Kiribati Development Plan 2016-19
Government of Kiribati

Towards a better educated, healthier, more prosperous nation with ahigher quality of life

Contents
Acronyms ................................................................................................................................. iii
Map of Kiribati .......................................................................................................................... v
Foreword .................................................................................................................................... 1
Introduction ................................................................................................................................ 2
The Vision .................................................................................................................................. 4
Guiding Principles of the Plan ................................................................................................... 5
Review of Progress of the 2012-15 KDP ................................................................................... 6
2016-19 Key Priority Area 1: Human Resource Development ............................................... 15
Situation Analysis ................................................................................................................ 15
Goals and Strategies ............................................................................................................. 19
2016-19 Key Priority Area 2: Economic Growth and Poverty Reduction .............................. 22
Situation Analysis ................................................................................................................ 22
Goals and Strategies ............................................................................................................. 27
2016-19 Key Priority Area 3: Health ....................................................................................... 30
Situation Analysis ................................................................................................................ 30
Goals and Strategies ............................................................................................................. 34
2016-19 Key Priority Area 4: Environment............................................................................. 36
Situation Analysis ................................................................................................................ 36
Goals and Strategies ............................................................................................................. 38
2016-19 Key Priority Area 5: Governance .............................................................................. 40
Situation Analysis ................................................................................................................ 40
Goals and Strategies ............................................................................................................. 42
2016-19 Key Priority Area 6: Infrastructure ............................................................................ 44
Situation Analysis ................................................................................................................ 44
Goals and Strategies ............................................................................................................. 46
Monitoring and Evaluation for Results .................................................................................... 49
Annex A: Country Results Framework for 2016-19............................................................... 50
Annex B: The Link between the KDP, Sustainable Development Goals, Istanbul Plan of
Action, SIDS Accelerated Modalities of Action (SAMOA) Pathway and the Framework for
Pacific Regionalism ................................................................................................................. 66iList of Figures
Figure 1: Links between the KDP and Ministry Operational Plans.......................................... 3
Figure 2: Net Enrolment Rates, Primary School, Kiribati, 2011-2014 ................................... 16
Figure 3: Net Intake Ratio, Kiribati, 2011-14 .......................................................................... 17
Figure 4: Proportion of Qualified and Certified School Teachers, Kiribati, 2011 to 2014 ..... 18
Figure 5: Real GDP per capita, and Real Growth in GDP, Kiribati, 2004 to 2014 ................. 22
Figure 6: Public and Private Sector KPF Contributors, Kiribati, 2009-2015 ......................... 23
Figure 7: Revenue, Expenditure, Deficits and Surpluses, Kiribati, 2007-2015 ....................... 24
Figure 8: Seamen’s Remittances, 2000 to 2014....................................................................... 25
Figure 9: Infant and Under 5 Mortality Rates, Kiribati, 1991 to 2013 ................................... 30
Figure 10: Incidence of TB and Treatment Success Rate, Kiribati, 1990-2014 ...................... 31
Figure 11: Incidence of Diabetes, Kiribati, 2002-14 .............................................................. 32
Figure 12: Amputations in Kiribati, 2002 to 2014.................................................................. 32
Figure 13: New HIV Positive Cases, Kiribati, 1991 to 2014................................................... 33
Figure 14: Share of Energy Output by Source, Kiribati, 2014 ................................................ 45
Figure 15: Solar Connections to Outer Islands, Kiribati, 2004-14 .......................................... 45

List of Tables
Table 1: Major Achievements of the 2012-15 KDP .................................................................. 7
Table 2: Official age for school level and total enrolments, Primary School Sector, Kiribati,
2011-2014 ................................................................................................................................ 17

List of Boxes
Box 1: Graduation from Least Developed Country Status for Kiribati ..................................... 6ii

Acronyms
ADB
AIDS
CEDAW

Asian Development Bank
Acquired Immune Deficiency Syndrome
Convention on the Elimination of all forms of Discrimination against WomenCYPFWChildren, Young People and Family Welfare

DCC
EEZ
ESGBV
FDI
FFA
FNU
FSM
GBV
GDP
GNI
GOK
GPI
HICIS
HIES
HRD
ICT
JSS
KAIP
KDP
KHIS
KIEP
KIT
KJIP

Development Coordinating Committee
Exclusive Economic Zone
Eliminating Sexual and Gender Based Violence
Foreign Direct Investment
Forum Fisheries Agency
Fiji National University
Federated States of Micronesia
Gender Based Violence
Gross Domestic Product
Gross National Income
Government of Kiribati
Gender Parity Index
Healthy Islands Core Indicators Set
Household Income and Expenditure Survey
Human Resource Development
Information and Communications Technology
Junior Secondary Schools
Kiribati Aviation Investment Project
Kiribati Development Plan
Kiribati Health Information Service
Kiribati Integrated Environment Policy
Kiribati Institute of Technology
Kiribati Joint Implementation Plan on Climate Change and Disaster Risk
Management
Kiribati National Audit Office
Kiribati National Statistics Office
Kiribati Oil Company
Key Priority Area
Kiribati Provident Fund
Kiribati Police and Prisons Service
Kiribati Solar Energy Company
Least Developed Country
Monitoring and Evaluation
Ministry of Commerce, Industry and Cooperatives
Millennium Development Goals
Ministry of Commerce, Industry and Cooperatives
Ministry of Communication, Transport and Tourism Development
Ministry of Environment Land and Agriculture Development
Ministry of Foreign Affairs and Immigration
Ministry of Finance and Economic Development
Ministry of Fisheries and Marine Resources Development
Ministry of Health and Medical Services
Ministry of Internal Affairs

KNAO
KNSO
KOIL
KPA
KPF
KPPS
KSEC
LDC
M&E
MCIC
MDGs
MCIC
MCTTD
MELAD
MFAI
MFED
MFMRD
MHMS
MIA

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MLHRD
MLPID
MoE
MOP
MPWU
MS1
MTC
MWYSA
NCD
NEPO
NGOs
NIR
OB
ODA
PHC
PIFS
PIPA
PNA
PNG
PPP
PSO
PUB
PVU
RERF
SDG
SIDS
SPC
SPREP
SOEs
SOIs
SS
STAKI
STSISP
STR
TAFE
TB
TSKL
TVET
UN
UNESCAPUNDP
UNFPA
UNICEF
VAT
WCPFC
WHO

Ministry of Labour and Human Resource Development
Ministry of Line and Phoenix Islands Development
Ministry of Education
Ministry Operational Plan
Ministry of Public Works and Utilities
Monthly Consolidated Statistical Report (Health)Marine Training Centre
Ministry for Women, Youth and Social Affairs
Non Communicable Diseases
National Economic Planning OfficeNon-Government Organisations
Net Intake Ratio
Office of Te Beretitenti
Official Development AssistancePrimary Health Care
Pacific Islands Forum Secretariat
Phoenix Island Protected Area
Parties to the Nauru Agreement
Papua New Guinea
Public Private Partnership
Public Service OfficePublic Utilities Board
Plant and Vehicle Unit
Revenue Equalisation Reserve Fund
Sustainable Development Goals
Small Island Developing States
Secretariat of the Pacific Community
Secretariat of the Pacific Regional Environment ProgrammeState Owned Enterprises
Statements of Intent
Senior Secondary
Standardised Tests for Achievement in Kiribati
South Tarawa Sanitation Improvement Sector ProjectStudent to Teacher Ratio
Technical and Further Education
Tuberculosis
Telecom Services Kiribati Limited
Technical and Vocational Education and Training
United Nations
United Nations Economic and Social Commission for Asia and the PacificUnited Nation Development Programme
United Nation Fund for Population Activities
United Nation Children’s FundValue-Added Tax
Western and Central Pacific Fisheries Commission
World Health Organizationiv

Map of Kiribativ

Foreword
Although this is the tenth Kiribati Development Plan
(KDP), it is the first development plan of the new
government of President Taneti Maamau and his politicalparty, Tobwaan Kiribati Party (TKP) following his
landslide victory in the nation-wide presidential election
on March 9th this year. The Plan emphasises thegovernment’s priorities for development including income
generation programs to improve prosperity, better andcheaper education for our students, a healthier community
and more job opportunities at home and abroad.
The vision of the Plan “Towards a better educated, healthier, more prosperous nation with ahigher quality of life” underlines the typical challenges facing a small island state like ours.
The mission of this KDP is to promote better education, better health and inclusive
sustainable economic growth and development through the implementation of higher
education standards, the delivery of safe, quality health services and the application of soundeconomic policies.
Essentially, this KDP is a continuation of the predecessor plan with a few adaptations toincorporate the policies of this new government. The Plan focuses on the following six key
priority areas (KPAs): Human Resources Development, Economic Growth and Poverty
Reduction, Health, Environment, Governance, and Infrastructure which are in line with the
TKP Motinnano (political manifesto).
The road to economic success is indeed long and hard for us, given the severe resource andstructural constraints we face. However, this should not be a cause for despair. The
development experience of the more successful small island states elsewhere has indicatedthat rapid and sustained economic growth and development for the small island states is not ahopeless dream, but an achievable reality provided the right policies and institutions are inplace.
In everything we do, we recognize that success is founded on partnership and cooperation.
We call upon the international and donor community therefore to continue to support us in
our efforts to accomplish the development aspirations of this KDP. As a small developing
island nation with limited resources, we simply cannot shoulder our development
responsibilities alone.
I urge all stakeholders, the private sector, civil society and churches to work together with
Government and to align their development efforts toward achieving this Plan’s objectives
and vision. Together we can usher in a new era that is more just, resilient, and inclusive.

Honourable Teuea Toatu PhD
Minister for Finance and Economic Development
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Introduction
The Kiribati Development Plan (KDP) for 2016-19 is the guide for formulating policies andprograms to advance inclusive economic development in Kiribati. The preparation of theplan has been assisted by the production of Ministry Strategic Plans by each Ministry andagency of the Government. As well, discussions about the nature and purpose of the Plan has
occurred with civil society and the private sector. They have also provided feedback on
drafts of the Plan. The final Plan has been produced after widespread consultation with the
Ministries concerned. The lead Division in the preparation of the Plan was the National
Economic Planning Office in the Ministry of Finance and Economic Development. NEPO
was ably assisted by Sanjesh Naidu of the Pacific Office of United Nations Economic andSocial Commission for Asia and the Pacific (UNESCAP) and Bill Paterson of the PacificRegional Infrastructure Facility.
The KDP 2016-19 takes into account various international obligations that the Government of
Kiribati has assented to. These include the Sustainable Development Goals (SDGs), theIstanbul Plan of Action, the Small Island Developing States (SIDS) Accelerated Modalities of
Action (SAMOA) Pathway and the Framework for Pacific Regionalism. Annex B shows thelinks between these obligations and the KDP. In particular, all SDG targets and indicators
have been reviewed and assessed for relevance to Kiribati’s context, including initial country
conditions in each Key Priority Area and accounting for progress possible in the four-year
timeframe of this Plan. A pathway approach to progressing towards achievement of the
SDG’s has been adopted, cognisant of guiding principles underscored in the 2030 UN
Development Agenda, namely the need to account for national realities, capacities, levels ofdevelopment and respecting national policies and priorities.
All projects that are proposed by Ministries, agencies, NGOs and Island Councils have to bealigned with the principles of the KDP. The KDP provides a framework for development sothat donors and government agencies have a clear understanding of the policy directions of
the Government. The Plan provides an invaluable reference for development partners inaligning their assistance objectives with the priorities of the Government of Kiribati.
Ministry Strategic Plans (MSPs) for the period 2016-19 are aligned with the KDP andprovide the guiding framework for each Ministry to focus on technical, administrative andoperational strategic issues. MSPs also guide the broad priorities of the KDP in both a topdown and bottom-up approach. Ministerial Operational Plans (MOPs) set out costed
activities to progress the MSPs and feed into the budget process for the preparation of therecurrent and development budgets. The links between the KDP and the operational plans
and budget are described in Figure 1.

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Figure 1: Links between the KDP and Ministry Operational Plans• Key Priority Areas
KDP
2016-19MSPs
2016-19• MSPs aligned to KDP and assist informulating the KDP

MOPs• Workable activities to achieve
expected results (costed work
plans)

Recurrent andDevelopment
BudgetThe KDP 2016-19 has also taken into account the Mid-Term Review of the 2012-15 KDP
which was undertaken by representatives from the National Economic Planning Office(NEPO), United Nations Development Programme in Asia and the Pacific, (UNESCAP),
UNDP Pacific Centre, Secretariat of the Pacific Regional Environment Programme (SPREP),
and the Pacific Islands Forum Secretariat (PIFS). Lessons learned from the 2012-15 KDP
Mid-term Review have been incorporated into the design of the 2016-19 Plan.
The Country Results Framework (Annex A) outlines the longer-term objectives, strategies
and key performance indicators which will form the basis for monitoring the KDP.
The front cover photograph (traditional dancers at the Independence Day celebrations) was
taken by Ros Clarke.

3The Vision
The vision of the 2016-19 KDP is “Towards a better educated, healthier, more prosperous
nation with a higher quality of life’.
This vision encompasses the major goals of providing for a better educated and more highly
qualified population to prepare students for future employment, as well as improving thehealth conditions of the nation and setting the strategies for a more prosperous community.
The mission of the 2016-19 KDP is “To promote better education, better health and inclusive
sustainable economic growth and development through the implementation of higher
education standards, the delivery of safe, quality health services and the application of soundeconomic policies.”
The KDP recognises the vital importance of a committed engagement by households,
communities, local and national governments, civil society and the private sector towards the
future development of Kiribati.

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Guiding Principles of the Plan
A number of Guiding Principles will be followed in pursuing the Kiribati Development
Plan’s Vision.
Credible national policies and strategies focussed on key underlying areas of priority will
drive the KDP’s implementation. Underlying areas of priority (based on Ministry Strategic
Plans and consultations) will include: Managing population growth; Strengthened governance; Improved infrastructure; Stable macroeconomic framework; Economic growth; Improved access to basic services; Improved health standards;
 Climate change adaptation;
 Improved education standards;
 Reduced poverty;
 Gender equity and the empowerment of women; and A clean environment.
Kiribati, as part of the global community, has made commitments within global bodies
such as the United Nations, as well as, within regional groupings such as the PacificIslands Forum. The Government will pursue these commitments in the interest of
Kiribati and its citizens, while taking into account national realities, capacities, andrespecting national policies and priorities.
Of particular importance are the commitments to the: 2030 Agenda for Sustainable
Development that was adopted by the UN General Assembly in September 2015; theIstanbul Plan of Action for Least Developed Countries (LDCs); SIDS Accelerated
Modalities of Action (S.A.M.O.A.) Pathway, Outcome of the Third International
Conference on Small Island Developing States; and Framework for Pacific Regionalism.
These global and regional commitments reinforce and complement Kiribati’s national
priorities. The Government of Kiribati is committed to achieving the goals andobjectives associated with these international commitments. Where appropriate, policies
in this Plan have been made consistent these global commitments. Annex B illustrates
how this Plan maps against selected global commitments.
The KDP is also consistent with the Busan Partnership for Effective Development
Cooperation which requires, inter alia, ownership of national development priorities andaccountability for its implementation.
The means of implementation is a critical challenge in Kiribati. Significant attention tomobilising necessary technical capacity, funding (including through development
cooperation) and tailoring institutional arrangements to support the achievement of Key
Performance Indicators (KPIs) will remain a key focus of Government.
5

Review of Progress of the 2012-15 KDP
With 33 coral atolls and islands spanning an area of 3.5 million square kilometres of ocean in
the Pacific, Kiribati is constrained by geographic isolation, high transport and shipping costs
and a low population base. The very nature of the relative infertility of its coral islands
prohibits agricultural production on a large scale. The population in 20101 was 103,058 andis spread out over 24 islands.
UNDP Human Development Indicators in 2014 place Kiribati at a low figure of 133 in the
country ranking, unchanged from 2013.2 In 2015, the UN Committee for Development
Policy reviewed the status of Kiribati as a Least Developed Country (LDC) and decided not
to recommend graduation at this time but to review the situation in 2018, for possible
graduation in 2021. The main reason for the decision was the economic vulnerability of
Kiribati.
Box 1: Graduation from Least Developed Country Status for Kiribati
The Committee for Development Policy (CDP) of the UN concluded its triennial review of the listof LDCs in March 2015. The Committee found that Kiribati fulfilled the criteria for graduationfrom least developed country category for the second consecutive time. However, the Committee
deferred its decision on a recommendation for graduation for Kiribati to the next triennial review
which will be held in 2018. Kiribati was regarded as having the highest level of vulnerability of all
countries and there were also concerns about the sustainability of its current level of income. The
situation of Kiribati will be reviewed again in 2018.
There are three criteria that the CDP uses for graduation: GNI per capita (averaged over three
years) above a certain level; human resource weakness (based on indicators of nutrition, health,education and adult literacy); and economic vulnerability (based on instability of agricultural
production, instability of exports of goods and services, economic importance of non-traditional
activities, merchandise export concentration, handicap of economic smallness, and the percentage
of population displaced by natural disasters).
For Kiribati to be in a situation to graduate from LDC status, the economic vulnerability criterion
will have to be satisfied.
The 2016-19 KDP will address the eight key priority areas of the Istanbul Programme of Action:(a) Productive capacity(b) Agriculture, food security and rural development(c) Trade(d) Commodities(e) Private Sector development(f) Human and social development(g) Multiple crises and other emerging challenges(h) Mobilising financial resources for development and capacity building(i) Good governance at all levels

The population growth in 2010 was 2.2 per cent but South Tarawa’s growth rate was 4.4 percent compared with 0.2 per cent in all the other islands combined. This growth in South1
2

Kiribati Population Census 2010, KNSO
UNDP, Human Development Report. 2014.

