2nd Joint National Action Plan - A Sectoral Approach to Climate Change and Disaster Risk Management 2016

20. Animal Disease Low MOA MOH 20 The Cook Islands 2nd Joint National Action Plan 2016-2020 EXISTING CC AND DRM ARRANGEMENTS PART I: BACKGROUND INFORMATION Emergency Management Cook Islands (EMCI) continues to coordinate all DRM activities and provides policy advice to the National Disaster Risk Management Council (NDRMC). The NDRMC is chaired by the Prime Minister. The 2011 Public Service Functional Review recommended the establishment of a climate change office referred to as Climate Change Cook Islands (CCCI). CCCI is responsible for coordinating and implementing climate change related activities in an integrated manner. The office also provides input into government policy related to climate change adaptation and mitigation efforts. In the same year, a renewable energy unit referred to as the Renewable Energy Development Division (REDD) was established to administer the Renewable Energy Chart Implementation Plan, working in conjunction with Te Aponga Uira (power company on Rarotonga), the eleven Island Administration and Councils which are responsible for their island energy needs, development partners, the Development Coordination Division (DCD) of the Ministry of Finance and Economic Management (MFEM) and the Renewable Energy Committee, also chaired by the Prime Minister. The three offices are separate divisions of the Office of the Prime Minister (OPM) and are therefore high priority. An active National Disaster Risk and Climate Change Platform for climate change and disaster risk management was also formed in 2011 to replace the climate change country team. The platform is comprised of representatives from government and non-government and civil society organisations. These stakeholders meet quarterly to share information and engage in discussion surrounding relevant current and future climate change and disaster management related projects and initiatives in the Cook Islands. In the Pa Enua, the responsibility for the development and implementation of CC and DRM Policy and remain with the Mayor, Island Administration and Island Council. POLICY CONTEXT In today’s context of multiple and competing development issues, it is important that any national action plan be strongly ‘embedded’ in the relevant policy instruments. This is done to maximise support for the plan at various levels of governance – national, regional, international, and also to facilitate effective coordination. Such alignment is also essential to facilitate financial support (government and donor support) for the implementation of the identified priority actions. INTERNATIONAL The policy context for DRM and CC at this level is shaped by a number of inter-related international conventions and framework documents relating to sustainable development, environment, climate change, the millennium development goals and disaster risk management. The Cook Islands 2nd Joint National Action Plan 2016-2020 21 Key amongst these are the Sendai Framework PART I: BACKGROUND INFORMATION for Action 2015 – 2030 and the United Nations Framework Convention on Climate Change (UNFCCC). The Sendai Framework for Action was the outcome of the Third UN World Conference on Disaster Reduction held in Sendai, Japan, in January 2005. It was attended by more than 4,000 delegates and representatives of 187 UN member states and civil society including the Cook Islands. The framework lays emphasis on disaster risk reduction (DRR) as an international and national priority. The cost-saving benefits of this more proactive approach is widely recognised1. On the last day of the Conference, the first major agreement of the Post-2015 development agenda was adopted, a far reaching new framework for disaster risk reduction with seven global targets and four priorities for action. Priority 1. Understanding disaster risk Disaster risk management should be based on an understanding of disaster risk in all its dimensions of vulnerability, capacity, exposure of persons and assets, hazard characteristics and the environment. Such knowledge can be used for risk assessment, prevention, mitigation, preparedness and response. Priority 2. Strengthening disaster risk governance to manage disaster risk Disaster risk governance at the national, regional and global levels is very important for prevention, mitigation, preparedness, response, recovery, and rehabilitation. It fosters collaboration and partnership. Priority 3. Investing in disaster risk reduction for resilience Public and private investment in disaster risk prevention and reduction through structural and non-structural measures are essential to enhance the economic, social, health and cultural resilience of persons, communities, countries and their assets, as well as the environment. Priority 4. Enhancing disaster preparedness for effective response and to “Build Back Better” in recovery, rehabilitation and reconstruction The growth of disaster risk means there is a need to strengthen disaster preparedness for response, take action in anticipation of events, and ensure capacities are in place for effective response and recovery at all levels. The recovery, rehabilitation and reconstruction phase is a critical opportunity to build back better, including through integrating disaster risk reduction 1 It is generally agreed that $1 spent on Disaster Risk Reduction will save between $2 and $10 in recovery and reconstruction costs. 22 The Cook Islands 2nd Joint National Action Plan 2016-2020 into development measures. PART I: BACKGROUND INFORMATION With respect to climate change, the UNFCCC, which came into force in 1994, sets an overall framework for intergovernmental efforts to tackle the challenge posed by climate change. It recognizes that the climate system is a shared resource whose stability can be affected by industrial and other emissions of carbon dioxide and other greenhouse gases. Like the Sendai Framework for Action, this convention also enjoys near universal membership. Under the convention, governments/parties: • gather and share information on greenhouse gas emissions, national policies and best practices; • launch national strategies for addressing greenhouse gas emissions and adapting to expected impacts, including the provision of financial and technological support to developing countries; • cooperate in preparing for adaptation to the impacts of climate change. • Under the convention, all signatories (including the Cook Islands) are obligated to report on their national greenhouse gas emissions, and policies and measures taken to address climate change, including key vulnerabilities and adaptation options. As a developing country the Cook Islands is also entitled to assistance under the convention to meet its climate change objectives. In addition, at the twenty-first session of the Conference of the Parties (COP), held in Paris, France, the parties adopted the Paris Climate Change Agreement under the United Nations Framework Convention on Climate Change. On 1 September 2016 the Cook Islands deposited its instrument of ratification of the Paris Agreement with the United Nations Honourable. Mark Brown (left) with Santiago Villalpando, Chief of the Treaty Section, the United Nations. Image: Alexandrya Herman The Cook Islands 2nd Joint National Action Plan 2016-2020 23 Another important piece of international policy context is the Kyoto Protocol, which sets out PART I: BACKGROUND INFORMATION the details of how and when countries should meet their national emissions reductions targets. While the Cook Islands has no legal obligation to meet a set target under the Kyoto Protocol, by being a signatory to this instrument it is entitled to funding for national adaptation activities under the Kyoto Protocol Adaptation Fund. In addition, there are the Guidelines for the Domestic Facilitation and Regulation of International Disaster Relief and Initial Recovery Assistance (IDRL guidelines). They set out the laws, rules, and regulatory issues countries should consider regarding potential future international disaster assistance when national response capacities are exceeded. While the Cook Islands do not have legal requirements to follow the IDRL guidelines, the government has approved a review study based on them. REGIONAL There has been support for the integration of DRM and CC at international, regional and national level in the Pacific. In 2012, at the Pacific Island Leaders Forum, it was decided to support the development of a single integrated regional strategy on climate change and disaster risk management, to succeed the two separate regional frameworks on climate change and disaster risk management (respectively, the Pacific Islands Framework for Action on Climate Change (PIFACC) and the Pacific Disaster Risk Reduction and Disaster Management Framework for Action (RFA)) after their expiry in 2015. The new framework 2017-2030 Framework for Sustainable Development Goals United Nations Framework Sendai Framework for Action Convention for Climate Change (SFA) (UNFCCC) Framework for Resilient Development Disaster Risk Management and Climate Change Adaptation and Mitigation (FRDP) Cook Islands Joint National Action Plan for Disaster Risk Management and Climate Change Adaptation (JNAP II) Figure 3 - Vertical linkages to regional and international