National Sustainable Development Plan 2011-2015

1. A vibrant Cook Islands economy Sustainable Economic growth in 1. harmony with our social values, culture & environment. Infrastructure for economic growth, 2. sustainable livelihoods & resilience Well educated, a healthy 2. productive people & resilient

3. Energy Security communities Opportunity for all people who Enhanced Cultural & Environmental 4. reside in the Cook Islands 3. Values Resilient & Sustainable

5. Responsible & Mature foreign Communities relations with New Zealand & other

6. Environment for living 4. regional & International communities in the interest of the people of the Cook Islands.

7. Good Governance A Secure Society built on law &

8. Safe, secure just & stable society 5. Order & Good Governance. 8 NSDP 2011 - 2015 INTRODUCTION part of our Te Kaveinga Nui planning process, we will do further work with our communities in the Pa Enua The NSDP 2011-2015 is the second planning phase in to identify the major challenges in their area and the our journey of Te Kaveinga Nui towards the achieve- actions that would make a real difference in the lives ment of desired 2020 development outcomes and our of our local communities. This will ensure that where National Vision - ‘to enjoy the highest quality of life initiatives are rolled out under the NSDP, our Pa Enua consistent with the aspirations of our people, and in will receive its equitable share of development. harmony with our culture and environment’. For us to be successful in realizing our National Vi- sion, we must all become excited about the challenges and opportunities to lift our development to a higher level in 2011-2015. We must focus on positive action through our shared vision that is realistic and relevant to us as individuals, families and as a society. The NSDP 2011-2015 integrates the thoughts, ideas, hopes and dreams of a broad cross- section of our so- ciety, both in Rarotonga and the Pa Enua. It is the culmination of many community based consultations, brain storming and focus group sessions, perusing past reports, and numerous public, private and com- munity sector meetings to review our progress on NSDP 2007-2010 and formulate this NSDP. In outlining how we will achieve our National Vision and 2020 development outcomes, NSDP 2011-2015: • Identifies our medium term goals and objectives; • Presents national and sector strategies for achieving these goals and objectives; • Proposes outcome indicators to measure perfor- mance over the medium term; • Identifies actions for the medium term; and • Presents a framework for its implementation, moni- toring and evaluation. To ensure implementation of the NSDP, the strategies and actions identified will be filtered through medium term sector and specific agency plans. It is at the sec- toral and agency levels that the NSDP will be costed. As a living document, the NSDP will undergo con- stant monitoring and alteration as deemed appropri- ate to reflect any changes to the implementation envi- ronment. To be successful the NSDP must deliver right across the Cook Islands. Whilst the goals, objectives and strategies of the NSDP apply across the Cook Islands, there is recognition that they must also be brought to- gether at the local level, in the Pa Enua. Therefore, as 9 CONTEXT FOR NSDP 2011-2015 The Cook Islands consists of 15 small islands scattered over 2 million square kilometers of the Pacific Ocean. They lie in the centre of the Polynesian Triangle, flanked by Fiji 2,300 km to the west, Tahiti 1,140 km to the east, Hawaii 4,730 km north and New Zealand 3,010 km southwest. The climate of the Cook Islands is sub- tropical and tropical oceanic moderated by trade winds. Our islands became a British protectorate in 1888. By 1900 administrative control was transferred to New Zea- land. In 1965 Cook Islanders chose self-government, in free association with New Zealand. About 70% of the population of approximately 20,000 are domiciled on the largest of the Cook Islands, Rarotonga. Rarotonga is the capital and main commercial and government centre, and hence the country’s dominant driver of econom- ic growth. Around 20% of the population lives in the eight islands of the Southern Group. Five are elevated fertile volcanic islands, while the rest are atolls, except Mitiaro, which is raised coral. These Pa Enua are within 300 km of Rarotonga. The remote Northern Group of Pa Enua, more than 1,250 km from the capital, is made up of seven low lying, sparsely populated, coral atolls and sand cays, with little arable land. A commonly held view is that the size of the populace of Cook Islanders living in the Diaspora is approximately four times the resident population. Continuing depopulation is a significant threat to the development of the Cook Islands by Cook Islanders. 10 SOCIO-ECONOMIC DEVELOPMENT – A SNAPSHOT ECONOMIC INDICATORS Economic Activity 2009 -10 2010-11 2011-12 Act/Est Est Proj Nominal GDP ($’000) 345,380 356,960 377,540 % Change 4.20% 3.40% 5.80% Real GDP (at constant 2006 Prices, $’000) 285,310 293,450 303,040 % Change 4.10% 2.90% 3.30% GDP per capita 15,282 15,795 16,705 Inflation Consumer Price Index (base Dec 2006=100) 117.7 118.3 121.3 % Change 1.80% 0.50% 2.50% Construction/Capital Investment Commercial Building Approvals ($’000) 3,300 2,700 2,900 Residential Building Approvals ($’000) 8,500 9,600 10,600 Productive Sector Indicators Visitor Arrivals 99,400 106,000 111,500 % Change 2.60% 6.60% 5.20% Estimated Visitor Expenditures ($’000) 209,900 225,100 241,500 Total Exports ($’000) 5,827 5,746 5,717 Total Imports ($’000) 349,936 361,674 382,526 SOCIAL INDICATORS (2006 CENSUS) Total Males Females Total Population 19,342 9,816 9,526 Resident Population 15,324 7,822 7,502 Urban Population (Rarotonga) 13,890 7,030 6,860 Mortality Life expectancy 72.8 69.5 76.2 Labour Force Employed Population 44.30% 47.80% 40.70% Unemployed 4.30% 4.40% 4.20% Non-labour force Students 820 423 397 Retired 923 499 424 Home duties 1,417 358 1,059 Labour force participation rate 70.2 76.1 64.2 Employment-population ratio 63.1 68.7 57.5 Unemployment rate (%) 6.90% 6.70% 7.30% Education School enrolment rates of 5-15 years 97.40% 96.40% 98.50% Proportion of population aged 15+: · Trade and business certificate 10.9 3.8 · Professional and higher certificate 0.4 0.9 · Teachers and members of professional societies 0.6 1.8 11 · Tertiary qualifications 12.6 16 SOCIO-ECONOMIC DEVELOPMENT - A SNAPSHOT The Cook Islands has succeeded in raising the overall standard of living as measured by some of its key so- Our implementation of NSDP 2007-2010 has in gen- cial indicators, and is on track to achieve the Millen- eral resulted in good progress towards our socio-eco- nium Development Goals (MDGs) by 2015. Life ex- nomic development. Our economy contracted in the pectancy, which was 72.8 years in 2006, is comparable 2008/2009 and the 2009/2010 fiscal years. This down- to that of developed countries. Enrolment in primary ward movement reflects the effects of the global finan- and secondary schools are near universal. Pass rates cial crisis. There is a slight recovery for the 2010/2011 in literacy and numeracy in our primary schools have fiscal year and further improvement projected for improved with the majority of our children working 2011/12. Tourism remains the key economic driver at or above the appropriate level for their chronologi- of the economy. Direct receipts account for 50% of cal age. At college level, the pass rate target of 50% GDP but indirectly, tourism is driving the demand for National Certificate of Education Achievement and activity of over 90% of the economy. has been surpassed. Furthermore, scope of subjects and teaching modalities have improved to cater for The country’s primary dependence on tourism makes the different needs of learners. The challenge to pro- it extremely vulnerable to external shocks. For exam- vide quality and equitable education opportunities for ple, the 9/11 terrorist attacks in 2001 fundamentally our Pa Enua learners, comparable to their Rarotonga altered the demographic of the tourism market, with peers, continues due to declining Pa Enua school roles. the contraction of the North American tourist market This is one of our key challenges in NSDP 2011-2015. leading to the reduction of flights to and from the US and Canada. This increased the country’s reliance on There have been improvements in our health indica- the New Zealand market, thereby resulting in lower tors particularly those relating to maternal, infant and yields across the industry. under 5 years mortality rates. Yet there are serious concerns over the increased prevalence of lifestyle re- The cost of business is considered to be high due to lated non-communicable diseases and obesity. numerous factors. The country’s small size and isola- WHERE ARE WE NOW tion mean the majority of inputs for production are imported. The high cost of finance is also seen as a The first leg of NSDP 2007-2010 has laid the foun- major challenge to business investment and develop- dations for our Te Kaveinga Nui journey. We have ment (ANZ commercial base lending rate in the Cook made some good progress but many challenges re- Islands as at June 2011 was 9.95% vs. ANZ in New main. This NSDP 2011-2015 will take our develop- Zealand 6.24%). ment to a new level of sustainability. We continue to face the challenge of diversifying our economy by Another impediment to economic growth is the lim- building productivity in all our sectors; further em- ited labour force in the country. The accessibility of powering our people to achieve their full potential; New Zealand and Australia by way of the Cook Is- ensuring that our infrastructure matches our aspira- lands relationship with New Zealand has meant that tions for economic and social development; improv- there has, and continues to be, considerable outward ing governance; strengthening law and order; build- migration. The last decade has seen an influx of for- ing our people’s resilience to the threats of disaster eign labour from Fiji, Tonga and the Philippines and climate change, and ensuring that our environ- working predominantly in the lower paying jobs. ment remains healthy for our future generations. The need for business to import labour to sup- plant the outward migrating local labour force has added to the cost of business in the Cook Islands. Well over 90% of the country’s eco- nomic activity is generated on the main island of Rarotonga, with Aitutaki - the second most populous island, making the only other significant 12 contribution to GDP. THE COOK ISLANDS: A SWOT ANALYSIS A summary of the context for our path to achieve our vision, based on our country’s strengths, weaknesses, opportunities and threats, is presented below. STRENGTHS WEAKNESSES · Talented people · Geographical isolation · Unique cultural assets · Dispersed islands · National pride · Narrow economic base · Unreliable, irregular and high cost · Political stability transportation · High life expectancy · Reliance on imported goods · Unique environment and natural resources · High dependence on imported petroleum · High educational achievement · High energy costs · Vulnerability to natural and man-made · Relatively good health outcomes hazards · Low productivity across most economic · Private sector led economy sectors (except tourism) · Increase dependence on foreign workers to · Peaceful society meet the country’s labour needs · Relatively high standard of living · Good regional and international relationships · Vibrant civil society OPPORTUNITIES THREATS · Expand the economic base by growing other · Depopulation – brain drain of trained and economic sectors educated Cook Islanders · Impact of fluctuations in global economy and · Potential for import substitution capital, currency and commodity markets · Growth in economic value of global cultural · Instability and unpredictability in the supply industries and markets and price of imported petroleum · Global advances in science, technology and · Vulnerability to the impacts of climate innovation change · Development of the Green Economy · Increased likelihood of natural hazards · Large Diaspora (our population living abroad · Inadequate political will or social and their potential to contribute to national partnerships to implement transformation development) · Strong relationships with regional and · Disparity between Rarotonga and the Pa international partners Enua NSDP 2011-2015 will look to utilise our strengths and opportunities whilst using innovation to overcome weaknesses and threats. We expect that taking a sustainable development approach on these issues will lead to more integrated and holistic outcomes. This in turn, should result in a quantum leap in the type of solutions we develop and undertake. 13 GUIDING PRINCIPLES Our development during 2011-2015 is based on seven ey is realised from public investments. guiding principles which put our people at the centre of the Cook Islands development. These are leader- Achieving our goals for NSDP 2011-2015 calls for ev- ship, partnership, transparency and accountability, ery Cook Islander to participate in both the responsi- social cohesion, equity, sustainability and national de- bilities and benefits of national development and this velopment. They give priority attention to elements hinges on partnership as both being a fundamental that are essential to providing the quality of life for value and adopted as a strategy. our people, and reflect the key pillars needed to re- alise our national vision. Transparency and Accountability Leadership NSDP 2011-2015 recognises that transparency and accountability are essential for the efficient function- Leading the country to achieve its National Vision ing of our economy and for fostering social wellbeing. requires strong and decisive leadership at all levels As we embark on implementation, we must ensure of society. Champions of change and accountabil- timely access to information that can be used to mea- ity within the various institutions of Government, in sure performance and hold Government accountable partnership with the private sector and civil society, for its actions. must lead in achieving desired results. Ownership of the National Vision and the development plan- Social Cohesion ning process must reverberate at every level of Cook This guiding principle will engender a sense of be- Islands society. We must all have a sense of the role longing and pride in our people and generate the trust that we are expected to play and take seriously our required to take us through both the good and chal- responsibility for the successful implementation of lenging times as we journey towards a sustainable fu- NSDP 2011-2015. ture. It will ensure that our people unite around a set Partnership of shared values and responsibilities and a common sense of nationhood. The opportunities envisaged under our National Vi- sion require the promotion of our country’s common Equity good over vested interests and significant technical This guiding principle will facilitate and ensure equal- and financial resources, both of which are beyond the ity of opportunity and equal rights for all our people scope of our Government alone. We need to bridge including access to public goods and services such the resource gap and remove obstacles that could un- as education and health care. NSDP 2011-2015 will dermine the success of NSDP 2011-2015. Our success promote the human rights of our people, including requires the conscious collaboration of our Govern- the most vulnerable and marginalised groups. It will ment, traditional leaders, the private sector and mem- identify and address gender and other biases in our bers of the community, in pooling the use of their ex- society. pertise and resources in public private partnerships in pursuit of the goals of NSDP 2011-2015, sup- Sustainability ported where appropriate through cooperation A sustainable future for our nation requires us to ef- between the Cook Islands and regional and in- fectively integrate economic, social and environmen- ternational partners. Opportunities for such tal issues in order to make the wisest use of our capital partnerships will include the input of the stocks to meet the needs of current and future genera- voluntary sector and faith based organ- tions. We recognise that economic, social and envi- isations in facilitating change in mind- ronmental problems and solutions are inter-connect- set and reinforcing the positive core ed and that an integrated approach to address these values of our society; private sector issues, underpinned by good governance and funda- capital investments in social and mental cultural values to address these issues will en- economic infrastructure; and sure that our development is sustainable. our peoples’ monitoring to ensure accountability National Development 14 and value-for-mon- This principle will encourage us to promote develop- ment on a truly national scale, one that encompasses both Rarotonga and our Pa Enua. It will allow for the inclusion of our Pa Enua in decision making, optimal use of resources in all areas, and facilitate the develop- ment of multi-sectoral and spatial linkages. CHANGING THE MINDSET At the heart of our National Vision and NSDP 2011- 2015 is the transformation of our society to turn our National Vision into action. This transformation will only take place if there is a change in the mindset of the nation which addresses those traits that are likely to inhibit progress towards development. This change is vital if we are to capitalise opportunity in our size, our geographical makeup, our distance from markets and overcome our economies of scale. We must harness our Cook Islands spirit and the re- spect for and prominence that we give to our posi- tive societal values and attitudes and to our Christian beliefs. Core values include respect, honesty, truth- fulness, forgiveness and tolerance. Attitudinal values such as trust, honour, discipline, responsibility, co- operation, integrity, good work ethic and punctuality are essential for transforming our society into a pros- perous one. Our economy must be recast though the adoption and infusion of transformative values. As a nation, we must choose to achieve sustainable prosperity to ensure a more promising future and the realisation of our NSDP 2011-2015 National Goals as well as our long term National Vision. 