Tokelau National Strategic Plan 2016-2020

1.0 Introduction............................................................................. 7

1.1 Vision Statement ......................................................................... 8

1.2 Five National Strategic Goals .......................................................... 8

2.0 Values .................................................................................... 9

3.0 National Strategic Goals & Outcomes ............................................ 10

4.0 Strategy ................................................................................ 13

5.0 Alignment ............................................................................. 14

6.0 TNSP Progress Assessment ......................................................... 15

6.1 Monitoring and Reporting Framework (Separate document) ..................... 15

6.2 Tokelau National Monitoring and Evaluation Policy 2015 ......................... 16

6.3 Review of 2016 – 2020 TNSP ........................................................... 16

7.0 Conclusion............................................................................. 16 TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) ii Message from the Ulu-o-Tokelau I am pleased to present the 2016–2020 Tokelau National Strategic Plan. This is the second TNSP that articulates Tokelau’s national effort and commitment to achieve its vision of “healthy and active communities with opportunities for all” over the next four years. Drawing on the various reviews conducted and views expressed during a series of stakeholder consultations, the Plan has been developed by our people for our people with a focus on enhancing our resilience through the five priority areas of Good Governance, Human Development, Infrastructure Development, Sustainability and Climate Change. I believe this will achieve our people’s aspirations for thriving communities that enjoys an enhanced quality of life and will foster self–reliance, self–determination and strengthen Tokelau’s position in the global development arena. I acknowledge the people of Tokelau for their contribution and commitment to progressing development at all levels and encourage us all to make the most of the opportunities that lie before us. I also acknowledge the collective efforts by our Partners in supporting Tokelau to realize her aspirations and invite you to continue engagement through meaningful partnerships that will deliver the outcomes stated in this document. I am confident, a collective approach to implementing this plan will ensure success in delivering real results that matter to our people. Aliki Faipule Afega Gaualofa October 13, 2016 TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 1 Acronyms AWP Annual Work Plan CC Climate Change EEZ Economic Exclusive Zone FY Financial Year GF General Fono GG Good Governance GI Governance Institution HD Human Development ID Infrastructure Development M&E Monitoring and Evaluation PMU Planning and Monitoring Unit SMT Senior Management Team SS Sustainability TALO Tokelau-Apia Liaison Office TBC To be confirmed TNSP Tokelau National Strategic Plan TPS Tokelau Public Service TTF Tokelau Trust Fund List of Tables and Figures FIGURES Page Number Figure 4.1: Core Elements of Strategic Planning 13 Figure 7.1: The Planning Cycle 16 TABLES Page Number Table A: National Strategic Goals and Outcomes 4 Table 3.1: 2016 – 202 TNSP Strategic Goals and Outcomes 10 TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 2 Structure of the Strategic Plan How to Read this document. There are 3 main components of this Strategic Plan. 1. Main document which consists of:  Vision, National Strategic Goals, Guiding Values  The strategic planning context for Tokelau  Lessons from previous plan o Alignment with the villages and or departments o Simple indicators with realistic targets for ease of monitoring and reporting o Integrating budget with planning  An overview of the strategic approach o Short/medium/long term outcomes  The means of tracking our progress 2. Results Framework This tracks outcomes (results) across the 4-year time frame of this Plan. It identifies the Long term outcomes expected at the end of this plan (2020) as well as the intermediate and short term outcomes across the 5 National Strategic Goals. 3. Monitoring and Reporting Framework This segment outlines the information and data (indicators) that will be collected to meet our reporting accountabilities. This includes explanations and rationales on what type of information will be collected, and who will be collecting the information. Reading all 3 key documents will provide a fuller picture of Tokelau’s strategy over the next 4 years. However, the main document provides a sufficient high level strategic overview and is available for general distribution. The other 2 companion documents will not be printed but are available on the Tokelau website (http://www.tokelau.org.nz/Reports++Documents.html). TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 3 Executive Summary The vision of “Healthy and Active Communities with opportunities for all” is retained from the 2010- 2015 TNSP. The feedback from the consultations suggests that it is still, in general, relevant. Consultation discussions went into detail describing the areas included in the aforementioned vision statement, and it was then deemed sufficiently broad enough to cover Tokelau’s aspirations. Villages were also free to include further details in their respective plans. The original 4 Key Policy Outcome areas from the 2010-2015 TNSP have been retained as well. With the additional focus on Climate Change, there are now 5 National Strategic Goals which are highlighted in the following table. TABLE A: National Strategic Goals and Outcomes STRATEGIC AREA LONG – TERM OUTCOMES (2020) GOAL 1: 1 GG1 Strengthened governance institution Good Governance 2 GG2 Strengthened public service management systems & processes 3 HD1 More efficient and effective service delivery (Including core business) GOAL 2: HD2 Improved Health & Education Outcomes and Social wellbeing of our 4 communities Human Development HD3 Tokelau is a vibrant society that is grounded in her traditions; socially 5 cohesive with a strong national identity while maintaining the integrity of the individuality of each Nuku ID1 Safe, reliable and cost effective total transport solution managed and 6 operated by Tokelau. 7 ID2 Reliable and effective telecommunications GOAL 3: ID3 Infrastructure assets are managed to maximise its useful life, including 8 balancing replacement/maintenance with repairs costs Infrastructure Development 9 ID4 Sufficient capacity to meet appropriate demand 10 ID5 New fit for purpose TALO office is operational ID6 Village infrastructures that provide climate change protection and 11 address safety standards and meets Relocation requirements. GOAL 4: 12 SS1 Economic sustainability for Tokelau into the future Sustainability GOAL 5: 13 CC1 A well maintained and managed Environment for Tokelau Climate Change 14 CC2 Resilience to the impacts of climate change and related hazards TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 4 As summarized in Table A, this 4-year Strategic Plan contains 5 National Strategic Goals linked to 14 long-term outcomes. Short-term and medium-term outcomes have also been strategically specified which cumulatively will help achieve the prescribed long-term outcomes after 4 years. These are detailed in Table 3.1 on page 10 and in the Results Framework. Each Department and village is also required to produce an AWP for each year. To improve the monitoring and reporting components of the planning cycle the indicators have been more clearly stated in the rationales section of the Monitoring and Reporting Framework. The targets have also been set at more realistic levels as agreed by the villages and departments. This plan also recognizes the need to closer integrate the planning and budgeting processes. This will be reflected in the reporting framework which in the future will include expenditure by strategic outcomes. This plan fits within the broader Tokelau Strategic approach through to 2030. The 2016-2020 TNSP has an infrastructural development focus. This will see the establishment of significant infrastructure enablers to support service delivery. This includes total transport solutions, telecommunications capacity and major asset management. The 2021-2025 TNSP will have a consolidation focus enabling national and village services to consolidate the gains from improved infrastructure to effective and efficient delivery. The 2026-2030 TNSP will then see Tokelau expanding its capability to deliver more with greater efficiency and create new opportunities for growth. Good Governance, Human Development, Culture and Climate Change themes will continue to be woven throughout these strategic planning periods. TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 5 This page has been intentionally left blank TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 6