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Tarawa reflects the continual migration of people from the outer islands to the cash economy
of South Tarawa. This equates to a doubling by the year 2026 when the population of South
Tarawa would be 100,000. This population growth in South Tarawa has placed severeburdens on the supply of basic services such as sanitation and water. Kiribati has adopted a
Population Implementation Strategy which promotes healthy family concepts and familyplanning. The strategy intends to stem outer island migration by improving access toeconomic and social infrastructure to the outer islands and ensure that all people of Kiribati
can access the associated opportunities.
The long term issue that threatens the sustainability of economic development in Kiribati is
Climate Change. Kiribati is working with donors to finance adaptation programs which will
be vital for a nation with the majority of its land lying just above sea level. Climate Change
needs to be acted upon at a global level.
The table below summarises the main achievements of the 2012-15 KDP. Significant
improvements occurred with Key Priority Area (KPA) 1 (Human Resource Development),
KPA 2 (Economic Growth and Poverty Reduction), KPA 4 (Environment), KPA 5(Governance) and KPA 6 (Infrastructure). Improvements made under KPA 2 include school
enrolment levels which have risen in 2014 and tests for literacy and numeracy had improved
from 2011 to 2013. Improvements have been made in health, but Non Communicable
Diseases (NCDs), child mortality, maternal mortality and Tuberculosis (TB) remain problem
areas.
Table 1: Major Achievements of the 2012-15 KDP
KPA

KPA 1: Human
Resource
Development

KPA 2: Economic
Growth andPoverty Reduction

KPA 3: HealthAchievement

Comments

On Target

New Act passed by Parliament. Improvements indonor coordination, development of teachers andcurriculum. Teacher registration regulations
developed. Infrastructure improvements. Level ofenrolments the major challenge but improvements havebeen made in 2014. Standardised tests in literacy andnumeracy showed overall improvements between 2011
and 2013.

On Target

Real economic growth of 5.4%, 5.8% and 2.4% in
2012, 2013 and 2014 respectively. Expectations thatgrowth will continue in 2015. Higher than expected
revenue from fishing license fees has meant surplusesin 2013, 2014 and 2015. VAT and Excise taxes
introduced and Customs Duties abolished. SOE
reforms being implemented. Rationalisation of the
copra industry has commenced. TSKL privatised. Still
work to do in public financial management.

Mixed

Some progress in key areas. NCDs still a challenge. 12
islands have been declared open defecation free. TB
rates still high. Maternal mortality and child mortality
rates are still high. More doctors are employed. Moredoctors have returned after graduation from Cuban

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KPA

Achievement

Comments
medical school. Improvements in reproductive health.
Infrastructure improvements.

KPA 4:
Environment

KPA 5:
Governance

KPA 6:
Infrastructure

On Target

PIPA region declared free from commercial fishingfrom 1 January 2015. Kiribati Joint Implementation
Plan on Climate Change and Disaster Risk
Management released in August 2014. Kiribati
Integrated Environment Policy (KIEP) adopted in June
2013. More mangrove plantings on 9 islands.
Improvements in solid waste management made withpartner support. More support for agricultural
production. Sustainable extraction of construction
aggregates established as an enterprise in 2014.

On Target

The instrument of accession to the UN Convention
Against Corruption and the UN Convention on the
Rights of Persons with Disabilities signed in September
2013. Greater efforts to counter violence against
women. Establishment of a Ministry for Women,
Youth and Social Affairs in 2014. Family Peace Bill
passed in 2014. Children, Young People & Family
Welfare (CYPFW) Act enacted in May 2013. A
Climate Change and Climate Risk Communications
Strategy 2013-16 developed. Whole-of-Government
Communication Strategy adopted in November 2012.

On Target

Kiribati Roads Rehabilitation Project scheduled tofinish in June 2016. Betio Hospital rehabilitation
completed in 2014. Betio wharf construction
completed in 2014. Kiribati Aviation Investment
Project commenced. South Tarawa Sanitation
Improvement Sector Project has commenced.
Telecommunications Act was passed in 2013
encouraging competition in the communications sector
and TSKL was sold to a new operator ATHKL in 2015.
Solar projects in the outer islands completed in 2015,
providing electricity for villages, small businesses andschools. Two grid-connected solar projects have been
completed in 2015 and a third renewables project is inprogress, increasing peak power capacity on S Tarawa
by 30%. Water resource management and supply
efficiency are being improved on S Tarawa, Kiritimati
and outer islands.

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The full report on the progress of the 2012-15 KDP can be found on the MFED website3 aswell as the mid-term review of the 2012-15 KDP. The major accomplishments towards
progressing the 2012-15 KDP have been:
KPA 1: Human Resource Development
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The Education Act was passed by Parliament in December 2013
A new language policy was approved by Cabinet in 2012 which transitions from TeKiribati to English in Year Three.
Thirteen Island Education Coordinators were established to support the quality ofeducation in each school on the outer Islands.
A national curriculum framework has been introduced.
Improved governance and management, local community involvement, and teacher
quality.
The long term trend of a decline in the net enrolment rate for males and females inprimary education was abated in 2014 with high net enrolment rates.
The transition rates from Primary education to Secondary education in 2014 werereasonably high at 84.4 per cent for males and 90.9 per cent for females.
Information on the proportion of new entrants requires further investigation as thedata varies according to the source for the population base information.

Standardised tests in literacy and numeracy showed overall improvements between 2011 and
2013.

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In 2014, the vast majority of primary teachers and had the minimum academic
qualifications for working as teachers (qualified) but only just over half had attained
the minimum teacher training (certified). Overall, approximately two thirds of
combined junior and senior secondary, and senior secondary teachers were qualified
to teach, while 60 per cent were certified in their respective sectors. On-going
initiatives are in place to improve this situation.
Kiribati has achieved gender parity in primary education. Gender balance in education
is an issue in secondary education in Kiribati with the number of female students
vastly outnumbering the number of males. For secondary education, total female
enrolments ranged from 10 per cent higher in Form 1 to 60 per cent higher in Form 7
in 2014.
A Technical and Vocational Education and Training (TVET)Strategy has beendeveloped.
An Auspice Agreement is operating between the Kiribati Institute of Technology(KIT) and TAFE South Australia resulting in all KIT courses having Australianaccreditation, with each course needing to meet the standards within the Australian
TVET Quality Framework.
The merger of Kiribati School of Nursing with KIT provided KIT a greater diversityof courses in the health and community services sector as well as the opportunity toestablish an additional campus in Bikenibeu.
In 2015, the Marine Training College (MTC) commenced delivering fisheries training
as a result of the merger with the Fisheries Training Centre.
A Fisheries curriculum was developed in line with traditional overseas employment
opportunities as well as emerging ones.

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www.mfed.gov.ki under “Publications”. The progress against the Millennium Development Goals is alsoavailable on this website.
3

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The establishment of Industry Training and Advisory Committees for KIT and MTC
provided opportunities for industry stakeholders to dialogue on training requirements
to meet industry demands.

KPA 2: Economic Growth and Poverty Reduction
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GDP growth has been solid over the period of the 2012-15 KDP with growth rates of
5.2 per cent in 2012, 5.8 per cent in 2013 and 2.4 per cent in 2014. The International
Monetary Fund (IMF) predicts that economic growth will rise by 3.1 per cent in 2015.
This follows a period of volatile fluctuation in growth rates.
Recent GDP growth has reversed the trend of declining GDP per capita with the GDP
per capita at $1,838 in 2014. However, GDP per capita in Kiribati is still the lowestof all Pacific countries.
The incidence of basic need poverty in Kiribati was estimated at around 21.8 per centof the population in 2006. No Household Income and Expenditure Survey has been
done since 2006. Food poverty was estimated to be around 5 per cent of the
population.
Unemployment at the 2010 census was 31 per cent with the youth unemployment rate
at 54 per cent.
In Kiribati, the private sector is small in relation to the size of government with thegeographical isolation and high costs associated with the importation of goods
contributing factors. Nevertheless, Kiribati has experienced strong growth in
employment in the private sector over the past 6 years. Data from the Kiribati
Provident Fund shows that the number of contributors in the private sector has risen
sharply from 2,156 in June 2009 to 3,277 in June 2015, a rise of 51.9 per cent.
Inflation has remained low with rates increasing by 0.6 per cent in 2015.
Exports are mainly limited to coconut products and fish. Kiribati is highly reliant on
imports of foodstuffs. The huge gap between exports and imports remains relatively
unchanged. Exports in 2013 were $6.8m while imports were $103.3m leaving abalance of trade deficit of $96.5 million.
The long term decline in remittances, a customary source of income through seafarers
has been reversed in 2015. Further opportunities for overseas employment such as
seasonal workers’ schemes in New Zealand and Australia have opened but much
more needs to be done here. The White Paper on Northern Australian development
opens further potential for low skilled I-Kiribati for future work in Australia.
On 1 April 2014, the Government introduced a VAT and excise taxes and abolishedcustoms duties.
The introduction of the VAT and excise taxes will broaden the revenue base and put
Kiribati on a more equal footing with the tax structures of other Pacific nations.
With the introduction of the Vessel Day Scheme, revenue from fishing license fees
has increased markedly from $58.3 million in 2012, to $89.0 million in 2013 and$141.6 million. These increased license fees have resulted in Government surplusesin 2013, 2014 and 2015.
At the end of December 2015, the sovereign wealth fund, the Revenue Equalisation
Reserve Fund (RERF), stood at $756.3 million.
A Private Sector Development Strategy has been finalised.
A new Telecommunications Act was passed in April 2013. This Act set theconditions for a competitive market in telecommunications and focused on the
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regulator’s capacity to manage a competitive market. In May 2015, the Government
owned telecommunications company TSKL was privatised, and a framework
allowing for a second entrant to the market and for providing services to all outerislands is being established.
A debt policy has also been introduced to strengthen decision-making processes andavoid expensive commercial borrowing.
Public Financial Management has been strengthened through focusing on accounting
and the links between budget and planning.
Legislation was approved in May 2013 to improve the governance and managementof SOEs. The legislation included the following provisions: (a) the commercialisationof SOEs; (b) the establishment of Community Service Obligations; (c) the
introduction of Corporate Plans and Statements of Corporate Objectives; (d)independent selection of SOE directors; (e) the establishment of rules for director
eligibility to prevent conflicts of interest.
87 per cent of listed SOEs have managed to lodge updated financial statements out of
which 64 per cent have lodged 2014 accounts.
Rationalisation of the coconut industry has commenced
The new fresh tuna loin processing plant in Betio “Kiribati Fish Limited (KFL)”, withlongline fishing vessels, has provided further employment and income opportunities.

KPA 3: Health
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Population growth has been high with a growth rate of 2.2 per cent in the 2010
Population Census. The fertility rate rose from 3.5 in the 2005 population census to
3.8 in 2010 and again to 4.1 in 2011 but there was a decline to 2.7 in 2012. The KDP
target for 2015 is less than 3.5.
The maternal mortality rate rose from 125 in 2010 to 151 in 2014. The KDP target ismaternal mortality numbers fewer than two deaths annually by 2015.
The under 5 mortality rate ranged from 47 to 53 over a four-year period from 2010 to20134. The KDP target is 22 by 2015. 40 per cent of mothers still give birth outside
the public hospital system.
The ongoing delivery and sustainability of the TB and Leprosy Control Programs areon track.
The ongoing National Plan for Lymphatic Filariasis and the management of morbidity
caused by the disease has been implemented.
The growth in NCDs is a continuing problem.
A Bill to strengthen initiatives around tobacco control and alcohol misuse along withthe regulations was passed in April 2013.
Initiatives to prevent and manage diabetes have commenced in South Tarawa.
Improvements have been made in Mental Health
Since May 2013, 12 islands have been declared open defecation free.
Formal training under the Kiribati Internship commenced at the beginning of 2014.
The program is intended to provide an internship training program to new medical
graduates from the Fiji School of Medicine and Cuba. The return of new overseas

4

The 2011 Annual Report for the Ministry of Health and Medical Services notes that “In the years 2006 to 2009
there is a dramatic decrease in mortality however this was when the reporting tools changed and this is the likely
reason for the decrease”.

11

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trained doctors to Kiribati has boosted doctor numbers, reducing the doctor-patient
ratio.
The implementation of Kiribati National Reproductive Health Policy is underway.
The Kiribati Child Survival Strategy has been developed.
The high hospital occupancy rate (above 100 per cent) is an indicator that hospital
services are overextended.
Specialists are still in short supply which has limited the effectiveness and efficiencyof health services delivery. However, the number of doctors, nurses and allied healthworkers are increasing.
There has been an increase in scholarships for nurses through the TVET programme
to support nursing skills upgrades.

KPA 4: Environment
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The Kiribati Integrated Environment Policy (KIEP) was launched in August 2013.
The Kiribati Joint Implementation Plan on Climate Change and Disaster Risk
Management (KJIP) was released in August 2014. The goal of the KJIP is to reducethe vulnerabilities to the impacts of climate change and disaster risks.
Specialist positions in climate change planning, waste management, and biodiversity
conservation have been added.
The public and local communities have been actively engaged through informal
consultations and programmes to raise public awareness on broader environmental
issues.
In August 2013, a Key Biodiversity Area Analysis report, which took stock of thestatus of national biodiversity, was launched.
Significant efforts on solid waste management have been made with donor partner
support, upgrading three landfill areas, launching private waste collection, andprocessing e-waste and bulky waste for export.
The Phoenix Islands Protected Area (PIPA) was closed to all commercial fishing on 1
January 2015. The closure of PIPA will contribute to the conservation andrejuvenation of fish stocks and to food security.
Efforts have been made to maximise and sustain agricultural production (crop andlivestock) at the household level to provide adequate fresh and healthy food andincrease household income.
Environmentally sustainable extraction and processing of construction aggregates has
been established through the enterprise Te Atinimarawa Corporation Ltd (TACL)
which began operations in late 2014, dredging, excavating and processing coralline
material from the lagoon for commercial supply. This aims to protect beachresilience from sand-mining activity and find alternative livelihoods for beach-miners.
Coastal resilience continues to be improved with further construction of seawalls
where appropriate, beach enhancement and expanded planting of mangroves. This isfunded under the Adaptation Program, road project and Kiribati Government
programs.

