecom Holdings(Kiribati) Limited (ATHKL) is the major player in the ICT industry, a second service provider (OceanLink) has been issued
with a license to operate in Kiribati, thus encourage a healthy competitive environment in the ICT industry.
The 4G services are available in South Tarawa, Abemama, Tabiteuea North and Onotoa, while 3G services are available
on South Tarawa, North Tarawa, Abaiang, Marakei, Maiana and Kiritimati. In addition, 2G services are also available on
Abemama, Tabiteuea North and Onotoa. Other islands have VSAT systems set up at Island Council premises which thepeople on the islands can access.
The current internet connectivity uses satellite technology due to lack of submarine cables landing on the islands. The
Government plans to improve internet and mobile connectivity on the outer islands. It is expected that most of theouter islands would have internet and mobile services by the end of 2018 or early 2019.
In order to improve international connectivity, there is need to upgrade the international gateway connectivity forthe major hubs of South Tarawa in the Gilberts Group and Kiritimati in the Line Group to a more reliable and efficientconnectivity. Government, in partnership with the World Bank and ADB intends to address this by connecting South
Tarawa and Kiritimati to a fiber optics submarine cable. The Tarawa connection will increase internet penetration to 67%
once the submarine cable has been established. Improved connectivity in the Line and Phoenix Islands is expected tosupport internet penetration to 6% of the population in Kiritimati, thus contributing to about 72% of the total internet
penetration by the second quarter of 2019, once the project is completed.
Government further intends to improve ICT connectivity in Butaritari, Abemama and Tabiteuea North through fiber
based submarine cable, which can further be used to connect neighbouring islands of Makin, Aranuka and Kuria andTabiteuea South. It is expected that such additional connectivity will increase internet penetration to 87% throughsubmarine cable capacity. In general, the % of internet penetration will be increased to 47% by 2019 and 100% by 2036.

KIRIBATI 20-YEAR VISION 2016-2036

45

While it would be important to target 100% connectivity, challenges linked to high operational and maintenance costsof submarine cables will pose a challenge to achieving this.

Figure 31: Annual Petroleum Sales by Product (2010-2016)

Land Transport
While the South Tarawa road network has vastly improved since the completion of the South Tarawa Road Rehabilitation
Project in November 2016, road conditions on the outer islands are still very poor. The core material of reef mud used inroad construction is prone to premature damage from heavy rain. In a dry season, the reef mud generates dust, stirredby wind and rushing traffic, creating a health hazard and community nuisance. Poor roadwork also implies limited
linkages with the other productive sectors like tourisms, fisheries and agriculture, thus limiting the development of any
potential economic opportunities.
Government is committed to improving road infrastructure, especially in the outer islands, as a matter of priority. In
this context, Government plans to use the Revenue Equalisation Reserve Fund (RERF) as collateral for a $70 million
loan to develop infrastructure (road, runways and ports). This initiative will allow Government to take charge of its
development through the use of its own resources to finance infrastructure projects, especially on the outer islands. In
this situation, Government will develop 6 tar-sealed roads by 2019 and 19 tar-sealed roads by 2036 in the outer islands.
Figure 30: Outcome and Strategies for Improved Connectivity and Accessibility for economic infrastructure
Outcome
Improved Connectivity and Accessibility for economic infrastructure
Strategy

Performance Indicators
Number of islands with tar–sealed roads (out of 19)

To improve air, landand sea transport
infrastructure

To harmonise
infrastructuraldevelopment for
tourism
To develop andimprove ICT
infrastructure

Targets
2019
2023
6
19

2027

2036

Kiribati relies heavily on imported fuel, which is 90% of the Kiribati Oil Company Ltd’s (KOIL) annual total imports. The
total imports have increased by 14% between 2010 and 2016 (Figure 31).
While fuel supply stability is important for supporting all economic and social activities, KOIL has been facing increasing
demands for fuel since 2014. A new fuel farm which provides additional supply capacity of 3,170 tonnes was completed
in December 2016 and commissioned in April 2017. It assists in addressing challenges of fuel supply shortage due toincreasing demand.
Figure 32: Annual Petroleum Import by Product (2010-2016)

Number of islands with Dash 8 rated airfields (out of 19)

619

Number of Flight Schedules Per month
Average number of shipping voyages per month
Number of main island sea-ports rehabilitated
Runway Lights for Cassidy Airport% of land issues resolved through consultation/purchase
Number of Island with Island-specific Tourism Strategy
Number of Tourism Capacity building trainings
Establishment of Kiribati Tourism Authority
Developing and Strengthening legal mechanisms forsustainable tourism% of mobile subscribers% of internet penetration% of broadband users