1.0 Introduction A significant issue with the 2010-2015 TNSP was a lack of alignment between national and village objectives. There was a perception of national departments working in isolation from the villages. There emerged a ‘them Vs us’ mentality, working in silo’s and a lack of cohesion and collaboration. For the 2016-2020 TNSP, Tokelau as a single nation, has committed to a vision for the future. Tokelau as a nation has committed to 5 National Strategic Goals. Every Tokelauan can expect to be healthy and active with access to opportunities for a decent quality of life. In this regard, each Nuku and department have detailed what they would do to ensure the progress of the National Strategic Goals. Another lesson from the 2010-2015 TNSP was that Tokelau as a single nation has committed to a the indicators and vision for the future. Tokelau as a single nation targets were overly ambitious has committed to 5 National strategic goals. given the capacity and capability gaps. This plan has attempted to use ‘SMARTer’ indicators and targets. Furthermore, the 2010-2015 TNSP was developed with little interface with the budgeting process. For this strategic plan however, the indicators and targets have been formulated to provide a clear trend of measurements captured against baseline values. The indicators have been simplified and focused down to 45 that would clearly reflect progress of Tokelau as a nation against the stated strategic goals. However, this does not replace the more detailed internal monitoring that the villages and departments will still carry out to inform management decisions and track performance. This plan has also been developed in close collaboration with the Department of Finance to ensure plans are clearly linked to budgets or confirm adequate resourcing of village and department plans. Another parallel piece of work which is currently under development is the HR development plan. This will help ensure that the villages and departments are adequately staffed and more importantly, have the right positions filled by the right people with the right skills. TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 7

1.1 Vision Statement Tokelau is committed to raising the quality of life for her people in all sectors through the various initiatives that have been put in place over the years. Positive changes have been seen across the various sectors; however there remain significant areas for improvement to progress quality of life in Tokelau. Following a series of reviews and stakeholder consultations the Vision from the 2010–2015 TNSP has been retained as it encapsulates the aspirations of Tokelau for her people – both for the present and the future. The Vision for 2016–2020 TNSP is: Healthy & Active Communities with Opportunities for all