policy 24 The Cook Islands 2nd Joint National Action Plan 2016-2020 Resilient Development Disaster Risk Te Kaveinga Nui PART I: BACKGROUND INFORMATION Management and Climate Change Adaptation and Mitigation (FRDP) (PICT, 2017-2030 ) was National Sustainable approved in September 2016, Development Plan 2016 - 2020 NATIONAL The JNAP II aligns itself closely to the National Sustainable Development Plan 2016-2020 (NSDP), the Medium Term Budgeting Framework (MTBF), the National Disaster Risk Management Plan, the Cyclone Recovery Reconstruction Plan, the National Environment Strategic Action Framework, the National Biodiversity Strategy and Action Plan, the Preventative Infrastructure Master Plan, the National Infrastructure Investment Plan and the Pa Enua Community Sustainable Developments Plans. Government of the Cook Islands The NSDP is a five-year plan which captures T O P m he ffice Of The rime inisTer the aspirations and ambitions of our entire country. The plan articulates key performance indicators from our broader national policy suite to represent national development. These indicators underpin the sixteen development goals which are aligned to commonly identifiable sectors. It is third iteration and builds upon the successes of the previous plans as we strive towards our 2020 national vision. “To enjoy the highest quality of life consistent with the aspirations of our people, and in harmony with our culture and environment” With respect to disaster risk management, the JNAP II identifies priorities and actions to facilitate the effective implementation of existing DRM legislation. In parallel, with JNAP II, EMCI and a local consultant are reviewing the current National Disaster Risk Management Plan (or arrangements) in terms of which Cook Islands will implement an all hazards, integrated and whole of government, whole of country approach to disaster risk reduction and disaster management. The policy states that formal processes of risk management are to be applied in all aspects of national development planning in order to reduce the underlying risks created by changing social, economic, environmental conditions and resource use, and the impact of hazards, including those associated with climate variability, climate change and extreme weather events. The Cook Islands 2nd Joint National Action Plan 2016-2020 25 With respect to climate change, the National Environmental Strategic Action Framework PART I: BACKGROUND INFORMATION (NESAF), the National Biodiversity Strategy and Action Plan and Third National Communication to the UNFCCC (all of which are currently under review/development) are guiding documents for the JNAP II. The NESAF is mandated by the Environment Act 2003 and is a key document for the environmental sector including climate change. The Programme Objective stresses the importance of mainstreaming ‘climate change adaptation and mitigation considerations’ and to ‘address unacceptable risks to the natural environment and economy, including those arising from natural hazards such as extreme weather events, climate variability, climate change and sea level rise’. The Cook Islands Third National Communication to the United Nations Framework Convention on Climate Change, planned to be submitted in 2018, will provide the most recent update of the status of climate change in the Cook Islands. A variety of adaptation measures are presented for relevant sectors. Many of these proposed projects are addressed in the JNAP II either directly, or by way of having influenced the development of related Strategic Actions. The report is based on national and community level consultations. Table 3 provides a synopsis of the main vulnerabilities arising from the different kinds of climate change related hazards to be contained in the report. In 2013, the Kyoto Protocol Adaptation Fund provided a boost to climate change adaptation planning and implementation in the Cook Islands in the form of the US $ 5.3 million “Strengthening the Resilience of Our Islands and Our Communities to Climate Change” (SRIC- CC) programme. Based on an inter-linked three-pronged approach that combines a greater emphasis on island-level work, institutional strengthening at all levels, and improved knowledge management. By taking the JNAP II planning process down to the island level, the Adaptation Fund project takes forward the aim of putting in place an ‘all-of-country’ system of DRM as a holistic response to all risks including those associated with climate change. Due to SRIC-CC’s success, the Cook Islands hopes to upscale the existing programme by submitting a proposal for a further US$3.0 million. With respect to the planning hierarchy in the Cook Islands Government, the JNAP II constitutes a ‘Sector Plan’ for a unified disaster risk management and climate change adaptation sector. The JNAP II is cross-cutting in nature in that it strives to encourage a whole-of-government, all-hazards approach. This means that many of the strategic actions identified in the plan relate to the activities of line ministries and as such it is the intention that they be included in the respective planning frameworks of these line ministries. This is critical to ensure that the linkages are made and that implementation across all relevant government ministries and agencies occurs. 26 The Cook Islands 2nd Joint National Action Plan 2016-2020 Composting in Pukapuka Image: Celine Dyer PART I: BACKGROUND INFORMATION Mama Emi of Mangaia collecting pupu shells on the makatea. Image: The Cook Islands 2nd Joint National Action Plan Melina 27 Tuiravakai 2016-2020 PART I: BACKGROUND INFORMATION 28 The Cook Islands 2nd Joint National Action Plan 2016-2020 PART I: BACKGROUND INFORMATION PART 2: JNAP II Boat day in Mangaia The Cook Islands 2nd Joint National Action Plan 2016-2020 29 Image: Melina Tuiravakai The purpose of JNAP II is to provide a framework and guidance to the Government of the Cook Islands and all community actions to strengthen resilience and better respond to our vision. JNAP II offers a means to coordinate, collaborate, finance and monitor the progress of integrated actions across a five year period. The vision is strongly tied to Te Kaveinga Nui 2020 vision and Goal 13 of the National Sustainable Development Plan 2016-2020 and the National Disaster Risk Management Plan 2016 (CIG, 2016). In 2015, the first Joint National Action Plan for DRM and CC expired. In March 2016, work on the development of the new JNAP. JNAP II was initiated and led CCCI and EMCI . In May 2016, the “Brilliant Resilient” national seminar on disaster risk and climate change resilience was held at the National Auditorium in Rarotonga. It was at this seminar that government officials, island governments and administrations, NGO’s, CSO’s and the private sector provided input into the direction for JNAP II. After the seminar, a Technical Working Group (TWG) was formed to provide PART 2: JNAP II technical advice to and support the development of JNAP II. The Technical Working Group initially consisted of representatives from CCCI, EMCI, PEG and CPPO. The group then extended to include further technical input from ICI, NES, MOH, MFAI, MFEM, CIMS, SPREP and UNDP. These organisations worked in partnership on the engagement process and drafting of the JNAP II. VISION The vision of the Cook Islands Joint National Action Plan for Disaster Risk Management and Climate Change Adaptation outlines where the Cook Island wants to be by 2020. Each action to be implemented aims to make the Cook Islands Vision a reality. The Vision of the Joint National Action Plan is: “A safe, resilient and sustainable Cook Islands” We aspire to strengthen climate and disaster resilience to protect lives, livelihoods, economic, infrastructural, cultural and environmental assets in the Cook Islands STRUCTURE OF THE JNAP II STRATEGIC MATRIX JNAP II is presented in the form of a project planning matrix, the strategic matrix. While the plan is comprehensive it is also integrated. It is comprehensive to cater for the complex nature of the Cook Islands risk profile. It is integrated in that it takes a holistic view of the complex inter- relationships between hazard risk and human activities and seeks solutions across multiple sectors. The matrix is separated into three 3 THEMATIC AREAS thematic areas which take their lead from the regional FRDP. The nine sector based 9 STRATEGIES strategies are then grouped under these thematic areas. 22 OUTCOMES Each strategy seeks to achieve a specific outcome for the sector which can be 29 ACTIONS achieved in part by 29 actions and 154 sub-actions. 154 SUB-ACTIONS 30 The Cook Islands 2nd Joint National Action Plan 2016-2020 SUMMARY STRATEGIC MATRIX THEMATIC AREA ONE Climate change adaptation and disaster risk reduction (SP1, 2&3*, UNFCCC*) Establish programming and initiatives to increase the resilience of vulnerable populations to adapt to the immediate and long-term impacts of climate change and variability. Avoid hazards and mitigate their potential impacts by reducing vulnerabilities and exposure and strengthen capacities of communities to anticipate, cope and recover from the negative impacts of emergency occurrences and disasters. STRATEGY 1: GOOD GOVERNANCE Strengthen good governance, policy, strategy and legislation for Climate Change (CC) and Disaster Risk Management (DRM) PART 2: JNAP II ACTIONS:

1 — Formalise institutional arrangements for the oversight of DRM and CC and the review,

1. Formalise institutional arrangements for the oversight of DRM and CC and the review, development and implementation of DRM and CC policy, strategy and legislation.

2 — Establish the JNAP steering committee and the JNAP secretariat to coordinate,

2. Establish the JNAP steering committee and the JNAP secretariat to coordinate, communicate and collaborate CC and DRM initiatives.

3 — Mainstream DRM and CC considerations in existing and new national policy, strategy,

3. Mainstream DRM and CC considerations in existing and new national policy, strategy, community sustainable development plans, ministry business plans and budget submissions.

4 — Establish sustainable financing mechanisms for DRM and CC

4. Establish sustainable financing mechanisms for DRM and CC. STRATEGY 2: WATER AND FOOD SECURITY Improve water quality, efficiency and conservation. Strengthen livelihoods and capacity for climate adaptation in agriculture and fisheries. ACTIONS

5 — Promote long term water security for all islands to cope with prolonged dry spells and

5. Promote long term water security for all islands to cope with prolonged dry spells and other impacts of climate change.

6 — Improve food security, reduce import reliance and strengthen resilience to the

6. Improve food security, reduce import reliance and strengthen resilience to the impacts of climate change through the development of the agriculture industry at the community and national level.

7 — Strengthen and build resilience in the fisheries sector, ensuring a higher resilience to

7. Strengthen and build resilience in the fisheries sector, ensuring a higher resilience to the impacts of climate change.

8 — Strengthen the capacity to regularly monitor and report the salinity, water quality of

8. Strengthen the capacity to regularly monitor and report the salinity, water quality of freshwater used for water supply on all islands. *Sendai priority * UNFCCC objective The Cook Islands 2nd Joint National Action Plan 2016-2020 31 STRATEGY 3: ENVIRONMENTAL SUSTAINABILITY Promote sustainable land use practices for the protection and conservation of our environment and the efficient management of waste. ACTIONS

9 — Develop land use plans and development guidelines to strengthen planning authorities

9. Develop land use plans and development guidelines to strengthen planning authorities for effective management of land planning issues related to climate change adaptation and disaster risk management.

10 — Improve the conservation and management of marine and terrestrial biodiversity, to the

10. Improve the conservation and management of marine and terrestrial biodiversity, to the impacts of climate change.

11 — Promote integrated management of the coastal zones to build resilience to natural

11. Promote integrated management of the coastal zones to build resilience to natural hazards and slow onset disasters including climate change, ocean acidification, coral PART 2: JNAP II bleaching and coastal erosion due to sea level rise.

12 — Improve and promote solid and hazardous waste management systems to address

12. Improve and promote solid and hazardous waste management systems to address environmental and climate related risks.

13 — Strengthen sanitation infrastructure to address health, environmental and climate

13. Strengthen sanitation infrastructure to address health, environmental and climate related risks on all islands. STRATEGY 4: RESEARCH, MONITORING AND INFORMATION MANAGEMENT Improve climate and disaster research and monitoring, information generation, management and sharing. ACTIONS

14 — Strengthen capacity to record and publish research to support effective policy

14. Strengthen capacity to record and publish research to support effective policy development and improve decision making.

15 — Strengthen coordination, sharing and management of information related to climate

15. Strengthen coordination, sharing and management of information related to climate change and disaster risk for improved decision making.

16 — Strengthen the capacity of CIMS to collect and manage data and information on

16. Strengthen the capacity of CIMS to collect and manage data and information on weather and climate variability – especially severe weather and natural hazard events and impacts. STRATEGY 5: COOK ISLANDS CULTURE AND IDENTITY Protect and preserve Cook Islands sovereignty, identity and traditions in building a resilient population. ACTIONS

17 — Safeguard Cook Islands sovereignty (EEZ) from the impacts of climate change

17. Safeguard Cook Islands sovereignty (EEZ) from the impacts of climate change

18 — Encourage a spiritual and cultural approach in promoting coping strategies to inform

18. Encourage a spiritual and cultural approach in promoting coping strategies to inform the design of CC and DRM activities. 32 The Cook Islands 2nd Joint National Action Plan 2016-2020 THEMATIC AREA TWO Climate change mitigation & low carbon development (UNFCCC*) To promote an integrated approach combining policy, technology and management practices or behavioural change to reduce or prevent the emission of greenhouse gases and assist the country in the move towards a low carbon society. STRATEGY 6: ENERGY Promote sustainable renewable energy, energy security, energy efficiency and safe energy storage and transportation ACTIONS

19 — Promote sustainable renewable energy

19. Promote sustainable renewable energy. PART 2: JNAP II

20 — Promote energy efficiency, low carbon development and conservation to reduce

20. Promote energy efficiency, low carbon development and conservation to reduce greenhouse gas emissions.

21 — Strengthen energy infrastructure, transportation, and supply and storage systems in

21. Strengthen energy infrastructure, transportation, and supply and storage systems in the Pa Enua to reduce risks to the communities from hazards, weather extremes and climate change. THEMATIC AREA THREE Disaster preparedness, response, recovery and reconstruction (SP4*) Save lives and meet the basic subsistence needs of the affected population based on acceptable standards during or immediately after a disaster. Restore and improve facilities, livelihoods and living conditions and organisational capacities of affected communities, and reduced disaster risks in accordance with the “building back better” principle. STRATEGY 7: INFRASTRUCTURE Promote reliable infrastructure and low carbon development ACTIONS

22 — Strengthen and climate-proof key infrastructure in the coastal zone

22. Strengthen and climate-proof key infrastructure in the coastal zone.

23 — Strengthen existing - and establish new - public, essential services buildings and

23. Strengthen existing - and establish new - public, essential services buildings and emergency evacuation centres (including schools, airports, ports, community halls) to better withstand impacts of climate change and disaster risk. The Cook Islands 2nd Joint National Action Plan 2016-2020 33 STRATEGY 8: CLIMATE AND DISASTER RISK RESILIENCE Strengthen climate and disaster risk resilience through integrated planning and programming at the national and community level and enhancing early warning systems ACTIONS

24 — Develop and implement a national programme for community based integrated

24. Develop and implement a national programme for community based integrated vulnerability assessment, climate change adaptation and strengthen disaster risk management and planning.

25 — Enhance national capacity to provide early warnings for slow and fast-onset hazards,

25. Enhance national capacity to provide early warnings for slow and fast-onset hazards, including those related to climate change.

26 — Strengthen capacity for search and rescue at sea and on land

26. Strengthen capacity for search and rescue at sea and on land.

27 — Strengthen and build resilience in the tourism sector to the impacts of climate change

27. Strengthen and build resilience in the tourism sector to the impacts of climate change PART 2: JNAP II and disasters. STRATEGY 9: HUMAN HEALTH AND WELFARE Strengthen human health and welfare during response and recovery of climate and disaster impacts.

28 — Strengthen capacity to respond to climate-related diseases

28. Strengthen capacity to respond to climate-related diseases.

29 — Strengthen capacity to provide emergency health care and supplies during and after