50
30
4
Done
100%
6
11
Done

60
40
4

70
45
5

70
50
6

11
23

25
35

33
63
Source : MISE

Done
49%
47%
45%

Source :MISE

60%
60%
60%

70%
85%
80%

80%
100%
90%

Figure 33: Consumption Trend by Sector

Improving Access to Utility and Social Infrastructure
Energy as a foundation of the KV20
EnergyEnergy is one of the infrastructural enablers of the pillars of the KV20. The level and intensity of energy use depicted byannual Petroleum Sales in a country is a key indicator of the degree of economic growth and development. The trend
in total sales has increased from 20,188 kilolitres in 2010 to 23,648 kilolitres in 2016, depicting a growing demand for
petroleum products (Figure 31).

46

KIRIBATI 20-YEAR VISION 2016-2036										Source :MISESKIRIBATI 20-YEAR VISION 2016-2036

47

There has been an increasing trend in consumption of fuel by sector. In this context, consumption from the transport
sector increased from 6,006,962 kilolitres in 2010 to 10,891,220 kilolitres in 2016 while electricity consumption increased
from 6,025,310 kilolitres in 2010 to 6,222,000 kilolitres in 2016. Additionally, the residential consumption increased from2,136,205 kilolitres in 2010 to 2,446,556 kilolitres in 2016 (Figure 33).

Figure 35: Power Generation Compared to Diesel Use and Energy Efficiency

As the national income level is expected to rise and urbanisation to intensify, household and commercial demand forenergy will also increase. The Tourism and Fisheries Sectors are expected to consume more energy as more tourist
resorts, transshipment hubs and fish processing plants are established.
Utilities
Electricity, reticulated water and sewerage services are provided by PUB. Prior to 2016, the quality of Public Utility
Board (PUB) services was mediocre to average. There has been a major improvement in PUB’s services following areform programme funded by the World Bank, Asian Development Bank and New Zealand Government (through the
Pacific Regional Infrastructure Initiative (PRIF)). The reform contributed to a reduction of domestic tariff from 55 cents
per unit of consumed electricity for the first 100 kilowatt hours (kWH) to 45 cents and the new connection fee from$380 per connection to $50. Unplanned and planned power outages also decreased in frequency and duration. Other
developments include the SMS billing system, increased debt collection effectiveness and dramatic improvement ofcustomer service.
Power generation continues to increase at an annual rate of 1.7% to try to meet the public demand, even though thenumber of PUB customers has been on a declining trend (Figure 34). The reduction in the number of PUB customers
shows that people in South Tarawa have shifted from using PUB electricity services to solar systems. This may be
attributed to the wide use and positive impacts of solar systems and partially to the high tariff for electricity.
In terms of power generation compared to diesel use and energy efficiency, there has been a rapid reduction in diesel
use for PUB generators during 2014 and 2015. The reduction is attributed to the full installation and use of Solar PV
Systems connected to the PUB grid in 2015 (Figure 35). A slight increase of diesel use from 2015 to 2016 depicts theneed to improve generation efficiency of PUB generators, given that the exiting efficiency is lower than recommended
standard of 3.8 kWh/l.

Source :MISE
Reticulated water and sanitation services are currently provided free by PUB to domestic customers. PUB, however,charges water delivery to domestic, commercial and industrial customers. As largely non-revenue generating, these
services are heavily subsidised by electricity sales and this practice has negatively affected the financial performance ofPUB. Since 2016, PUB has been relying on the annual Community Service Obligation (CSO) payments from Government
to assist with the delivery of water and wastewater services.
At the same time, there have been development projects implemented to improve water and sanitation services
in South Tarawa, including the South Tarawa Sanitation Improvement Sector Project (STSISP), Water, Sanitation andHygiene (WASH) for Schools, Kiribati Water and Sanitation Project (KIRIWATSAN), Kiribati Adaptation Programme Phase
III (KAPIII) and Kiribati Outer Island Food and Water Project (KOIFWP), to name some.
Government will continue to provide support for the provision of improved water and sanitation services. Government
aims to extend access to potable water to 75% of households by 2019 and to all households by 2036. Government also
aims to increase access to suitable sanitation facilities to 50% by 2019 and to all households by 2036.