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KPA 5: Governance
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In September 2013, the Government of Kiribati signed the instrument of accession to
the UN Convention Against Corruption and the UN Convention on the Rights of
Persons with Disabilities.
The ratification of the two optional protocols to the Convention on the Rights of theChild occurred in 2014.
The Kiribati Family Health and Support Study published in 2010 shows that violenceagainst women is prevalent. According to the study, 68 per cent ever-partnered
women aged 15–49 reported experiencing physical or sexual violence, or both, by an
intimate partner. The Kiribati Government has taken steps to counter these highlevels of violence against women including the establishment of a Ministry for
Women, Youth and Social Affairs (MWYSA) in 2014.
The Kiribati Shared Implementation Plan is the overarching 4-year framework to
operationalize the Elimination of Sexual and Gender Based Violence in Kiribati.
The Family Peace Act, which aims to ensure the safety and protection of people, who
experience or witness domestic violence, was passed by Parliament in April 2014 andenacted in December 2014.
Moral Education which is related to eliminating domestic violence has been includedin the school curriculum for Year 3 to 6. A network for the safety of domestic
violence victims (SafeNet) has been set up in Tarawa and the outer islands
The Children, Young People and Family Welfare Act was enacted in May 2013.
The 2nd Universal Periodic Review Report was presented to the UN Human Rights
Council in January 2015 and Responses to the UPR Recommendations were
presented to the UN Human Rights Council in June 2015.
A Juvenile Justice Act was passed in August 2015 and enacted in December 2015.
The Government established the Kiribati National Human Rights Taskforce in July
2014 with a mandate to oversee implementation of all ratified Human Rights
Conventions.
A Whole-of-Government Communication Strategy was adopted in November 2012.
The Government has developed a Climate Change and Climate Risk Communications
Strategy 2013-16 to increase awareness and understanding of climate change and therisks involved.
The Government is moving to provide enhanced disclosure and publication of
government data to ensure the accountability of government to the community.
The Employment and Industrial Relations Act consolidated three labour laws
into one framework (Employment Ordinance, Industrial Relations Act,
Trade Union and Employer Organisations Act) and modernised employment
practices to keep pace with changing labour market needs andaspirations in Kiribati. This included providing a framework thatenables businesses to grow in the context of providing decent work andenable progressive compliance with ratified ILO conventions.
The Occupational Safety and Health Bill which introduces occupational health andsafety in Kiribati was passed in August 2015.
The Kiribati National Labour Migration Policy was developed and approved by
Cabinet towards the end of 2015. The policy provides a coherent strategy and action
plan for labour migration from Kiribati.
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KPA 6: Infrastructure
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The upgrade to the Port at Betio at a cost of $36.6 million, funded by the Governmentof Japan, was completed in 2014. It provided an additional 200 m pier length withdepth sufficient for medium-size vessels, as well as port handling equipment.
Reconstruction of South Tarawa’s main road and some feeder and urban roads,
funded by the World Bank, Australia and the Asian Development Bank (ADB), isestimated to cost $68 million. Construction commenced in July 2013 and is expected
to be completed in early 2016.
The Kiribati Aviation Investment Project ($29.6 million) will provide upgrades to therunways and airport facilities on Tarawa and Kiritimati islands and reform airport
management, funded by the World Bank, New Zealand and Taiwan. The projectcommenced in 2014 and is expected to be complete by the end of 2016.
Efforts are in place to improve and upgrade domestic roads and airfields including theouter islands, using funding support from Taiwan.
The Solar Energy for the Outer Islands project (US$5.3 million), implemented by the
Kiribati Solar Energy Company and funded by the European Union, was completed in2015 providing 2,010 solar home kits, 281 solar kits for maneaba, businesses andteacher residences. Another 8 hybrid mini-grid systems for high schools on 18 islands
were installed in 2015 with the EU funding. An additional 10,000 small solar lighting
kits were provided with Taiwan funding assistance for delivery and installation on allouter islands. A pricing system aimed at supporting the ongoing maintenance andimproved sustainability of these different systems will be explored.
By 2016 three new solar photovoltaic systems will be connected to the Public Utilities
Board (PUB) grid on South Tarawa with an additional peak capacity of 1.4 MW, or
30 per cent of peak demand. A Japan-funded 400 kw system was commissioned at
Bikenibeu in April 2015 and a 500 kw system funded by the United Arab Emirates
was commissioned at Bonriki in September 2015. A World Bank funded 516 kw
system is to be installed on roof-tops at four sites and commissioned by mid2016. With automated power management, the systems are expected to provide about
30 per cent of total demand and to save about $800,000 in fuel costs annually.
Pilot trials of other renewable energy options have been conducted on wind
generation, coconut oil biofuel, solar-powered water pumps and hybrid mini-gridsystems under Italian funding.
A Taiwan funded project is on-going to build two steel fuel storage tanks which will
give KOIL a 2,000 mt additional fuel capacity.
The protection of fragile water resources and improvement of fresh water supply has
been supported under the coordinated efforts of the World Bank funded Kiribati
Adaptation Program Phase III ($10.8 million), Kiriwatsan and the USAID/SPREP
support to climate change adaptation initiative. These projects aim to reduce leakage
in the transmission main and improve water quality monitoring on South Tarawa,
expand rainwater harvesting and groundwater abstraction in North Tarawa and theouter island communities, enhance water security and facilitate sanitation and hygiene
improvements in 16 islands, resulting in 12 of them being declared open defecation
free by 2015.
The ADB/Australia South Tarawa Sanitation Improvement Sector Project ($23.7
million) will see the rehabilitation of South Tarawa’s sewer network, saltwater systemand ocean outfalls, as well as hygiene awareness programs. Civil works commenced
in 2015 and will take two and a half years to complete.
14

2016-19 Key Priority Area 1: Human Resource Development

Situation Analysis
A major challenge is the rapidly increasing population and high unemployment rates of youth
and school leavers (which are estimated to be at 2,000 per year). The 2010 Population
Census showed that unemployment was 31 per cent while youth unemployment was 54 percent. Female unemployment was 34 per cent and male unemployment 28 per cent while 62
per cent of young women and 48 per cent of young men were unemployed.
The Basic Education system in Kiribati consists of the first nine years of schooling made up
of primary school (grades 1 to 6) and junior secondary school (Forms 1 to 3). These years aresupplemented by 4 years of senior secondary schooling undertaken in Forms 4 to 7. Only the
primary and junior secondary components of schooling are compulsory and free. Basiceducation is free of school fees and in 2015 the Government approved subsidisation of
stationery for students.
A strategy (Education Partnerships in Kiribati) has being developed to enhance engagementwith development partners and other Ministries.
Most post school education (including TVET) is under the management of the Ministry ofLabour and Human Resource Development (MLHRD). This education activity is provided by
the Kiribati Teachers College (managed by MoE), KIT, MTC (now amalgamated with theFisheries Training Centre), Kiribati Nursing College, and the Police Training Centre. The
Kiribati Teachers College, managed by MoE, is an important exception. It provides preservice programs for the nation’s teachers.
A commitment by the Government to inclusive education and to early childhood education
has evolved recently. As well, educators see that recent Information and Communication
Technologies (ICT) development will have transforming impacts upon learning andcurriculum reform. The Government has placed emphasis on increased skills and capacity ofteachers. This growth in capability comes from more support for professional development
and from the efforts and attributes of teachers themselves. The proposed introduction ofregulations for teacher registration will enhance this move towards professional development.
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The 2015 Millennium Development Goals related to education will not be achieved. This inparticular relates to enrolment rates and survival rates to Class 5.
There is some conjecture as to the accuracy of statistical data for education. The informationshows that a key performance indicator, the Primary Education Net Enrolment Rate, has been
declining in recent years but 2014 has seen a reversal in this long term decline (see Figure 2).
Anomalies in projections of the population of Kiribati from the 2010 Census have resulted in
the decision to include projections from two regional authorities, UNDP, labelled ‘Population
1’ and SPC, labelled ‘Population 2’. These projections provide upper and lower range
estimates within which true population values may lie.
Figure 2: Net Enrolment Rates, Primary School, Kiribati, 2011-2014

Source: MoE

Primary school enrolments declined gradually from 18,138 in 2005 to 16,710 in 2013. In
contrast, there were an additional 1,498 enrolments in 2014 (a 9 per cent annual increase).
This increase occurred across all four educational districts.
Enrolments within the official age range (6 to 11 years) and total enrolments for the primaryschool sector were lower in 2012 and 2013 than in 2011, then increased significantly in 2014
(Table 2).
The gender parity index (GPI) measures the ratio of females to males for a given indicator.
The GPI for enrolments in Kiribati indicates that enrolment rates were consistently higher forgirls compared with boys across the four-year period.5

5

GPI based on gross enrolment rates for males and females. Enrolment rates have been withheld from thisreport due to difficulties estimating the school aged population. Refer to the Kiribati Education Digest 2014 forfurther details.

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Table 2: Official age for school level and total enrolments, Primary School Sector,
Kiribati, 2011-2014
Age Group
6 to 11 years
Total enrolments
Gender Parity Index

2011
14,11815,4681.08

2012
13,40614,9901.06

2013
13,46014,6971.07

2014
14,751
16,194
1.04

Source: KEMIS, MoE, 2015

The Net Intake Rate (NIR) shows the number of new entrants into class one primary whostart school at the official primary school start age (six years old) expressed as a percentageof the total population of official primary school entry aged children.
The information is sketchy depending on the population base used. With the UNDP
population base, the proportion of new entrants has risen since 2011 when 100.6 per cent ofmales and 96.8 per cent of females were new entrants. In 2014, the figures had slightly
declined to 100.4 per cent for males but rose to 102.3 per cent for females. Using the SPC
population data base, the figures had declined from 91.8 per cent in 2011 to 77.5 per cent in2014 for males and 91.6 per cent in 2011 to 78.1 in 2014.
Figure 3: Net Intake Ratio, Kiribati, 2011-14

Source: MoE

Progression (survival) to Class 5 was marginally higher in 2014 than 2011 (76 per cent vs 74
per cent). There was no change in Class 6 survival rates between 2011 and 2014, which
remained stable at approximately 70 per cent.
Performance tests in literacy and numeracy showed improvements between 2011 and 2013.
The participation rate for girls exceeds that of boys in Junior Secondary School (JSS) andSenior School (SS), and the gap is widening.
The transition rates from Primary education to Secondary education in 2014 were high at
84.4 per cent for males and 90.9 per cent for females, giving a total of 87.6 per cent.
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The minimum academic qualifications required by national authorities for teachers is Form 5
for Primary Teachers and Form 7 for Junior and Senior Secondary Teachers. Certification
requires a two year teaching certificate. The trend appears to be showing an overall
improvement in the qualifications of teachers in Kiribati schools.
Figure 4: Proportion of Qualified and Certified School Teachers, Kiribati, 2011 to 2014

Source: MoE

Student to teacher ratios (STR) were highest in the primary school sector and increased from
23.3 to 26.4 students per teacher between 2012 and 2014. In 2014, STR was lowest forjunior secondary schools at 15.6 students per teacher, while STR’s for combined junior/seniorsecondary schools and senior secondary schools were slightly higher at 17.4 and 17.7
respectively.
The emerging curriculum and assessment development process, modernisation of school
facilities and the emphasis on teacher development and school improvement processes should
assist in addressing these issues.
Kiribati has been participating in seasonal work schemes in Australia and New Zealand.
Though participation has been relatively low compared to other Pacific Islands, 2015 saw
new developments in efforts to increase Kiribati’s participation in unskilled and low skilledemployment and labour migration opportunities including the NZ Fisheries Pilot Project andthe Northern Development White Paper for Australia which will allow extended visas for low
skilled workers from select Pacific countries including Kiribati. As well, conditions havebeen applied to the issuance of fishing licenses to increase employment opportunities.
Seafaring has been a main source of employment and income in Kiribati. Seafarers trained at
the MTC have for many decades been contributing to the economy through remittances. In
2015, MTC commenced delivering fisheries training as a result of the merger with theFisheries Training Centre.
The KIT has also invested heavily in developing a strong and positive brand within the
Kiribati community. This has resulted in KIT being recognized as a high quality TVET
18

institution, allowing KIT graduates to receive preferred employment opportunities from local
and international companies operating in Kiribati. A key strength of KIT is its ability to offer
international standard TVET courses through partnerships with TAFE South Australia, TAFE
Queensland East Coast and Fiji National University (FNU). However, poor access,performance, reliability and the high cost of internet connectivity impacts negatively on KITteaching and administration. Although KIT has achieved significant reforms in workplace
behaviour and productivity, the performance of some staff needs to be raised to maintain
KIT’s strong brand attributes and provide the necessary mentoring and role models for KIT
students and graduates.

Goals and Strategies
Education is a key priority for the development of Kiribati. Having citizens with strong
literacy and numeracy skills is the cornerstone of developing a contemporary workforce withthe ability to compete internationally and ultimately be in a position to capably mobilise tomeet the demand for skills in neighbouring developed countries such as New Zealand andAustralia.
While there has been considerable improvement in retention and student performance, thereis scope for further improvement and these continue to be the major focus of MoE planning.
This has been accompanied by strengthening of the curriculum, now being extended into JSS,
and by a strong emphasis on developing both the skills and professionalism of teachers.
These emphases will continue into the next planning cycle and will be accompanied by amajor initiative in educational leadership.
Initiatives to strengthen English language skills will continue, especially for those students
who wish to further their education at overseas institutions and for those teachers seeking
professional registration. Evidence of English language proficiency will be a mandatory
requirement for proposed regulations for teacher registration.
Investment in associated infrastructure and resources is necessary to foster a conducive
learning environment where students are physically and emotionally safe will continue,
ensuring that all students have access to the basic facilities and resources needed to achieve
improved learning outcomes. Maintenance of existing facilities to preserve standards will be
continued.
In addition to quality education and training, there is also a need to focus on inclusive
national sport development from grass-roots to the elite level. All strategies to develop andimplement national sports at all levels shall be form part of a newly established NationalSport Policy.
Goal 1: Improve the quality of education and training to provide students with theskills and capability to progress to a productive future.
Strategies:

Lift enrolment and participation of 6 year olds in Year 1substantially throughpromotion of successful early engagement in learning as a critical foundation forfurther learning.
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Establish a more explicit and sustained focus on the teacher skills needed to transform
literacy and numeracy achievement levels in Primary School.
Support skills development amongst teachers and increasing the professionalism ofeach teacher through lifting teacher competencies to meet internationally recognized
Teacher Service Standards and implement the Teacher Registration Process as part ofstrengthening professionalism.
As the critical foundation for ongoing learning and development, accelerate thetransition into English in Primary and Junior Secondary School.
Priority will be given to the further implementation of the National Curriculum andAssessment Framework, setting of national benchmarks, providing curriculum
resources and writing of a new syllabus.
Implement a strategy to integrate emerging developments in ICT into curriculum andschool operations.
Provide healthy and safe school buildings and facilities by reviewing and refocussing
the school rehabilitation program in consultation with the Facilities Management Unitand stakeholders.
Secure ongoing funding for the delivery of the Primary School and Junior Secondary
School (JSS) facilities maintenance schedule.
Effectively implement the Inclusive Education Policy to target children withdisabilities and communicate and gain community acceptance of the policy ofmainstreaming children wherever appropriate. Also strengthen teacher capabilities toteach to more diverse learning needs and design and develop a supportive andenabling operational environment.
Complete and implement the regulations flowing from the Education Act 2013.
Foster the development of early childhood education through support for thedevelopment of an appropriate legislative framework and the development of a
supportive operational environment.
Strengthen further collaborative mechanisms for MoE engagement with government
agencies and other non-government education sector stakeholders.
Strengthen and enforce TVET quality standards so that TVET providers meet regional
and international standards including accreditation of KIT with Pacific Regional
Qualification Framework
Improve access and entry opportunities for I-Kiribati into TVET programmes andqualifications through a range of strategies including the development andimplementation of an Outer Island and Kiritimati Island strategy and identify
opportunities for skills testing and gap training for existing workers.
Diversification of TVET training to match industry needs.
Rehabilitation of KIT Bikenibeu Campus
Strengthening Government’s workforce capacity to meet the demands for theGovernment’s services through training programs for employees.
Sustaining cultural skills and knowledge though promotion of cultural activities.
Establishment, endorsement and implementation of the National Sport Policy.