29. Strengthen capacity to provide emergency health care and supplies during and after disasters. The full matrix goes further to describe costed strategies, outcomes, lead agencies, actions, sub-actions, outputs, potential strategic partners and support agencies. It is intended to facilitate JNAP II implementation while the summary matrix serves as a quick reference guide to aid project oversight and policy integration. A breakdown of the indicative costs of the plan is provided in Part 3 which outlines the JNAP II implementation programme. Strategies: The plan is organised into nine strategies, • Good governance • Water and food security • Environmental sustainability • Research, monitoring and information management • Infrastructure • Climate and disaster risk resilience • Cook Islands culture and identity • Human health and welfare • Energy 34 The Cook Islands 2nd Joint National Action Plan 2016-2020 Strategic Outcomes: The positive changes that are expected to occur as a result of completed actions. Actions: The steps to be implemented to achieve the desired outcomes. Indicative Sub-Actions: Actions proposed by stakeholders to address root causes and achieve desired outcomes. These are ‘indicative’ as they are provided as examples of the kinds of sub- actions that are required to successfully implement the actions and strategies. It is encouraged that the proposed sub-actions be reviewed and subjected to detailed planning. Lead agencies: The agencies tasked with initiating, leading, co-ordinating and reporting on the implementation of the specified actions. Lead agencies are not expected to implement all sub- actions, but should be prepared to report on the progress of these sub-actions. Pa Enua: The isolated populations in the Pa Enua (outer islands) of the Cook Islands are especially vulnerable to the anticipated changes in climate of increased frequency and intensity PART 2: JNAP II of rainfall and tropical storms; rising and extreme sea levels and changing wind patterns; and hotter, drier weather. Sub-actions which are relevant to the Pa Enua will be highlighted to Island Councils and Administrations, and enable plans for action to be developed, implemented and monitored. Coral and Paua are both feeling the impacts of rising sea temperatures. Image: Dr. Teina Rongo The Cook Islands 2nd Joint National Action Plan 2016-2020 35 PART I: BACKGROUND INFORMATION 36 The Cook Islands 2nd Joint National Action Plan 2016-2020 PART I: BACKGROUND INFORMATION Part 3 : JNAP II Implementation Strategy Harvest time in the Pa Enua. Image: The Cook Islands 2nd Joint National Varo Action Plan Media37 2016-2020 INTRODUCTION This section describes the manner in which JNAP II will be implemented and highlights some key considerations. These are as follows: »» The need for a set of guiding principles for the implementation. »» The need for appropriate implementation mechanisms defining who is to be responsible for leading JNAP II implementation. »» The identification of resource mobilisation and approaches for the resourcing of JNAP II actions. »» The use of a thorough monitoring and evaluation framework which addresses issues in relation to transparency and accountability, and also facilitates a systematic approach to improvements based on progress reporting. The development of an appropriate communications strategy to help ensure that the message of increased safety and resilience uses the most appropriate media. The implementation programme has been developed in consultation with JNAP II technical working group, the National Disaster Risk Management Council, the Climate Change Team and other key stakeholders. Institutional arrangements take into account the desire by government to harmonise DRM and CC efforts in the Cook Islands. GUIDING PRINCIPLES PART 3: JNAP II IMPLEMENTATION STRATEGY The implementation arrangements for the JNAP II have been developed in accordance with a set of guiding principles. These are necessary to protect the integrity and intent of the whole JNAP II development and implementation process. The guiding principles add value to the national vision in the National Sustainable Development Plan 2016 – 2020: “to enjoy the highest quality of life consistent with the aspirations of our people, and in harmony with our culture and environment” and of Goal 13 – “Strengthen resilience to combat the impacts of climate change and natural disasters”. Leadership by Government: The improved application of disaster risk reduction and disaster management measures will only take root and be successful throughout the community if Government actively takes a leadership role. Local partners need to see that Government is itself actively pursuing improved DRM and CC to be able to ensure a meaningful flow on to other potential beneficiaries. Inclusivity: The implementation must, like the development of the JNAP II, involve as many stakeholders as possible. This will increase the probability of success over the longer term. Focus on the community: There is a need to ensure that the focus on community safety and well-being is retained and is at the forefront of the whole JNAP II implementation process. Clarity in role definition: It is essential that the roles of all key players in JNAP II implementation are properly defined and understood. Stress reduction: It is important to keep stresses on the national or Government system at a minimum; and of equal importance is the need to keep stress and burden on key individuals at a minimum. The implementation programme must take into account that other Government- led initiatives are also putting stresses on the system. Clear communication: The intent of the JNAP II, and the importance of DRM and CC, needs 38 The Cook Islands 2nd Joint National Action Plan 2016-2020 to be clearly communicated to stakeholders at national, local and community level. Accountability and transparency: The implementation will draw on resources that will be provided internally through the national budget (taxpayer funds) and through external support through donors and partners. Because of this it is important that there is accurate monitoring and reporting of implementation results and that transparency is maintained at all times. Dynamism: The implementation programme involves a dynamic process in which learning, change and improvement are very important. The implementation will ensure that any lessons learned and new initiatives or actions identified are factored in to an on-going programme of DRM and CC strengthening and capacity building in the Cook Islands. IMPLEMENTATION MECHANISMS The JNAP II is a comprehensive five-year programme that brings together and highlights relevant CC and DRM actions to ensure a coordinated, collaborative and streamlined approach. It is important that all stakeholders recognise JNAP II as a key document which provides leverage with donors, and which was designed and developed using a consultative, whole of government approach. The plan provides indicative costs for these actions to allow external assistance to readily identify the level of development support required. PART 3: JNAP II IMPLEMENTATION STRATEGY To improve impetus for the second JNAP II, a new steering committee is to be established to help seek funding and assistance from development partners and donors in the implementation of JNAP II actions (Table 6). The committee will also oversee the newly appointed JNAP secretariat whose key responsibility will be to coordinate, monitor and evaluate JNAP II activities. The JNAP steering committee will include the following members: • Director of Climate Change Cook Islands • Director of Emergency Management Cook Islands • Head of Ministry (HOM) - National Environment Service • HOM - Infrastructure Cook Islands • MFEM representative • NGO/CSO representative • Two Pa Enua representatives JNAP SECRETARIAT A JNAP secretariat will be appointed to provide coordination support and ensure lead and supporting agencies are able to carry out specified JNAP II actions. The secretariat will not implement JNAP II actions. The JNAP secretariat will be situated within the Office of the Prime Minister, Central Policy and Planning Office and provide feedback to the JNAP steering committee. It is essential to the integrity of the JNAP II implementation effort that the EMCI, CCCI and the National Disaster Risk and Climate Change Platform is kept informed of progress by the JNAP Steering Committee, in relation to their respective financing proposals. The following table (Table 6) outlines the key roles and responsibilities for the successful implementation of JNAP II. The Cook Islands 2nd Joint National Action Plan 2016-2020 39 Table 6: Roles and responsibilities for JNAP II implementation Stakeholder Role/Responsibility Group »» High-level oversight, policy guidance and direction »» Advocacy at Cabinet and with MFEM and OPSC to ensure the National integration of JNAP II actions into the Medium Term Budgetary DRM Council Framework and annual work/business plans and budgets of the (NDRMC) relevant Ministries and agencies »» Review of JNAP II implementation progress »» Provide direct operational oversight of implementation and support the integration of JNAP II actions into the Medium Term Budgetary Framework and annual work/business plans and budgets of the JNAP relevant Ministries Steering »» Develop and implement a monitoring and evaluation framework to Committee support JNAP II »» Ensure that lessons learned from monitoring and evaluation are accounted for in the on-going implementation of the JNAP II and of PART 3: JNAP II IMPLEMENTATION STRATEGY DRM and CC activities in the Cook Islands »» Monitor and evaluate the activities within the JNAP II JNAP »» Advise and support the JNAP steering committee Secretariat »» Advise and support the lead and support agencies »» Serve as a coordination mechanism to enhance multi-stakeholder collaboration and coordination for the sustainability of DRM and CC activities through a consultative and participatory process in line National with the implementation of the SFA and the UNFCCC Disaster Risk »» Foster an enabling environment for developing a culture of and Climate prevention, through advocacy of and awareness-raising on DRM Change and CC, and the importance of integrating DRM and CC into Platform development policies, planning and programmes »» Facilitate the integration of DRM and CC into national policies, planning and programmes in various development sectors, as well as international or bilateral development aid policies and programmes »» Provide operational leadership and coordination of the implementation of JNAP II activities »» Support JNAP II and general DRM and CC advocacy within Ministries and the private sector, civil society and the community EMCI »» Facilitate regular meetings of the NDRMC and the JNAP Steering Committee »» Follow up on JNAP II implementation with Ministries and agencies »» Facilitate reporting to NDRMC, CPPO and SPREP of JNAP II implementation progress 40 The Cook Islands 2nd Joint National Action Plan 2016-2020 Stakeholder Role/Responsibility Group »» Facilitate linkages with the national climate change (CC) programme as represented by the JNAP II »» With EMCI facilitate regular meetings of the NDRMC and the JNAP Steering Committee CCCI »» Facilitate regular meetings of the National Disaster Risk and Climate Change Platform »» Work with EMCI to ensure that the implementation of DRM and CC JNAP II actions are well coordinated to realise greater effectiveness and efficiency in terms of delivery »» CPPO: Review/validate JNAP II actions for consistency with NSDP »» MFEM/CPPO: Analyse the fiscal impact of JNAP II actions and MFEM and implementation proposals in line with the MTBF CPPO »» MFEM: Agree with Ministries and agencies on the expenditure estimates for JNAP II actions PART 3: JNAP II IMPLEMENTATION STRATEGY »» Ministries and agencies: Facilitate the integration of JNAP II actions into respective Medium Term Budgetary Framework plans and also annual work/business plans and budgets »» Local partners: Facilitate integration of JNAP II actions into Ministries, respective planning and budget systems agencies and »» Facilitate implementation of JNAP II actions in coordination with the local partners JNAP Steering Committee »» Ensure progress reporting on JNAP II implementation and assist in the evaluation »» Advocate for improved DRM and CC in the Cook Islands Villages and »» Support JNAP II implementation Community »» Provide feedback to assist monitoring and evaluation groups The Cook Islands 2nd Joint National Action Plan 2016-2020 41 FINANCING STRATEGY The successful implementation of JNAP II relies on significant investment by Government through the national budget and/or overseas development and donor assistance. NATIONAL BUDGET AND OTHER INTERNAL SOURCES Given the recurring nature of cyclones and other hazards in the Cook Islands, it is prudent for Government to invest in building resilience. With many JNAP II activities already mainstreamed into national policy, plans and budgets, MFEM will play a key role in ensuring that CC and DRM actions that have been integrated are aligned with budget priorities and meet national and reporting standards. In addition, NGOs and CSOs may also contribute to the response efforts. OVERSEAS DEVELOPMENT OR DONOR ASSISTANCE The Government relies upon the existing support of international partners towards the implementation of JNAP II through technical and financial support. It is critical to the implementation of the JNAP that development partner support and donor funding is directed in a way that best complements national priorities and systems, while at the same time being mindful of the requirements of donors and partners who are expected to contribute substantially. The financing strategy for the JNAP II therefore has two major objectives: PART 3: JNAP II IMPLEMENTATION STRATEGY