Figure 34: Power Generation and Sales Compared to Number of Utility Customers

48

KIRIBATI 20-YEAR VISION 2016-2036

KIRIBATI 20-YEAR VISION 2016-2036

49

Renewable Energy
From 2014 to 2017, PUB has benefitted from three renewable energy projects based on Solar Photovoltaic (PV) systems
linked to the main grid to supplement electricity supply from diesel generation and reduce fuel consumption. The firstproject was commissioned in 2014 under Japanese funding through the Pacific Environment Community (PEC) Fund.
The second project was completed in 2015 with financial assistance from the United Arab Emirates (UAE). The third
project was also completed in early 2016 under World Bank funding. The solar PV systems have contributed to PUB
saving on fuel costs of $800,000.00 per annum.

Figure 36: Trend in Power Contribution from Solar System Installed
2500000

2000000

1500000

1000000

500000

0
2010

2011

2012

2013

2014

2015

2016

Source :MISE
The Kiribati Solar Energy Company (KSEC), a Government owned company, also provides solar powered products andrelated services to the public with a focus on the outer islands. The performance of KSEC depicts a mixed result. A
decrease in kWh from 2010 to 2014 follows the lack of maintenance to KSEC systems rented by the public on the outerislands. This is due to poor commitment of the public to pay the monthly fee ($9.00) to KSEC to cater for the system
maintenance cost. A rapid increase of solar power (kWh) in 2015 and 2016 follows the full installation and use of solar
PV systems connected to the PUB grid.
KSEC sells small solar-lighting systems suitable for households and medium-sized ones for communities. Since 2014, allhouseholds on the outer islands have been donated a solar lighting kit through the Solar Lighting Kits Project fundedby the Government of Taiwan. Efficient backup service for solar lighting products and, in some cases, the lack thereof
is an emerging concern. In an effort to improve its operations, KSEC is currently in negotiations with a TaiwaneseCompany to form a Joint Venture (JV) in the near future.

Figure 37: Outcome and Strategies for Improving Access to Utility and Social Infrastructure
Improved Access to Utility and Social Infrastructure
Strategy% increase in number ofhealth facilities/clinics
Number of new classrooms

Sports Development
Development of sports sector can bring about tremendous benefits that contribute to health, community cohesion,
employment, education, youth behaviour and national pride. Sports in Kiribati is generally played in an informal setting
owing to the limited facilities available for public use. There is only one formal sport setting in Kiribati situated in Betio,
known as the Betio Sports Complex. The vision aims to establish sport centres in order to provide impetus for the
public to engage in sport activities and have access to basic sport facilities. The government will establish 9 sports
centres by 2023 and 23 centres in 2036.

50

KIRIBATI 20-YEAR VISION 2016-2036

Performance Indicators

To improve access toquality utility and social
infrastructure% of energy service coverage% of household accessing
potable water% of household with suitable
toilet facilities
Number of new island sport
centers

Targets
2019

2023

2027

2036

10%

30%

40%

60%

100%

P100,J100,
S40
100%

P200,J200,
S60
100%

75%

100%

100%

100%

50%

75%

100%

100%

8

8

7

P20, J10,
S0100%

P50,J50, S0

KIRIBATI 20-YEAR VISION 2016-2036

51

PILLAR 4: GOVERNANCE

Government initiated the development of the Parliamentary Anti-Corruption Select Committee. Government also
developed the Leaders Code of Conduct Act 2016 which will establish a Leadership Commission to perform a watchdog
role over current leaders of Kiribati. A Public Service Anti-Corruption Strategy is also in place to provide a corruptionfree public service.
In order to promote fisheries and tourism and good governance as a whole, Government, Island Councils, private andpublic institutions and the whole community must unite and support good governance reform programs.
Figure 38: Outcome and Strategies for Creating a Corrupt-free Society
Vision: Creating a corrupt free -society
Strategy

Performance Indicator2019% number of Revised updated andStrengthening the national and local
introduced
legislations ,bylaws and/traditional /cultural governance65%
policy frameworks underpinning good
policy and legislative framework
governance% increase in number of partnership
Strengthening
thestrategic
programme with faith based and 55%
Partnerships
community based organisations
Foster, and strengthen the integrity
and independence of institutions % increase in compliance to UNCAC
75%
mandated to promote good integrity and independence requirement
governance and eliminate corruption% increase in compliance to internationaltransparency, integrity and independence 75%
requirement
Institutionalizing anticorruption andgood governance principles in the Develop and implement education and60%
public service and education system public awarenessin Kiribati

Targets2023 2027

2036

75%

80%

100%

85%

90%

100%

80%

100%

100%

80%

100%

100%

90%

100%

100%

Creating a Corruption–free Society
Good governance is an overarching issue that underpins the independence, integrity and sovereignty of a nation. As
a democratic republic, Kiribati is founded on the principles of democracy, good governance, rule of law, Christian andcultural values.
Current policies and legislation promote good governance, however there is a strong need to revise and strengthen
them to address emerging challenges. There are limited established institutions within the public and private sectorsthat deal specifically with good governance. Further to that, the public has a lack understanding of the negative impact
of corruption on the economy and the society.