1.2 Five National Strategic Goals To achieve this vision, Tokelau will focus on five strategic goals: Good Governance, Human Development, Infrastructure Development, Sustainability and Climate Change with an emphasis on delivering agreed activities that will not only contribute to improving the overall quality of life on Tokelau but will foster self–reliance, self–determination and enhance Tokelau’s position in the global development arena. • The Good Governance principles as shaped by current good practice and traditional Tokelau practice continue to be woven throughout Tokelau's machinery of government aligning public service delivery with Quality of Life outcomes. • An Infrastructure that supports and enables the expected Quality of Life for Tokelau. • Human Development: Tokelau’s human capital is capable of delivering effective Public Services and shaping a society that strives for a high quality of life, social cohesion based on her religious beliefs as well as reinforcing Cultural Identity. • Sustainability: Sustainable economic development. • To protect Tokelau’s pristine Environment and ensure resilience to the impacts of Climate Change and related hazards. TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 8

2.0 Values The 2016–2020 TNSP is guided by the premise that Tokelau is founded on God; is a living community and places importance in its culture. This will be supported by the Tokelauan values and principles as follows: TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 9

3.0 National Strategic Goals & Outcomes TABLE 3.1: 2016–2020 TNSP Strategic Goals and Outcomes STRATEGIC 2016 – 2017 OUTCOMES 2018 - 2019 OUTCOMES 2020 OUTCOMES GOALS GI are clear on roles & GI make clear & sound 1 responsibilities. 1 decisions. 2 Clarity of relationship GG1 Strengthened between GI, Taupulega, 1 Council & GF. GI are more effective & governance institution 2 efficient. Sound fiscal 3 responsibility Greater clarity of whole of Borderless & seamless TPS government operations & where services are GOAL 1: their contribution / role in 3 complementary, 4 Good delivering high quality collaborative & integrated; Governance services. supported by a united & cohesive SMT. GG2 Strengthened Key relationships are public service A TPS that is well connected 2 5 maintained through 4 management systems & to key stakeholders. effective MOUs. processes Tokelau continues to Accurate & timely build capacity to collect, management information is 6 store and retrieve 5 available to support good information. decision making and policy development. Good Governance threaded Improved planning, 6 throughout the TPS budgeting, monitoring 7 and reporting processes across all sectors. Greater alignment of Village 7 & National indicators Emerging Culture of A TPS that continuously GOAL 2: HD1 More efficient and 8 continuous improvement 8 improve its performance effective service Human emerged. through service delivery. 3 delivery (Including core Development Improved HR capacity & business) HR Management Plan capability that is able to 9 Development & 9 meet productivity implemented requirements of Tokelau going forward. Enhanced monitoring & Improved achievement of 10 evaluation systems & 10 village and department processes targets. TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 10 Outcomes as per Outcomes as per Education HD2 Improved Health & 11 11 Education Plan achieved. Plan achieved. Education Outcomes 4 Outcomes as per Health Health reforms as per GF and Social wellbeing of 12 12 our communities Plan achieved. decisions implemented. A national structure that reflects a single nation Tokelau national identity 13 and the ability/mandate 13 strengthened. HD3 Tokelau is a vibrant to speak as a single voice representing Tokelau. society that is grounded in her traditions; socially Tokelau culture and Villages that are culturally cohesive with a strong traditions strengthened 14 14 vibrant, resilient, cohesive 5 national identity while through National and and well-functioning. maintaining the village strategies. integrity of the Community sector individuality of each A strong and well- strengthened to Nuku 15 functioning community 15 complement the sector. development aspirations of Tokelau. A safe, reliable & viable Safety rating of MV shipping service (cargo & 16 16 Mataliki maintained. passengers) that offers value for money. Tokelau Transport department are 17 developing capacity and A shipping service that is capability to take over 17 managed by the management & government of Tokelau. ID1 Safe, reliable and operations of MV cost effective total Mataliki. 6 transport solution managed and operated Improved ship to shore Safer & easier transfer of by Tokelau. 18 facilities. 18 passengers & cargo from GOAL 3: ship to shore. Infrastructure Interim Air Service A Safe, reliable & viable air Development 19 19 service requiring minimal government subsidy. Price review and re- A safe, reliable & viable air 20 baselining of shipping 20 service for Tokelau. services. Improved telecoms 21 connectivity, accessibility, speed & reliability. Reliable & sustainable 21 telecoms infrastructure. ID2 Reliable and Infrastructure plan 22 7 effective developed telecommunications Cost effective & reliable 23 Mobile Network in place 22 mobile network that is accessible TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 11 Asset management is ID3 infrastructure assets 24 accounted for in the are managed to Tokelau on-going budget. Improved asset maximize useful life, 23 management of all Tokelau 8 including balancing Asset Management plan assets. replacement/ 25 maintenance with implemented repairs costs Increased renewable 26 energy capacity. Appropriate balance of ID4 Sufficient energy Energy department to 24 supply & demand for energy 9 capacity to meet assess extra infrastructure established. appropriate demand 27 or increase capacity of existing infrastructure. 28 New TALO office site and ID5 New fit for purpose Building project initiated & floor plans approved and 25 10 TALO office is on track as per project plan. full budget secured. operational ID6 Village infrastructures that provide climate change As per approved Village As per approved Village 29 26 11 protection, address plans. plans. safety standards and meets relocation requirements. More effective use of Greater self- reliance for SS1 Economic GOAL 4: Tokelau current revenue Tokelau through generation 30 27 12 sustainability for Tokelau Sustainability streams & assets (e.g. EEZ of more revenue from her into the future & TTF) own resources. Improved responsiveness to Improved capacity & 28 environmental risks (including boarder control). CC1 A well maintained & capability to implement 31 13 managed environment its Disaster Management Improved ability to respond for Tokelau Strategy. 29 to disaster risks and post GOAL 5: disaster recovery. Climate Tokelau implements her Change 32 Climate Change Strategy Tokelau contributes to CC2 Enhanced resilience Tokelau’s Climate Change regional & global to the impacts of climate 30 14 aspirations are articulated discussions on the impacts change & related 33 of Climate Change. hazards. across regional and international partners TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 12