15 NATIONAL GOALS 2011 - 2015 NSDP 2011-2015 is built on eight national goals for PRIORITY AREA 3: ENERGY our country’s development. The key underlying pur- GOAL 3: ENERGY SECURITY pose of NSDP 2011-2015 is to turn our National Vi- ‘RENEWABLE ENERGY FOR ENERGY SECURITY sion into Action. These goals are mutually reinforcing TO ENHANCE OUR ECONOMIC AND SOCIAL and synergistic in design, and their achievement can- DEVELOPMENT AND ENVIRONMENTAL INTEG- not be realised in isolation from each other. RITY’ PRIORITY AREA 4: SOCIAL DEVELOPMENT Our selection of goals, objectives and the design of GOAL 4: OPPORTUNITY FOR ALL PEOPLE strategies and actions to realise these goals, collective- WHO RESIDE IN THE COOK ISLANDS ly represent our approach to development planning ‘A COOK ISLANDS WHERE ALL PEOPLE WHO informed by our public and the review of the NSDP RESIDE IN OUR ISLANDS CAN ENJOY OPPORTU- 2007-2010. This approach is relatively broad in scope, NITIES TO FULFIL THEIR POTENTIAL, PROSPER participatory in design and intended implementation AND PARTICIPATE IN THE SOCIAL, ECONOMIC, - though medium term - will be long term in reach POLITICAL AND CULTURAL LIFE OF OUR COM- and transformational in nature. The NSDP thus pro- MUNITIES AND NATION’ vides a comprehensive framework within which the linkages amongst the pillars of sustainable develop- PRIORITY AREA 5: RESILIENCE ment are made, and presents a broad strategic thrust GOAL 5: RESILIENT & SUSTAINBLE COMMUNI- for Te Kaveinga Nui journey towards sustainable de- TIES velopment for the Cook Islands. ‘A COOK ISLANDS WHERE OUR PEOPLE ARE RE- SILIENT TO DISASTERS AND CLIMATE CHANGE Our eight National Goals give greater articulation to TO ACHIEVE SUSTAINABLE LIVELIHOODS’ our National Vision “to enjoy the highest quality of life consistent with the aspirations of our people, and PRIORITY AREA 6: ECOLOGICAL SUSTAIN- in harmony with our culture and environment” and ABILITY are pillars on which our focus for 2011-2015 for sus- GOAL 6: ENVIRONMENT FOR LIVING tainable development rests. ‘A COOK ISLANDS WHERE WE SUSTAIN OUR ECOSYSTEMS AND USE OUR NATURAL RE- PRIORITY AREA 1: ECONOMIC DEVELOP- SOURCES EFFICIENTLY’ MENT GOAL 1: A VIBRANT COOK ISLANDS ECONO- PRIORITY AREA 7: GOVERNANCE MY GOAL 7: GOOD GOVERNANCE ‘A COOK ISLANDS WHERE INGENUITY AND ‘A COOK ISLANDS THAT THRIVES ON GOOD CONNECTION TO OUR CULTURE AND ENVI- GOVERNANCE PRINCIPLES’ RONMENT UNDERPINS THE ABILITY OF OUR PEOPLE TO BUILD BUSINESS AND ENTERPRISE PRIORITY AREA 8: LAW AND ORDER TO CONTRIBUTE TO NATIONAL ECONOMIC GOAL 8: A SAFE, SECURE, JUST AND STABLE GROWTH’ SOCIETY ‘A COOK ISLANDS WHERE THE RULE OF LAW PRIORITY AREA 2: INFRASTRUCTURE ENSURES SAFE, SECURE, JUST, STABLE AND SUS- GOAL 2: INFRASTRUCTURE FOR ECO- TAINABLE COMMUNITIES’ NOMIC GROWTH AND SUSTAINABLE LIVELIHOODS ‘OUR INVESTMENT IN INFRA- STRUCTURE WILL MAXIMISE ECONOMIC RETURN, IMPROVE LIVELIHOODS AND BUILD RESILIENCE’ 16 WHAT ARE WE GOING TO DO IN 2011 - 2015? Infrastructure for Economic Growth, A vibrant Cook Islands Economy Sustainable Livelihoods and Resilience ‘A Cook Islands where ingenuity and connection 'Our investment in infrastructure will maximise to our culture and environment underpins the economic return, improve our peoples livelihoods ability of our people to build business and and build resilience' enterprise for national economic growth’ Objective 1: Our investment in infrastructure Objective 1: An energised and growing green will foster economic growth, sustainable economy through supporting our key economic environment and livelihoods and increase the drivers and encouraging environmentally sound resilience of our communities to disasters and the innovation in potential areas of growth impacts of climate change Objective 2: Enterprise is enabled by establishing an innovative environment Objective 2: Our delivery and ongoing conducive for existing businesses to confidently management of infrastructure will be improved grow and for new businesses to start, grow and significantly thrive in our communities Objective 3: Our Cook Islands environmental and cultural values are integral to business decision making and practice National Strategies: National Strategies · Improve access to water for our · Ensure our tourism excellence communities · Unlock our potential from our marine · Improve our facilities for waste management resources · Unlock our potential from our agricultural · Improve our transport infrastructure production · Identify and exploit trade opportunities · Improve telecommunications · Build our financial services · Strengthen our asset management · Ensure that our cultural and creative Industries are a key force in job and wealth · Enable robust construction creation and nation building · Sustain macro-economic stability · Build capacity in the infrastructure sector · Ensure proactive economic development policies 17 WHAT ARE WE GOING TO DO IN 2011 - 2015? Energy Security Resilient and Sustainable Communities ‘Renewable energy for energy security to ‘A Cook Islands where our people are resilient to enhance our economic growth, social disasters and climate change to achieve development and environmental integrity’ sustainable livelihoods’ Objective 1: Our people are prepared for Objective 1: Secure and reliable energy services disasters and climate change impacts Objective 2: Enhanced efficiency and improved Objective 2: The impacts of disasters and affordability of energy climate change are reduced Objective 3: Investment for renewable energy Objective 3: Our people are resilient to all forms development fostered of hazards Objective 4: Energy standards and compliance will be upheld by a well-regulated energy sector National Strategies National Strategies · Ensure strong governance arrangements for · Strengthen the institutional framework of disaster risk management and climate change the energy sector adaptation · Utilise only proven renewable energy · Ensure that high quality risk information is technologies available to inform planning and implementation · Enhance effective preparedness, response · Provide incentives for renewable energy and recovery · Build resilience through effective disaster · Upgrade existing energy infrastructure risk reduction and climate change adaptation · Promote energy efficiency and conservation · Build our capacity in the energy sector Opportunity for all People who Reside in the Environment for Living Cook Islands ‘A Cook Islands where all people who reside in our islands can enjoy opportunities to fulfil their ‘A Cook Islands where we sustain our ecosystem potential, prosper and participate in the social, and use our natural resources efficiently’ economic, political and cultural life of our communities and nation’ Objective 1: Our people fulfil their potential through equitable access to quality learning Objective 1: The use of all our natural resources opportunities across the full spectrum of human are managed well to ensure their sustainability endeavour Objective 2: Our people fulfil their potential Objective 2: Our scarce and degraded natural through access to quality and affordable health resources are effectively monitored and restored care Objective 3: The pollution of air, water, and land Objective 3: Our people fulfil their potential resources is managed so that impacts are because they are empowered and have strong minimised and community and ecosystem health families and communities is not adversely affected Objective 4: Our people fulfil their potential Objective 4: Irreversible loss and degradation of because they participate in leisure, recreation and biodiversity (marine, terrestrial, aquatic competitive sports activities ecosystems) is avoided Objective 5: Our actions to protect and manage 18 Objective 5: Cook Islanders share a strong national identity and sense of belonging our ecosystems and natural resources will include climate change adaptation and emissions reduction measures minimised and community and ecosystem health families and communities is not adversely affected Objective 4: Our people fulfil their potential Objective 4: Irreversible loss and degradation of WHAT ARE because they WE GOING participate TO DO in leisure, IN 2011 recreation and - 2015? biodiversity (marine, terrestrial, aquatic competitive sports activities ecosystems) is avoided Objective 5: Our actions to protect and manage Objective 5: Cook Islanders share a strong our ecosystems and natural resources will include national identity and sense of belonging climate change adaptation and emissions reduction measures Objective 6: Taking care of our natural environment is everybody’s business where all stakeholders will actively play their part in protecting and managing our fragile ecosystems National Strategies National Strategies · Ensure that parents and communities have confidence in our education system and support · Improve the management and quality of our quality learning and development for the very water resources through an integrated approach young · Ensure that every child is literate and numerate by the end of year 8 and that literacy · Improve water quality through better and numeracy skills for continuing education are sanitation measures provided · Enable every young person to have access · Implement waster minimisation to the opportunity to develop knowledge and programmes and provide appropriate facilities skills to gain qualifications that they need to and incentives to support these with the purpose contribute to the development of the Cook of achieving zero waste Islands · Ensure equitable access for all learners to · Implement an ecosystem approach to the quality learning programmes management of marine resources · Ensure that the Education Sector is responsive to the training needs of the wider · Develop and implement interventions to community through collaboration and ensure that land use is sustainable partnerships with other agencies · Ensure optimum health for our children and · Protect our biodiversity and ecosystems young people · Provide quality health services for all · A multi-sectoral approach to combat non- communicable diseases (NCDs) · Ensure gender equality and empower our women · Guarantee that our children are safe and well-cared for; that our youth are given the opportunity to grow as valuable members of society; our persons with disabilities are valued and included in our development and our elderly are acknowledged for their contributions to society and are looked after · Ensure we have strong families and communities · Our people can access an adequate range of different opportunities for leisure, recreation and competitive sports · Ensure the promotion and preservation of our unique culture, languages and social heritage 19 WHAT ARE WE GOING TO DO IN 2011 - 2015? Good Governance A Safe, Secure, Just and Stable Society ‘A Cook Islands that thrives on good governance ‘A Cook Islands where the rule of law ensures a principles’ safe, secure, just and stable society’ Objective 1: Clear, coherent and relevant laws; Objective 1: Our general public has confidence fair, accessible and efficient courts and in the systems of government institutions for the administration of justice Objective 2: A machinery of government Objective 2: Free access to our Cook Islands focused on strategic direction, progressive laws partnerships and service satisfaction Objective 3: Increasing the value of existing Objective 3: Quality policing services to our taxpayer dollars through systems that deliver communities and visitors effective development outcomes Objective 4: A general public that is continuously informed of the return on Objective 4: Control of our borders is efficient investment for their taxpayer dollar and as a and effective result actively contributes to development decision making and actions Objective 5: Regional and international relations to contribute effectively to Cook Objective 5: Quality enforcement of our laws Islands sustainable development National Strategies National Strategies · Ensure that our legislative and regulatory · Strengthen the role of parliament to hold frameworks reflect our sustainable development managers to account for performance goals and objectives · Strengthen electoral systems and processes · Ensure quality enforcement of our laws · Ensure that Government service delivery is · Improve access to Justice efficient and effective · Promote partnerships with civil society and · Improve our land management and land the private sector information systems · Strengthen information and data collection, · Reduce reoffending through offender analysis and management for informed decision rehabilitation making · Ensure that our communities and visitors · Ensure access to information are safe, secure and stable through the provision of quality policing · Ensure our border security both with respect · Improve accountability and transparency of to the movement of goods and persons through public financial management the introduction and operation of effective laws and systems · Establish and strengthen external relations that will benefit the Cook Islands 20 ACHIEVING OUR 2011 - 2015 NATIONAL GOALS PRIORITY AREA 1: ECONOMIC DEVELOPMENT HOW WILL WE ACHIEVE OUR OBJECTIVES? A strong economy allows us to provide quality services To achieve our objectives we will embark on strategies such as healthcare, education, policing and infrastruc- that: ture. However, prioritising economic development 1. Ensure our Tourism Destination should not be at the cost of social and environmen- tal processes. Implicit in the quality of growth that Excellence we are seeking will be the integration of economic, We will embark on strategies that ensure that the social, cultural and environmental pillars of sustain- Cook Islands achieve its full potential as a leading able development. Sustaining a high quality environ- sustainable tourism destination. Tourism is our pri- ment, as well as building our social and cultural base, mary economic driver and will continue to be so for is critical for our economic development. Our choice the long term. To ensure its continued success, it is of economic policy instruments will be influenced necessary to focus not only on volume, but also yield by their interactions with social, environmental and and dispersal beyond Rarotonga to the Pa Enua. cultural factors. Our economic growth will be ‘green growth’ centred on the protection, conservation, res- In recognition of this, Government has committed to toration and management of our environment. Our underwrite key airline routes between Rarotonga, Los brand of green growth will have a distinctive Cook Is- Angeles and Sydney and to allocate marketing funds lands mark that reflects our cultural values. BRAND to support the success of these routes over the next COOK ISLANDS will be introduced to the world as three years. We will continue to explore opportunities the umbrella for all outward facing interaction on the for further airline access between the Cook Islands global stage. The changing landscape of information and its markets while delivering a targeted strategy of technology also offers us endless opportunities to market stimulation which ensures growth in market promote BRAND COOK ISLANDS its products and share, yield and dispersal to the Pa Enua. experiences. Our economic growth will be achieved through strong partnerships between private sector, Our Destination Development Strategy will strongly government and our communities. underpin the green image that we seek. At the same time, our strategy will make tourism ‘everybody’s busi- OUR GOAL ness’ by encouraging collaboration and inter-linkages aimed at integrated sustainable growth across all sec- A VIBRANT COOK ISLANDS ECONOMY tors. This will be evident in the development of an alternative port in Rarotonga for our cruise industry ‘A COOK ISLANDS WHERE INGENUITY AND and in the long term upgrading our ports in the Pa CONNECTION TO OUR CULTURE AND ENVI- Enua. Complimenting these efforts, will also be the RONMENT UNDERPIN THE ABILITY OF OUR upgrade of airports across the country. PEOPLE TO BUILD BUSINESS AND ENTERPRISE FOR NATIONAL ECONOMIC GROWTH’ Small business growth will be targeted to showcase our fashion, arts, crafts, pearls, food and produce. OUR KEY OBJECTIVES We shall provide places where our people can show- case their creativity, innovation and entrepreneur-

1. An energised and growing green economy ism, while adding to the distinctive character of the through supporting our key economic drivers and Cook Islands. encouraging environmentally sound innovation in potential areas of growth. Integral to our Destination Development

2. Enterprise is enabled by establishing an inno- Strategy is the promotion of our cultural vative environment conducive for existing businesses and sporting events, creative industries, to confidently grow and for new businesses to start, and educational facilities and services. grow and thrive in our communities. Green standards will underpin ev-

3. Our Cook Islands cultural and environmental ery element of business within the values are integral to business decision making and tourism industry and across the practice. nation ensuring that this 21 important economic sector delivers long term sustain- mise the long term benefits from money generated, able growth measured against the nation’s commit- while minimising the impacts to the environment ment to a green future. Central to this will be holding caused by extraction. all tourism operators to these standards as part of the National Tourism Accreditation Programme.