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KIRIBATI 20-YEAR VISION 2016-2036

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53

CROSS CUTTING ISSUES

all members of Parliament. At the local government level, there are only 10 women Councilors out of a total of 332.
Getting more women into elected positions would improve the political demand for a systematic investigation of thegendered impacts of policies.
High female youth unemployment is likely to contribute to the vulnerability of young women to early pregnancy. In
terms of higher paid work abroad, women have been deterred from working as seafarers due to harassment by men,
and are underrepresented amongst those accessing short-term agricultural work in New Zealand.
Vulnerable groups include widows and widowers, orphans and children at risk, persons with disabilities, under-age
mothers, the poorest of the poor and the elderly. These groups are faced with multiple challenges in their daily life,
such as economic hardship and various forms of deprivation.
The Government of Kiribati is committed to equal opportunities, equal human rights and equal access to services sothat everyone can reach their potential in economic, political and social life. The constitution of Kiribati guarantees men
and women equality before the law. The Government is a signatory to the Convention of the Elimination of all forms ofDiscrimination against Women (CEDAW), the Convention on the Rights of Persons with Disabilities (CRPD), the Revised
Pacific Platform for Action on the Advancement of Women and Gender Equality (2005-2015), and the Pacific Leaders
Gender Equality Declaration in 2012.
Government will provide opportunities for all, including women, youth and all disadvantaged groups. In this context,
gender will be mainstreamed in government policies, plans, budgets and programmes to improve equal opportunity
for men and women. Government will also implement measures through a gender development policy to increase
the participation of women in all economic, social and political decision making processes (e.g. higher representationof women in Parliament); improve access to disadvantaged groups to businesses opportunities, health and education
services, housing, justice, etc; and minimise vulnerabilities by upscaling the training for people with disabilities andspecial needs.
In partnership with all stakeholders, public and private partners including development partners, Government will build
a society that guarantees equality of opportunity in accessing public products, services and resources. Government
will support income generating activities through the implementation of the trade, youth and gender policy to ensure
equity in distribution of economic opportunities. This will include expanding coverage of essential healthcare service,equitable distribution of and access to water, sewerage and sanitation services and delivery of justice.

Environment, Climate Change and Sustainable Development

Gender, Youth, Vulnerable Groups, Equity
The participation rate of women in the labour force is around 58 percent (2015 census). Unemployment rate among
women is at 43.5 percent compared to men, which is at 33 percent. Women are disadvantaged in accessing labour
markets and productive resources as they do not have equal opportunity with men to take on employment or develop
a business, due to their greater share of home-based duties and responsibilities for children, the elderly and infirm.
A majority of I-Kiribati, especially women, are vulnerable to domestic violence, economic shocks and environmental
hazards. Women are more vulnerable to poverty than men, especially if they are solo parents.

Kiribati is one of the most vulnerable countries in the world to the effects of climate change. The country’s ability torespond to climate risks is hampered by its highly vulnerable socio-economic and geographical situation. Low-lying
atolls, isolated location, small land area separated by vast oceans, high population concentration, and the costs ofproviding basic services make Kiribati, like all Small Island Developing States (SIDS), especially vulnerable to external
shocks including the adverse impacts of climate change. Sea-level rise and exacerbated natural disasters such as
drought and weather fluctuations pose significant and direct additional threats to sectors and resources central tohuman and national development and the provision of basic human needs.
The country’s vulnerability is exacerbated by a high dependence on natural marine resources for tourism and fisheries,
which are already being affected by the rise in temperature and ocean acidification. The impacts of climate change
and variability can seriously and disproportionately affect the communities who are vulnerable to climate change dueto their heavy reliance on climate-sensitive sectors such as rain fed agriculture, tourism, fisheries and their limited asset
base.