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Key Performance Indicators:
For each of the following key performance indicators, a major review of their status will be
undertaken in 2016 to establish existing rates accurately. These results will form thebenchmark for targets set for the period to the end of 2019.
1. The target for net enrolment rate for males and females in primary education is100%.
2. The target for the Net Intake Rate (proportion of new entrants into class one
primary) is 100% for males and females
3. The target for the Survival Rate for Class 5 is 100% for males and females
4. The target for the Transition Rate from Class 6 to Form 1 is 100% for males andfemales
5. The proportion of teachers having the required minimum qualification to teach israised to 100%
6. Student teacher ratios in primary education to be reduced to 20.
7. Proportion of students performing at or above the STAKI expected level is raised to
60% in English, 70% in Te-Kiribati and 60% in Numeracy for Class 4 students and
60% in English, Te-Kiribati and Numeracy for Class 6 students.
8. 50% of students with disability enrolled in mainstream schools
9. 50% of students enrolled in Early Childhood Education
10. An increased number and proportion of KIT students complete their training andgain international quality assured qualifications.
11. Officer of the Watch training introduced
12. Training in port operations undertaken
13. Percentage increase in the number of qualified employees in the public service.
14. The establishment, endorsement, and implementation of the National Sport Policy.

21

2016-19 Key Priority Area 2: Economic Growth and Poverty Reduction

Situation Analysis
While economic growth has fluctuated wildly in the 2000s, by 2012 and 2013, real rates of
GDP growth had risen by a high 5.2 per cent and 5.8 per cent respectively (Figure 5). Thiswas followed by solid growth of 2.4 per cent in 2014. GDP was $206.4 million in 2014 but
GDP per capita was only $1,838, among the lowest of all Pacific countries. Poverty andhardship are widespread with 21.8 per cent of the population under the Basic Needs Poverty
Line in 20066. Poverty is highest in South Tarawa (22.4 per cent) and lowest in the Line andPhoenix Islands (8.9 percent). Despite the high rates of poverty, expenditure below the basic
needs food poverty line was only 4.9 per cent of the population with a low rate of .05 per centfor the Line and Phoenix islands.
General population health issues are contributing to loss of productivity, and increasing
marginalisation and vulnerability. Environmental factors, including the challenge of climatechange, and agricultural food production, impact people’s daily lives and well-being.
Figure 5: Real GDP per capita, and Real Growth in GDP, Kiribati, 2004 to 2014

Source: KNSO
6

Analysis of the 2006 Household Income and Expenditure Survey, Kiribati

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The Gini Coefficient of 0.39 per cent7 suggests that income inequality in Kiribati is about the
average of other Pacific nations. This most likely reflects the high level of subsistence livingin the country.
Unemployment8 is high with 30.6 per cent unemployed in 2010 but 57 per cent of the
population are under the age of 24 and youth unemployment at 54 per cent is a cause forconcern.
Kiribati Provident Fund information (Figure 6) shows that private sector employment has
significantly risen in recent years. The number of KPF contributors in the private sector rose
sharply from 2,156 in June 2009 to 3,277 in June 2015, an increase of 51.9 per cent. In the
public sector, comparable figures were 7,027 for 2009 and 6,736 for 2015. While noncompliance means that not all private sector employees are covered by the KPF, thegovernment employment data is in line with the 2010 Population Census information.
Figure 6: Public and Private Sector KPF Contributors, Kiribati, 2009-2015

Source: KPF

The Seasonal Workers Schemes in New Zealand and Australia have successfully contributed
towards a more mobile labour force again returning remittances. However, more work,
including robust marketing strategies, needs to be undertaken to increase the volume ofseasonal workers from Kiribati. Work is also needed on programs such as financial literacy
training to ensure that workers can derive the maximum benefits from such schemes.
With income from fishing licenses accounting for the majority of government income forsome time, an emphasis on economic reform has been made to increase taxation revenue andthus broaden the revenue base. On 1 April 2014, VAT and an Excise Tax were introduced
and Customs Duties were abolished. The effects of this new arrangement will see taxation
revenue climb from $29.6 million in 2013 to an estimated $35 million in 2015. The

7
8

Analysis of the 2006 Household Income and Expenditure Survey, Kiribati
Kiribati Population Census 2010, KNSO

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imposition of the VAT should also arrest the trend of non-compliance in company tax overthe past few years.
Due to a record income from fishing licenses in 2013, Kiribati posted a surplus of $21.2
million compared to a deficit of $16.0 million the previous year (Figure 7). This was the firstsurplus recorded in Kiribati since 1998. In 2014, Kiribati also experienced a surplus of $67.6
million and expected another surplus of $117.2 million in 2015. While Government spending
has increased in recent years the amount is significantly below revenue which has been asubstantial change from conditions prior to 2012.
A new national fisheries strategy together with regional agreements have assisted the revenue
from fishing licenses. Currently, the weather patterns are for an El Nino effect which
commenced late in 2014 and is now at record levels. The El Nino brings warmer waters to
the Pacific and higher fishing catches in Kiribati. However, catches will drop with changes
in weather conditions so that Kiribati needs to ensure a more sustainable and stable level ofincome continually flows into the country.
Figure 7: Revenue, Expenditure, Deficits and Surpluses, Kiribati, 2007-2015

Source: MFED

With export markets limited to coconut products and fish, exports have traditionally beenvery low in Kiribati around $7 million annually while imports are around the $100 million
mark, predominantly foodstuffs. The low export trends are attributed to limited productvarieties and supply capacity.
Inclusive socio-economic development can only be realised when outer islands are developed
and when a trading environment is encouraged. Economic activities have developed
substantially in Tarawa within the last planning period. The outer islands however, remain
economically underdeveloped.
Kiribati has very limited land and agriculture resources. The soils are shallow, alkaline andvery low in organic matter content while water sources are mostly fragile shallow water24

lenses that are susceptible to salt water incursion due to over-use, drought and sea level rise.
The distance between the islands increases the complexities in the working environment,
which is coupled with the poor means of communication to monitor the progress of activities.
Most agricultural food production (crops and livestock) is at subsistence level, while there
have also been initiatives and commercial programs operating on a very small scale that haveprovided local markets with eggs, vegetables and other small farm products.
Remittances have been a large source of overseas income in the past. In 1990, a period when
there were a high number of overseas seafarers compared to the total population, remittances
amounted to 18 per cent of GDP9. In 2014, the figure had slipped to 9.6 per cent of GDP.
This compares with 18 per cent in Samoa (2014) and 28 per cent in Tonga (2013). Thischange in Kiribati in more recent years can be attributed to the Global Financial Crisis,changes in vessel technology with larger ships, and increased competition from Asian
nations. Lower amounts of seafarers’ remittances have been occurring for a number of years,
but particularly from 2007 during the Global Financial Crisis (see Figure 8). This negative
growth was reversed in 2015.
Figure 8: Seamen’s Remittances, 2000 to 2014

The program of State Owned Enterprise (SOE) reform, has been embarked upon to improve
the financial viability and management of SOE operations. A new SOE Act was introduced
in 2013 which provided for placing our SOEs on a more business oriented footing. SOEs
have to provide Statements of Intent to outline their business plans for the future.
Community Service Obligations are being paid to some SOEs to maintain low prices forsome essential services. For the first time the Government has entered into a Public Private
Partnership with the new management of the Otintaai Hotel. Non-performing SOEs havebeen dismantled. Legislation has also been introduced to liberalize the telecommunications
sector.

9World Bank 201525

A new policy on the management of public sector debt has been adopted. This policy has
meant that the Government will no longer enter into non-concessional loans which have beena drain on Government funds in the past.
While the public sector remains relatively high as a proportion of GDP, the Government has
been promoting private sector growth through a Private Sector Development Strategy. The
key challenge facing private sector development is the existence of outdated business laws
which are not compatible with the current trade and development regime. This strategy
intends to create an enabling environment for private sector growth by reviewing outdated
business laws and to effectively implement the enacted business related laws to support theestablishment of new businesses and overall growth of the private sector in Kiribati.
The Kiribati sovereign wealth fund, the Revenue Equalisation Revenue Fund (RERF) was
capitalised through the proceeds of phosphate mining which ceased in 1979. The RERF
plays two key roles. First, it serves as a capital base preserved for future generations.
Secondly, it provides a financing function for recurrent deficits. At the end of 2015, the fund
was $756.3 million, the largest sovereign wealth fund in the Pacific.
Whereas there are financial institutions providing credit to the business community in
Kiribati, access to affordable credit by small businesses still remains a challenge toentrepreneurship and business development. Constraints in accessing finance is attributed tostrict collateral requirements as a security by the mainstream lending institutions.
Lack of a coherent trade and investment policy framework creates unpredictability in thebusiness environment, which constrains the growth of trade and investment in Kiribati.
While legislation exists to monitor the development of cooperatives in Kiribati, their fullpotential in fostering sustainable economic development is yet to be harnessed due to the lackof a national policy to guide the conduct of co-operative development.
Donors have played a large part in assisting with development in Kiribati through several
means including soft loans, bilateral grants and regional programs. In 2014, the amountprovided in official development assistance was $105 million compared with the recurrent
government expenditure of $135.7 million. In 2014, for the first time, Kiribati received $10.4
million from the World Bank, the ADB and New Zealand in budget support.
Collection of statistics needs to be enhanced to ensure that up-to-date data is available to
make informed management decisions. Public dissemination of statistics also requires better
centralised information systems. Fisheries management information (from surveys, fisherystatistics, development activities, and other sources) is difficult to access because of
inadequate library records, out-dated statistics collection methods, and poor reporting.
Fisheries information is not currently organized in a manner that would support island byisland resource assessments and island-based fisheries management plans.

26

Goals and Strategies
Solid and sustainable economic growth is the way to move people out of poverty and provide
the necessary employment for the economic betterment of the population. Inclusive
economic growth so that the more vulnerable groups are not disadvantaged is the overall aim.
Acceleration of private sector employment through various policies to enhance private sector
development is also a high priority. Further improvements in the management of State
Owned Enterprises will assist with the aim of having SOEs operating on a more commercial
footing.
Goal 2: To enhance inclusive economic development through improving and increasingsustainable employment, financial inclusion for vulnerable groups, structural and fiscal
reforms and accelerating private sector development.
Strategies



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





Support policies to raise income levels through various means including enhancing
overseas employment opportunities to promote stronger growth in remittances;increasing domestic production especially in the outer islands through strengthening
existing industries and promoting new industries to boost domestic and external trade.
Provide sustainable development of the fishing industry and maximize economic
returns from marine resources.
Create employment opportunities through crewing arrangements with shipping
companies and establishment of onshore development of fisheries resources.
Strengthen fishery and catch management data.
Promotion of private sector development including enhancing opportunities forexternal investors and reform of business law to create a conducive businessenvironment.
Strengthen and implement alternative business financing mechanisms to improveaccess to finance especially for Small and Medium-sized Enterprises as envisaged in
the Private Sector Development Strategy.
Formulate and effectively implement an Integrated Investment Policy Framework that
supports the government business reform agenda and improves foreign investment
opportunities in Kiribati. Specifically, business law reform will improve the ease of
doing business in Kiribati.
Maintain and build on social security mechanisms to ensure that the most vulnerable,
particularly those that suffer from disasters and climate related extreme events, arecared for.
Increase taxation and customs revenue through a range of initiatives including
increasing the quality of VAT returns; reducing business and company tax arrears
through better compliance and record keeping; self-assessment for business andcompany tax; and reviewing customs regulations.
Establish effective financial public administration including improvements in theforecasting of taxation revenue and expenditure for the annual budget; and conducting
reviews of internal processes to raise efficiency.
Establish effective debt management controls including ensuring debt levels are
sustainable; and monitoring and ensuring that the debt management policy is adhered
to.
27















Place State Owned Enterprises on a more commercial footing including thecompletion of the rationalisation of the coconut industry; rationalise at least two other
SOEs including activities such as privatization, Public Private Partnerships (PPP),
mergers or contracting out services; the production of annual Statements of Intent(SOIs) by all SOEs and the production of timely half yearly and annual reports by all
SOEs.
Enhance the collection and availability of statistics through the implementation of a
National Strategy for the Development of Statistics. This will include a centralised
national statistical website; undertaking a Household Income and Expenditure Survey;
conducting the analysis of the 2015 Kiribati Population Census; compiling trade data;
undertaking a Demographic and Health Survey; improving the data collection andmanagement from Birth, Marriage and Death Registrations; improving fisheries datacollection and improvements in health and education statistics.
Ensuring aid effectiveness through improving aid coordination and donor
harmonisation; compiling six monthly KDP Progress Reports and annual Sustainable
Development Goals (SDG) Reports; undertaking biennial Development Partners’
Forum and biennial UN Joint Strategy Meetings; maintaining a comprehensive
database of projects; and providing support for monitoring of development projects.
Promote the use of an integrated project monitoring system in Ministries and SOEs.
Enhance management of the sovereign wealth fund, the Revenue Equalisation
Reserve Fund (RERF), through monitoring the performance of RERF asset managers
and the efficient utilisation of RERF assets.
Maximize benefits that arise from trade opportunities through the development of a
National Trade Policy Framework to increase supply capacity and create market
conditions that link producers with the overseas markets.
The Plan intends to implement products and export diversification strategies throughthe formulation and effective implementation of a coconut sector development
strategy. It also intends to support the effective implementation of fisheries policy byencouraging investment in value added economic activities in the fisheries sector.
Implementation of priorities under the Labour Migration Policy
Expansion of international employment in new and existing markets throughimproved marketing and recruitment strategies.