3. Unlock our Potential from our Ag- ricultural Production To achieve long term sustainability for the industry, it We were once an economy based on agriculture, yet is necessary to plan for future growth ensuring that in- currently we import far too much produce. We have frastructure and tourism development are integrated, the potential to reduce our imports of agricultural and that any new developments are delivered against products. Therefore, first and foremost, we will re- criteria that ensure cultural, environmental and com- vitalise our agriculture industry - particularly in the munity integrity in order to deliver an optimal Cook southern islands of the Pa Enua as not only an import Islands tourism experience to both our visitors and substitution strategy, but also one that will assure food our communities. The long term purpose is to grow security in the face of climate change, economic earn- our country’s economy through tourism without ing opportunities and encourage the consumption of compromising our country’s unique qualities. healthy food to ensure good health outcomes.

2. Unlock our Potential from our Ma- rine Resources In revitalising agriculture we will strive for better partnerships between government and our farmers, We have 2.2 million square kilometers of ocean and exporters, markets and our airline and shipping ser- this offers great potential for economic growth in the vices. short, medium and long term. However, any activi- ties in our oceans must be conducted in a sustainable Our efforts in revitalising agriculture will be based on manner underpinned by the principles of precaution, the principles of biological, organic production and conservation and effective management, and shared best agricultural practices aligned to our desire for responsibility. green growth. These efforts will be complemented by research, education and vocational training to ensure In the medium term there are seven key strategies to that production, marketing and trade facilitation are increase our economic return from our marine re- aligned to ‘green agriculture’ international standards. sources. Firstly, is to expand income earning oppor- tunities from sustainably managed offshore fisheries

4. Identify and Exploit Trade Oppor- through capacity building, infrastructure and market tunities development. Secondly, is to achieve a profitable and With our open economy and longstanding approach sustainable pearl industry by improving productivity, to international trade and other economic relations, marketing and environmental management. Thirdly, our attention will continue to be given to identify- is to improve income generating opportunities for the ing and exploiting regional and international trade private sector particularly in the Pa Enua, through opportunities, including through the negotiation of increased provision of technical and scientific as- agreements to promote our sustainable development sistance. Fourth, is to ensure sustainable fishing objectives. This will include trade in both goods and and conservation practices resulting in tradi- services. tional subsistence practices and long term food security. Fifth, we will strive to protect and In pursuing this strategic approach, there will con- conserve our natural marine biodiversity, its tinue to be regular consultations between government affiliated customary practices and knowl- entities and other relevant stakeholders. edge. Sixth, explore potential sustainable commercialisation of marine resourc- 5. Build our Financial Services es, such as, marine eco-tourism and other innovative marine business In past years we were the leaders in international fi- enterprises. Lastly, to ensure nancial services in the Pacific but we have not kept that we wisely utilise our pace with our competitors. This industry has the abil- seabed mineral resources ity to make far more significant contributions to our for economic devel- economy with zero impact on our environment. To 22 opment, maxi- do this, we will firstly upgrade the legislative frame- work relating to financial services. This will create the same time promoting investments that will sup- a new competitive advantage by improving existing port sustained economic development. In doing so, services and creating new products and services. Sec- government will ensure that it limits the diversion of ondly, we will enhance our marketing through target- resources away from the private sector through its tax ed advertising to increase our threshold of exposure policy, controls expansion in the size of the public sec- to raise the profile of the jurisdiction and create new tor while also maintaining affordability, and keeping client markets. Thirdly, we will increase our presence national debt within a sustainable level. Government in the international marketplace to promote the in- has established fiscal responsibility ratios to quantify dustry, demonstrate our commitment, and eliminate its performance in managing the macroeconomic en- any negative perceptions about the Cook Islands’ ju- vironment and will closely align its decisions towards risdiction. upholding these ratios.

6. Ensure that Cultural and Creative 8. Ensure Proactive Economic Devel- Industries are a Key Force in Job and opment Policies that are Underpinned Wealth Creation and Nation Building by Environmental Sustainability Prin- The Cultural and Creative Industries (publishing, film, ciples broadcasting, music, visual and performing arts, jour- The public and the business sector have indicated that nalism, museums and art exhibitions, retail, architec- government should take a more proactive role in cre- ture, design, advertising, software, etc) are committed ating the environment that will stimulate business and to the creation of wealth through the application of enterprise. It is acknowledged that a comprehensive ideas and individual creativity. Our people’s creativ- regulatory reform agenda, aimed at building a seam- ity is renowned and should be harnessed as powerful less national economy encouraging competition, pro- engines for economic growth and trade development moting opportunities and creating positive impacts – not only in terms of direct economic impact from on productivity is required. This shall be pursued the marketing and the sale of goods and services, but through a continuous programme that ensures policy also as a multiplier in other sectors. consistency and maintains regulatory certainty and The government is committed to creating the enabling clarity. Areas such as labour relations, foreign invest- environment for cultural and creative industries to ment, intellectual property, competition, immigration start, thrive and grow including the endorsement of and trade have been identified as priorities for policy the necessary policy and legislative frameworks. and regulatory reform. The regulatory framework In the medium term we will pursue efforts to devel- must be aligned with changes in the global regulatory op a culture of creativity and enterprise through our tools, agreements, processes and approaches, includ- education system; develop and strengthen partner- ing new best practices and standards. Compliment- ships; promote national and international recognition ing regulatory reform will be the streamlining and for our people’s creativity; increase exposure of our simplifying of licensing. creativity and cultural strength including our Maori language; and improve research and development in Whilst the Cook Islands hope to attract foreign in- cultural and creative products. vestment that will be beneficial to the country this will

7. Sustain Macro-Economic Stability be achieved by maintaining a balance with appropri- ate protection for domestic players. Sound fiscal management makes a major contribu- tion to achieving economic growth by providing con- Empowering our small scale entrepreneurs and fidence to the business sector and potential investors. micro enterprises is fundamental for econom- Government, since the mid 1990s, has maintained a ic development and for sustaining families. relatively prudent macroeconomic stance guided by Therefore, the provision of business support, principles of fiscal responsibility as outlined in the including access to financial resources and Ministry of Finance and Economic Management Act services, capacity development in busi- 1995-96. ness management, vocational training In its role, the government will maintain macro- and bridging the skills gap through economic stability as an essential prerequisite for human capital development, will be sustained growth. Macroeconomic policies will be targeted. geared towards maintaining fiscal discipline, whilst at 23 As part of its efforts in promoting local business, gov- ernment will re-engineer its role in the economy to one which supports rather than competes with the private sector by outsourcing functions which could be better performed by the private sector and entering into public private partnerships where efficiency and service satisfaction gains can be made. Alongside the creation of an environment that stimu- lates private sector growth, government will develop policies to introduce incentives to minimise impacts on the natural environment. Incentives will ensure that businesses that meet environmental standards are rewarded and those businesses that pollute and degrade pay the cost of their actions. The potential to grow our economy is dependent on our people’s productivity. Government will pass the necessary regulatory and legislative frameworks to protect the rights of both our employees and employ- ers, including the promotion of gender equality in the workplace and the rights of persons with disabilities, to participate in the economy. HOW WILL WE MEASURE OUR SUCCESS?

1. Real GDP growth averages 2.5 % per annum

2. Private sector employment growth averages 2.5% per annum

3. Growth in total visitor numbers over 120,000

4. Growth in contribution to the economy as a % growth of GDP from our tourism industry

5. Growth in contribution to the economy as a % growth of GDP from our marine resources

6. Growth in contribution to the economy as a % growth of GDP from our agricultural production

7. Growth in contribution to the economy as a % growth of GDP from our Offshore Financial Indus- try

8. Government tax revenue to GDP maintained within 25% over the medium term

9. Personnel to total revenue is reduced and maintained within 40% over the medi- um term

10. A National Trade Policy will be adopted and trade agreements entered into where they offer opportunities and benefits to the Cook Islands 24 PRIORITY AREA 2: INFRASTRUCTURE in our goal to build resilience to disaster and climate change impacts. Infrastructure is central to improving livelihood op- We anticipate that cost recovery for the delivery of portunities and delivering critical goods and services. water resources will be implemented in 2011-2015. Therefore, with ecological sustainability, provides the 2. Improve our Facilities for Waste foundation for economic and social development. Management Our efforts will be geared towards increasing the productivity of environmentally sound infrastruc- To complement our strategy for ecological sustain- ture as an important step towards sustaining overall ability through improved waste management, we will economic growth, improving livelihoods and build- transform the way we use our waste facilities in Raro- ing the resilience of our communities to disasters and tonga and Aitutaki to Resource and Recovery Centres climate change impacts. where waste is transformed so that it may be reused – for example, crushing glass to use for construction. OUR GOAL Additionally, we will implement the National Waste INFRASTRUCTURE FOR ECONOMIC GROWTH, Strategy utilising the best options to address waste SUSTAINBLE LIVELIHOODS AND RESILIENCE management in the remaining islands. Fundamen- tal to our approach to transform the management of ‘OUR INVESTMENT IN INFRASTRUCTURE WILL waste will be the use of public private partnerships. MAXIMISE ECONOMIC RETURN, IMPROVE LIVE- 3. Improve our Transport Infrastruc- LIHOODS AND BUILD RESILIENCE’ ture Our work on improving our roads will be done in OUR KEY OBJECTIVES conjunction with the improvements of our water, en-

1. Our investment in infrastructure will foster ergy and telecommunication distribution networks. economic growth, sustainable environment and liveli- We will establish public private partnerships in road hoods and increased resilience for our communities management and take into consideration road safety to disasters and the impacts of climate change. and the impact of disasters and climate change in all

2. Our delivery and ongoing environmentally engineering specifications. sound management and maintenance of infrastruc- ture will be improved significantly. We will continue to improve our airports in our Pa Enua to complement our economic development ef- forts beginning in 2011-2015 with improvements to HOW WILL WE ACHIEVE OUR OBJECTIVES? Aitutaki, Atiu, Manihiki and Mangaia airstrips and terminals. We will also continue upgrading our ports To achieve our objectives we will embark on strategies in our Pa Enua completing development in Mauke that: and Mitiaro in 2011-2012 and rolling out the upgrade

1. Improve Access to and Quality of of Manihiki, Rakahanga and Aitutaki ports in 2012-

2015. Efforts in Aitutaki will be focused on widening Water to our Communities the harbour, developing a marina and upgrading the To improve the access to water for our communities, island centre. Improvements to our airports and our efforts will include the rehabilitation of water in- ports will include disaster risk reduction and cli- takes, upgrade water galleries, advance work on our mate change adaptation measures. ringmain and distribution lines, increase water har- Transportation to the Pa Enua is a challenge vesting and storage. Furthermore we will promote and can hinder the planned development ini- and implement the most viable options to ensure the tiatives in those islands. Therefore, efforts safety and improved quality of our water supply. will be made to ensure improvements to transportation to, from and between the These efforts will complement those identified under Pa Enua, Rarotonga and other mar- our ecological sustainability goal to further implement kets. These efforts will focus on our integrated approach to water resource manage- cooperation between Govern- ment and also to ensure water security as articulated ment and the private sector 25 to improve transportation efficiency and connectiv- ery to better inform our development and land use ity to the Pa Enua and with the economy. Incentives planning. will be introduced to encourage shipping that adopts green transportation technology.

7. Build Capacity in the Infrastruc- ture Sector

4. Improve Telecommunications Building capacity is crucial for improving delivery of Telecommunications can increase the efficiency of the infrastructure development. Local capacity will be economy; facilitate commercial and administrative fostered by providing access to up-to-date technical activities; improve effectiveness of social and emer- skills to our people through vocational education and gency services; and distribute the social, cultural and training, and developing community and private sec- economic benefits of the development process more tor organisations capable of planning, implementing equitably throughout the country. Furthermore, tele- and overseeing infrastructure development. With the communications is also a prerequisite for participa- support of our development partners, we will jointly tion in an increasingly competitive global economy select and manage technical cooperation and promote and for attracting new investment. the provision of technical cooperation by local and re- In 2013 we will be connecting to the O3B Network of gional sources, including South-South cooperation. medium Earth orbit satellite constellation. It is an- Special attention will be paid to build the capacity of ticipated that this will significantly increase the speed our people in the priority areas of water, sanitation and quality of our telecommunication services. and renewable energy. We will commit to strengthening our telecommu- HOW WE WILL MEASURE OUR SUCCESS? nications regulatory framework and develop and implement policies and regulations that will result 1. Percentage of households having access to wa- in improved telecommunications infrastructure and ter is increased services. Changes to our telecommunications regu- 2. All 12 water intakes will be rehabilitated latory framework will be complimented by the most 3. Volume of waste at landfills declined appropriate institutional arrangements to monitor 4. Telephone connection increased telecommunications development and compliance, 5. Cellular subscribers increased carry out regulatory responsibilities, drive policy de- 6. Internet usage increased velopment, and identify areas for capacity building to 7. Number of certified trades professionals in- improve efficiencies in other productive sectors. creased

5. Strengthen our Asset Management 8. Percentage of infrastructure projects imple- mented by local contractor increased We will strengthen the management of our public assets. As a matter of priority we will develop and implement asset management planning frameworks in 2011-2015.