The extent of representation of women in Parliament also demonstrates the extent to which a society regards womenas having an equal role in decision-making. Kiribati has only three female members of Parliament, representing 9% of

54

KIRIBATI 20-YEAR VISION 2016-2036

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55

In order to reduce vulnerability to climate change, Government will continue to implement and build on existing
policy measures towards building adaptive and mitigation capacity, particularly of the most vulnerable people. The
policy measures will also reduce exposure or sensitivity to climate impacts. In addition, Government will mainstream
climate change adaptation and mitigation through development and effective implementation of strategies that fully
integrate climate change concerns into various programmes, to ensure that the working environment is sensitive
to climate change and sustainable development given the overreliance on tourism and fisheries sectors which arehighly vulnerable to the impact of climate change. Sufficient technical capacity and human resources to successfully
mainstream climate change adaptation and mitigation measures will also be heightened for effective implementationof climate change related adaptation measures. Government will improve its capacity to access and utilise the existing
Climate Finance Mechanisms. Government will also undertake an evaluation of risks to poverty reduction activities
associated with climate variability and change, and identify effective, efficient and equitable adaptation measures
to reduce those risks and harness opportunities for building adaptive capacity for greater and more sustainable
development for all.

56

KIRIBATI 20-YEAR VISION 2016-2036

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57

STRATEGIC AND INCLUSIVEPARTNERSHIPSDELIVERING THE KV20

A sustainable development agenda requires strategic and inclusive partnerships between Government and national
and international stakeholders - the private sector, civil society at all levels, intergovernmental organisations anddevelopment partners. Inclusive partnerships built upon shared principles, values, vision and goals that place people
at the centre of policy and decision making are a strong foundation of national, regional and global sustainable
development programmes.

Implementation

Government acknowledges the important role of strategic and inclusive partnership in the development andimplementation of KV20. Government will develop and strengthen collaborative mechanisms for engaging various
stakeholders to encourage a participatory approach during the implementation, monitoring and evaluation of the
KV20.
Government will actively engage local governments, civil society, academia and the private sector in strengthening
partnerships during the implementation of the KV20. Government will implement the Public-Private-Civil Dialogue atthe community level. Consultative mechanisms will provide an inclusive platform, where civil society will be engaged
in the KV20 decision-making process to enhance national ownership of the KV20 programmes and outcomes.
Government recognises the need to forge stronger partnerships with intergovernmental organisations and development
partners to implement the KV20 in the context of the broader UN 2030 Agenda for Sustainable Development. Theinternational partnership will be strengthened for effective resource mobilisation and sustained good governanceguided by the relevant international treaties and obligations.

The strategies to deliver the overall vision of the blueprint will be executed through concrete flagship projects suchas the Transshipment Hubs to be established in Betio and Kiritimati and tourism investment projects. Complementary
projects will also be undertaken in line with the various Ministries Sector Plans in order to achieve the assorted targets
embedded within the KV20.
The KV20 is a long term process that requires dedication and focus beyond Government’s 4-year life span. During thelife of the Vision, action plans will be systematically reviewed and adjusted on an annual basis in order to effectively
respond to the changing local, regional and global environment.

The Kiribati Development Plan
The Kiribati Development Plan (KDP) will become the medium-term implementation plan of the KV20. The current
KDP 2016-2019 will therefore continue to be implemented, together with ongoing projects. The KDP is now up for
review, providing an opportunity to reorganize and realign its priority programmes to the KV20 outcomes, strategies
and targets. As most of the Key Policy Actions under KDP are closely linked to the Pillars of the KV20, no major change
is envisaged except the articulation of KV20 priorities and targets in the revised KDP.

The Vision Delivery Secretariat
As a national development planning document, the implementation of the KV20 will be administered by the Ministryof Finance and Economic Development, through the Development Coordinating Committee (DCC). MFED will workwith Ministries to ensure timely implementation of flagship projects and various other projects within the respective
Ministry Strategic Plans aligned to key outcomes and strategies of the KV20.