28

Key Performance Indicators:
1. Real GDP growth to be at least 3% averaged annually
2. Private sector employment growth to be at least 20% over the period of the Plan.
3. Reduce by at least half the proportion of people of all ages living below
national poverty line in 2006.
4. Bring to zero the number of people living in extreme poverty, currently
estimated at less than $1.25 a day.
5. Improve revenue through fisheries license fees through advocating the developmentof measures in PNA, FFA and WCPFC that will improve economic benefits fromtuna for Kiribati while conserving the tuna stock.
6. Employment opportunities created through crewing arrangements with shipping
companies and establishment of onshore development of fisheries resources.
7. Establish an integrated fisheries information management system.
8. Increase taxation revenue through improvements to the taxation and customs
systems particularly through better compliance measures.
9. Conduct reviews to contribute to better public financial management.
10. Establish effective debt management controls.
11. Place State Owned Enterprises on a more commercial footing.
12. Enhance the collection and availability of statistics through the implementation of a
National Strategy for the Development of Statistics.
13. Improvements in aid effectiveness.
14. Efficient utilisation of the Sovereign Wealth Fund (the Revenue Equalisation
Reserve Fund) and enhancements in its management.
15. Implementation of an Investment Policy Framework.
16. Development of a National Trade Policy Framework.
17. Development and Implementation of a Coconut Sector Development Strategy.
18. Implementation of the Kiribati National Labour Migration Policy
19. Development of Kiribati workers’ website
20. Participation of I-Kiribati workers in 5 new markets

29

2016-19 Key Priority Area 3: Health

Situation Analysis
Kiribati enters the 2030 UN development agenda with unfinished business regarding many of
its health-related Millennium Development Goal targets. Life expectancy at birth in 2013 was
64 for males and 69 for females,10 the second lowest in the Pacific after PNG.
Its under-five mortality rate (52.9 per 1,000 live births in 2013)11 is the second highest among
the Pacific Island countries after PNG, mainly due to neonatal mortality, malnutrition andcommon, life-threatening infections (such as pneumonia and diarrhoea). Problems include thelack of skills and capacity of maternal care attendants, particularly in the outer islands and thequality of maternal and child health facilities and equipment. Immunisation rates vary greatly
between islands. Neither rotavirus nor pneumococcal conjugate vaccines are currently
included in the national schedule.
Figure 9: Infant and Under 5 Mortality Rates, Kiribati, 1991 to 2013120
1-4 yrs Mortality Rate

100

Infant Mortality Rate

80
60
40

MDGs 2015

20
0
1991

10
11

1993

1995

1997

1999

2001

2003

2005

WHO, Global Health Observatory Data Repository
MHMS

30

2007

2009

2011

2013

Source: MHMS

The MDG target for maternal mortality12 in Kiribati was to reduce the rate to 25 by 2015. In
2013, the figure was nil because there were no maternal deaths that year. However, the figure
was 150.6 in 2014, a significant variance from the target. The actual number of maternal
deaths in Kiribati is quite low (4 in 2015), but due to the small population and relatively low
number of live births annually, the figure is multiplied up to calculate a ratio per 100,000 live
births, magnifying small variations. The average number of maternal deaths was 3.25
between 2012 and 2015 whereas the average number in the previous four-year period was
1.25.
The 2010 modern methods Contraceptive Prevalence Rate (CPR) was 18 per cent, a dropfrom 32 per cent in 2005 and 22 per cent in 2007 and is well below the MHMS target of 57
per cent.
Communicable diseases are endemic in Kiribati and most of them are associated withovercrowding and poor hygiene. Access to, and use of, safe water and basic sanitation are thebest ways of promoting improved hygiene. However, potable water and sanitation remain
large challenges with South Tarawa the biggest concern. Kiribati is one of four countries in
the world that still has leprosy.
The incidence of tuberculosis is the highest in the Pacific. It has risen from 116 per 100,000
population in 1990 to a high of 605 in 1997 but has declined steadily since then until 2009.
The incidence rate in 2014 was 497. Treatment rates have been declining since 2009.
Diabetes is a major driver of the TB epidemic.
Figure 10: Incidence of TB and Treatment Success Rate, Kiribati, 1990-2014

Source:WHO

Non-communicative diseases such as diabetes are also a major cause of death in the PacificIslands and Kiribati is no exception. Almost three-quarters of the adult population havepersonal NCD risk factors (elevated blood pressure, smoking, insufficient exercise, and
12

The number of maternal deaths per 100,000 live births

31

obesity), and one quarter of adults over the age of 25 years are pre-diabetic or already on
treatment for diabetes. Data on the incidence of diabetes have not been recorded well in thepast but recent information suggests that diabetes continues to be a major health issue. The
number of new cases of diabetes fell from 1,036 in 2009 to 809 in 2013 but has risen to an
all-time high of 1,123 in 2014 (Figure 11).
Figure 11: Incidence of Diabetes, Kiribati, 2002-14

Source: MHMS

Lower limb amputation as a result of diabetes and smoking is the most rapidly increasing
reason for surgical admission at the national hospital and contributes significantly to thenational burden of disability. Tobacco consumption in Kiribati is the highest in the South
Pacific with 61.5 per cent of the population current smokers (74.0 per cent for males and 45.4
per cent for females).
Figure 12: Amputations in Kiribati, 2002 to 2014

Source: MHMS

32

The first case of Human immunodeficiency virus (HIV) was diagnosed in 1991 and sincethen the number steadily increased but has dropped off in more recent years. Kiribati’s
incidence of HIV/AIDS was one of the highest in the Pacific. The total number of people
ever diagnosed with HIV in Kiribati is 58. No new cases were detected in 2010, 2011 or
2012. There was one new case in 2013 and two new cases in 2014.
Figure 13: New HIV Positive Cases, Kiribati, 1991 to 2014

Source: MHMS

There are significant levels of gender-based violence, including towards adolescents andchildren. The Kiribati Family Health and Support Study published in 2010 showed that
violence against women is prevalent. According to the study, 68 per cent ever-partnered
women aged 15–49 reported experiencing physical or sexual violence, or both, by an intimate
partner.
The disease statistics relating to water, sanitation and hygiene issues are at all-time highs,
with more than 35,000 cases annually reported during 2010-2012, including diarrhoea,
dysentery, conjunctivitis, rotavirus, giardia and fungal infections such as
ringworm13. Dysentery and diarrhoea rates in South Tarawa are 350 cases/1000 population
annually, including many infants. Kiribati has the second highest rate of under 5-year childmortality in the Pacific, with a reported 60 deaths per 1000 births. In 2010-2012, 16 deaths
per year were attributable to water, sanitation and hygiene issues. Unsafe hygiene andsanitation practices are causing contamination of tank water, ground water and lagoon water.
Targeted programs need to continue and be strengthened and water quality results need to bemonitored more closely and published. The economic burden of poor water and sanitation on
South Tarawa alone is estimated to be AUD 3.7–7.3 million, which equates to AUD 5501,100 per household per annum. This estimate considers the health expenditure forhouseholds and government, the loss in economic productivity due to lost time and earningpotential, the reduced benefits from tourism and impacts to fisheries.

13

Activity Design Document: Kiribati Water, Sanitation and Hygiene (WASH) Sector Programme

33

There is increasing sale of expired products in the market which has become a serious threat
to health and safety of consumers. This is attributed to growth in businesses through increasein imported goods, without complementary measures to monitor and effectively enforce theFood Safety Act.

Goals and Strategies
Health plays an important role in economic development for Kiribati. Improved living
standards would lead to a healthier population, improved economic performance and a
productive future.
The Health Ministry Strategic Plan describes the demographic and socio-economic factorsthat provide a general context for health service demand in Kiribati. It also provides evidenceof the need for action, as well as the main challenges for the health system in meeting theseneeds, in seven priority areas: non-communicable diseases (NCDs); population growth;maternal and child morbidity and mortality; communicable diseases; health service delivery;
and gender-based violence (GBV) and youth issues.
Goal 3: Improve population health and health equity through continuous improvementin the quality and responsiveness of health services, and by making the most effective
and efficient use of available resources.
Strategies:


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

Strengthen initiatives to reduce the prevalence of risk factors for NCDs, and to reducemorbidity, disability and mortality from NCDs through tobacco and alcohol control,
healthy eating and physical activities. In additional, prevention, detection and early
treatment of cervical cancer, hypertension, heart disease, chronic lung disease,diabetes will be pursued.
Through the Ministry of Public Works and Utilities, implement a Road Safety Action
Plan to ensure that communities enjoy the benefits of improved and safe transport
services and that road-related injuries and fatalities are minimised.
Increase access to and use of high quality, comprehensive family planning services,
particularly for women.
Improve maternal, newborn and child health through care procedures during
pregnancy, delivery and the immediate postpartum period and for the newborn;
improve the skills and capacity of maternal care attendants; and improve maternal andchild health facilities and equipment.
Prevent the introduction and spread of communicable diseases through strengthening
existing control programs on TB, Leprosy, and Lymphatic Filariasis. In addition, newinitiatives will be pursued to increase access to, and use of, safe water and basic
sanitation services, and promote improved hygiene.
Improve the effectiveness and efficiency of health service delivery, including throughexpanding hospitals and clinics to meet demand; develop a formal asset maintenanceand replacement programme for infrastructure and equipment; and improve
procurement and supply of essential medical products, vaccines and technologies.
Improve access to high quality and appropriate health care services for victims ofgender based violence and services that specifically address the needs of youth,
through implementation of the Standard Operating Procedure of Eliminating Sexual
34




and Gender Based Violence (ESGBV) policy and build capacity of health care givers
to sensitively handle the needs of victims of GBV.
Improve sport and physical activity participation particularly for youth and people
with disabilities as a means of improving health standards.
Strengthen the implementation of the Foods Safety Act and establish foods standards
to safeguard consumer health and safety

Key Performance Indicators:
1. Declining adult mortality rate from NCDs (30-69 years).
2. Declining number of diabetes related amputations.
3. Declining mortality rate from road traffic injuries - number and rate of deaths per
100,000 population.
4. Declining adolescent birth rate for 10-14 years, 15-19 years per 1,000 girls in that age
group.
5. Increased contraceptive contacts (all forms) as seen at health facilities per 1,000
population.
6. Maintaining the number of maternal deaths at zero or as close as possible.
7. Declining neonatal, infant and under 5 years mortality rates per 1,000 live births.
8. Increasing proportion of births attended by skilled health personnel.
9. Increasing or maintaining TB treatment success rate at or above 90%.
10. Achievement of 7 International Health Regulations core capacities for surveillance andresponse.14
11. At least three quarterly health and finance reports produced annually that track progressagainst core indicators for KHSP implementation.
12. Maintaining at least 40 health workers per 10,000 population.15
13. Maintaining at least 80% availability of essential medicines and commodities atprimary health care facilities.
14. Meeting the target for the number of outpatient consultations per capita.16
15. Increasing proportion of cases dealt with by the Family Health Centre and other healthfacilities.

14

WHO defines this indicator as the percentage of attributes of core capacities that have been attained at a specific point
in time (WHO suggests this output indicator is assessed six monthly via a key informant survey). The 7 core capacities for
Kiribati based on the Healthy Island Core Indicators are: (1) Surveillance; (2) Response; (3) Preparedness; (4) Risk
communication; (5) Human resources; (6) Laboratory; and (7) Points of entry.
15

Using WHO definition of doctors, nurses and midwives

16

This measure is a proxy indicator for accessibility and utilisation of health services that may also reflect thequality of services provided. However, it does not measure the coverage of this service, but the average numberof visits in a defined population. Low rates indicate poor availability and quality of services. Further, research has
shown a close relationship between the number of doctor consultations and life expectancy, with consultation
rates highest in countries with highest life expectancy. In OECD countries, the average number of consultations
per capita is about six. A proposed WHO benchmark for developing countries is five consultations per capita per
year.

35

2016-19 Key Priority Area 4: Environment

Situation Analysis
There are five key environmental policy areas identified by the Government: climate change;
biodiversity conservation and management; waste management and pollution control;
resource management; and environmental governance.
The Exclusive Economic Zone (EEZ) of Kiribati is 3.55 million sq km with a distance of
3,500 km from east to west (equivalent to the distance between Los Angles and Washington)and 1,500 from north to south. Land area is a total of 810 sq km. Kiribati is one of the few
nations in the world that consists almost entirely of coral atolls which makes it in an
extremely vulnerable state to climate change. These sandy islands have few natural resources
including water and are prone to drought. As a consequence, traditionally the people haverelied heavily on the sea for their livelihood.
New environmental threats that have emerged include pollution of the lagoons, build up ofsolid waste, depletion of water, pollution of water from salinity and waste products,
deforestation, depletion of inshore fisheries and coastal erosion. Marine life is also under
threat from pollution and plastic wastes. The spread of invasive species and agricultural pests
and diseases, could potentially have a significant impact on the economy of Kiribati. Waste
oil and other chemicals contribute to pollution. Litter has become an increasing problem.
Hazardous e-waste and bulky waste (of old vehicles) both need managed collection andshipment out of Kiribati.
Population pressures have resulted in overcrowding that is putting stress on housing, land
management, crucial public infrastructure and the natural environment including undergroundwater reserves. Deteriorating water quality will also impact on people’s health. The highrate of population growth in South Tarawa is causing stress on water and sanitation services.
The migration of more people to Kiritimati Island also puts pressure on the Government withregards to an increasing number of squatters and other land use issues.
The Kiribati Joint Implementation Plan for Climate Change and Disaster Risk Management
2014-2023 (KJIP) sets out a holistic approach to integrate climate change and disaster risks
36into all sectors. The Plan aims to reduce the vulnerability of the country to the impacts ofclimate change and disaster risks and to coordinate priorities for action.
Behavioural attitudes towards the environment and limited enforcement of the Environment
Act and other environmental-related legislation are also concerns. There is a general lack ofunderstanding among the population of the consequences of actions such as sand mining andover-fishing. However, in many cases, individuals have few alternatives and therefore fail tocomply with existing legislation. The growing demand for building materials on South
Tarawa for housing, infrastructure and improving coastal resilience will require concerted
efforts to use the sustainably extracted supplies of aggregate dredged from the lagoon and toensure that those who were reliant on sand-mining find alternative productive livelihoods.
Production of copra is inhibited because of the senility of coconut trees along with increasing
salinity and declining fertility of the soils.
Kiribati is part of the Polynesia-Micronesia Biodiversity Hotspot. This is among 34 regionsof the world where extraordinary levels of biodiversity and endemic species are combinedwith extremely high levels of threat. The Kiribati Biodiversity Area Report (2013) points outthat 90 species found in Kiribati are listed as globally threatened on the 2010 IUCN Red Listof Threatened Species17.
A major issue of sustainability in the fishing industry is the protection of marine resources toensure that the reduction in catch volume associated with overfishing does not occur. In
Kiribati from 1 January 2015, the Phoenix Island Protected Area (PIPA) was closed tocommercial fishing. PIPA, which makes up 11.3 per cent of the EEZ of Kiribati is the largest
marine area on UNESCO’s World Heritage List. PIPA will make a major contribution toensuring the biodiversity of our region and the maintenance of fishing stocks well into the
future.
There is potential for increasing tourism based on the fishing industry, in particular, as wellas the abundant bird life on the outer islands. However, nature-based tourism initiatives will
require parallel investment in water supply, sanitation, accommodation, energy, transport andtelecommunications.
Valuable indigenous knowledge and practices can contribute positively to the sustainable use
and effective management of natural resources and the environment and need to be taken into
account in formulating policy and strategies.
Climate change is the major long term challenge for small island states, particularly thosewith coral atolls.

17

www.iucnredlist.org

37

Goals and Strategies
Many environmental issues exist due to the inadequate human, institutional and financial
capacity to effectively implement the environmental programs that could lead to
improvement in some areas. It is therefore necessary to put more effort and emphasis into theenvironment and its related sectors to ensure that the environment is healthy and remains
liveable for the people of Kiribati.
Goal 4: To facilitate sustainable development through approaches that protect
biodiversity and support the reduction of environmental degradation as well as
adapting to and mitigating the effects of climate change.
Strategies
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Reduce the vulnerabilities to the impacts of climate change and disaster risks throughmore programs designed to mitigate against climate change and more programs
implemented to assist with the adaptation to climate change.
Increased measures for the adaptation and mitigation of the effects of climate changes
including “soft” methods such as the planting of more mangroves.
Food and nutrition security through increasing crop and livestock diversity andincreasing the contribution of agriculture to household income.
Strengthening the capacity of extension, outreach and information services
Sustainability in the fishing industry through the protection of marine resources toensure that overfishing does not result in the reduction in catch volume.
Biodiversity protected though the identification of pest and disease problems,development and promotion of control methods, and strengthened capacity to respondto pest problems including enhanced border security. This includes compliance withinternational standards in biodiversity management and enactment of biosecurity
legislation.
Soil management technologies appropriate for atoll conditions developed andadopted.
A national campaign on waste management for a cleaner environment and better crop
nutrition though methods such as utilising piggery wastes for composting.
Improve and strengthen urban development policies and land planning for sustainableurban growth and private sector development. This includes the management of
housing and utilities.
Increasing nature based tourism to the outer islands through investment in watersupply, sanitation, accommodation, energy, transport and telecommunications.
Investigation of technical solutions to overcome the problems of urban growth andpeople affected by climate change.
Measures to enhance waste management policies and pollution control are adopted.
The viability of sustainable aggregate extraction and processing is maintained andcompliance with restrictions on sand-mining is improved.