6. Enable Robust Construction As a matter of priority we will review the Build- ing and Standards Act and its associated reg- ulations in 2011-2012 to ensure that these reflect our development aspirations by including standards and compliance to water harvesting, sanitation, energy ef- ficiency, environmental assessments, extreme events benchmarks and climate change adaptation mea- sures. We will strengthen our capacity in Geographical Information Systems 26 and satellite imag- PRIORITY AREA 3: ENERGY OUR KEY OBJECTIVES The Energy Sector in the Cook Islands has been domi- 1. Secure and reliable energy services. nated by the importation and consumption of fossil 2. Enhanced efficiency and affordability of en- fuels, particularly in the diesel-based generation of ergy. electricity and the petroleum powered transport in- 3. Investment in renewable energy development dustries. Included also in the Energy Sector are indus- will be fostered. tries distributing and consuming LPG gas, benzene 4. Energy standards and compliance will be up- and other oils, as well as a small number of players held by a well regulated energy sector. utilising renewable energy sources. Whilst energy security has always been viewed as an HOW WILL WE ACHIEVE OUR OBJECTIVES? essential element for economic growth and sustain- To achieve our objectives we will embark on strategies able livelihoods, the sector has lacked a robust over- that: arching framework to effectively and efficiently coor- dinate collective efforts towards the achievement of 1. Strengthen the Institutional Frame- energy security. Consequently, regulatory oversight work of the Energy Sector of the Energy Sector has been weak with deficiencies in policy development, compliance and management To ensure the implementation of our Cook Island Re- capacity. Though the Cook Islands has had in place a newable Energy Chart (CIREC) we will transform the National Energy Policy since 2007, the problems out- institutional framework of our Energy Sector. The lined above have contributed to inadequacies in im- Renewable Energy Development Division of the Of- plementation of energy security, fuel and gas pricing, fice of the Prime Minister will play the lead role in shipping and transportation and electrification man- coordinating and steering the implementation of the agement responsibility, particularly in the Pa Enua. CIREC. Policy and regulatory frameworks will be strengthened as well as financial management, raising The recent commitment by Government to fulfil 50% awareness, building capacity and increasing partici- of the country’s energy needs from renewable sourc- pation of our communities for the achievement of our es by 2015 (50/15), and 100% by 2020 (100/20) has renewable energy targets. brought a sharp focus on renewable energy to ensure energy security. Additionally, it has also highlighted 2. Utilise only Proven Renewable En- the need to bring together the key stakeholders in the ergy Technologies Energy Sector, with a stronger sectoral approach to planning, coordination, research and development, Recognising the quickly changing landscape of re- implementation and management – a transformation newable energy technologies, we will take a cautious of the sector to achieve the country’s renewable energy approach to ensure that the technologies we employ targets by implementing our Cook Islands Renewable will definitely enable us to achieve our renewable en- Energy Chart (CIREC) and instil a greater degree of ergy targets. We will only adopt and utilise techno- environmental integrity, while placing the country in logically, commercially and environmentally sound a better position to realise its economic and sustain- proven technologies that are relevant to our context able livelihoods goals. such as utility scale wind, small scale embedded wind, utility scale solar photovoltaic and embedded solar photovoltaic. Our efforts in renewable en- OUR GOALS ergy adoption will initially focus on our islands in the North before rolling out utilisation in the ENERGY SECURITY Southern islands. Programmed studies into benefits of renewable energy and the devel- RENEWABLE ENERGY FOR ENERGY SECURITY opment of long term storage options will TO ENHANCE OUR ECONOMIC AND SOCIAL be conducted to inform actions towards DEVELOPMENT AND ENVIRONMENTAL INTEG- the achievement of our 50/15 and RITY 100/20 targets. 27

3. Provide incentives for renewable complemented by awareness and educational pro- grammes including the promotion of energy efficien- energy cy and conservation. We will build upon our current enabling initiatives such as Te Aponga Uira’s net metering policy to en- HOW WILL WE MEASURE OUR SUCCESS? courage private sector and private citizens’ participa- tion in harnessing renewable energy sources. The Te 1. 100% of households with access to electricity Aponga Uira will continue to manage its net meter- 2. National spending as a % of GDP on fossil fu- ing arrangements for Rarotonga, with the potential of els for transportation and electricity reduced expansion to grid connected renewable energy gen- 3. Renewable energy coverage increased by 50% eration where appropriate in the Pa Enua. Business models that are appropriate for changing the energy landscape will be investigated and the most viable op- tions will be implemented. To encourage uptake of renewable energy we will ex- plore other viable and economically sound incentives. We will explore sound incentives with particular em- phasis on low-income earners and the most vulner- able in society. These could be supported by develop- ment partners. Incentives to encourage energy efficiency and conser- vation will also be implemented including those that promote energy efficient vehicles. Energy inefficient vehicles come at significant economic and environ- mental cost and typically have large engines that are challenged at low speeds presenting safety issues on our roads.

4. Upgrade Existing Energy Infra- structure We will continually upgrade our energy infrastruc- ture with maintenance and balanced investment pro- grammes for power systems, including grid networks throughout the country, renewable energy facilities and petroleum farms. This will be pursued in the context of the concerted effort to pursue our re- newable targets while recognising that new de- velopments will need to be integrated alongside ongoing maintenance and upgrades to guaran- tee the delivery of reliable power supply and security.

5. Build our Capacity in the Energy Sec- tor We will build our capacity and de- velop expertise in the produc- tion, installation, operation, and management of technically and economically proven renewable energy sys- 28 tems. This will be PRIORITY AREA 4: SOCIAL DEVELOPMENT 1. Ensure that Parents and Commu- nities have Confidence in our Edu- Economic growth on its own will not deliver continu- ing improvements in the quality of life for Cook Is- cation System and Support Quality landers. Investment is needed in social development Learning and Development for the to promote opportunities for all and ensure social Very Young inclusion. The aim of social investment is to create a ‘virtuous circle’ grounded on family and community Early Childhood Education (ECE) has been one of unity. Our investment in social development will re- the three main foci of the Ministry of Education in sult in a healthier, better educated, employable and recent years and will remain a focus through to 2015. productive population. This in turn contributes to Although enrolment rates nationally suggest a high economic development, environment sustainability uptake of education at this level, disaggregation shows and the continued prosperity of the Cook Islands and pockets of the population where ECE is not being ac- its people. If we live in a healthy physical and social cessed. 2011-2015 will focus on increased access to environment, in a nation with a strong economy, our ECE. The Ministry of Education will seek to address people will enjoy greater opportunities to live well. this through parental education programmes (Te Ka- kaia – parents as leaders in their child’s education), specific media campaigns and individual community OUR GOAL based responses, as well as setting targeted funding for ECE. OPPORTUNITY FOR ALL PEOPLE WHO RE- SIDE IN THE COOK ISLANDS 2. Ensure that Every Child is Liter- ate and Numerate by the End of Year 8 ‘A COOK ISLANDS WHERE ALL PEOPLE WHO RESIDE IN OUR ISLANDS CAN ENJOY OPPORTU- and that Literacy and Numeracy Skills NITIES TO FULFIL THEIR POTENTIAL, PROSPER for Continuing Education are Provid- AND PARTICIPATE IN THE SOCIAL, ECONOMIC, ed POLITICAL AND CULTURAL LIFE OF OUR COM- MUNITIES AND NATION’ Like ECE, national literacy and numeracy results are pleasing, however, disaggregation shows geographi- cal areas of lower achievement which require atten- OUR KEY OBJECTIVES tion. Improving literacy and numeracy remains a fundamental target for 2011-2015. The Ministry of

1. Our people fulfil their potential through eq- Education will enhance its Lead Teacher programme uitable access to quality learning opportunities across as well as continue to develop assessment tools to im- the full spectrum of human endeavour. prove learning to compliment its work on utilising

2. Our people fulfil their potential through ac- best practice models for literacy and numeracy for the cess to quality and affordable health care. Cook Islands. Increased resourcing targeted towards

3. Our people fulfil their potential because they improving literacy in the Maori language will also oc- are empowered and have strong families and commu- cur. nities.

4. Our people fulfil their potential because they Disaggregation has shown areas of low achievement, participate in leisure, recreation and competitive not only geographically, but also by gender. The sports activities. literacy rate for boys is well below that of girls.

5. Cook Islanders share a strong national iden- An increase in literacy requirement for national tity and sense of belonging. qualifications from 2011 will only exacerbate this issue further. Addressing this will be a HOW WILL WE ACHIEVE OUR OBJECTIVES? priority for the Ministry of Education with targeted programmes for boys. To achieve our objectives we will embark on strategies that: Concrete literacy and numeracy skills underpin the ability of 29 learners to access other learn- ing opportunities and qualifications. The Ministry will develop strategies training will continue to ensure that training provid- to ensure that support for literacy and numeracy is ers maintain accreditation standards with recognised available to all learners who require it in order to be institutions. At the same time, we will continue to successful across the full range of qualifications and ensure that our training facilities in-country are ad- programmes offered in-country. equately resourced to meet the learning needs of all learners. A focus in 2011-2015 will be to provide

3. Enable Every Young Person to second chance learning opportunities to increase em- have Access to the Opportunity to ployment potential in a green economy, particularly Develop Knowledge and Skills and to for our ‘at risk’ and ‘in risk’ young people. It is evident Gain Qualifications that they Need to that vocational training has led to improving individ- ual self esteem and responsibility, a reduction in crime Contribute to the Development of the rates and a more cohesive society. Cook Islands

5. Ensure that the Education Sector The Ministry will continue its Inclusive Education is Responsive to the Training Needs of Policy to ensure that children with particular learning the Wider Community through Col- and physical needs are in school, and, where practi- cable, mainstreamed into classrooms. The Ministry laboration and Partnerships with other is cognizant of its role in supporting the economic Agencies development of the country by ensuring that the pro- grammes offered also help to develop enterprise and Collaboration and partnership within the sector and entrepreneurship. with the community is critical for responding to the training needs of the wider community. The Educa- Increasing subject scope to meet the interests of stu- tion Sector will work with key stakeholders to identify dents to provide young Cook Islanders with the skills specific programmes that respond to community and and qualifications needed to contribute to the na- market-based needs, as well as develop partnerships to tional workforce and towards green economic growth maximise utilisation of resources for the provision of will also be a focus. Complimenting these efforts will formal and non-formal learning opportunities. These be programmes such as “Dual Pathways” where stu- include the mainstreaming of key sustainable issues dents can gain credits towards both school based and such as human rights, gender, disaster risk manage- vocational qualifications simultaneously. Alternative ment, climate change, environment management, and Pathways will ensure that the learning needs of all stu- inclusiveness learning programmes. dents are met. A priority for the Education sector will 6. Ensure Optimum Health of our be increased access for students in isolated communi- ties. The use of online learning programmes provides Children and Young People an opportunity to reach isolated students. The pro- Health can have a cumulative effect on life outcomes vision of quality support and information on career – poor child health is linked to poor adult health and opportunities and decision making will be enhanced also to broader poor outcomes including unemploy- in 2011-2015. ment and crime. Therefore ensuring the good health

4. Ensure Equitable Access for of our children and young people, is a priority. We all Learners to Quality Learning will continue to maintain a quality maternal health service and high levels of immunisation for our chil- Programmes dren, while at the same time continue our efforts to ensure low child mortality rates. We will enhance Our approach to education and tertiary our efforts to address issues of teenage pregnancy, vocational training is one of lifelong unprotected sex, alcohol, cigarette and drug use, and learning. We will continue in 2011- unhealthy lifestyles by working in collaboration with 2015 to ensure that the tertiary other agencies and our communities. vocational education and train- ing programmes continue to 7. Provide Quality Health Services meet the priority training for All needs of the country and 30 our learners. Focus Quality health is critical to wellbeing and therefore on in-country we will continue to focus on improving the delivery individuals taking responsibility for their own good of quality health service for all our people. Providing health. equitable access to quality health across our islands remains a challenge. However, there are opportuni-

9. Ensure Gender Equality and Em- ties for telemedicine using information technology power our Women and improved telecommunications and supporting infrastructure. We are also challenged by the lack of Our vision for gender equality and women empow- specialist services in-country. To address this we will erment is based on our national vision where all in- continue to engage with New Zealand to provide spe- dividuals in our society are able to live with dignity, cialist health programmes. The capacity of our people enjoy their human rights, achieve their full potential to deliver health services will also require attention in and contribute to the development and the wellbeing 2011-2015 through continuing professional develop- of society; where women and girls have equal access ment, increased training, and providing employment to and benefits from the development of the coun- opportunities for Cook Islanders in the health sector try; and where women and girls are protected from through the re-opening of the Cook Islands nursing all forms of discrimination and violence. Our ef- school and awarding and retaining employment of forts will focus on developing gender responsive pro- Cook Islands doctors in-country. We will continue grammes and policies; the equitable participation of our Men’s Health and Women’s Health clinics which women and men in decision-making and governance target the specific health issues of men and women. systems; creating an enabling environment for the full Other groups in our community that require special- participation of women in economic and social devel- ised attention will also be targeted including our chil- opment; improving the capacity of men and women dren who may be at risk of becoming NCD patients to contribute to disaster risk management and climate in the future due to changes in lifestyle and the effect change adaptation strategies; improve the capacity of of increase consumption of imported fatty food. We women and men to address health issues; and elimi- will work in partnership with our community service nating violence against women. providers to address the health issues of those with 10. Guarantee that our Children are mental illness, disabilities, our elderly and those re- quiring palliative care services. Safe and Well Cared for; that our Youth are given the Opportunity to

8. A Multi-Sectoral Approach to Grow as Valuable Members of Society; Combat Non-Communicable Diseases our Persons with Disabilities are Val- (NCDs) ued and Included in our Development NCD remain a challenge and if not addressed will cre- and where our Elderly are Acknowl- ate a huge demand for remedial health. NCD have edged for their Contributions to Soci- significant social and economic consequences at all ety and are Looked After levels of society. Between 1999 and 2007, the pro- portion of local residents diagnosed and registered Meeting the needs of our children, youth, persons as hypertensive and/or diabetic increased from 14% with disabilities and elderly requires coordinated in- to 24.8%. Cerebrovascular disease, ischemic heart ter-agency support and a strong partnership between disease and hypertension were the leading causes of government, civil society and communities. Gov- death in 2007. The Cook Islands NCD risk factors ernment will commit to develop and implement ro- Steps Report printed in April 2011 states that 77% of bust policy interventions to address the needs and Cook Islanders are at risk at developing NCD. As a capacities of those groups and legislation that matter of priority we will concentrate on both pri- will protect and ensure their human rights and mary and secondary prevention activities to both pre- wellbeing. Our policy interventions will fo- vent and control the incidences of NCDs. We will pay cus on inclusiveness, valuing the contribu- special attention and focus interventions on NCD risk tions that these groups make to a cohesive factors – tobacco use, unhealthy diet, physical activity society, and to our sustainable develop- and harmful use of alcohol and drugs. We will step ment. Interventions targeting chil- up our efforts to effectively and efficiently implement dren, youth, persons with disabili- the Cook Islands National Strategy and Action Plan to ties, mentally ill, the displaced Prevent and Control NCD including the promotion of in our communities and our 31 elderly will be mainstreamed into the national policy self worth, belonging, pride and achievement. We environment. These interventions will also serve to will promote the preservation of our unique culture, fulfil our regional and international obligations to en- Maori language (and all its dialects) and social heri- sure that our children, youth, persons with disabilities tage through the integration of relevant programmes and elderly are valuable members of our society. into our education curriculum. Our culture and so- cial heritage will be incorporated into our strategies

11. Ensure that we have Strong Fami- for economic and social development and ecological lies and Communities sustainability. Government, the private sector, civil society organisa- tions, communities, families and individuals working HOW WILL WE MEASURE OUR SUCCESS? together will be fundamental in building our strength

1. Enrolment rate for Early Childhood Educa- of character and unity which will result in strong fam- tion is 95% across all islands. ilies and communities. To complement interventions 2. 65% Year 4 Literacy results in Cook Islands focusing on certain groups in our communities, gov- Maori at or above expected levels. ernment is committed to passing the Family Law Bill 3. 60% Year 4 Literacy results in English at or which will ensure the protection of the rights of indi- above expected levels. viduals within a family and strengthening the family 4. 90% NCEA Level 1 Numeracy rate. unit as a whole. Efforts will be made to identify ways 5. 90% NCEA Level 1 Literacy rate. to provide family support to those who need it, such 6. 62% achievement in NCEA Level 1 qualification. as counselling, respite care and outreach, and imple- 7. 70% retention rate from Year 11-12. ment the most appropriate options.