1 — Ensure that the national planning and budgetary processes and systems, and in particular

1. Ensure that the national planning and budgetary processes and systems, and in particular the Medium Term Budgetary Framework (MTBF), are adhered to.

2 — Ensure consistency with the aid management requirements stipulated by donors and other

2. Ensure consistency with the aid management requirements stipulated by donors and other partners. As the JNAP II strategies contain both ongoing and new activities, it will be the role of the JNAP secretariat and the steering committee to identify resource gaps to be presented to development partners at the biennial Development Partners Meeting, and other funding and programming cycles. The aftermath of Cyclone Bart at Avarua Wharf in 2017. Image: Melanie Cooper 42 The Cook Islands 2nd Joint National Action Plan 2016-2020 In this regard the following strategy is proposed:

1 — For the activation of funds and in-kind contributions through the National Budget

1. For the activation of funds and in-kind contributions through the National Budget: Strategy Intended Outcome

1 — Chief of Staff and the Financial Secretary to undertake a »» Increased awareness

1. Chief of Staff and the Financial Secretary to undertake a »» Increased awareness special briefing of all Heads of Ministries and Heads of of the JNAP II. Agencies to explain the JNAP II and related costs. »» Support for the integration of JNAP II actions into respective Ministry MTBF proposals.

2 — JNAP Steering Committee members to develop »» JNAP II actions

2. JNAP Steering Committee members to develop »» JNAP II actions proposals for their respective Ministries consistent with encapsulated within the requirements of the MTBF, and obtain support Ministry/Agency MTBF of their Head of Ministry/Head of Agency for such proposals. proposals. • The proposals are to clearly indicate: PART 3: JNAP II IMPLEMENTATION STRATEGY »» Why the JNAP intervention is proposed and disclosing supportive verifiable information. »» The proposed sequencing of JNAP actions within the first, second and third year of the MTBF. »» The cost estimates related to the sequencing.

2 — For the activation of funds and in-kind contributions through donor support there are various

2. For the activation of funds and in-kind contributions through donor support there are various scenarios: Strategy Intended Outcome

1 — Government to seek funding support through existing Provision of funding

1. Government to seek funding support through existing Provision of funding and proposed direct and bilateral programmes. to support JNAP Under this scenario all Ministries and Agencies would need II implementation to comply with the requirements as set out by DCD packaged in accordance with stipulated donor guidelines and

2 — Local partners (e.g. the Cook Islands Red Cross Society) requirements

2. Local partners (e.g. the Cook Islands Red Cross Society) requirements. with the support of EMCI and JNAP SC to liaise with partners and other regional and international organisations Funding support available to support their contribution to JNAP implementation. for NGOs, CSOs and other Under this scenario the donor/partner would: bodies auxiliary to the CIG »» Clarify parameters and modalities for support. for their respective JNAP II »» Undertake contractual processes to activate activities. support including M&E requirements. Improved participation by all JNAP II stakeholders. The Cook Islands 2nd Joint National Action Plan 2016-2020 43 COMMUNICATION STRATEGY The need for a communications strategy to support JNAP II implementation and general DRM and CC awareness in the Cook Islands was discussed at length during consultations. The communications strategy will need to:

1 — Identify the intended stakeholders in the JNAP II, including beneficiaries and potential

1. Identify the intended stakeholders in the JNAP II, including beneficiaries and potential donors for implementation.

2 — Explain the nature of the ‘message(s)’ that need to reach those stakeholders (e.g.,

2. Explain the nature of the ‘message(s)’ that need to reach those stakeholders (e.g., responsibilities of and benefits to beneficiaries, strategic information for donors such as investment returns as indicated above under the ‘Financing Strategy’).

3 — Maximise the use of the implementation of JNAP II actions as opportunities for

3. Maximise the use of the implementation of JNAP II actions as opportunities for communication.

4 — Utilise the selected mediums of communication to

4. Utilise the selected mediums of communication to: a. create awareness and inform; b. build capacity; c. influence behavioural change; and d. serve as a mechanism to facilitate feedback for the purposes of monitoring and evaluation. The development of a communications strategy is to be led by the CPPO through the JNAP Secretariat who is to mobilise a small committee to assist in the process. While JNAP SC PART 3: JNAP II IMPLEMENTATION STRATEGY members serve as the obvious choice for the committee, consideration should be given to other personalities in the Cook Islands who are familiar with media and marketing as well as those involved in existing community support activities. The benefits of involving a wider group lies in the diverse range of ideas that are likely to surface and that will strengthen overall communication and the sustainability of JNAP implementation. MONITORING AND EVALUATION The Government has invested significantly in consultations to improve the standard and mode of performance reporting to be used by Ministries and agencies. A review in 2008 (OPM 2008) resulted in the development of a Monitoring and Evaluation Readiness Assessment. The review highlighted a number of key issues to be taken into account in the development of a monitoring and evaluation framework for the JNAP II. A key consideration in monitoring and evaluation is to ensure that the reporting system focuses on the delivery of Strategic Outcomes, in addition to the delivery of Actions (or outputs). Furthermore, the monitoring and evaluation system should provide an opportunity for feedback and improvement in terms of the NAP. It should also build capacity among those using the system to identify and develop improvements to the monitoring and evaluation framework as an ongoing outcome of implementation. In addition, the target beneficiaries of the JNAP (such as community groups) should also benefit by increasing their understanding of the importance of monitoring and evaluation, as a requirement of the development planning and implementation process. The Monitoring and Evaluation Readiness Assessment Report has highlighted various requirements which will need to be considered for adoption in the monitoring and evaluation 44 The Cook Islands 2nd Joint National Action Plan 2016-2020 system for the JNAP II. These have been contextualised below in relation to the JNAP II implementation:

1 — The need to reflect

1. The need to reflect: a. clear targets; b. performance indicators; c. responsibility for target delivery; and d. means of verifying that results have been achieved.

2 — Ministries and agencies to use targets and performance indicators presented in the budget

2. Ministries and agencies to use targets and performance indicators presented in the budget proposals as the basis for internal monitoring and management.