4.0 Strategy Figure 4.1 outlines how Tokelau can track the progress of the strategy over the 4 years of the plan. The outcomes will clearly indicate progress towards the National Vision. The flow is described in sequence below: FIGURE 4.1: Core Elements of Strategic Planning This 4-year strategy outlines the high level, big picture strategy for Tokelau over the next 4 years 2016- 2020. It contains a national vision and 5 National Strategic Goals. It also details the values that will guide the work of Tokelau’s Public Service both at a national and the village level. All these components have been signed off by the General Fono and therefore, Tokelau as an entire nation. Using the terms in Figure 4.1, the strategy is to have each department and village identify activities and outputs that contribute to the National Outcomes. There are long terms (2020), medium term (2018/19) and short term (2016/17) National Outcomes. Each department and village will have AWPs consisting of activities, projects and programs that achieve the outcomes for each year and cumulatively contributing to the long term outcomes. This strategy will see progressive steps with developments of the early years being built upon to ultimately achieve the long term outcomes and national goals of the plan and ultimately advancing Tokelau’s strategic vision. The other strategic element of this plan is detailed in the alignment section with the work of villages and departments all contributing to the National Strategic Goals and Outcomes. The inputs were initially signed off by General Fono and currently, there is an opportunity at the Mid-term Financial Review to revisit allocations. TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 13 At this stage, villages and departments have either only started to look across the 4-year horizon or are in the process of developing their multi-year planning and budgeting capability. There will be training made available to strengthen this.

5.0 Alignment The new budgeting framework identifies two funding streams – recurrent and capital. Recurrent funding stream relates to costs of core service delivery while the capital funding stream is associated with physical infrastructure projects. Given the pressure on Tokelau’s budget and in an attempt to improve efficiencies in managing its national projects, national infrastructure projects will now be under the oversight of Tokelau’s Council for Ongoing Government. Villages will continue to be funded and responsible for local physical infrastructure projects. To combat the silo approach, there is a deliberate clustering of the various initiatives, proposed activities and projects in line with the 5 National Strategic Goals and the 14 National Outcomes. So all departments and villages will be collecting the same information and reporting against progress towards the same outcomes. As stated above, there will also be alignment of short term, medium and long term outcomes so progress will be sequential but in line with this Strategic Plan. As per the strategic approach, these are year 1 activities while year 2, 3 & 4 activities are still under development. We plan to continue to build village and department capability to plan and budget over multiyear horizons. While Tokelau remains adamant that its development and accompanying frameworks are to be driven by the needs and priorities of her people, it is supportive of the global sustainable development agenda and regional initiatives that aspire to transform our world through the establishment of global and regional goals. As such, Tokelau has undertaken an internal exercise of mapping the Sustainable Development Goals, SAMOA Pathway Outcomes and other relevant regional frameworks to its 2016- 2020 TNSP with relevant indicators/targets being localized to best suit the Tokelau context. TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 14