8. Increase by 50% rate of tertiary qualified Cook

12. Our People can Access an Ad- Islanders. equate Range of Different Opportuni- 9. Increase by 50% rate of vocational education and training achievement. ties for Leisure, Recreation and Com- 10. Greater than 90% antenatal care coverage for petitive sports all mothers.

11. Low infant (under 5 years) and maternal mor- Leisure and recreational activities are important for tality rates. development because physical activity provides con- 12. Greater than 90% immunisation coverage. siderable health and other social benefits; and arts, 13. Reduce by 10% incidence rates of NCDs. sports, cultural activities and access to the natural 14. Reduce by 30% rates of teenage pregnancy. environment offer opportunities for inspiration, cre- 15. Reduce by 30% rate of sexually transmitted in- ativity and spiritual renewal. Government will work fections. in collaboration with other key stakeholders and our 16. Maintain nil or low rate of HIV/AIDS and Tu- communities to develop and implement a compre- berculosis (TB) infections. hensive national policy that will promote, encourage 17. Reduce by 50% the number of overweight and support physical activity and recreation in the children Cook Islands. 18. Increase in the % of women in business and

13. Ensure the Promotion and professional occupations.

19. Increase in the % of women in local and na- Preservation of our Unique Cul- tional government. ture, Language and Social Heri- 20. Decline in the rate of domestic violence. tage 21. Decline in the rate of crimes committed against children. Culture, language and heritage have 22. Decline in the rate of crimes committed by value in their own right and contrib- youth offenders. ute to a common sense of nation- 23. Reduction in unemployment rate. hood and national development. 24. Increase by 50% the employment rate for per- Culture can act as a catalyst sons with disabilities. for economic growth, 25. Increase in levels of funding for non-govern- environmental pro- ment and civil society organisations providing social 32 tection, sense of services. PRIORITY AREA 5: RESILIENCE OUR OBJECTIVES The Cook Islands is highly vulnerable to natural and 1. Our people are prepared for disasters and cli- man-made hazards that can lead to disasters. Di- mate change impacts sasters can result in short and long term devastating 2. The impacts of disasters and climate change social, economic and environmental consequences are reduced which can set back the country’s hard won develop- 3. Our people are resilient to all forms of hazards ment progress. We are of course no strangers to this having over the years experienced the impacts of cy- clones. Coupled with this is the ever present threat HOW WILL WE ACHIEVE OUR OBJECTIVES? of the adverse impacts of climate change. As a small To achieve our objectives we will embark on strategies island nation, climate change has the potential to sig- that: nificantly undermine our future as Cook Islanders living fulfilling lives in our islands and even the very 1. Ensure Strong Governance Ar- survival of our islands. Furthermore, it is now recog- rangements for DRM and CCA nised that development processes themselves can lead to the creation of new hazards if these processes are Our strategies are to strengthen and integrate gov- not ‘risk-proofed’. In addition, there is the ever-pres-ernance arrangements for DRM and CCA through ent threat of technological and health disasters such strengthening and consolidating policies, plans and as oil spills, aircraft accidents, pandemics etc. There-institutions; establishing sustainable financing mech- fore, for the Cook Islands, disaster risk reduction and anisms; strengthening capacity of government agen- management and climate change are development cies, island councils and civil society organisations; issues which cannot be viewed independently of the and strengthening DRM and CCA planning at the economic, social, environmental and cultural compo- local level. Moreover, our strategy will seek to main- nents of development. stream DRM and CCA into national and sectoral planning, policies, legislation and budgeting as well as Our approach therefore, combines a high state of pre- into development planning regulations. paredness from our emergency services to respond to 2. Ensure that High Quality Risk In- disasters (disaster management) with an on-going in- vestment in activities that reduce the risk and vulner- formation is Available to Inform Plan- ability of our economy and our communities (disaster ning and Implementation risk reduction) by learning to adapt to the changing For risk reduction and adaptation to be effective we climate and building our resilience to natural and have to have strong and reliable risk information and man-made hazards. This approach seeks to integrate monitoring systems in place. Our strategy therefore Climate Change Adaptation (CCA) with Disaster Risk is to monitor and assess the risks and vulnerabilities Management (DRM) so as to maximise synergies and linked to natural and man-made hazards, includ- avoid overlaps. ing those associated with climate change. This will include the strengthening of spatial mapping tech- To achieve this we will implement an ‘all hazards’, nologies and risk exposure databases, modelling of ‘whole of government’, ‘no regrets’ approach with key sea-surge and areas susceptible to inundation, moni- agencies coordinating closely with relevant stakehold- toring of water quality, and so forth. In addition, ers and our communities. the focus will also be on learning from our com- munities through the documentation and use of OUR GOAL traditional knowledge and through conducting participatory vulnerability assessments for all A RESILIENT AND SUSTAINABLE COOK IS- inhabited islands. In consulting and plan- LANDS ning with our communities, we will be alert to the special needs of women, persons ‘A COOK ISLANDS WHERE OUR PEOPLE ARE RE- with disabilities and other vulnerable SILIENT TO DISASTERS AND CLIMATE CHANGE groups in our society. TO ACHIEVE SUSTAINABLE LIVELIHOODS’ 33

3. Enhance Effective Preparedness, will be implemented in 2011-2015 across the thematic priority areas of the NSDP are geared to building our Response and Recovery resilience to a variety of hazards and external risks. With the dramatic increase in our risk profile as a re- Should potential risks arise where we do not have ad- sult of climate change (stronger and more frequent equate policies to minimise damage, we must ensure cyclones, more and worse droughts, sea level rise, etc) our systems are in place to effectively respond. It is it is imperative that we maintain and strengthen our critical that we have collaboration across government, systems for preparedness, emergency response and re- and work in partnership with the private sector and covery so as to minimise the impact of hazards on the communities. social and economic well-being of our communities. This will involve ensuring high levels of community HOW WILL WE MEASURE OUR SUCCESS? awareness and preparedness at all times. Emergency management agencies, including health and welfare, 1. Historical comparison of recovery cost for will also need to maintain a high level of prepared- various categories of cyclones decreased ness which will require on-going training, inter-agen- 2. Historical comparison of lives lost for compa- cy planning and holding operational drills. The Cook rable hazards Islands Red Cross is an important partner in this re- 3. Number of actions contained in the National gard and coordination with government will need to Action Plan for DRM and CCA implemented/com- be improved. The installation of effective early warn- pleted ing systems and a system of emergency shelters also 4. Percentage of Government Budget allocated form part of our strategy. to Disaster Risk Reduction and CCA

4. Building Resilience through Effec- tive Disaster Risk Reduction and CCA A key strategy in our response to the threats posed by natural and man-made hazards to our society and economy is to invest in Disaster Risk Reduction mea- sures across all sectors. This will involve the strength- ening of infrastructure and the safeguarding of essen- tial services, as well as the strengthening of economic development and livelihood systems in key sectors such as agriculture (food security), health, fisheries, biodiversity conservation and tourism. With regard to infrastructure, we will need to climate-proof our harbours and airports, promote integrated coastal management (ICM), strengthen long-term water se- curity for all islands, and address the risks associated with energy transportation and supply. Ecosys- tem based adaptation with natural solutions will be emphasised in our response to climate vari- ability and change. Our policy move towards replacement of fossil fuels with renewable energy sources is expected to greatly assist with reducing our energy risks, both eco- nomically and physically. We must continue to anticipate other forms of hazards and ex- ternal risks that will impact on our development and the livelihoods of our 34 people. Many of the policies that PRIORITY AREA 6: ECOLOGICAL SUSTAINABILITY HOW WILL WE ACHIEVE OUR OB- Our process of development is very much ingrained JECTIVES? in the principle of ecological sustainability which rec- To achieve our objectives we will embark on strategies ognises firstly that the maintenance of healthy ecosys- that: tems and natural resources, are preconditions for hu- man wellbeing, and secondly, that there are limits to 1. Improve the Management and the goods and services which they can provide. Our Quality of our Water Resources approach acknowledges that human beings and our culture are part of nature and not separate from it. through an Integrated Approach Furthermore, we recognise that the environment we Our approach to improving the management and live in is changing due to human interference and cli- quality of our water resources is to promote the prin- mate change, and that we need to ensure that develop- ciple of integration where ‘water is everybody’s busi- ment options and our responses for safeguarding our ness’ where all key stakeholders are involved in de- ecosystems contribute to maximising our adaptive cision making processes, and where consideration is capacity and minimises our green house gas emis- given to the various conflicting users and allocations sions. For the Cook Islands, sustainable development of water resources in the context of climate and envi- implies the selection and implementation of devel- ronmental changes affecting rainfall and water quality opment options which allows for the achievement of and demand. Our interventions will include devel- appropriate and justifiable social and economic goals oping a robust national policy and plan for the man- without compromising the natural system on which it agement of water resources embracing catchment, is based. supply and demand management; providing the nec- essary legislative and regulatory framework; improv- OUR GOAL ing the institutional and administrative structures also involving information sharing; building our ca- ENVIROMENT FOR LIVING pacities and capabilities for integrated water resource management, including education and awareness to ‘A COOK ISLANDS WHERE WE SUSTAIN OUR change behaviours and increasing the frequency of ECOSYSTEMS AND USE OUR NATURAL RE- water sampling to monitor water quality. Other key SOURCES EFFICIENTLY’ initiatives which will be progressed include the moni- toring of stream and lagoon water quality as well as improving our data collection and analysis related to OUR KEY OBJECTIVES water resource management. Our initiatives will en- sure that our approach to water resource management

1. The use of all our natural resources are man- is integrated where all use of water is connected from aged well to ensure their sustainability. the time it falls from the sky till it reaches the sea.

2. Our scarce and degraded natural resources are effectively monitored and restored. 2. Improve Water Quality through

3. The pollution of air, water and land resources better Sanitation Measures is managed so that impacts are minimised and com- munity and ecosystem health is not adversely affected. Our inadequate sanitation measures in the past have

4. Irreversible loss and degradation of biodiver- incurred a significant negative impact on the quality sity (marine, terrestrial, aquatic ecosystems) is avoid- of our lagoons and our marine life, particularly in ed. Rarotonga. As our livelihoods and our economy

5. Our actions to protect and manage our eco- are very much reliant on the condition of our la- systems and natural resources will include CCA and goons and marine life, we must safeguard these emissions reduction measures. resources. We will work to rectify the short-

6. Taking care of our natural environment is ‘ev- comings of the past and implement initia- erybody’s business’. tives that will improve our sanitation through strengthening our regulations and compliance; upgrading poor sanitation systems and install- 35 ing more efficient domestic and commercial systems; improving our sanitation and waste water treatment and research of our marine resources. systems; changing our farming practices; and improv- ing the coordination of efforts across government and

5. Develop and Implement Interven- our communities. Significant human resource capac- tions to Ensure that Land Use is Sus- ity will be built to enable this to happen. tainable

3. Implement Waste Minimisation Sustainable land use recognises the inter-linkages Programmes and Provide appropriate between land and our actions on land as part of the Facilities and Incentives to Support whole process of managing our national resources ef- fectively. Land use will not be addressed in isolation, these with the Purpose of Achieving but rather through the coordination between key sec- Zero Waste tors and stakeholders, particularly land-owning fami- lies and alignment to the efforts that we will pursue in Solid waste management is a critical issue which we managing our use of other natural resources. Our key will continue to address in 2011-2015. As a starting strategies to ensure that land use is sustainable include point, we will establish the necessary institutional ar- establishing and implementing policies and legislation rangements to better manage our solid waste, includ- that supports sustainable land use practices including ing the privatisation of services. We will also develop the use of appropriate tools such as environmental and implement the appropriate policy, legislative and impact assessments. Additionally, we will explore the regulatory environment to ensure that all waste in- potential to create a portal to ensure the exchange of cluding hazardous and e-waste is minimised and bet- environment related data and information to inform ter managed, while exploring the costs and benefits our state of the environment and decision making. of other options of waste disposal with the purpose of achieving zero waste. Additionally, we will step up 6. Protect our Biodiversity and Eco- our efforts in education and awareness, and provide systems incentives to encourage recycling. We will strengthen public private community partnerships in waste man- In 2011-2015 we will intensify our efforts to protect agement. our biodiversity and ecosystems. We will identify key biodiversity areas for conservation and extend

4. Implement an Ecosystem Approach the number and area of protected areas including the to the Management of Marine Re- establishment of a significant component of our ex- sources clusive economic zone as a marine park. Addition- ally, we will legislate for the protection of endangered Our view of our marine resources is that we hope to flora and fauna species, while stepping up our efforts accommodate competing interests for the resources to actively control invasive species. As in other areas while sustaining productive, resilient, healthy marine impacting on our natural resources, we will establish ecosystems. We anticipate that this will allow us to a more integrated biodiversity management system to address the long term consequences of today’s deci- ensure collaboration across sectors and with our com- sions by thinking of the various resources and inter- munities. Furthermore, we will incorporate in the ap- related parts of systems rather than as individual propriate policy and regulatory frameworks, access to components to separately manage. Therefore, genetic resources, its associated traditional knowledge our approach to ecosystem management of ma- to provide for the equitable sharing of benefits arising rine resources is aligned with our strategies from the use of genetic resources. to utilise our marine resources sustainably for economic development and provide HOW WILL WE MEASURE OUR SUCCESS? for the protection of our biodiversity and ecosystems. We will develop and 1. Water demand and use per capita is reduced. implement integrated management 2. Increased and improved water storage. plans for utilising our marine re- 3. Catch from offshore fisheries per effort is sources in consultation and maintained at an ecologically sustainable level. collaboration with our com- 4. Percentage of organic agricultural production munities. Additionally, is increased. we will strengthen 36

5. Loss of soil through erosion is reduced. our monitoring 6. Percentage of land covered by forest increased.

7. Percentage of population with sanitation sys- PRIORITY AREA 7: GOVERNANCE tems upgraded to approved standards of sanitation increased. Good governance is an essential element of sustain-

8. Stream, lagoon water and in-land water intake able development. Good governance is based on the quality improved to within approved thresholds. principles of participation in decision making built

9. Importation of ozone depleting substances on freedom of association and speech; consensus ori- and persistent organic pollutants declined. entation; strategic vision with the understanding of

10. Tonnage of waste going to landfill declined. historical, cultural and social complexities; respon-

11. Tonnage of recycled materials increased. siveness in serving all stakeholders; effectiveness and

12. Percentage of total land areas under protected efficiency where results meet our people’s needs while status increased. making best use of resources; accountability to our

13. Area of protected lagoons and seas increased. stakeholders; transparency through the free flow of

14. Numbers of endangered species, animals and information; equity; and the rule of law. The Cook plants as a percentage of described species decreased. Islands will make every effort to strengthen the role of parliament, improve electoral systems and processes, promote effective partnerships, intensify the manage- ment of public finance and embrace public service philosophy that is responsive, collaborative and client focused. OUR GOAL GOOD GOVERNANCE ‘A COOK ISLANDS THAT THRIVES ON GOOD GOVERNANCE PRINCIPLES’ OUR OBJECTIVES

1. The general public has confidence in the sys- tems of government.

2. A machinery of government focused on cal- culated strategic direction, progressive partnerships and service satisfaction.