3 — Ministries and agencies to provide PSC, MFEM and OPM (CPPO) with 6-monthly progress

3. Ministries and agencies to provide PSC, MFEM and OPM (CPPO) with 6-monthly progress reports: a. OPSC: to use 6-monthly review reports and provide feedback to HOMs on agency performance. b. MFEM: to review performance in connection with budget figures and provide feedback to HOMs. c. CPPO: to review performance against the achievement of the relevant NSDP indicators and provide feedback to HOMs, EMCI, CCCI and JNAPSC.

4 — EMCI, CIMS and the CCCI to prepare 6-monthly progress reports for the NDRMC and the

4. EMCI, CIMS and the CCCI to prepare 6-monthly progress reports for the NDRMC and the National CC and DRM and Cabinet. This should include: a. results achieved including (if possible) impact of JNAP II implementation in relation to PART 3: JNAP II IMPLEMENTATION STRATEGY the achievement of JNAP objectives and the relevant NSDP indicators. b. Lessons learned. c. Actions taken to improve performance and address issues/risks arising from implementation. d. Forecast programme for the next 6 months.

5 — EMCI, CIMS and CCCI to submit reports to MFEM on the use of financial support directed to

5. EMCI, CIMS and CCCI to submit reports to MFEM on the use of financial support directed to NGO, CSO and auxiliary organisations, etc. These would be based on reports submitted to EMCI, CIMS and CCCI by relevant NGOs, CSOs and auxiliary organisations.

6 — EMCI to submit progress reports (as in 4 above) to SOPAC for the information of the Pacific

6. EMCI to submit progress reports (as in 4 above) to SOPAC for the information of the Pacific DRM Partners Network and for inclusion in the on-line reporting system developed by SOPAC for national progress reporting against the regional FRDP 2017-2030 and the Sendai Framework for Action.

7 — CCCI to submit progress reports to SPREP

7. CCCI to submit progress reports to SPREP.

8 — NGOs and CSOs involved in JNAP II implementation to provide reports to EMCI, CIMS, and

8. NGOs and CSOs involved in JNAP II implementation to provide reports to EMCI, CIMS, and CCCI and to respective donors, as appropriate.

9 — Village and community groups to ensure active participation in the review process for JNAP

9. Village and community groups to ensure active participation in the review process for JNAP II implementation. The format for all reports referred to above will be developed by technical assistance engaged through EMCI to support JNAP implementation. In this regard, care should be taken to conform with the reporting requirements developed in connection with the MTBF and others, as may be stipulated by OPM/CPPO and the PSC. In relation to the development of the JNAP II monitoring and evaluation framework, some attention is needed for the sequencing of reports and reporting so that time-frames are adhered to. This can be achieved through a calendar for JNAP reporting. The Cook Islands 2nd Joint National Action Plan 2016-2020 45 The table below (Table 7) lists the reporting requirements for the monitoring and evaluation of the JNAP implementation. Table 7. M & E Reporting requirements Stakeholder Group/ Stakeholder Group/Ministry/ Reports To Frequency Reporting Modality Ministry/Agency Agency to provide feedback to NDRMC and National EMCI, CIMS, NDRMC and Disaster Risk & Cabinet 6 months Cabinet paper CCCI Climate Change Platform JNAP SC NDRMC 6 months JNAP SC paper HOMs/Agencies As appropriate to NDRMC, EMCI 6 months receiving agency/ OPM MFEM group NDRMC, As appropriate to CCCI SPREP, 6 months receiving agency/ OPM MFEM group PART 3: JNAP II IMPLEMENTATION STRATEGY MFEM Cabinet Annual Cabinet paper HOMs/Agencies Cabinet, CPPO (JNAP JNAP SC EMCI, NDRMC, CCCI, Annual Cabinet paper Secretariat) and DR & HOMs CC Platform As appropriate to Ministries and MFEM, NDRMC, CCCI AND 6 months receiving agency/ Agencies CPPO, PSC EMCI group As appropriate to EMCI, CCCI, Community groups and NGOs and CSOs 6 months receiving agency/ CISCO other stakeholders group 46 The Cook Islands 2nd Joint National Action Plan 2016-2020 ANNEXES PART I: BACKGROUND INFORMATION Flooding of low lying crops (above) and erosion caused by rising sea levels. Image: The Cook Islands 2nd Joint National Action Plan Celine47 2016-2020 Dyer, CCCI PART I: BACKGROUND INFORMATION 48 The Cook Islands 2nd Joint National Action Plan 2016-2020 PART I: BACKGROUND INFORMATION

ANNEX 1:

ANNEX 1: JNAP II Strategic Matrix Papa Tua’s family keeping traditional Mitiaro medicine alive. Image: Melina Tuiravakai The Cook Islands 2nd Joint National Action Plan 2016-2020 49 PART I: BACKGROUND INFORMATION 50 The Cook Islands 2nd Joint National Action Plan 2016-2020 JNAP II is organised in to nine strategies which PART I: BACKGROUND INFORMATION align with 13 NSDP goals. 1 GOOD GOVERNANCE Strengthen governance, policy, strategy and legislation. 2 WATER AND FOOD SECURITY Improve water quality, efficiency and conservation. Strengthen liveli- hoods and capacity for climate adaptation in agriculture and fisheries. 3 ENVIRONMENTAL SUSTAINABILITY Promote sustainable practices and protect and conserve our environment and the efficient management of waste. RESEARCH, MONITORING AND INFORMATION MANAGEMENT 4 Improve research and monitoring, information generation, management and sharing. COOK ISLANDS CULTURE AND IDENTITY 5 Protect sovereignty, our unique identity and build a resilient population. ENERGY AND TRANSPORT 6 Promote the use of sustainable renewable energy and energy efficiency and reliable transport. 7 LAND AND INFRASTRUCTURE Strengthen land management and promote reliable infrastructure development. CLIMATE AND DISASTER RISK RESILIENCE 8 Strengthen climate and disaster risk management and improve early warning systems HEALTH AND WELFARE 9 Strengthen the health and welfare service delivery to improve response and recovery of climate and disaster impacts. Young farmers in Mangaia head out for the harvest. Image: The Cook Islands 2nd Joint National Action Varo Media Plan 2016-2020 51 ANNEXES STRATEGY 1: GOOD GOVERNANCE Strengthen good governance, policy, strategy and legislation for Climate Change Adaptation (CC) and Disaster Risk Management (DRM) Intended outcomes • Cook Islands governance systems with strengthened institutional frameworks that support CC and DRM • National and community development plans, policies and strategies have CC and DRM considerations • Sustainable national financing mechanisms for CC and DRM Potential Responsible Indicative Actions and sub-actions Outputs development Agencies cost (NZD) partners Lead: 1. Formalise institutional arrangements for the oversight of DRM and • New structure approved by Cabinet. All development $200K OPM CC and the review, development and implementation of DRM and • CC and DRM Policy developed and partners and (EMCI & CCCI) CC policy, strategy and legislation. endorsed by Cabinet. donors. a. Review CC and DRM institutional arrangements, policy, strategies • Increase the proportion of women in Support: and legislation. decision making roles within the CC PSC, CLO, INTAFF & b. Ensure stronger gender responsiveness in government programmes and DRM institutional structure. CIRC and policies and increased participation of woman at the decision- • Reviewed DRM Act 2007. making level e.g. island councils. • Reviewed NDRMP and arrangements. c. Review existing legal framework and practices in the Cook Islands • New Climate Change legislation. in accordance with the IDRL Guidelines and the IDRL Model Act to identify obstacles to the efficient and effective delivery of international disaster relief. d. Develop and enact new legislation for CC and new legislation for DRM to provide a central, unified, approach for Government in climate change related measures, disaster response, relief and reconstruction and including facilitation of international disaster relief. Lead: 2. Establish the JNAP steering committee and the JNAP secretariat to • JNAP steering committee approved All development $250K OPM coordinate, communicate and collaborate CC and DRM initiatives. by cabinet and JNAP secretariat partners and (EMCI & CCCI) a. Establish and resource the JNAP steering committee and the JNAP appointed donors. secretariat (Build the capacity of JNAP Secretariat to fulfill its role • JNAP communications are regular and Support: and responsibilities to coordinate CC and DRM initiatives, events, delivered through multimedia i.e. National ICI, All ministries and programmes e.g. training, professional development, appropriate Disaster Risk and Climate Change agencies resourcing). Platform meetings, social media and printed resources and reports. 52 The Cook Islands 2nd Joint National Action Plan 2016-2020 Lead: 3. Mainstream DRM and CC considerations in existing and new • Annual national policy development All development $850K OPM national policy, strategy, community sustainable development workshop with HOMs, Agency CEOs partners and (CPPO, EMCI, CCCI & plans, ministry business plans and budget submissions. policy makers and parliamentarians. donors. PEG) a. Raise awareness within government on the importance of • All relevant national development mainstreaming CC and DRM into (national and community), plans, policies, strategy and legislation Support: development plans, policies, strategy and legislation. have sections on CC and DRM. All ministries, b. Develop guidelines and tools to support the mainstreaming process. • Number of Community sustainable Puna, Island c. Monitor all ministry business plans to ensure the incorporation of development plans with sections on government. JNAP activities into the budget process. CC and DRM. • Mainstreaming guidelines and tools developed. Lead: 4. Establish sustainable financing mechanisms for DRM and CC. • Evaluation of sustainable financing All development $300K MFEM a. Investigate and evaluate innovative, feasible, sustainable financing mechanisms (Report). partners and mechanisms to implement in the Cook Islands. • Disaster risk finance mechanisms that donors. Support: b. Explore and maintain appropriate, feasible, sustainable climate and meet (sustainability, feasibility) criteria. (EMCI & CCCI) disaster risk financing mechanisms from government as well as new • Cook Islands-Disaster Emergency and additional funding from development partners (e.g. PCRAFI Trust Fund. regional risk insurance, contingent credit facilities, etc). • Accreditation for NIE/s. c. Maintain and grow the Disaster Emergency Trust Fund for Disaster Management. d. Build capacity to develop fundable projects appropriate for the access criteria of the Green Climate Fund (GCF), Adaptation Fund (AF) and the Global Environment Facility (GEF). e. Take steps towards becoming accredited entities to climate financing mechanisms. f. Strengthen DRM and CC stakeholders in writing funding proposals. Total cost – Strategy 1 $1.6M 53 The Cook Islands 2nd Joint National Action Plan 2016-2020 ANNEXES ANNEXES STRATEGY 2: WATER AND FOOD SECURITY Improve water quality, efficiency and conservation. Strengthen livelihoods and capacity for climate adaptation in agriculture and fisheries Intended outcomes: • Communities have constant access to reliable, potable water • Communities achieve food security • Communities engage in sustainable agricultural and fishing practices Potential Responsible Indicative Actions and sub-actions Outputs development Agencies cost (NZD) partners Lead: 5. Promote long term water security for all islands to cope with • NSDP Indicator 4.1. New Zealand, $44.6M ICI prolonged dry spells and other impacts of climate change . • Emergency water supply contingency Peoples Republic (P&D, WATSAN) a. Develop a Cook Islands Contingency Plan for access to safe and plan in place for all islands, building of China, GCF Island government potable water during droughts for all islands. resilience to the impacts of climate b. Implement drought response activities for all islands. change. Support: c. Develop a National Strategy for Long-term Water Security, addressing • Decrease of reported emergencies OPM (CCCI, EMCI, the long-term impacts of climate change. caused by drought. PEG), MOH, MOA, d. Develop and conduct education and awareness programmes on • Results of water testing to national NES, CIRC protecting water resources and conserving water. water standards. e. Investigate and implement measures to increase capacity, facilitate • Number of communities, schools, cartage to and from, and protect, for emergency purposes, each islands that received awareness island’s water storage. material on the protection of water f. Ensure clean water through effective management of watersheds sources and water conservation. (health regulations). • Water storage capacity increased. g. Build local capacity for water tank maintenance. • Health regulations concerning h. Promote household water collecting structures. piggeries and septic tanks applied. i. Investigate alternative sources of ground water. • Household water storage tanks are j. Conduct a feasibility study for the purchase of a desalination plant for well maintained. each island for emergencies. • Each inhabited island has a backup k. Establish and provide training on GIS applications for water resource desalination plant. management. • GIS is being used for water resources l. Conduct regular water assessments on water level, water use, care and and management. maintenance of natural water resources and infrastructure on all islands. • Water assessments conducted and m. Annual report on the status of our water lens and water protection zones. data is available for all islands. 54 The Cook Islands 2nd Joint National Action Plan 2016-2020 Lead: 6. Improve food security, reduce import reliance and strengthen resilience • New strains developed that are better FAO $5.4M MOA to the impacts of climate change through the development of the adapted to changing conditions, Island government agriculture industry at the community and national level. including climate change related a. Invest in research and development of new crop varieties and livestock impacts and resilient crops available on Support: breeds, including those resilient to climate change impacts. all islands. MOH, NGOs, CIRC b. Ensure adequate supplies of food crop planting materials on all inhabited • Seedlings and cuttings prepositioned on islands ahead of cyclone season. each island. c. Introduce coconut and other food crop replanting programmes on all • Greater variety and more food being inhabited islands. grown locally. d. Provide nutritional supplements to islanders and vulnerable groups. • Nutritional supplements being e. Promote sustainable land management and farming practices (including consumed by island communities. removal of water-thirsty, flammable, alien vegetation), organic farming and • New methods of sustainable agriculture pest control techniques. being promoted on all islands. f. Promote livelihood options in crop and livestock production where • Productivity of soils retained. Improved feasible. soil water retention and reduced fire risk. g. Promote subsistence farming with emphasis on organic farming (home • Livelihood options being promoted on and school gardens). all islands. h. Promote agricultural micro-business and small business. • Reports, documents and training i. Identify pilot communities for community based agricultural business. material on food preservation and j. Develop and deliver training for improved food preservation, storage storage produced and delivered. and processing techniques and promote food storage ahead of cyclone season Lead: 7. Strengthen and build resilience