58

KIRIBATI 20-YEAR VISION 2016-2036

KIRIBATI 20-YEAR VISION 2016-2036

59

MONITORING AND EVALUATIONTo ensure continued relevance and fulfilment of objectives, development efficiency, effectiveness, impact andsustainability of the on-going or completed projects, programme or policy, design, implementation and the resultsof the KV20, Government will undertake periodic monitoring and evaluation. Monitoring shall entail a systematiccollection of information to assess progress towards the achievement of KV20 objectives, outcomes and impacts.
The KV20 Implementation Matrix shall provide the basis for monitoring the development blueprint. The overallmonitoring and evaluation will remain a key responsibility of the Ministry of Finance and Economic Development(MFED) as the coordination Ministry but specific activities, monitoring and evaluation will be an internal management
activity conducted by the implementing agencies as specified in the implementation matrix. The KV20 M&E systemshall take a participatory approach to allow the active engagement of stakeholders and to ensure that all informationcollected and analysed is used to improve the planning and implementation process of the KV20.
The MFED, in consultation with the key stakeholders, will play a key role in providing output indicators to quantify
the measures of progress towards the intended inputs, outputs, outcomes and impacts of the KV20 strategies. The
indicators in the implementation plan, which should be independent of possible bias of the observer, and fulfil the
SMART criteria by being ‘Specific, Measurable, Achievable, Relevant and Time bound’, will be instrumental in assessing
the quantitative and qualitative impact of KV20 and its development efforts.
The National Economic Planning Office of MFED will compile an analytical Progress Report of the KV20 national
performance on an annual basis through the KDP Annual Progress Report. The Development Coordinating Committee(DCC) will provide quality assurance of the KV20 through oversight and approval of progress reports. The performanceof implementation presented in the KV20 Progress Report will be discussed and assessed by the DCC and decisions
will be made in relation to management actions required. Progress Reports will then be submitted to Cabinet for
information and endorsement on actions requiring Cabinet’s decision.
A five-year review of the KV20 will be undertaken to align outcomes, strategies, indicators and targets to reflect current
realities. An independent mid-term review will be carried out after 10 years and the report to be reviewed by DCC before
submission to Cabinet for its endorsement and decision. A final independent evaluation of the KV20 will be conductedat the end of the KV20 period. The evaluation will be administered by MFED with support from development partners.
The underlying principle of the evaluation will be to ensure independence and objectivity.

60

KIRIBATI 20-YEAR VISION 2016-2036

KIRIBATI 20-YEAR VISION 2016-2036

61

62
KIRIBATI 20-YEAR VISION 2016-2036

Strategies

Improved
economic
growth andpoverty
reduction

950 Million

897.2
MillionImproved Value of RERF

227
Million3
154
million0
48%
18

Number of Transshipment
Hub Developed% Private sector contribution
to GDP
increase in number of Foreign
investments

Land allocated forcommercial investment

Increase number of policies,
by-laws for protection ofMarine and Natural Resources

Increase in Value of Exports
Increase in Volume ofdomestic trade

6

60%

Kiribati Tourism Authority
EstablishedIsland Specific Tourism
Strategy Developed
Increase in revenue fromfisheries and marine
resources

KIRIBATI 20-YEAR VISION 2016-2036

00121.4 Acres

19.88 Acres

2

170 Acres

35

5.4MT

2.7MT
34

7%

$12,018,00

23

55%

0

100%

3.6%

% contribution to GDP

20%

5%

2019

3.5%

Baseline

Improved GDP growth rate

Key Performance Indicator

Improving land use andGeneral land use plan forplanning for sustainable
government owned landdevelopment
Size of new reclaimed andraised land area

Sustainable
Management andProtection of Marine
and Natural Resources

Developing inclusive
sustainable trade andprivate sector

Maximising returns
from sustainablefisheries and marine
resources

Developing sustainable
tourismNatural Capital
Accelerating macroeconomic stability forlong term sustainable
development

Pillar 1: WealthNational
Outcomes

26 Acres3

220 Acres

45

10.8MT

10%

33

60%

1

427 Million

11

100%

40%

1.2
billion

7%

2023

5

270 Acres

55

27MT

15%

50

62%

767 Acres5

320 Acres

66

81MT

30%

100

65%

2

1.2B
illion627
Million
1

33

100%

50%

1.4 Billion

10%

2036

25

100%

45%

1.3
billion

8%

2027

327.5 Acres

TargetResponsible
Ministries

MELAD MELAD

MELAD MELAD

MELAD MELAD

MFMRD MFMRD

MCIC MCIC

MFED data MCIC

MFED data MCIC

MFED data MCICMFRMD Data MFMRD

MFED data MFMRD

MICTTD MICTTD

MICTTD MICTTD

MFED data MICTTD

MFED data MFED

MFED data MFED

Data
Source ofInformation

ANNEX 1: KV20 IMPLEMENTATION
MATRIX63

64
KIRIBATI 20-YEAR VISION 2016-2036
KIRIBATI 20-YEAR VISION 2016-2036

65

Accessible
andaffordable
qualityhealthcare
system.