3. Increasing the value of existing taxpayer dol- lars through systems that deliver effective develop- ment outcomes.

4. A general public that is continuously informed of the return on investment for their taxpayer dollar and as a result actively contributes to development decisions and actions.

5. Regional and international relations con- tribute effectively to Cook Islands sustainable de- velopment. HOW WILL WE ACHIEVE OUR OBJECTIVES? To achieve our objectives we will em- bark on strategies that: 37

1. Strengthen the Role of Parliament 4. Promote Partnerships with Civil to hold Managers to Account for Per- Society and the Private Sector formance The NSDP is a national document formulated through The Standing Orders for the Parliament of the Cook consultations with our traditional leaders, the private Islands set out the scope and procedures for budget sector, civil society and communities. Therefore it and financial scrutiny by Parliament where a body is only fair that these key stakeholders are also in- would scrutinise financial information in detail. In cluded in the decision making processes required to practice this does not happen. Similarly, while the implement the NSDP. To this end, the government Audit Office submits audit reports (including special will ensure that there is representation from these key reports on performance) to Parliament, these have not sectors in the institutional arrangements required to been examined (with the exception of recent fuel farm implement the NSDP. Government will broaden the purchase) to any great extent. Under Rule 316(2) (c) composition of the National Sustainable Develop- of the Parliament Standing Orders, the Financial and ment Commission (NSDC), the body charged with Expenditure Select Committee should provide this ensuring the implementation of the NSDP, to include oversight. Currently the lack of Parliamentary over- representatives from the private sector, civil society sight potentially reduces the effectiveness and cred- and communities. Additionally, all Cabinet appoint- itability of external scrutiny and risks affecting the ed committees will include representatives from our quality of transparency and public accountability. We key stakeholders with particular attention paid to the will strengthen this oversight by activating the Finan- representation of women and youth. cial and Expenditure Select Committee in 2012/2013 5. Strengthen Information and Data as identified in the Public Financial Management Roadmap. Collection, Analysis and Management for Informed Decision Making

2. Strengthen Electoral Systems and Processes Reliable information and data are critical to inform decision making and also for measuring progress. Our MDG Goal 9 talks of implementing electoral re- Currently our information and data collection, analy- form. We will revisit the recommendations of previ- sis and management systems are deficient. In 2011- ous reports on electoral reforms and identify appro- 2015 we will improve our data and information col- priate measures to undertake in 2011-2015. lection, analysis and management by developing and implementing a sound framework for statistics.

3. Ensure that Government Service Delivery is Efficient and Effective The use of information technology provides us with many opportunities to improve governance by auto- Government has embarked on a functional review mating processes, sharing information, making infor- to realign its functions to better reflect our legislative mation accessible and reaching those who are difficult mandates and development aspirations. From 2012 to reach. We will strengthen E-Government to better onwards, we will commence the implementation of deliver public services. the whole of government review, including gover- nance improvements in the Pa Enua. 6. Ensure Access to Information Leadership tools including the Public Service Government will ensure that the public is better in- Manual, Performance Management and formed on its policies and activities, as well as im- Human Resource Framework will also be proving participation in government decision making strengthened to embed good governance processes. This will ensure that government and the and public service values. As part of public sector are accountable and transparent in the improving service delivery, we will spirit of the Official Information Act (OIA) and pro- better coordinate and strengthen vide accurate, accessible and relevant information in a planning, budgeting, monitor- timely and efficient manner. ing and evaluation. 7. Improve Accountability and Trans- parency of Public Financial Manage- 38 ment Transparent reporting to the general public on gov- our relationships with our traditional development ernment’s undertakings is critical to demonstrate how partners and organisations while seeking to establish taxpayer dollars are being managed to achieve associ- beneficial diplomatic relationships with other coun- ated development outcomes. tries. We will work towards full United Nations mem- bership, targeting in the shorter term full member- In 2011, the government undertook a Public Expendi- ship of the Commonwealth and establishing overseas ture and Financial Accountability Assessment (PEFA) representation where it is in the Cook Islands best in- that provides a rating of how transparent and account- terest. We will continue to fulfil our regional and in- able the government’s public financial systems are. It ternational commitments and assume new rights and was determined that the systems are reasonably sound obligations when which will support the Cook Islands however, various facets, including the timeliness of fi- national development outcomes. nancial reporting, weak public debate on financial re- ports and budgets, and the absence of sector plans are major impediments to public engagement in decision HOW WILL WE MEASURE OUR SUCCESS? making and thus accountability. 1. A functional review implementation frame- work which enhances service delivery is executed. From the PEFA government has developed a Public 2. Implement leadership and development pro- Financial Management Roadmap. The Roadmap is grammes that reinforce strategic directions and fos- a plan that seeks to improve such systems over the ters innovation and service excellence across the Pub- planning period with the overall aim that by 2015, the lic Service. Cook Islands increases the return on each dollar col- 3. As the “Employer of Choice”, strategies that lected from taxpayers and development partners to- enhance the recruitment and retention of a compe- wards achieving development results in areas identi- tent workforce will be implemented. fied as priorities; the general public is better engaged 4. PFM Roadmap fully implemented and PEFA in the annual budget process and debate; and devel- assessment in 2015 demonstrates planned improve- opment partners are confident in the soundness of ments in PFM systems in accordance with the Road- the public financial management systems that enable map goal scores. the receipt of official development assistance through 5. Personnel to GDP reduced and maintained general budget support modalities. within 40% over the planning period.

6. Majority of the general public are informed The roadmap intends to facilitate actions focused on and aware of the performance of Government through improved measures of accountability across govern- public opinion polls, with actions facilitating this be- ment; a reduction in systemic vulnerabilities to cor- ing ruption; better transparency and more regular provi- a. The introduction of an annual Parliament cal- sion of key fiscal information to the general public; endar by 2012 greater involvement of the legislature in scrutinising b. Reinstating Parliamentary Select Committees public finances; improved control in budget execu- responsible for scrutinising performance of the public tion; and improved financial management capacity service including the Public Finance and Expenditure across government. Our success will be measured by Select Committee PEFA 2015. c. Introducing one point of access for informa-

8. Establish and Strengthen External tion relating to all aspects of Government opera- tions. Relations that will Benefit the Cook 7. Adoption of a National Foreign Policy. Islands Our relationships within the Pacific region and in- ternationally are very important for the achievement of our sustainable development goals and objectives. We will continue to implement a foreign policy that adopts a proactive approach to strengthening the Cook Islands in its dealings with the wider world and increases its ability to make external economic, trade, 39 security and other arrangements that support its de- velopment objectives. To this end, we will reinforce PRIORITY AREA 8: LAW AND ORDER 1. Ensure that our Legislative and The rule of law and maintenance of order compliment Regulatory Frameworks Reflect our good governance as necessary foundations to achieve Sustainable Development Goals and sustainable development. Deficiencies in the rule of Objectives law have devastating consequences on the confidence of economic actors. This in turn slows economic Our sustainable development goals and objectives re- growth and consequently deprives the government quire the strengthening of legislative and regulatory of the resources to invest in education, safety nets frameworks, either through amendments or the de- and sound environment management, all of which velopment of new legislation and regulations. This are critical for sustainable development. Likewise, will be the Crown Law Office’s focus in 2011-2015. the maintenance of order through effective border Additionally, we will strengthen the Law Reform management and quality policing services provided Commission to oversee our legislative and regulatory to local communities are fundamental for sustainable initiatives including public consultations on new leg- communities that are safe, secure and stable. There- islation or legislative reviews. fore our approach to establishing law and order will Furthermore, we will ensure that our laws are acces- be closely aligned to that of our other priority areas sible to the general public and that our people un- where we will ensure that activities towards law and derstand their rights as articulated by our legislative order will be based on the impact of these activities on frameworks. the wider social, economic and environmental factors and how these interact to achieve sustainable devel- 2. Ensure Quality Enforcement of our opment. Laws OUR GOAL We will build our capacity to enforce our laws. In 2011-2015 we will develop the relevant tools and pro- A SAFE, SECURE, JUST AND STABLE SOCIETY cesses to ensure compliance and enforcement of our legislation. ‘A COOK ISLANDS WHERE THE RULE OF LAW

3. Improve Access to Justice ENSURES SAFE, SECURE, JUST, STABLE AND SUS- TAINABLE COMMUNITIES’ Improving access to Justice requires continual efforts in ensuring increasing efficiency and effectiveness of OUR OBJECTIVES the civil, administrative, family justice and criminal justice systems. We will work towards an accessible

1. Clear, coherent and relevant laws; fair, acces- justice system that provides support where it is need- sible and efficient courts and institutions for the ad- ed. This includes programmes on increasing aware- ministration of justice ness of legal rights and services available, provision of

2. Free access to our Cook Islands Laws legal advice to the public, and expanding the scope of

3. Quality policing services for communities and Legal Aid to include civil matters. visitors

4. Control of our borders is efficient and effective 4. Improve our Land Management and

5. Quality enforcement of our laws Land Information Systems Improving our land management and land informa- tion systems has been identified as a priority. This will HOW WILL WE ACHIEVE require collaboration between agencies to ensure that OUR OBJECTIVES? land information is as accurate as possible and that its accessibility is well managed. To achieve our objectives we will embark on strategies that: 5. Reducing Reoffending through Of- fender Rehabilitation We will work in collaboration with other agencies and 40 stakeholders to develop rehabilitation programmes such as training and skill building to ensure that of- fenders get a second chance at being productive members of society. As identified under our prior- ity for social development, particular attention will be paid to our young offenders. We will ensure that our prison system and facilities comply with international standards and best practice.

6. Ensure that our Communities and Visitors are Safe, Secure and Stable through the provision of Quality Polic- ing In 2011-2015 we will continually work to ensure that policing services reflect the needs and expectations of individuals and communities so that public confi- dence is improved, satisfaction with services increas- es, and public involvement with policing is enhanced. Our efforts will focus on crime and crash prevention; intelligence led policing; increased police presence in communities; and working with communities and other key stakeholders to reduce crime. Furthermore, we will continue to implement intelli- gence led processes and reports to assist law enforce- ment agencies in combating money laundering, ter- rorism, financing and other serious crimes.

7. Ensure our Border Security We will work collaboratively as a sector to ensure the security of the Cook Islands is not compromised. We will build our capacity to work together and harmon- ised our processes to implement a sector approach to border security for cross-over border movement of both goods and persons. As part of this, we will es- tablish a computerised system that links across vari- ous agencies concerned with border management. Furthermore, we will enhance our maritime policing efforts in partnership with our regional and interna- tional partners. HOW WILL WE MEASURE OUR SUCCESS?