38

Key Performance Indicators:
1. Programs for the mitigation of climate change and adaptation to climate change
increased.
2. Number of mangrove plantings increased.
3. Crop production, diversity and livestock numbers increased.
4. A new Food and Nutrition Security Policy finalised in 2016.
5. A new Biosecurity Act introduced.
6. Strengthened survey and planning capacity, and improvements in GIS and Data
management systems.
7. The number of crop production technologies including hydroponics developed.
8. Number of community agreements developed and signed for the establishment ofconservation areas.
9. Stock of fisheries maintained.
10. Number of landfill sites improved.
11. Amount of bulky scrap metal collected.
12. Urban development policy established.

39

2016-19 Key Priority Area 5: Governance

Situation Analysis
Despite development challenges, there are also opportunities. The I-Kiribati people have
many strengths. These include a stable participatory democracy; strong community
connection; a rich cultural life; many skills in community leadership; community andparticipatory decision making; rich marine resources; food processing; arts and crafts. Thereis a high level of participation in community, church and family life as well as a high level ofvolunteerism in communities. While this creates significant additional labour burdens for
women and girls, it also provides opportunities to build on these strengths to work with
communities, government, churches, faith based organisations and civil society organisations.
With assistance from development partners, the Government is undertaking many activities
aimed at decreasing family violence, increasing physical activity, supporting the elderly andyouth, and working on national policies for disability and sport. The National Youth Policy
requires review and updating and a more coordinated approach to implementing youth
development programs.
The state of the Judiciary’s buildings requires an upgrade. There have been no new premises
since Colonial times. A new complex is needed to cater for Judicial Officers of the High
Court and Magistrates’ Court, archives for both the High Court and Magistrates’ Courts,
sheriff’s archives, and a library. A library is a crucial to the justice system to provide themeans for Judges, Magistrates, lawyers and the court’s officers to research cases or otherlegal documents and publications. Security of the premises is also a problem.
For local government, a range of problem areas are required to be tackled. These include
poor administrative management of councils which effects service delivery; a lack oftransparency and accountability; a lack of capacity of staff; the unavailability of policy andtools for urban management; and a lack of resources for councils to deliver services tocommunities. Facilities and equipment for councils in the outer islands require upgrading.
Village Banks have not been operating effectively and require a review to provide thenecessary micro finance services to outer islands.
40

For the Police Service, a wide range of initiatives are required to meet the problems facing
the force. These include improvements in service (including customer service) and response
level to the community; improvements in police/correction skills, supervision andmanagement; the proper maintenance of station/divisional records to keep track and respondefficiently and effectively to irregularities; improvements in data collection (crime data andclearance rate, hotspots, recidivism, road safety, etc), analysis and reporting to provide
accurate trends and informed decision-making; improvements in intelligence gathering andanalysis through the establishment of a Command centre and other initiatives to provide realtime information to facilitate more efficient and effective decision-making; improvements inpolice discipline and ethical standards within the organisation; improvements in investigationand prosecution skills and management of cases; the empowerment of the community
through community policing initiatives to participate in dispute resolution and crime
prevention; addressing domestic violence, sexual abuse and other crimes impacting on
women and children. As well, there is a need for the establishment of UN accredited training
in peacekeeping operations to facilitate ongoing participation in international policing.
Domestic violence is high. The Kiribati Family Health and Support Study published in 2010shows that violence against women is prevalent. According to the study, 68 per cent everpartnered women aged 15–49 reported experiencing physical or sexual violence, or both, by
an intimate partner.
The major social issues in Kiribati include family breakdown, which in turn creates further
complications such as child maintenance, child custody, and the alarming increase of juvenile
cases which are all contributing to poverty. One of the best ways forward suggests that theGovernment needs to be proactive through Counselling and Advocating Parenting skills
which are considered critical in preventing or minimizing social issues, and poverty in
Kiribati. The Child, Youth and Family Welfare Act was enacted in 2013 with the emphasis
on strengthening and supporting families.
According to the Kiribati National Disabilities Survey carried out in 2005, there were 3,840
people with disabilities, of which 2,122 were male and 1,718 were female. People withdisabilities experience discrimination and face barriers to participating and accessing
opportunities.
More work is required to lift capacity in the management and delivery of public service
programs. The quality of the work of the Kiribati National Audit Office (KNAO) requires
improving to be able to undertake performance audits of Ministries and SOEs. Training
needs to be undertaken to raise public financial management standards and productivity
levels more generally. Improvements in service delivery are required for the public sector to
be managed more efficiently and capable of responding to community needs.
While legislation and regulations to monitor the development of cooperatives in Kiribati
exist, the full potential of cooperatives in fostering sustainable economic development needs
to be harnessed. The sector needs to become more diversified. Other challenges include
internal problems related to governance and leadership, inadequate knowledge, management
information systems, poor enforcement of existing regulations and lack of a policy to guidethe conduct of co-operative development.

41

The capacity of the Ministry of Labour and Human Resource Development also needs to bestrengthened in order to effectively administer the new labour laws to ensure compliance byboth Government and private sector.
Local councils have limited supply of funds and require financial security to undertake longterm projects. Part of this security could involve the setting up of Trust Funds to enablecouncils to use interest payments to supplement recurrent spending and for expenditure on
development projects.

Goals and Strategies
The quality and standards of Ministry services requires improvement to protect and enhancethe dignity, rights, safety and welfare of Kiribati people. Strong active families andcommunities, healthy confident young people and children, violence free communities, andaccess to services for the vulnerable is important for the social growth of the nation.
Obligations for the reporting and implementation of international conventions that have been
ratified need to be met.
Goal 5: To strengthen national governance systems to promote the principles of good
governance including accountability, transparency, and inclusiveness.
Strategies

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

Review the Incorporated Societies Act and Religious Bodies Registration legislation
and regulations to build a strong NGO sector and support to faith based organisations.
Continue to actively monitor the implementation and reporting of Kiribati’s
obligations under ratified international conventions including the Human Rights
Convention, the Convention on the Elimination of all forms of Discrimination against
Women (CEDAW), the Convention on the Rights of Persons with Disabilities, theConvention on the Rights of the Child, and the Convention Against Corruption.
Finalisation and Launching of the Kiribati National Disability Policy.
Execution of the Kiribati Shared Implementation Plan on eliminating Sexual and
Gender Based Violence.
Support the implementation plan of the Children, Young People and Family Welfare
Act 2013 to strengthen the roles of the family Institution as a way to minimize andprevent social issues.
Formulation of a revised National Youth Policy 2017 to 2021.
Finalisation and implementation of the National Gender Equality and Women’sDevelopment Policy.
Improvements in the economic empowerment of women through the conduct of
Women’s Economic Empowerment Training and the development of a manual on
Women’s Economic Empowerment for trainers.
Timely financial audits and performance audits of Ministries and SOEs undertaken by
the KNAO.
Development of a National Cooperative Policy to build the capacity of the cooperative
movement through diversifying the range of cooperative enterprises, and promotion ofgood governance, compliance to laws, regulations and standards.
Improve the public service governance through adopting transparency andaccountability in services delivery by Government employees.
42

Implementation and enforcement of the Employment and Industrial Relations Codeand the Occupational Health and Safety Act.

Key Performance Indicators:
1. Increased training for Local Council officers.
2. Review of the Village Banks to provide micro finance to the outer islands.
3. Review of the Incorporated Societies Act and Religious Bodies Registration
legislation.
4. Review of the National Youth Policy.
5. Finalisation of the Kiribati National Disability Policy.
6. Reduction in the number of domestic violence incidents and reported cases.
7. Endorsement of the Implementation Plan of the Community Outreach Programs on
Parenting Skills and Social Welfare.
8. Improvements to the police service.
9. Timely financial and performance audits of Ministries and SOEs undertaken by the
KNAO.
10. High implementation and compliance against all obligations under ratified
International Conventions.
11. Finalisation and Endorsement of National Gender Equality and Women
Development Policy.
12. Development of a National Cooperative Policy to strengthen Cooperatives andCredit Unions.
13. Number of public service audits carried out.

43

2016-19 Key Priority Area 6: Infrastructure

Situation Analysis
Challenges from more frequent king tides and storms due to changing climate patterns haveincreasingly impacted the coastlines causing physical damage to assets and economic losses
to Government and communities. A priority goal therefore is more strategic coastal
protection initiatives including identification of vulnerable areas and introducing robust
seawall designs to withstand the impacts of rising seas. One of the visible efforts in thisdirection is the total replacement of the “sandbag” seawall design with a new “massconcrete” seawall design. Development of and adopting climate change proofing policies andcodes for government, public and private buildings are also part of this plan.
The quality and quantity of safe water supply, especially on South Tarawa, are in a criticalstate where proper and effective intervention is needed now than later. The rain water
harvesting system that is promoted and implemented in Kiribati by the Kiribati Adaptation
Project Phase III, Water and Sanitation in Outer Islands (Kiriwatsan) and IFAD projects take
into aims to increase the quantity of water available during the wet seasons. The use of
simple hand pump system is also promoted as an option to improve the quality and quantity
from ground water lens. There is an expectation that the use of solar desalination could be a
medium term solution for improving the quality and quantity of water from the ground.
Water and Sanitation infrastructure to be built in the outer islands need to be easily
maintained through building local communities’ sense of ownership and capacities. The
engagement and involvement of the communities during the implementation of the project is
one of the options to encourage this sense of ownership and assist them improve their ability
to maintain the installed systems in the long term.
Improvement of the water system in Kiritimati Island is progressing under Secretariat of the
Pacific Community supervision and funding by the European Union. The system aims toprovide enough water for communities living in the villages at Tabwakea, Tennessee andRonton.
Development of the energy supply infrastructure has occurred under the KDP 2012-15 with a
special focus on renewable sources of energy. Figure 14 shows the source of energy outputs
for the country.
44

Figure 14: Share of Energy Output by Source, Kiribati, 2014

Source: MPWU

By 2016 three new solar photovoltaic systems will be connected to the PUB grid on South
Tarawa with an additional peak capacity of 1.4 MW, or 30 per cent of peak demand. These
include the Japan-funded 400 kw system, and the UAE-funded 500 kw system. A WorldBank funded 516 kw system is to be installed on roof-tops at four sites and commissioned by
mid-2016. With automated power management, the systems are expected to provide about
10 per cent of total demand and to save about $800,000 in fuel costs annually.
Pilot trials of renewable energy options will continue on wind generation, coconut oil biofuel,solar-powered water pumps and hybrid mini-grid systems.
Connections of solar power points on the outer islands has been hampered by a number ofproblems including drought conditions on a number of islands which has affected the life of
wet batteries. The installation of batteries which adopt new dry cell technologies will assist
with the sustainability of power from solar energy. (See Figure 15).
Figure 15: Solar Connections to Outer Islands, Kiribati, 2004-14

Source: KSEC

45

Inter-island connectivity is reliant on air and sea services to cover the vast distances of 3,300
km of ocean between the three island groups and to connect the 20 inhabited atolls to themain economic centres on South Tarawa in the west and Kiritimati in the east. Air services
are unreliable and serve only the Gilbert group and sea services are unscheduled. A major
upgrade of the international airports at Bonriki and Cassidy is in progress, and port expansion
in Betio was completed in 2014. Priority now needs to be given to improving the capacity ofthe port on Kiritimati Island to accommodate regional, fishing and tourism vessels, and thewharves, jetties and airfields on the outer islands. Upgrading of Kanton Island airport in the
Phoenix islands would support development of tourism potential and the feasibility of
establishing an air link between Tarawa and Kiritimati. Intra-island transport and theprovision of social services are hampered by the poor condition or lack of roads andcauseways on the outer islands. The economically crucial causeway linking the Betio port
and business centre to the rest of Tarawa and the Bonriki airport is at high risk of collapse
and in urgent need of major reconstruction.
A Line and Phoenix Integrated Development Strategy is in progress. Implementation of key
intervention components will require a number of fundamental planning and development
issues to be resolved by Government and the community. These implementation components
provide a means to address the priority issues in a systematic manner.
While the number of telephone connections has risen in recent years, Kiribati is one of theleast “connected” countries in the world. The number of cellular subscribers per 100 people
while rising substantially in recent years was 16.6 in 2013. The number of internet users per
100 people has multiplied dramatically but is still low at 11.5 in 2013. The majority of the
population either has no access to information communication technologies (ICT) or unable
to afford the service, which is often unreliable. Telecommunications for the Outer Islands
requires upgrading especially for the provision of internet services.

Goals and Strategies
The development and maintenance of basic infrastructure to support transport, coastal
protection, sanitation and water, and communications are fundamental to economic growthand health of the population. Reliable shipping and air services will contribute to economic
development and assist with the potential of tourism, particularly to the outer islands.
Development of sustainable energy resources is also fundamental for self-sufficiency andovercoming the burdens of high importation of fuel.
Goal 6: To improve access to quality climate change resilient infrastructure in urban
and rural areas
Strategies:Implement environmentally sustainable causeways in both the urban and rural areas
including the completion of the new causeway between Betio and Bairiki.
Undertake to complete the implementation of the roads and airfields upgrading in theouter islands.
Identify and improve the infrastructure needs for the Line and Phoenix islands
including the sea port and airport facilities on Kanton Island.
Adoption of strategic coastal protection initiatives including identification ofvulnerable areas and the introduction of robust seawall designs.
46

















Develop policies on environmentally sustainable designs and innovative building
construction methods including the application of the Building Codes and fullcompliance, periodic reviews and update.
Implement sustainable infrastructure by developing and adopting a comprehensive
maintenance plan for major infrastructure.
Promote and implement the use of safe water from ground and water harvesting andsanitation programmes including the following: The South Tarawa Sanitation Improvement Sector Project and the South
Tarawa Water and Sanitation Road Map 2011-2030;
 The outer islands Kiriwatsan and IFAD Food and Water Project;
 Installation of hand pumps in most villages on Abaiang under the
USAID/SPREP funding; Support the completion of the Kiritimati Water Supply project.
Improve water security for communities through development of water supplies fromground resources and rainwater harvesting, and explore use of solar-powered seawater
desalination by reverse osmosis.
Develop and promote the use of renewable energy in all sectors of the economy
including the implementation of the Kiribati Integrated Energy Roadmap.
Improve operational safety and oversight of international air transport infrastructure
through the completion of the Kiribati Aviation Investment Project.
Improve the inter-island transport system.
Facilitate improved telecommunications connectivity for the Outer Islands.
Promote training opportunities for professional and technical staff in relevant
ministries including work attachments in local and overseas programmes.
Upgrade and improve data storage and management and use by staff in Ministries.
Upgrade and enhance the capacity of ministry professional and support staff in the use
and application of appropriate levels of competency in the information andcommunication technology.
Adoption of a medium-term reform plan of the PUB detailing the reform options toachieve operationally and financially sustainable electricity, water, and sanitation
services.
Identify and implement a medium-term reform plan and options to improve theoperations and functionality of the Plant and Vehicle Unit.
Commence the implementation of key components of the Line and Phoenix Integrated
Strategy.

47

Key Performance Indicators:
1.
2.