Havinghighly skilled,qualified
and efficient
workforce

Increased
access todecent employment
opportunities

HavingHighlyeducatedand skilled
populationby theyear 2036
for quality
outputs

Human Capital

Enhance the qualityof the public service
delivery to the generalpublic by creating a
FRESH Public service

57%

85%
0%

300

% coverage of positiveparenting% coverage of young couples
initiative% Increase of seasonal
overseas workers% Decrease of complaints
from workers in relation tolabour welfare issues% rural-urban population
ratio% of domestic workplaces
that practice OHS andtripartism% reduction of national
unemployment rate

55%

100%
40%

0
45.9%

45
85%
1:800
1:1860
50%

59.1%
80%
1:10001:2240
25%

2.8

1%

0.03%

3.1

20%

65%

80%

20%

25%

30%

30%

20%

100%

30%

60%

160

40%

197

197

5%

31%

4

36%

Reduced number of domestic
violence% increase of new overseas
labour markerts

30%

Improvement in parents
support towards school
activities

0

4

1

Number of trained outputs
from outer Islands Vocational
training Centre

30%

40%

Reduction in amount oftruancy
Increase in number of Islands
with Vocational Training
Centres

80%

75%

35

80%

50%

Survival /retention rate inPrimary Education

40

70%

Improvement in Competencyof teachers
Pupil Teacher ratio

30%

Improvement in school
English Language Literacy% decrease in Complaints% decrease in skills andqualification gap% of staffs training budget of
the national budget
National Public ServantsCompetency Framework
Reducing the
Adult Mortality Rate(30prevalence of common 69 Year old per 100,000
NCDs
population)
Reducing the fertility
Fertility rate
Rate
Reducing the Child
Under 5 mortality rate (permortality
1,000)
Reducing prevalence
TB Detection rate ,Leprosy
of Communicable
Detection ratediseases
Nurse patient Ratio
Improving the Hospital Doctors Patient Ratioand Health centers% of hospitals with 5
services
specialized services

Decent Work for All

Increasing overseas
and domestic
decent employment
opportunities

strengthening support
programmes for family
welfareIncrease access to
Vocational Trainings

Promoting education
oriented communities

50%

10%

15%
40%

85%

80%

Improvement in the Numberof students that meet andexceed benchmark

Improvement in % of school
aged children receiving
formal education% of school drop outs

50%

1:600

90%

30

2.5

35%

100%

2.0%

75%

1:1600

7%

45%

100%

50%

15%

60%

60%

100%

100%

70%

80%

800

10

10%

90%

25

90%

70%

80%

5%

100%

40%

100%

1:1244

1:400

95%

20

2.2

30%

100%

3.5%

5%

25%

100%

75%

10%

80%

80%

100%

100%

90%

90%

3000

15

5%

100%

25

100%

100%

100%

3%

100%

30%

100%

1:1000

1:300

100%

10

1.8

25%

100%

5%

0%

10%

100%

95%

5%

100%

100%

100%

100%

90%

90%

8800

23

3%

100%

25

100%

100%

100%

3%

100%

MHMS MHMS

MHMS MHMS

MHMS MHMS

MHMS MHMS

MHMS MHMS

MHMS MHMS

MHMS MHMS

PSO PSO

PSO PSO

PSO PSO

PSO PSO

MLHRD MLHRD

MLHRD MLHRD

MIA MIA

MEHR MEHR

MEHR MEHR

MEHR MEHR

MWYSSA MWYSSA

MWYSSA MWYSSA

MWYSSA MWYSSA

MOE MOE

MLHRD MLHRD

MLHRD MLHRD

MOE MOE

MOE MOE

MOE MOE

MOE MOE

MOE MOE

MOE MOE

MOE MOE

MOE MOE66
KIRIBATI 20-YEAR VISION 2016-2036
KIRIBATI 20-YEAR VISION 2016-2036

67

6
4

3
2

% number of policies /national plans reviewed andupdated% Increase in the number
of well-equipped stations /institutions established andoperational

60%

65%

10%
25%

25%

50%

50%

100%

0%

10%

15%

Number of modernized
security management
systems (border control
system and Kiribati
Metrological services weather
and climate variability dataand information)% number of legislations
reviewed and updated0%

National Security Strategic
Policy framework establishedStrengthening strategic
International Partnerships
partnerships

Institutional
strengthening

8

0

4

26

0

1

1

0

75%

95%

50%

90%

75%

100%

6

6

10

8

26

2

Improved
connectivity
andaccessibility

To Improve ICT
infrastructuredevelopment

To harmonise
infrastructuraldevelopment for
tourism

To improve Air, Landand Sea Transport
infrastructure

Number of Island with Islandspecific Tourism Strategy
Number of Tourism Capacity
building trainings
Establishment of Kiribati
Tourism Authority
Developing andStrengthening legal
mechanisms for sustainable
tourism
Number of mobile
connectivity% Internet penetration
Number of broadband users% of land issues resolved
through consultation/purchase