1. Percentage of community that ‘feel safe both at home and public places’ increased

2. Percentage of community ‘satisfied with the level of police visibility in public areas’ increased

3. Reporting of family violence increased

4. Crime rate decreased

5. Number of motor vehicle accidents decreased

6. An effective, automated border management system meeting the needs of relevant agencies, espe- cially both customs and immigration, is established and supported by modern legislation 41 MONITORING AND EVALUATING OUR PROGRESS Monitoring and evaluating our progress will be informed by the targets and indicators below. These will be monitored on an annual basis where possible, appropriate and given information availability. GOAL TARGET/INDICATOR GOAL 1: A VIBRANT COOK ISLANDS ECONOMY A Cook Islands where all our people can build business and enterprise to contribute to national Real GDP growth averages 2.5% per annum economic growth while respecting our environment and culture Private Sector employment growth averages 2.5% per annum Growth in total visitor number over 120,000 Growth in contribution to the economy as a % of GDP from our tourism industry Growth in contribution to the economy as a % of GDP from our marine resources Growth in contribution to the economy as a % of GDP from our agricultural production Growth in contribution to the economy as a % from our offshore financial services industry Government tax revenue to GDP maintained within 25% over the medium term Personnel to total revenue is reduced and maintained within 40% over the medium term A National Trade Policy will be adopted and trade agreements entered into where they offer opportunities and benefits to the Cook Islands 42 GOAL TARGET/INDICATOR GOAL 2: INFRASTRUCURE FOR ECONOMIC GROWTH, SUSTAINABLE LIVELIHOODS AND RESILIENCE Our investment in infrastructure will maximise % of households having access to water is economic return, improve livelihoods and build increased in the medium term resilience All 12 water intakes are rehabilitated in the medium term Volume of waste at landfills declined annually Telephone connections increased in the medium term Cellular subscribers increased Internet usage increased Number of certified trade professionals increased % of infrastructure projects implemented by local contractor increased GOAL TARGET/INDICATOR GOAL 3: ENERGY SECURITY Renewable energy for energy security to enhance our economic and social development and % of households with access to electricity increased environmental integrity National spend as % of GDP on fossil fuels for transportation and electricity declined Renewable energy coverage increased by 50% 43 GOAL TARGET/INDICATOR GOAL 4: OPPORTUNITY FOR ALL PEOPLE WHO RESIDE IN THE COOK ISLANDS A Cook Islands where all people who reside in our islands can enjoy opportunities to fulfil their Enrolment rate for Early Childhood Education is potential, prosper and participate in the social, 95% across all islands economic, political and cultural life of our communities and nation 65% Year 4 Literacy results in Cook Islands Maori at or above expected levels 60% Year 4 Literacy results in English at or above expected levels 90% NCEA Level 1 Numeracy rate 90% NCEA Level 1 Literacy rate 62% achievement in NCEA Level 1 qualification 70% retention rate from Year 11-12 Increase by 50% rate of tertiary qualified Cook Islanders Increase by 50% rate of vocational education and training achievement Greater than 90% antenatal coverage for all mothers Low infant (under 5 years) and maternal mortality rates Greater than 90% immunisation coverage Reduce by 10% incidence rate of Non Communicable Diseases Reduce by 30% rates of teenage pregnancy Reduce by 30% rate of sexually transmitted infections Maintain nil or low rate of HIV/AIDS and TB infections Reduce by 50% the number of overweight children Increase the % of women in business and professional occupations Increase the % of women in local and national government 44 Decline in the rate of domestic violence Decline in the rate of crimes committed against GOAL TARGET/INDICATOR Increase the % of women in local and national government Decline in the rate of domestic violence Decline in the rate of crimes committed against children Decline in the rate of crimes committed by youth offenders Reduce the unemployment rate Increase by 50% employment rate for persons with disabilities Levels of funding for NGOs and CSOs providing social services increased GOAL TARGET/INDICATOR GOAL 5: RESILIENT AND SUSTAINABLE COMMUNITIES A Cook Islands where our people are resilient to Historical comparison of recovery cost for various disasters and climate change to achieve categories of cyclones decreased sustainable livelihoods Historical comparison of lives lost for comparable hazards Number of actions contained in the National Action Plan for DRM and CCA implemented/completed % of Government Budget allocated to Disaster Risk Reduction and CCCA GOAL TARGET/INDICATOR GOAL 6: ENVIRONMENT FOR LIVING A Cook Islands where we sustain our ecosystems Water demand and use per capita reduced and use our natural resources efficiently Increased and improved water storage per litre Catch from offshore fisheries per effort at an economically sustainable level % of organic agricultural production increased Loss of soil through soil erosion reduced % of land covered in forest maintained/increased % of population sanitation systems upgraded to approved standards of sanitation increased 45 Stream, lagoon water and inland water intake quality GOAL TARGET/INDICATOR % of population sanitation systems upgraded to approved standards of sanitation increased Stream, lagoon water and inland water intake quality improved to within approved thresholds Importation of ozone depleting substances and persistent organic pollutants declined Tonnage of waste going to landfill reduced Tonnage of recycled materials increased % of total land areas under protected status increased Area of protected lagoons and seas increased Number of endangered species, animals and plants as a % of described species decreased GOAL TARGET/INDICATOR GOAL 7: GOOD GOVERNANCE A Cook Islands that thrives on good governance A functional review implementation framework principles development which enhances service delivery is executed Implement leadership and development programmes that reinforce strategic directions and foster innovation and service excellence across the Public Service As the “Employer of Choice”, strategies that enhance the recruitment and retention of a competent workforce will be implemented PFM Roadmap fully implemented and PEFA assessment in 2015 demonstrates planned improvements in PFM systems in accordance with the Roadmaps goal scores Personnel to GDP reduced and maintained within 40% over the planning period Majority of the general public informed and aware of the performance of Government through public opinion polls, with actions facilitating this being: · The introduction of an annual Parliament calendar · Reinstating Parliamentary Select Committees responsible for scrutinising performance of the public service including the Public Finance and Expenditure Select Committee · Introducing one point of access for information relating to all aspects of 46 Government operations Adoption of a National Foreign Policy GOAL TARGET/INDICATOR · Introducing one point of access for information relating to all aspects of Government operations Adoption of a National Foreign Policy GOAL TARGET/INDICATOR GOAL 8: A SAFE, SECURE, JUST AND STABLE SOCIETY A Cook Islands where the rule of law ensures safe, % of community that ‘feel safe both at home and secure, just, stable and sustainable communities public places’ increased % of community ‘satisfied with the level of police visibility in public places’ increased Reporting of family violence increased Crime rate declined Rate of reoffending declined Number of motor vehicle accidents declined An effective, automated border management system meeting the needs of relevant agencies, especially both customs and immigration, is established, supported by modern legislation 47 48 DELIVERING THE PLAN The following matrix summarises the key strategies for achieving our NSDP goals and objectives. Its implementation is based on the current structure of Govern- ment. Implementing and supporting agencies may change depending on the outcomes of the Public Service Functional Review. PRIORITY AREA 1: ECONOMIC DEVELOPMENT GOAL: A VIBRANT COOK ISLANDS ECONOMY A Cook Islands where ingenuity and connection to our culture and environment underpin the ability of our people to build business and enterprise for national economic growth OBJECTIVES

1. An energised and growing green economy through supporting our key economic drivers and encouraging environmental innovation in potential areas of growth.

2. Enterprise is enabled by establishing an environment conducive for existing businesses to confidently grow and for new businesses to start, grow and thrive in our communities.

3. Our Cook Islands cultural and environmental values are integral to business decision making and practice. STRATEGY ACTION LEAD AGENCY SUPPORTING AGENCIES C Underwrite key airline routes to Los Angeles I Ensure our Tourism Destination Excellence and Sydney T C C Explore other options for connecting the Cook I Islands with key markets T Improve promotion and marketing in key markets to ensure growth in market share, CITC CITC Board, Industry members yield and dispersal to the Pa Enua Implement the Destination Development MMR, MOA, MOC, MOIP, Island Strategy that underpins our green image and CITC Councils, NES, BTIB, CIIC, NHRD, makes tourism ‘everybody’s business USP Develop an alternative port for cruise ships in MOIP CITC, Aronga Mana Rarotonga Provide places for our people to showcase their creativity, innovation and CIIC, BTIB BTIB, CITC, MOA, MOC entrepreneurship while adding to the distinctive character of the Cook Islands Promote our cultural and sports events MOC, Sports Federation, CISNOC, CITC targeting cultural and sports clientele BTIB Promote our educational and cultural facilities MOE, NHRD, CITC, and services to target those willing to learn in MOC the Cook Islands Establish green standards for our tourism NES, Tourism Industry, Chamber of CITC accreditation programme Commerce Ensure integration of tourism and CITC CIIC, MOIP infrastructure development Expand income earning opportunities from Unlock our potential from our Marine sustainably managed offshore fisheries MMR Resources through capacity building, infrastructure and market development Improve productivity, marketing and environmental management of our pearl MMR Island Councils, Pearl farmers industry CIPA Increase the provision of technical and scientific assistance to improve income MMR Island Council, Fishing Associations generating opportunities for the private sector particularly in the Pa Enua Ensure sustainable fishing and conservation practices through subsistence practices and MMR NES, Aronga Mana, Island Council long term food security Protect and conserve our natural marine biodiversity, its affiliated customary practices MMR, NES, MOC Aronga Mana, Island Council and knowledge Explore potential sustainable commercialisation of marine resources, such MMR, BTIB as, marine eco-tourism and other innovative marine business enterprises Utilise our non-living marine resources (such as manganese nodules) wisely for sustainable economic development, maximise the long Seabed Mining NES, MFAI, CLO, OPM-CPPO, term benefits from money generated, while Authority, MFEM, BTIB maintaining the impact to the environment caused by extraction MMR 49 Revitalise our agriculture especially in the Growers Associations, BTIB, NES, Unlock our potential from our agricultural southern Pa Enua for import substitution, food NHRD, MOE, MOH, Island Council, MOA MMR Revitalise our agriculture especially in the Growers Associations, BTIB, NES, Unlock our potential from our agricultural southern Pa Enua for import substitution, food NHRD, MOE, MOH, Island Council, 50 MOA production security, income generation, and consumption Chamber of Commerce, Farmers, of healthy food Private Sector NHRD, CITC, NES, MOE, Island Build partnerships in the agriculture sector to MOA, Growers Councils, BTIB, Chamber of support revitalisation of agriculture Associations Commerce, Farmers Promote biological and organic production to MOA, Growers NES, Farmers, Island Councils support green growth Associations Encourage research and vocational training in MOA, NHRD, MOE ‘green agriculture Identify and exploit regional and international Identify and exploit trade opportunities trade opportunities, including the negotiation MFAI of agreements Continue regular consultation between government and relevant stakeholders Upgrade legislation to improve existing Build our Financial Services FSDA, FSC CLO, Financial Services Industry, FIU services and create new products and services Enhance marketing and targeted advertising to increase exposure, raise profile and attract new clients Increase presence in the international marketplace to promote industry, demonstrate commitment and eliminate negative perception of our jurisdiction Create the enabling environment for cultural Ensure that Cultural and Creative and creative industries to start, thrive and OPM, BTIB, CITC, Chamber of Industries are a key force in job and wealth MOC, BTIB grow through the necessary policy and Commerce, Artists creation and nation building legislative frameworks Develop a culture of creativity and enterprise MOE, USP, NHRD, Culture and Creative Industries Council through our education system MOC, BTIB Develop and strengthen Cultural and Creative Culture and Creative Industries MOC partnerships Council, CITC, BTIB Provide recognition of our people’s creativity MOC Culture and Creative Industries Council Increase exposure of our creativity and CITC, Culture and Creative Industries cultural strengthen with special emphasis on MOC Council Maori language Improve research and development in cultural MOC MOE, USP, NHRD, BTIB and creative products Maintain prudent macroeconomic stance Cabinet Ministers, Parliament, Line Sustain macro-economic stability guided by principles of fiscal responsibility as MFEM Ministries per MFEM Act 1996-97 Promote investments that will support MFEM, OPM, PSC Line Ministries, Chamber of Commerce economic growth Limit diversion of resources away from the MFEM private sector through tax policy Control size of the public sector within PSC responsibility ratio Maintain affordability and national debt MFEM within sustainable level Review and reform the policy and regulatory frameworks related to business including Ensure proactive economic development labour relations, foreign investment, CLO, Relevant Line Ministries, BTIB policies intellectual property, competition, trade, etc to Chamber of Commerce, Private Sector reflect international best practices and standards Streamline and simplify licensing BTIB CLO Maintain balance between foreign investment and appropriate protection for domestic BTIB players Provide business support to small-scale entrepreneurs and micro-enterprises including access to financial resources and services, BTIB NHRD, MOE, Chamber of Commerce capacity development in business management, vocational training and bridging skills gap Re-engineer Government’s role in the economy by outsourcing functions and PSC entering into PPPs Establish the necessary regulatory and legislative frameworks to protect the rights of MOIA Workers unions employees and employers in the workplace Introduce incentives to businesses to minimise environmental impacts while penalising those MFEM, Chamber of Commerce, BTIB, NES 51 businesses that pollute and degrade the Private Sector environment PRIORITY AREA 2: INFRASTRUCTURE 52 GOAL: INFRASTRUCTURE FOR ECONOMIC GROWTH, SUSTAINABLE LIVELIHOODS AND RESILIENCE Our investment in infrastructure will maximise economic return, improve livelihoods and build resilience OBJECTIVES

1. Our investment in infrastructure will foster economic growth, sustainable environment and livelihoods and increased resilience for our communities to disasters and the impacts of climate change.

2. Our delivery and ongoing environmentally sound management and maintenance of infrastructure will be improved significantly. STRATEGY ACTION LEAD AGENCY SUPPORTING AGENCIES Improve the access and quality of our water Rehabilitation of water intakes MOIP to our communities Upgrade water galleries MOIP Work on our ringmain and distribution lines MOIP Increase water harvesting and storage MOIP Promote and implement most viable options to MOIP, MOH NES ensure safety and quality of water Implement cost recovery measures for the MOIP, CIIC MFEM delivery of water Improve our facilities for waste Transform waste facilities in Rarotonga and MOIP, Aitutaki Island NES management Aitutaki to resource recovery centres Administration Implement the National Waste Strategy MOIP, NES MOH Improve our roads in conjunction with Improve our transport infrastructure improvements of water, energy and MOIP TAU, Telecom CI telecommunications distribution networks Establish PPP in road management and take into consideration road safety and the impacts MOIP of disasters and climate change in all engineering specifications Improve our airports – terminals and airstrips MOIP, Airport beginning with Aitutaki, Atiu, Manihiki and Island Councils Authority Mangaia Continue upgrade of our ports beginning with MOIP Island Councils Manihiki, Rakahanga and Aitutaki Improve transportation to the Pa Enua focusing on cooperation between Government MOT and Private Sector Increase speed and quality of our Improve telecommunications Telecom CI Minister for Telecommunications telecommunications service Strengthen our telecommunications regulatory framework to support improved CLO telecommunication infrastructure and services Establish appropriate and relevant institutional arrangements for the telecommunications OPM, CLO sector Develop and implement asset management Strengthen our asset management CIIC frameworks Review our Building and Standards Act and Enable robust construction MOIP, CLO associated regulation Strengthen capacity in GIS and satellite imagery to better inform development and MOIP OPM land use planning Provide access to up-to-date technical skills Build capacity in the infrastructure sector MOIP, NHRD education and training Promote technical cooperation by local and regional sources, including Sth-Sth MOIP, AMD cooperation with the support of development partners 53 PRIORITY AREA 3: ENERGY 54 OUR GOAL: ENERGY SECURITY Renewable energy for energy security to enhance our economic and social development and environmental integrity OBJECTIVES

1. Secure and reliable energy services

2. Enhanced efficiency and affordability of energy

3. Investment in renewable energy development fostered

4. Energy standards and compliance will be upheld by a well regulated energy sector STRATEGY ACTION LEAD AGENCY SUPPORTING AGENCIES Strengthen the institutional framework of Implement the Cook Islands Renewable OPM TAU, Industry the energy sector Energy Chart Transform energy organisational mechanisms to better coordinate implementation of OPM TAU, MOIA, MOIP, Industry renewable energy Strengthen policy and regulatory frameworks, financial management, raising awareness, TAU, Island Administrations, Island building capacity and increasing participation OPM Councils of our communities in the achievement of renewable energy targets Adopt and utilise technologically, TAU, Island Administrations, Island Utilise only proven technology commercially and environmentally sound OPM Councils proven technologies Implement renewable energy rollout in the OPM Island Administrations, Island Councils Northern Pa Enua Implement renewable energy rollout in the OPM Island Administrations, Island Councils Southern Pa Enua Encourage studies into renewable energy and OPM storage options Build on TAU’s netmetering policy to Provide incentives for renewable energy encourage renewable energy uptake for TAU OPM, Industry potential expansion to the Pa Enua Investigate and implement appropriate business models for the changing energy OPM, TAU landscape Explore and implement sound incentives to OPM, TAU, MFEM encourage renewable energy uptake Continually upgrade and maintain energy TAU, Island Upgrade existing energy infrastructure infrastructure Administrations Build capacity and expertise in renewable Build our capacity in the energy sector OPM NHRD energy systems Implement awareness and educational programmes for renewable energy, energy OPM, TAU, NES conservation and efficiency 55 PRIORITY 4: SOCIAL DEVELOPMENT 56 GOAL: OPPORTUNITY FOR PEOPLE WHO RESIDE IN THE COOK ISLANDERS A Cook Islands where all people who reside in our islands can enjoy opportunities to fulfil their potential, prosper and participate in the social, economic, political and cultural life of our communities and nation OBJECTIVES

1. Our people fulfil their potential through equal access to quality learning opportunities across a full spectrum of human endeavour.