Completion of the new causeway between Betio and Bairiki.
Complete roads and airfields upgrading on 8 outer islands under Phase 1 andPhase 2 by end of 2019.
3. Provide technical support for the development and improvement of
infrastructure on Kanton Island.
4. Increased number of strategic coastal protection initiatives including theapplication of mass concrete seawalls.
5. Completion of the South Tarawa Sanitation Improvement Sector Project.
6. Comprehensive maintenance plan for major and critical infrastructures adopted.
7. Increased number of households’ access to potable water.
8. Improve the water system in Kiritimati Island.
9. Increased number of solar energy connections.
10. Three solar photovoltaic systems connected to the PUB grid on South Tarawa by
the end of 2016.
11. Energy efficient systems and standards developed and adopted.
12. Increased number of tanks for rain water harvesting.
13. Completion of the Kiribati Aviation Investment Project.
14. Increased rate of use of mobile phones and the internet.
15. Improved telecommunications connectivity for the Outer Islands
16. Adoption of a medium-term reform plan of the PUB.
17. Medium term reform options for the PVU adopted.

48

Monitoring and Evaluation for Results
A key strategy of the 2016-19 KDP is the development and implementation of a National
Strategy for the Development of Statistics (KPA 2). This will include the development of acentralised national statistical website where all statistical information from all Ministries
will be stored.
The National Economic Planning Office will compile an analytical Progress Report of the
KDP national performance on a bi-annual basis. At the national level, the Development
Coordinating Committee (DCC) will provide quality assurance of the KDP through oversightand approval of these bi-annual progress reports. The Country Results Framework (Annex
A) will provide the basis for monitoring the Plan. The performance information presented in
the KDP Progress Report will be discussed and assessed by the DCC and decisions will bemade in relation to management actions required. The six-monthly Progress Report will thenbe taken by the DCC to Cabinet. NEPO will also compile an annual summary report of thenational performance of the post 2015 Sustainable Development Goals (SDGs). This reportwill also be assessed by the DCC before being taken to Cabinet.
A Mid-term Review of the KDP will be carried out after two and a half years of the Plan’s
operation. The Mid-Term Review in 2018 will measure progress on the implementation of
the KDP through consultation with stakeholders and suggest areas of ongoing strengthening
to facilitate improved and more efficient implementation. The Mid-Term Review will reportto the DCC and ultimately Cabinet. The Mid-Term Review will assist in shaping theframework for the next KDP 2020-2023.
A final evaluation of the KDP will be conducted after four and half years of the Plan’s
implementation. The evaluation will be led by NEPO with support from development
partners. The underlying principle of the evaluation will be to ensure independence
and objectivity. The evaluation will assess the overall effectiveness of the KDP against its
objectives, targets, and where possible, it will look at impacts. The evaluation will beconsidered by the DCC and the Cabinet.
Development partners will assist with the process of monitoring the KDP through theprovision of relevant reports such as Project Mid-Term Reviews, Project Completion Reports
and participation in the regular Donor Coordination meetings.

49

Annex A: Country Results Framework for 2016-19
National
Results/Outcomes

Strategies

Key Performance
TargetIndicators
KDP 1: Human Resource Development

Means ofVerification

Responsible
Ministry

Key Objective: Improve the quality of education and training to provide students with the skills and capability to progress to a productive future by 2019
Outcome 1: An educationand training system where
quality, inclusive,
equitable, technical andprofessional development
opportunities are enhanced.

Lift enrolment andparticipation of 6 year olds in Year
1substantially through promotion of
successful early engagement in learning
as a critical foundation for further
learning.
As the critical foundation for
ongoing learning and development,
accelerate the transition into English inPrimary and Junior Secondary SchoolPriority will be given to thefurther implementation of the National
Curriculum and Assessment
Framework, setting of national
benchmarks, providing curriculum
resources and writing of new syllabuses
Implement a strategy tointegrate emerging developments in
ICT into curriculum and school
operations
Provide healthy and safe
school buildings and facilities byreviewing and refocussing the school
rehabilitation program in consultation
with the Facilities Management Unitand stakeholders.

Secure ongoing funding for thedelivery of the Primary School andJunior Secondary School (JSS) facilities
maintenance schedule

Net enrolment rate formales and females inprimary education

100%

Education Digest

MoE

Net Intake Rate formales and females

100%

Education Digest

MoE

Survival Rate for Class
5 for males andfemales100%

Education Digest

MoE

Transition Rate fromClass 6 to Form 1 formales and females

100%

Education Digest

MoE

Reduction of student
teacher ratios inprimary education.

20

Education Digest

MoE

Proportion of students
performing at or above
the STAKI expectedlevel is raised.

60% in English, 70% in
Te-Kiribati and 60% in
Numeracy for Class 4
students; 60% in English,
Te-Kiribati andNumeracy for Class 6
students.

Education Digest

MoE

50

National
Results/Outcomes

StrategiesComplete and implement theregulations flowing from the Education
Act 2013.

Establish collaborative
mechanisms for MoE engagement withgovernment agencies and other nongovernment education sector
stakeholders.

Establish a more explicit andsustained focus on the teacher skills
needed to transform literacy andnumeracy achievement levels inPrimary School.
Support skills development
amongst teachers and increasing theprofessionalism of each teacher throughlift teacher competencies to meetinternationally recognized Teacher
Service Standards and implement the
Teacher Registration Process as part ofstrengthening professionalismEffectively implement the
Inclusive Education Policy to target
children with disabilities andcommunicate and gain community
acceptance of the policy ofmainstreaming children wherever
appropriate.
Strengthen teacher capabilities
to teach to more diverse learning needs
and design and develop a supportiveand enabling operational environment.

Foster the development ofearly childhood education throughsupport for the development of an

Key Performance
Indicators

TargetMeans ofVerification

Responsible
Ministry

The proportion ofteachers having therequired minimum
qualification to teach100%

Education Digest

MoE

Proportion of students
with disability enrolled
in mainstream schools

50%

Education Digest

MoE

Proportion of students
enrolled in Early
Childhood Education50%

Education Digest

MoE

51

National
Results/Outcomes

Strategies
appropriate legislative and thedevelopment of a supportive operational
environmentEstablish, endorse, andimplement the National Sport PolicyStrengthening and enforcing
TVET quality standards so that TVET
providers meet regional andinternational standards including
accreditation of KIT with PacificRegional Qualification FrameworkImprove access and entry
opportunities for I-Kiribati into TVET
programmes and qualifications througha range of strategies including thedevelopment and implementation of anOuter Island and Kiritimati Island
strategy and identify opportunities forskills testing and gap training existing
workers.

Officer of the Watch training
introducedTraining in port operations
undertaken
Strengthening Government’s
workforce capacity to meet thedemands for the Government’s services
through training programs for
employees.

Key Performance
Indicators

TargetMeans ofVerification

Responsible
Ministry

Policy endorsed andimplemented by 2017
Increased number andproportion

MWYSA records

MWYSA

KIT records

MLHRD

Program introduced

New program instigated

MTC records

MLURD

Program introduced

New program instigated

MTC records

MLHRD% increase in thenumber of qualified
employees.

0% qualification gap

Workforce plan
analysis

PSO

Policy endorsed
Number and proportionof KIT students
completing theirtraining and gaining
international quality
assured qualifications.

52

National
Results/Outcomes

Strategies

Key Performance
Indicators

TargetMeans ofVerification

Responsible
Ministry

KDP 2: Economic Growth and Poverty Reduction
Key Objective: To enhance inclusive economic development through increasing sustainable employment, financial inclusion for vulnerable groups, structuraland fiscal reforms and accelerating private sector development by the year 2019
Outcome 1: Increased
Sustainable economic
development and improved
standards of living for all IKiribati

Support policies to raise
income levels through various means
including enhancing overseas
employment opportunities to promotestronger growth in remittances;increasing domestic production
especially in the Outer Islands throughstrengthening existing industries andpromoting new industries to boost
domestic and external trade levels
Promotion of private sector
development including enhancing
opportunities for external investors.
To provide sustainable
development of sectors where Kiribati
has a comparative advantage such as
fisheries and coconuts through theimplementation of products and export
diversification strategies

Develop and effectively
implement a Coconut Sector
Development Strategy
Implementation of an
Investment Policy Framework
Development of a National
Trade Policy Framework
Maintain and build on social
security mechanisms to ensure that themost vulnerable, particularly those that

Real GDP growth

At least 3% averaged
annually

KNSO data

MFED

Private sector
employment growth

At least 20% over theperiod of the Plan

KPF records

MFED% increase in Export
volumes

Increase

KNSO data

MCIC/
MELAD/MFMRD

Strategy produced

Strategy developed andimplemented

Strategy document

MCIC

Growth in FDI

Increase

KNSO data

MCIC

Policy developed andimplemented

Policy document

MCIC

At least half

KNSO data

MFED

National Trade Policy
Framework developedand implemented
Reduce the proportionof people of all ages
living below the53

National
Results/Outcomes

Strategies

Key Performance
Indicators

suffer from disasters and climate related
extreme events are cared for.

national poverty line in
2006
The number of people
living in extreme
poverty, currently
estimated at less than
$1.25 a day
Increased revenue fromfishing licenses


Improve revenue throughfisheries license fees throughadvocating the development of
measures in PNA, FFA and WCPFC
that will improve economic benefits
from tuna for Kiribati while conserving
the tuna stockCreation of employment
opportunities through crewing
arrangements with shipping companies
and establishment of onshoredevelopment of fisheries resources
Implementation of the Kiribati
National Labour Migration PolicyDevelopment of Kiribati
workers’ website
Participation of I-Kiribati
workers in 5 new markets
Outcome 2: Efficiency andsustainability in
Government finances
Increase taxation and customs
revenue through a range of initiatives
including increasing the quality of VAT
returns; reducing business and company
tax arrears through better complianceand record keeping; self-assessment forbusiness and company tax; andreviewing customs regulations.

TargetMeans ofVerification

Responsible
Ministry

Zero

KNSO data

MFED

Increased revenue

MFED data

MFED

Increased employment
opportunities

Increased employment

MFMRD data and
KPF data

MFMRD and KPF

Policy implemented

Increase of 100% in
overseas employment by
2019.
Increase number of hits
over time
5 new markets over theduration of the Plan

MLHRD data

MLHRD

MLHRD data

MLHRD

MLHRD data

MLHRD

Increased revenue

MFED data

MFED

Number of hits on
websiteParticipation of IKiribati workers in newmarkets
Increased taxation
revenue throughimprovements to thetaxation and customs
systems particularly
through better
compliance measures.

54

National
Results/Outcomes

Outcome 3: Raised
efficiency of State Owned
Enterprises

Outcome 4: Improved
information available to theGovernment including
through the production ofStrategies

Key Performance
Indicators

TargetMeans ofVerification

Responsible
MinistryEstablish effective financial
public administration including
improvements in the forecasting of
taxation revenue and expenditure forthe annual budget; and conducting
reviews of internal process to raise
efficiency.
Establish effective debt
management controls including
ensuring debt levels are sustainable; andmonitoring and ensuring that the debt
management policy is adhered to.
Enhance management of thesovereign wealth fund, the Revenue
Equalisation Reserve Fund (RERF),
through monitoring the performance of
RERF asset managers and the efficientutilisation of RERF assets
Place State Owned Enterprises
on a more commercial footing including
the completion of the rationalisation of
the coconut industry; rationalise at least
two other SOEs including activities
such as privatization, Public Private
Partnerships (PPP), mergers orcontracting out services; the productionof annual Statements of Intent (SOIs)
by all SOEs and the production oftimely half yearly and annual reports by
all SOEs.

Enhance the collection andavailability of statistics through thedevelopment and implementation of a
National Strategy for the Developmentof Statistics. This will include the

Reviews established tocontribute to better
public financial
management.

Reviews conducted

MFED reviews

MFED

Effective debt
management controls.

Controls established

MFED information

MFED

Efficient utilisation of
the Sovereign WealthFund (the RERF) andenhancements in its
management.

Increased value of the
RERF

MFED information

MFED

Place State Owned
Enterprises on a morecommercial footing

Profitability of SOEs

MFED data

MFED

Production of a
National Strategy for
the Development of
Statistics.

National Strategy for theDevelopment of
Statistics adopted.

MFED website

MFED andMCTTD

55

National
Results/Outcomesaccurate and timely
statistics

Outcome 5: Enhanced
delivery of public service
through effective use ofdevelopment budget funds

Strategies
development of a centralised national
statistical website; undertaking a
Household Income and Expenditure
Survey; conducting the analysis of the2015 Kiribati Population Census; andundertaking a Demographic and Health
Survey; improve the data collection andmanagement from Birth, Marriage andDeath Registrations and improve thecollection of health and education
statistics
Strengthen fishery and catch
management dataEnsuring aid effectivenessthrough improving aid coordination anddonor harmonisation; Compiling six
monthly KDP Progress Reports andannual Sustainable Development Goals(SDG) Reports; undertake biennial
Development Partners’ Forum andbiennial UN Joint Strategy Meetings;
maintain a comprehensive database of
projects; and providing support formonitoring of development projects.

Key Performance
Indicators

TargetMeans ofVerification

Responsible
Ministry

Development of acentralised national
statistical website.

Whole of Government
statistical collections on
MFED website

Establishment of an
integrated fisheries
information
management system
Improvements in aid
effectiveness.

System produced

MFMRD data

MFMRD

Reports produced

MFED website

MFED

56

National
Results/Outcomes

Strategies

Key Performance
Indicators
KDP 3: Health

TargetMeans ofVerification

Responsible
Ministry

Key Objective: To improve population health and health equity through continuous improvement in the quality and responsiveness of health services, and by
making the most effective and efficient use of available resources by 2019
Outcome 1: Strengthened
initiatives to reduce theprevalence of risk factors
for NCDs, and to reducemorbidity, disability andmortality from NCDs.

Outcome 2: Increased
access to and use of highquality, comprehensive
family planning services,
particularly for vulnerable
populations including
women whose health andwellbeing will be at risk ifthey become pregnant
Outcome 3: Improved
maternal, newborn andchild health.

Reduce the prevalence of risk
factors for NCDs, and reducemorbidity, disability and mortality from
NCDs through tobacco and alcohol
control, healthy eating and physicalactivities. In additional, prevention,
detection and early treatment of cervicalcancer, hypertension, heart disease,chronic lung disease, diabetes will be
pursued.

Increased access to and use ofhigh quality, comprehensive familyplanning services, particularly for
women.


Improve maternal, newborn
and child health through care
procedures during pregnancy, delivery
and the immediate postpartum and forthe new-born; improve the skills andcapacity of maternal care attendants;
and improve maternal and child healthfacilities and equipment.

Adult mortality ratefrom NCDs (30-69
years)
Number of diabetes
related amputations

Adolescent birth rate
for 10-14 years, 15-19
years per 1,000 girls inthat age group
Contraceptive Use:
Contraceptive contacts(all forms) as seen at
health facilities per
1,000 population
Maternal deaths
Neonatal, Infant andUnder 5 years’
mortality rates per
1,000 live births
Proportion of births
attended by skilled
health personnel

57

Declining rate

KHIS and MS1

MHMS

Declining number

KHIS

MHMS

Declining rate

KHIS and MS1

MHMS

Increased number ofcontacts

KHIS and MS1< zero deaths annually or
as close as possible
Declining rates

KHIS and MS1

Higher proportion

KHIS and MS1

MHMS

KHIS and MS1

MHMS

National
Results/Outcomes

Strategies

Key Performance
Indicators

TargetMeans ofVerification

Responsible
Ministry

Outcome 4: Prevention of
the introduction and spreadof communicable diseases,
strengthened existing
control programmes andensuring Kiribati isprepared for any future
outbreaksPrevent the introduction andspread of communicable diseases
through strengthening existing control
programs on TB, Leprosy, andLymphatic Filariasis. In addition, newinitiatives will be pursued to increase
access to, and use of, safe water andbasic sanitation services, and promote
improved hygiene.
Improve the effectiveness andefficiency of health service delivery,
including through expanding hospitals
and clinics to meet demand; develop aformal asset maintenance andreplacement programme for
infrastructure and equipment; andimprove procurement and supply of
essential medical products, vaccines
and technologies.