49%
47%
45%

23,00011.50%
592

Done

60%

Done

11

8

60%

6

30

3

100%

done

1
100%

4

4

24

50 (42
domestic, 8International)

40 (36
domestic, 4International)
Number of Flight schedules
per month
Average Number of shipping
voyages per month
Number of main island seaports rehabilitated
Runway Lights for Cassidy
Airport

60

Number of islands with Dash
8 rated airfield(out of 19)

60

Number of islands with tarsealed road(out of 19)

85%

100%

100%

95%

85%

100%

10

8

16

8

26

2

4

60%
65%

60%

23

11

40
5

85%
80%

70%

35

25

45

60 (5070 (60domestic, 10 doemestic, 10International) International)

19

19

PILLAR 3: INFRASTRUCTURE FOR DEVELOPMENT
Economic Infrastructure: 1. Logistical Interconnectivity Programme, 2. ICT Programme and 3. Road Rehabilitation Programme

A secure,safer andPeaceful
Kiribati

Strengthening National
Security governance –policy frameworks

PILLAR 2: PEACE AND SECURITY

Number of cultural groups
tours/exchange programs

National Plan/framework tosafeguard and revive tangible
and intangible culturaland historical heritages
developed
number of level of culturalsites and monuments/
Traditional
To safeguard ,revive and shrines/attractions
skills andmaintained
promote tangible andknowledge
safeguarded, intangible cultural and number of historical sites
maintained
historical heritages
nourished
and revived
Number of cultural
institutions/attractions/centres built
Number of cultural festivals

Cultural Capital

6

MICTTD

MICTTD

MICTTD

MICTTD

MICTTD

MICTTD

MICTTD and
MELAD

100% CCK
MICTD
90% CCK,ATHKL,ITU MICTD

80% CCK,ATHKL,ITU MICTD

MICTTD

MICTTD

63 MICTTD

33 MICTTD

MICTTD to
identify inline
with Airport
upgrading

MICTTD - KIAP MICTTD

MICTTD

50 MICTTD

MICTTD70 (60doemestic,
MICTD
10International)

MICTTD
MICTTD

MICTD

MFAI

OB

OB

MOJ,OB,OAG

MOJ, KPS, MELAD,
MFAI and OB

MOJ, KPS,MELAD, MFAI and
OB,MFMRD,MHMS

MIA MIA

MIA MIA

MIA MIA

MIA MIA

MIA MIA

MIA MIA

MICTD

100%

100% OB

100% OB

100% MOJ,OB

100% OB

100% MOJ

10

10

24

9

26

2

68
KIRIBATI 20-YEAR VISION 2016-2036
KIRIBATI 20-YEAR VISION 2016-2036

69

Foster, and strengthen
Creating a
the integrity andcorrupt - freeindependence ofsocietyinstitutions mandated
to promote good
governance andeliminates corruption
Institutionalizing anticorruption and good
governance principles
in the public service
and education systems
in Kiribati

Strengthen strategic
partnership

PILLAR 4:GOVERNANCE
Strengthen national
and local /traditional/
cultural governancepolicy and legislative
frame work.

Develop and implement
educational and publicawareness

60%

75%

25%

10%

75%

55%

65%

8

50%

40%

30%

5%

1

Number of new island sport
centers
Revised, updates andintroduce legislations,bye-laws and policy frame
works underpinning good
governance
Forged strong partnershipprogram with faith-basedand community basedorganizations% of compliance to UNCAC
integrity and independence
requirement% of compliance toInternational Transparency
integrity and independence
requirement

15%

Percentage of householdwith suitable toilet facilities

90%

80%

80%

85%

75%

8

75%

100%

100% 100%

100%

90%

80%

7

100%

MOE
MISE
MISE

MOE
MPWU
MPWU

100% MOJ

MOJ

100% MOJ

100% MOJ

100% MOJ

0 MWYSSA

MOJ

MOJ

MOJ

MOJ

MOJ

MWYSSA

MISE

MISE

MHMS

100% MPWU

Improved social infrastructure services: Social Infrastructure 1. Renewable energy 2. Water and sanitation 3. Civil works and public services% increase in Number of
Public Health Facilities/
103 10%30%40%60%CentresPrimary
P100, J100,
P200, J200,
Number of new classrooms
926,JSS
P20, J10, S0P50, J50, S0
S40
S60-330,SSS- 106
Improved
accessTo improve access toEnergy service coverage
90%
100%
100%
100%
100%
to utility
quality utility and social
Percentage of household
infrastructureand social
60%
75%
100%
100%
100
accessing potable water
infrastructure