2. Our people fulfil their potential through access to quality health care.

3. Our people fulfil their potential because they are empowered and have strong families and communities.

4. Our people fulfil their potential because they participate in leisure, recreation and competitive sports activities.

5. Cook Islanders share a strong national identity and sense of belonging. STRATEGY ACTION LEAD AGENCY SUPPORTING AGENCIES Ensure that parents and communities have confidence in our education system and Increase access and participation in Early Parent Teacher Associations, Parents, MOE support quality learning and development Childhood Education Community for the very young Ensure that every child is literate and Improve literacy and numeracy rates in our MOE numerate by the end of Year 8 schools Enable every young person has access to Implement the Inclusive Education Policy and the opportunity to develop knowledge and where students are unable to participate in the CINDC, Civil Society Organisations, skills and gain qualifications that they need classroom build partnerships with families, MOE Communities to contribute to the development of the communities and civil society organisation to Cook Islands meet the needs of these students Develop enterprise and entrepreneurship in MOE Private Sector, BTIB our schools Increase the subject scope to meet the interest of students including the implementation of USP, Civil Society Organisation, MOE, NHRD Dual Pathways and Alternative Pathways Training Providers programmes Improve the use of online learning MOE, NHRD USP, OPM programmes for Pa Enua students Enhance the support and provision of information relating to career opportunities MOE, NHRD USP, Training Providers and decision making Ensure equitable access for all learners to Enhance tertiary training meet the priority MOE, NHRD USP, Training Providers quality learning programmes needs of the country and learners Maintain accreditation standards with recognised institutions and improve our Chamber of Commerce, Private Sector, MOE, NHRD training facilities in-country to meet the Communities training needs of our students Implement second chance learning for our ‘at Civil Society Organisations, MOJ, MOE, NHRD risk’ and ‘in risk’ young people MOIA Ensure that the Education Sector is responsive to the training needs of the Increase the scope of Community Education Line Agencies, Civil Society MOE, NHRD wider community through collaboration Programmes Organisations, Communities and partnerships with other agencies Improve the provision of Life Skills MOE, NHRD Communities Programmes in communities Ensure the optimum health of our children Maintain accessibility to quality ante-natal and MOH Cook Islands Child Welfare Association and young people maternity care Maintain high coverage of immunisation MOH Cook Islands Child Welfare Association protection for our children Maintain low infant and maternal mortality MOH Cook Islands Child Welfare Association rates Reduce rate of teenage pregnancy MOH MOE, Communities MOE, Civil Society Organisation, Reduce rate of sexually transmitted infections MOH Communities Reduce smoking, alcohol and drug use rate MOH MOE, Civil Society Organisation Enhance the use of telemedicine for equitable Provide quality health services for all MOH OPM, TCI health services Engage with New Zealand to provide MOH specialist health programmes Implement our Men’s Health and Women’s MOH Health clinics program Improve partnerships to address mental illness, disabilities, elderly and palliative MOH, MOIA Civil Society Organisations services Target services to encourage healthy living with our children to minimise future NCD MOH MOE, Civil Society Organisations risks Improve our training and capacity with emphasis on re-opening the Nursing School MOH NHRD and retention of Cook Islands doctors Implement the Cook Islands National Strategy Combat NCD MOH 57 and Action Plan to Prevent and Control NCD Promote healthier lifestyles through physical MOE, MOIA, MOA, CISNOC, Sports activity, nutrition and healthy living to reduce MOH and retention of Cook Islands doctors Implement the Cook Islands National Strategy Combat NCD MOH and Action Plan to Prevent and Control NCD 58 Promote healthier lifestyles through physical MOE, MOIA, MOA, CISNOC, Sports activity, nutrition and healthy living to reduce MOH Federations NCDs Ensure gender equality and empower our Develop gender responsive programmes and CINCW, Punanga Tauturu, other Civil MOIA women policies Society Organisations Promote the equitable participation of women and men in decision making and governance MOIA CINCW, Civil Society Organisations systems Create an enabling environment for the full participation of women in economic MOIA, BTIB Civil Society Organisation development Improve the capacity of men and women to Civil Society Organisation, contribute to disaster risk management and MOIA, OPM Communities, Islands Councils climate change adaptation strategies Improve the capacity of women and men to MOIA, CINCW, Civil Society MOH address health issues Organisations MOIA, Punanga Eliminate violence against women MOJ, CLO, CINCW Tauturu, Police Guarantee that our children are safe and well cared for; that our youth are given the opportunity to grow as valuable members Develop and implement policies that address of society; our persons with disabilities are the needs of our children, youth, persons with MOIA OPM valued and included in our development disabilities and the aged that will protect their and where our aged are acknowledged for human rights and wellbeing their contribution to society and looked after Mainstream concerns of children, youth, persons with disabilities, mentally ill, the OPM MOIA displaced in our communities and the elderly into national policy environment Fulfil our regional and international obligations to ensure that our children, youth, persons with disabilities and elderly are valuable members of our society Ensure that we have strong families and Work in collaboration to build strong families MOIA communities and communities Pass the Family Law Bill MOIA CLO, Parliamentary Services Identify ways to provide family support to MOIA those who need it Develop and implement a comprehensive Our people can access a range of different national policy to promote encourage and opportunities for leisure, recreation and MOIA, OPM CISNOC support physical activity, recreation and competitive sports competitive sports Ensure the promotion and preservation of Work in collaboration with our key CITC, MOE, BTIB, MOA, OPM, Civil our unique culture, language and social stakeholders to promote and preserve our MOC Society Organisations, Private Sector, heritage culture, language and social heritage Communities 59 PRIORITY AREA 5: RESILIENCE 60 GOAL: RESILIENT AND SUSTAINABLE COMMUNITIES A Cook Islands where our people are resilient to disasters and climate change to achieve sustainable livelihoods OBJECTIVE

1. Our people are prepared for disasters and climate change impacts

2. The impacts of disasters and climate change are reduced

3. Our people are resilient to all forms of hazards STRATEGY ACTION LEAD AGENCY SUPPORTING AGENCIES Ensure strong governance arrangements Strengthen and integrate governance for disaster risk management and climate OPM All relevant agencies, NGO’s arrangements for DRM and CCA change adaptation Mainstream CRM and CCA into national and sectoral planning, policies, legislation and OPM All relevant agencies budgeting Ensure that high quality information is Monitor and assess risks and vulnerabilities available to inform planning and using both modern technology and traditional OPM implementation knowledge systems Building resilience through effective DRR Invest in DRR measures across all sectors OPM All relevant sectors and CCA · Strengthen infrastructure and safeguarding essential services · Strengthening economic development and livelihood systems · Anticipate other forms of hazards · Collaborate across all sectors and in partnership with private sector and communities 61 62 PRIORITY AREA 6: ECOLOGICAL SUSTAINABILITY GOAL: ENVIRONMENT FOR LIVING A Cook Islands where we sustain our ecosystems and use our natural resources efficiently OBJECTIVES

1. The use of all our natural resources are managed well to ensure their sustainability.

2. Our scarce and degraded natural resources are effectively monitored and restored.

3. The pollution of air, water and land resources is managed so that impacts are minimised and community and ecosystem health is not adversely affected.

4. Irreversible loss and degradation of biodiversity (marine, terrestrial, aquatic ecosystems) is avoided.

5. Our actions to protect and manage our ecosystems and natural resources will include CCA and emissions reduction measures.

6. Taking care of our environment is ‘everybody’s business where all stakeholders will actively play their part in protecting and managing our fragile ecosystems. STRATEGY ACTION LEAD AGENCY SUPPORTING AGENCIES Improve the management of our water Develop a national policy and plan for the OPM, Land owners, Islands Councils, MOIP, NES resources through an integrated approach management of water resources Communities Develop the legislative and regulatory framework for the management of water MOIP CLO, OPM resources Improve the institutional and administrative PSC structures for water resource management Improve monitoring of stream and lagoon MOIP, MMR, MOH water quality Improve data collection and analysis for water MOIP, MMR, MOH resource management Improve water quality through better Strengthen our regulations and compliance MOIP, MOH, NES CLO, Communities sanitation measures Upgrade poor sanitation systems and install more efficient domestic and commercial systems, improve our sanitation and waste MOIP, NES, MOH Plumbing Industry, Communities water treatment systems, change our farming practices, improving coordination of efforts across government and communities Implement waste minimisation Review the institutional arrangements to programmes and provide appropriate manage waste including public-private MOIP, NES Private Sector, Communities facilities and incentives to support these partnerships with the purpose of achieving zero waste Develop and implement the national waste MOIP, NES OPM, Communities management policy Develop necessary legislative and regulatory MOIP, NES OPM, CLO, Communities frameworks to better manage waste Enhance education and awareness in waste NES management Develop and implement integrated Implement an ecosystem approach to the management plans for utilising our marine MMR Island Councils, Communities management of living marine resources resources Develop and implement interventions to Develop and implement our National Land OPM NES, MOJ, MOIP, Communities ensure that land use is sustainable Use Policy Develop the legislative and regulatory CLO OPM, NES, MOJ, MOA, Communities framework to implement sustainable land use Extend the number and area of protected Protect our biodiversity and ecosystems including the establishment of a significant NES MMR, Aronga Mana, Communities area of our exclusive zone as a marine park Protect endangered flora and fauna species NES Aronga Mana, Communities Control invasive species MOA NES Utilise marine park concept to implement and integrate conservation and management of MMR, NES House of Ariki, Koutu Nui, NGOs land and marine resources Incorporate in the appropriate policy and regulatory frameworks access to genetic resources and its associated traditional knowledge to provide equitable sharing of benefits that arise from the use of genetic resources 63 PRIORITY 7: GOVERNANCE 64 GOAL: GOOD GOVERNANCE A Cook Islands that thrives on good governance principles OBJECTIVES

1. The general public has confidence in the systems of Government.

2. A machinery of Government focused on calculated strategic direction, progressive partnerships and service satisfaction.

3. Increasing the value of existing taxpayer dollars through systems that deliver.

4. A general public that is continuously informed of the return on investment for their taxpayer dollar and as a result actively contributes to development decisions and actions

5. Regional and international relations to contribute effectively to Cook Islands sustainable development STRATEGY ACTION LEAD AGENCY SUPPORTING AGENCIES Strengthen the role of parliament to hold Activate the Financial and Expenditure Select CIPS MFEM, PSC managers to account for performance Committee Revisit recommendations of previous reports Strengthen electoral systems and processes on electoral reform and identify appropriate CIPS actions to implement Develop and implement a Parliamentary Code CIPS of Conduct Implement the findings of the Review of the Functional Review of the Public Review PSC Government Agencies including governance in the Pa Enua Ensure that Government service delivery is efficient and effective Develop and implement Leadership tools including the Public Service Manual, PSC Performance Management and Human Resource Frameworks Better coordinate planning, budgeting, PSC, MFEM, OPM monitoring and evaluation Strengthen information and data collection, Improve our data and information collection, MFEM (National OPM, Line Ministries, Private Sector, analysis and management for informed analysis, and management by developing and Statistics Office) Civil Society Organisations decision making implementing a sound framework for statistics Use ICT to better deliver public services by OPM, PSC Line Ministries and Agencies strengthening E-Government Implement the Official Information Act for Office of the Ensure access to information accurate, accessible and relevant information All of Government Ombudsman in a timely and efficient manner. Improve accountability and transparency Implement the PEFA MFEM of public financial management Develop and implement our Foreign Affairs Establish external relations that will benefit Policy with a focus on strengthening regional MFAI the Cook Islands and international relations Strengthen our relationship with existing partners and establish beneficial diplomatic MFAI relationships Achieve our full status in the Commonwealth MFAI Progress our membership in the United MFAI Nations Broaden the composition of the NSDC to Promote partnerships with civil society and better reflect better representation of key OPM the private sector stakeholders in decision making Ensure that Cabinet Committees will include broad representation including the OPM representation of women and youth 65 PRIORITY 8: LAW AND ORDER 66 GOAL: A SAFE, JUST, SECURE AND STABILITY A Cook Islands where the rule of law ensures safe, just, secure, stable and sustainable communities OBJECTIVES:

1. Clear and coherent laws, fair and efficient courts and effective institutions for the administration of justice

2. Free access to our Cook Islands Laws

3. Quality policing services to our communities

4. Control of our borders is efficient and effective

5. Quality enforcement of our Laws STRATEGY ACTION LEAD AGENCY SUPPORTING AGENCIES Ensure that our legislative and regulatory Strengthen legislative and regulatory frameworks reflect our sustainable frameworks to meet our sustainable CLO Sponsoring Agencies development goals and objectives development objectives Strengthen the Law Reform Commission CLO Ensure that our Laws are accessible to the CIPS public Ensure quality enforcement of our Laws Build our capacity to enforce our laws All relevant agencies Strengthen the efficiency and effectiveness of Improve access to Justice civil, administrative, family justice and MOJ Police, CLO, Law Reform Commission criminal justice systems Increase awareness of legal rights and services MOJ Police, Civil Society Organisations available Provide legal aid advice to the public including the expansion of legal aid to include MOJ CLO, Civil Society Organisations civil matters Improve our land management and land Improve our land management and land information systems and better collaboration MOJ MOIP, OPM information systems between agencies Develop and implement ‘Second Chance’ Reducing reoffending through offender MOE, Police, MOJ, Education learning giving particular attention to our NHRD rehabilitation Providers, Community young offenders Ensure that our prisons system and facilities complies with international standards and best MOJ, CIIC Civil Society Organisations practices Ensure that our communities and visitors Intensify our efforts on crime and crash are safe, secure, and stable through the Police Communities prevention provision of quality policing Intensify intelligence led policing Police Communities Increase police presence in communities Police Communities Improve coordination of all agencies involved Police MFAI, Customs, MOA in Border Control Ensure our border security Improve border control measures through the establishment of a computerised system MFAI MFEM, MOIA, MOA linking all players in border control, supported by modern legislation 67