6.0 TNSP Progress Assessment While the implementation of the 2016–2020 TNSP will be a collective responsibility of the entire TPS, the lead agency responsible for monitoring and reporting the progress of its implementation will be PMU. Monitoring and reporting of the 2016–2020 TNSP will primarily be guided by the following documents: 1. Monitoring and Reporting Framework 2. Tokelau National Monitoring and Evaluation Policy 2015

6.1 Monitoring and Reporting Framework (Separate document) The Monitoring and Reporting Framework has been developed as a working document based on the 5 priority areas. As national indicators and targets, they will enable Tokelau to track its progress as a single nation against the stated national goals and outcomes. Sectors will still have their individual key performance indicators, which will help track their individual performance and assist with internal management decisions. The monitoring and reporting framework will: • Identify the focus of the work and resources of Tokelau for the 2016–2020 period in order to progress quality of life for its people and ultimately achieve its national vision; • Identify targets and indicators that will set expectations for sectors on the measures to be used for measuring progress (at national level); • Identify the lead agency responsible for reporting on progress of each indicator. This information will be used for the compilation of regular national progress reports; For internal purposes and to assist sectors with their monitoring and reporting functions, the PMU have developed a “Rationale Document” to be used simultaneously with the monitoring and reporting framework. This document will provide a short description of what the national indicator is and what it attempts to address. TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 15

6.2 Tokelau National Monitoring and Evaluation Policy 2015 The M & E Policy 2015 is to “guide national practices and processes to ensure the provision of relevant information and data in a timely fashion that will enable sound decision making.” The M & E Policy provides the minimum requirements for monitoring by all sectors. These will include Strategic Plans, AWPs, Sector Progress Report, Sector Financial Reports and SMT meetings to assist in tracking progress.

6.3 Review of 2016 – 2020 TNSP To ensure ongoing relevance of the TNSP to the constantly changing Tokelau environment, this plan will be reviewed on an annual basis with a final evaluation to be undertaken at the end of the plan period. Information from this evaluation shall form basis of the subsequent TNSP within the overall 2030 Tokelau Development Agenda.

7.0 Conclusion The figure below illustrates the various stages of the planning cycle that Tokelau expects to be firmly adopted throughout the planning processes within the TPS. FIGURE 7.1 The Planning Cycle This is Tokelau’s second attempt at a multi-year Strategic Plan. While some progress was made, there were certainly some lessons learnt from the first attempt. Having gone through the full cycle once, TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 16 Tokelau recognizes the importance of the interface between budgets and plans and have incorporated these 2 processes. Tokelau have also learnt the importance of ensuring alignment of activities, projects and programs with strategic goals. This will lead to tighter and clearer indicators and targets and therefore, a more robust reporting framework. It also enables greater ability to adjust projects and activities to achieve planned outcomes. This plan takes into account the complex nature of the Tokelau with multiple layers of governance and three distinct islands that form the Tokelau group. The five National Strategic Goals provides a tighter focus for all the villages and the departments. Keeping the 14 National Outcomes in focus will ensure they are consistently and progressively achieved and the practice of working in silos disappears. While the overall focus of this plan is on the development of physical infrastructure to ensure that we have a stable base from which to deliver effective and efficient services for addressing Quality of Life outcomes for the people of Tokelau, it will not detract from the growing global issue of Climate Change and the need for ongoing vigilance in ensuring Good Governance practices and ongoing delivery of core services. This plan also seeks to address the key challenges of isolation, an increasingly challenging fiscal environment and capacity and capability challenges. Given these challenges, Tokelau is boldly standing up and taking her place in the region but she cannot achieve her aspirations on her own. As a territory of New Zealand, Tokelau needs to work with New Zealand to progress this plan. There are also development partners who share Tokelau’s strategic goals. Tokelau shares this plan and invites you to engage in a meaningful strategic partnership to ensure delivery on the key outcomes of this plan. As a strategic document, Tokelau must remain committed to the strategies and activities stated so that the long term outcomes, the National Strategic Goals and ultimately the National vision remain on track. There will be annual opportunities to review the strategy and fine-tune by adjusting the Annual Work Plans but the end goal must remain the same and Tokelau will create healthy and active communities with opportunities for all. TOKELAU NATIONAL STRATEGIC PLAN (2016 – 2020) 17