TB treatment success
rates

Increasing the rate or
maintaining it at or
above 90%

KHIS and MS1

MHMS

Achievement of 7
International HealthRegulations corecapacities forsurveillance andresponse
Number of quarterly
health and financereports produced thattrack progress againstcore indicators for
KHSP implementation
Number of healthworkers per 10,000
population
Availability ofessential medicines andcommodities atprimary health carefacilities.

Core regulations present

Six-monthly survey

MHMS

At least 3 reports
annually

Data from Health
Information Unit
and Finance Unit

Maintaining at least 40
health workers per
10,000 population
Maintaining at least 80%
availability of essential
medicines

MHMS ER and
MFED data

MHMS andMFED

A small random
survey every 6 mths
to look at the
proportion of PHCs
reporting no morethan 2 months outof stock of no morethan 2 of an
essential list of 10
medicines

MHMS

Outcome 5: Gaps in healthservice delivery are
addressed and the pillars of
the health system arestrengthened58

National
Results/Outcomes
Outcome 6: Improved
access to high quality andappropriate health careservices for victims ofgender based violence, andservices that specificallyaddress the needs of youth.

Outcome 7: Strengthened
road safety awareness

Strategies


Improve access to high quality
and appropriate health care services forvictims of gender based violence andservices that specifically address theneeds of youth, through implementationof Standard Operating Procedure of
Eliminating Sexual and Gender Based
Violence (ESGBV) policy and build
capacity of health care givers tosensitively handle needs of victims of
GBV.

Road safety action plan targets
achieved

Key Performance
Indicators

TargetMeans ofVerification

Number of outpatient
consultations per capita
Increased proportionof cases dealt withby the Family
Health Centre andother health facilities

5 annually

KHIS and MS1

Increased proportion

KHIS and MS1

MHMS

Declining rate

MHMS records

MICTTD, MPWU
and MHMS

Mortality rate fromroad traffic injuries number and rate ofdeaths per 100,000
population

59

Responsible
Ministry

National
Results/Outcomes

Strategies

Key Performance
Indicators
KDP 4: Environment

TargetMeans of Verification

Responsible Ministry

Key Objective: To facilitate sustainable development through protection of biodiversity, support to the reduction of environmental degradation and themitigation of the effects of climate change by the year 2019
Outcome 1: To strengthen
national capacity toeffectively respond to theimpacts of global climatechangeOutcome 2: Promotion offood and nutrition diversity

Outcome 3: Improvements
in biodiversity including
pest and disease problems
identified, control methods
developed and promoted,
and capacity to respond topest problems strengthenedReduce the vulnerabilities tothe impacts of climate change anddisaster risks through more programs
designed to mitigate against climatechange and more programs
implemented to assist with the adaption
to climate change.

Increased measures for theadaptation and mitigation of the effects
of climate change including “soft”
methods such as the planting of moremangroves
Food and nutrition security
through increasing crop and livestock
diversity and increasing the contributionof agriculture to household incomeStrengthening the capacity ofextension, outreach and information
servicesBiodiversity is protectedthough the identification of pest anddisease problems, development andpromotion of control methods, andstrengthened capacity to respond to pest
problems including enhanced bordersecurity. This includes compliance tointernational standards in biodiversity

Number of programs to
mitigate against
climate change andnumber of programs toassist with adaptation
to climate change

Increased numbers

OB, MELAD,
MFED records

OB, MELAD,
MFED

Number of mangroves
plantedIncreased number

MELAD records

MELAD

Crop production anddiversity and livestocknumbers increased
A new Food andNutrition Security
Policy finalised in 2016
The number of crop
production
technologies includinghydroponics developed
Biosecurity billdeveloped andimplemented

Increase in production

MELAD records

MELAD, MCIC

Policy adopted

Cabinet decision

MELAD

Increased number

MELAD records

MELAD

Bill enacted

Parliament decision

MELAD

Number of community
agreements developedand signed for theestablishment ofconservation areas.

Increased number

MELAD records

MELAD

60

National
Results/Outcomes

Outcome 4: Enhanced
measures to address landdevelopment issues

Outcome 5: Behavioral
change through education,awareness raising andresearch that promotes bestwaste management andpollution prevention
practices
Outcome 6: Improved
quality of the environment
in urban areas

Strategies
management and enactment ofbiosecurity legislation.

Soil management technologies
appropriate for atoll conditions
developed and adopted. A national
campaign undertaken on waste
management for a cleaner environmentand better crop nutrition thoughmethods such as utilising piggery
wastes for compostingSustainability in the fishingindustry through the protection ofmarine resources to ensure that the there
is no loss of catch volume associatedwith overfishing.
Improve land planningarrangements to be able to cater forsustainable urban growthMeasures to enhance waste
management policies and pollution
control are adopted

Urban development policy
established.

Key Performance
Indicators

TargetMeans of Verification

Responsible Ministry

Stock of fisheries
maintained

Sustainable levels
achieved

FFA information

MFMRD

Strengthened survey
and planning capacity,and improvements in
GIS and Data
management systems
Number of landfill sites
improved.
Waste recovery facility
is managed.

Improvements in GIS
and data management
systems

MELAD records

MELAD

Number of improvedsites
Amount of bulky scrap
metal collected

MELAD records

MELAD

MELAD records

MELAD

Policy approved

Policy approved by 2018

Cabinet records

MIA

61

National
Results/Outcomes

Strategies

Key Performance
Indicators
KDP 5: GovernanceTargetMeans ofVerification

Responsible
Ministry

Key Objective: To strengthen national governance systems so as to promote the principles of good governance including accountability, transparency, andinclusiveness by the year 2019
Outcome 1: National
governance systems
improved to promote theprinciples of good
governance including
accountability,transparency, andinclusiveness

Increased training and resources for
Local Council officers


Review of the Village Banks toprovide micro finance to the outerislands

Review of the National Youth
Policy
Finalisation and Launching of
the Kiribati National Disability PolicyReduction in the amount ofdomestic violence
Endorsement of the
Implementation Plan of the Community
Outreach Programs on Parenting Skills
and Social Welfare.
Finalisation and Endorsementof National Gender Equality and
Women Development Policy.
Development of a National
Cooperative Policy to strengthen
Cooperatives and Credit Unions.

Performance audits ofMinistries and SOEs undertaken by the
KNAO

Number of training
sessions carried out toraise the capacity ofstaff and increase
policy documentationand tools for urban
management
Review undertaken

Increased number

MIA records

MIA

Review completed by2019

MIA records

MIA

MWYSA records

MWYSA

Policy finalised

Review completed by
2017
Policy launched by 2017

MWYSA records

MWYSA

Domestic violence
reducedLarge reductions in therate by 2019

MWYSA

Implementation Plan
endorsed

Implementation Plan
endorsed by 2017

Police records,
records of women’s
shelters, surveys
MWYSA records

Finalisation andendorsement of the
PolicyPolicy developed andapproved

By 2017

MWYSA records

MWYSA

By 2018MCIC records

MCIC

Number of
performance audits
carried out

Increased number

KNAO records

KNAO

Review undertaken

62

MWYSA

National
Results/Outcomes

Strategies

Improvements to the police
service including response levels;
correction skills; the proper
maintenance of records; data collection;
analysis and reporting; intelligencegathering and analysis through theestablishment of a Command centre;
discipline and ethical standards;
investigation and prosecution skills andcase management; community dispute
resolution and crime prevention;
addressing domestic violence.
Meet and monitor the
implementation of Kiribati’s obligations
under ratified international conventions
including the Human Rights
Convention, the Convention on the
Elimination of all forms ofDiscrimination against Women(CEDAW), the Convention on the
Rights of Persons with Disabilities, theConvention on the Rights of the Child,and the Convention Against Corruption

Review the Incorporated
Societies Act and Religious Bodies
Registration legislation and regulations
to build strong NGO sector and support
to faith based organisations
Improve the public service
governance through adopting
transparency and accountability inservices delivery by Government
employees

Key Performance
Indicators

TargetMeans ofVerification

Responsible
Ministry

Service level
improvements

Improvement measured
annually

Police records

KPPS

Obligations carried out

All reporting obligations
under international
conventions carried out

MWYSA records

MWYSA

Review carried out

Review completed

MWYSA records

MWYSA

Number of public
service audits carriedoutCompletion of UNCAC
review

Review reports

PSO

63

National
Results/Outcomes

Strategies

Key Performance
Indicators
KDP 6: Infrastructure

TargetMeans ofVerification

Responsible
Ministry

Key Objective: To improve access to quality infrastructure in urban and rural areas including the development of new infrastructure including water andsanitation, energy, shipping, airports and roads by the year 2019

Outcome 1: Improve accessto quality climate change
resilient infrastructure inurban and rural areasCompletion of the newcauseway between Betio and BairikiOuter island roads and airfields
upgraded
Improve the Kanton airfieldand port facilities
Increased number of strategic
coastal protection initiatives

Maintenance plan for major
infrastructures developed and adoptedCompletion of the South
Tarawa Sanitation Improvement Sector
ProjectRenewable energy systems
tested and installedThree solar photovoltaic
systems connected to the PUB grid on
South Tarawa by the end of 2016
Energy efficient systems andstandards developed and adopted.
Develop and adopt a fuelsupply contract based on internationallyacceptable standards
Increased number of solar
energy connections

Completed causeway

Causeway Project
Completion ReportMPWU records

MPWU

MPWU, PIPA
records
MPWU records

MPWU, MTTCD

MPWU, annual
budgets

MPWU

Project Completion
ReportMPWU

Increase in level of
output from renewableenergy sources (Kw)

MPWU reports

MPWU

Project
Completions
Reports
MPWU, Cabinet
decisions.

MPWU, PUB

Fuel supply contractconcluded and adopted

GRID systems
completed by the end of
2016
Minimum standards andenergy labelling
regulations adopted
New fuel supply contract
signedKOIL records

KOIL

Number of solar energy
connections

Increased number ofhouseholds connected

KSEC records

KSEC

Number of OI roads
and airfields upgraded
Airfield and port
facilities improved
Number of new coastal
protection initiatives
completed
Maintenance plan for
major infrastructures
adoptedSTSISP completed

A number of solar, biofuel, mini-grid andwind energy systems
installed
GRID systems
completed
Energy efficient
standards adopted

64

Causeway completed by
2019
Total of 10 islands
completed
Kanton runway and port
used
Increased number andlength of coast line
protected
Maintenance costs
included in annual
budgets
STSISP completed by
2017

MPWU

MPWU

MPWU

National
Results/Outcomes

Strategies
Increased number ofhouseholds’ access to potable waterCompletion of the Kiribati
Aviation Investment ProjectImproved quality,
sustainability and efficiency in thedelivery of services for power, waterand sewerage for the people of South
Tarawa at affordable tariffs.

Improve the operational andfunctionality of the PVU
Improved water distribution
services in Kiritimati.

Increased rate of usage ofmobile phones and the internet
Improved telecommunications
connectivity for the Outer Islands

Key Performance
Indicators

TargetMeans ofVerification

Responsible
Ministry

Number of new tanks
for rain water
harvesting installed
Number of hand pumps
installed
KAIP completed

Increased number of rainwater tanks

MPWU records

MPWU, MIA

Increase in number

MPWU, MIA

KAIP completed by 2017

PUB reforms carriedout

Adoption of a mediumterm reform plan

MPWU andCouncil records
Project Completion
ReportReportPVU operations
reviewed and reformed
Rates of water
distribution
Rates of usage

PVU new structure
adoptedIncreased rate

MPWU reportMPWU

MPWU records

MPWU

Increased rates

World Bank data

MICTTD

Number of islands
connected

Increased number

MICTTD records

MICTTD

65

MPWU
PUB

Annex B: The Link between the KDP, Sustainable Development Goals, Istanbul Plan of Action, SIDS Accelerated
Modalities of Action (SAMOA) Pathway and the Framework for Pacific Regionalism
Kiribati Development
Plan

Sustainable Development
Goals

Istanbul Plan of Action

KPA 1: Human
Resource Development

Goal 4: Ensure inclusive andequitable quality education andpromote lifelong learning
opportunities for all

Human and social
development - education andtraining and youth
development

Investment in all forms ofeducation and training fordecent work for all

Goal 1: End poverty in all its
forms everywhere

Trade (not an explicit target
area in KDP)

Sustained and sustainable,
inclusive and equitableeconomic growth with decent
work for all

Goal 2: End hunger, achieve
food security and improved
nutrition and promotesustainable agriculture

Economic shocks - global
impact on prices, currency,
remittances, FDI, tourism

Food security and nutrition

KPA 2: Economic
Growth and Poverty
Reduction

Goal 8: Promote inclusive andsustainable economic growth,
employment and decent work
for all

SIDS Accelerated Modalitiesof Action (SAMOA Pathway)

Framework for PacificRegionalism (2015 Forummeeting priorities)

Increasing economic returns
from fisheries resources

Social protection

Goal 10: Reduce inequality
within and among countries
KPA 3: Health

Goal 3: Ensure healthy lives andpromote well-being for all

Population and primary
health66

Health and non-communicablediseases

Substantial burden thatcervical cancer places on
women and girls in the PacificregionKiribati Development
Plan

KPA 4: Environment

Sustainable Development
Goals

Istanbul Plan of Action

Goal 11: Make cities inclusive,
safe, resilient and sustainable

Agriculture, food security
and rural development

Disaster risk reduction

Goal 12: Ensure sustainableconsumption and production
patterns

Climate change andenvironment sustainability

Climate change

Disaster risk reduction

Oceans and seas

Goal 13: Take urgent action tocombat climate change and its
impacts
Goal 14: Conserve andsustainably use the oceans, seas
and marine resources

KPA 5: Governance

KPA 6: Infrastructure

Goal 15: Sustainably manage
forests, combat desertification,
halt and reverse landdegradation, halt biodiversity
loss
Goal 5: Achieve gender equality
and empower all women and
girls

SIDS Accelerated Modalitiesof Action (SAMOA Pathway)

Framework for PacificRegionalism (2015 Forummeeting priorities)
Ensuring the sustainable
management of fisheries
Climate change remains the
single greatest threat to thelivelihood, security and wellbeing of the peoples of the
Pacific

Sustainable production andconsumption
Biodiversity
Invasive alien species
Management of waste andchemicals
Gender equality andempowerment of women

Gender equality andempowerment of women

Goal 16: Promote just, peacefuland inclusive societies

Good governance at all levels Social development

Goal 6: Ensure access to waterand sanitation for all

Productive capacity infrastructure; energy; andtechnology

67

Sustainable energy

Unprecedented economic andeducational opportunities that
Information Communications
Technologies (ICT) offers,

Kiribati Development
Plan

Sustainable Development
Goals

Goal 7: Ensure access toaffordable, reliable, sustainable
and modern energy for all
Goal 9: Build resilient
infrastructure, promotesustainable industrialization andfoster innovation

Means of
Implementation

Goal 17: Revitalize the global
partnership for sustainable
development

Istanbul Plan of Action

SIDS Accelerated Modalitiesof Action (SAMOA Pathway)

Water and sanitation

Water and sanitation

Sustainable transport

Mobilizing financial
resources for development
and capacity-building(domestic revenue, ODA,
external debt, FDI,
remittances)

68

Means of implementation,
including: a) Partnerships; b)
Financing; c) Trade; d)Capacity Building; e)Technology; f) Data andStatistics; g) Institutional
Support for SIDS

Framework for PacificRegionalism (2015 Forummeeting priorities)
including access to world
markets and global knowledge