in the fisheries sector, ensuring a • Increase in household consumption of UNDP $4.3M MMR higher resilience to the impacts of climate change. oceanic and aquaculture seafood. Island government a. Identify pilot communities for community based fisheries management. • Aquaculture management plans in place b. Implement management plans and guidelines for the aquaculture and implemented. Support: sector. • Ra’ui protected areas strengthened and MOA, NGOs, TIS, c. Promote livelihood options in fisheries where feasible. expanded. Aronga Mana . d. Document traditional knowledge on fishing, navigation and • Livelihood options being promoted on preservation techniques. all islands. e. Review the impact of commercial fishing on subsistence fishing. • Traditional knowledge and preservation techniques published and awareness material distributed to communities. Lead: 8. Strengthen the capacity to regularly monitor and report the salinity, • Appropriate training programmes and UNDP, New $500K MOH water quality of freshwater used for water supply on all islands. evaluation. Zealand (Island government) a. Conduct training on analysing data and provide support for reporting. Support: b. Acquire monitoring equipment and provide training to local MMR, ICI, ISACI counterparts Total cost – Strategy 2 $54.8m 55 The Cook Islands 2nd Joint National Action Plan 2016-2020 ANNEXES ANNEXES STRATEGY 3: ENVIRONMENTAL SUSTAINABILITY Promote sustainable land use practices and the protection and conservation of our environment and the efficient management of waste Intended outcomes: • Communities have constant access to reliable, potable water • Communities achieve food security • Communities engage in sustainable agricultural and fishing practices Potential Responsible Indicative Actions and sub-actions Outputs development Agencies cost (NZD) partners Lead: 9. Develop land use plans and development guidelines to strengthen • Land planning authorities are provided SPREP, Australia $500K ICI planning authorities for effective management of land planning issues with adequate training and equipment. (P&D) related to climate change adaptation and disaster risk management. . • Land Use Policy . Island government a. Strengthen and develop capacity within land planning authorities for land use • Training held and resources procured. planning with relevant training, appropriate equipment and software. • Recommendations for strengthening Support: b. Adopt and implement land use plans and development guidelines for all hazard risk components of regulations ICI (GIS), EMCI, NES, islands. accepted. MOE, MOA, MOJ, c. Strengthen capacity of central and technical agencies in risk management Aronga Mana, CPPO and climate change adaptation based approaches to planning. d. Train builders in cyclone-proof building methods. e. Raise awareness of developers of hazard and climate change related risks. f. Revisit and review exposure database of islands buildings and infrastructure. g. Review asset management plan (live document). Lead: 10. Improve the conservation and management of marine and terrestrial • NSDP Indicator 11.2, 11.3. SPREP, UNDP $900K NES biodiversity to increase resilience to the impacts of climate change. • Monitoring systems in place. Island government a. Monitor the impacts of climate change on animal and plant population • Total area of protected areas identified health and distribution. to protect endangered environments Support: b. Develop community based protected areas to protect rare and and species. CINHT, TIS, NGOs, endangered environments and species. • Environment regulations exist on all CLO, CCCI, MMR, c. Develop and implement actions to protect and reduce the vulnerability of islands. MOA, Marae Moana endangered species (plants, animals). • Programmes in place to eradicate alien d. Develop, where needed, appropriate regulatory mechanisms for all islands. invasive species. e. Strengthen the institutional capacity of enforcement agencies. f. Eradicate and control invasive plants and animals Promote effective control of marine litter from land sources. 56 The Cook Islands 2nd Joint National Action Plan 2016-2020 Lead: 11. Promote integrated management of the coastal zones to build • NSDP Indicator 12.1 - (State of the reef). SPREP, UNDP, $500K MMR resilience to natural hazards and slow onset events including ocean • Reduction in vulnerable developments CCCI, NES, Island government acidification, ocean warming and sea level rise. close to the seashore. IUCN, SPC, FFA, a. Monitor reef health. • Rate of coastal erosion reduced. AF, GCF Support: b. Raise awareness through the establishment of pilot demonstration • ICM pilot projects established. CCCI, ICI, CLO, projects. • Total area of land covered by native Tourism, NES, ISACI, c. Develop regulations on coastal set back lines (buffer zones) where trees. TIS, Marae Moana appropriate. d. Put in place monitored and integrated measures to minimise or reverse coastal erosion e.g. planting of native trees, sand traps. e. Monitor the safety and maintenance need of the coastal zones for low lying atolls. Lead: 12. Improve and promote solid and hazardous waste management • NSDP Indicator 3.1, 3.2. SPREP $2.5M ICI systems to address environmental and climate related risks. • High risk areas identified. (Island government) a. Implement environmentally sound waste management systems on all • Sub-standard waste management Support: islands and regularly monitor impacts on public health (air and water systems upgraded. MOA, ICI, MOH, quality near major commercial installations). • Policy and protocol developed and CIGT, WATSAN, OPM b. Upgrade appropriate waste management systems on all islands to implemented. (PEG), NES, ISACI, eliminate health risks e.g. land-fill long term plans. • No harmful build-up of hazardous TIS, CIRC c. Improve and promote animal waste management technologies. waste on the outer islands. d. Develop a policy and protocol for importation, use and disposal of non-bio-degradable and hazardous substances and chemicals. (using market based mechanisms, user-pays principle, etc.). e. Promote waste management within businesses, communities and households. f. Strengthen response to climate event-related waste e.g. Green response. g. Regularly collect hazardous waste from the outer islands. Lead: 13. Strengthen sanitation infrastructure to address health, • NSDP indicator 4.1. GCF $5.9M ICI environmental and climate related risks on all islands. • High risk areas identified. (Island government) a. Investigate sanitation systems on all islands and monitor impact • Sub-standard sanitation systems Support: on water quality and public health including for persistent toxic upgraded. MOH, NES, CCCI, substances. Tourism, WATSAN, b. Upgrade sanitation systems on Rarotonga and Aitutaki to eliminate ISACI health, environmental and climate risks. c. Enforce legislation for sanitation. d. Strengthen the implementation and monitoring of existing Total cost – Strategy 3 $10.3M 57 The Cook Islands 2nd Joint National Action Plan 2016-2020 ANNEXES ANNEXES STRATEGY 4: RESEARCH, MONITORING AND INFORMATION MANAGEMENT Improve climate and disaster research and monitoring, information generation, management and sharing. Intended outcomes: • Coordinated and centralised management of climate and disaster related research • Capacities for data collection, assessment, analysis and interpretation, monitoring and reporting are strengthened Potential Responsible Indicative Actions and sub-actions Outputs development Agencies cost (NZD) partners Lead: 14. Strengthen capacity to record and publish research to support • NSDP Indicator 15.5 (Research USP, SPC, SPREP, $2.1M OPM effective policy development and improve decision making . applications). FAO, WHO, other Island government a. Conduct stock-take of research completed and currently in progress • National research unit established. UN Agencies related to CC and DRM (e.g. Environment, Health, Fisheries). • Up to date information on research is Support: b. Conduct an analysis on CC and DRM research needs. readily available on-line. NES, MOH, ICI, c. Provide funding for an effective national research committee and • All risk relevant information is MFEM (Statistics secretariat. centralised. Office), MOE, USP, d. Develop inter-agency relationships to support research and • Clarity and structure in information NGOs, CSOs, EMCI, publication of research within the schools, universities and in the workforce. sharing arrangements. CCCI, CIRA e. Develop inter-agency relationships to support research and publication of research within the schools, universities and in the workforce. f. Support the implementation of the Cook Islands Strategy for the Development of Statistics. Lead: 15. Strengthen coordination, sharing and management of information related • Risk information is openly available to USP, SPC, SPREP, $600K OPM to climate change and disaster risk for improved decision making. all planners. FAO, WMO, other Island government a. Conduct a stock-take of available databases (Environmental, Meteorological). • All risk relevant information is UN Agencies b. Strengthen national data and information centre (geoportal, central database centralised. Support: and website). • Clarity and structure in information MMR, NES, CIM’s, c. Source relevant information by regularly trawling all ministries, agencies and sharing arrangements. MOH, ICI, MFEM NGOs. • Number and quality of trainings held. (Statistics Office), d. Establish a protocol for information sharing. • Readily accessible, transparent and MOE, USP, NGO’s, e. Establish a linkage mechanism between national data and information understandable information is available CSO’s CIRA, TIS centre and all islands. on-line. f. Provide risk information management in-service training for relevant agencies. 58 The Cook Islands 2nd Joint National Action Plan 2016-2020 Lead: 16. Strengthen the capacity of CIMS to collect and manage data and • Number of trained and qualified staff. SPREP $1.5M CIMS information on weather and climate variability – especially severe • Availability of special bulletins. Island government weather and natural hazard events and impacts. • Farmers are using adaptive fishing and a. Modernise data logging. farming methods. Support: b. Mobilise 24/7 staffing at the main office. ICI, MOA, EMCI, c. Build capacity with weather forecasting, data analysis and equipment CCCI, MFEM maintenance. (Statistics Office), d. Build capacity for climate forecasting, data analysis and equipment Media, NGO’s, TIS, maintenance. Bluesky. e. Conduct training on generating, analysing, interpreting and communicating in real time. f. Develop GIS that integrates weather/climate and natural disaster information. g. Collect information, data and traditional knowledge, relevant to adaptive fishing and farming (Arapo). Total cost – Strategy 4 $4.2M 59 The Cook Islands 2nd Joint National Action Plan 2016-2020 ANNEXES ANNEXES STRATEGY 5: COOK ISLANDS CULTURE AND IDENTITY Protect and preserve Cook Islands sovereignty, identity and traditions in building a resilient population. Intended outcomes: • The rights of the Cook Islands over its existing EEZ and the resources within it are protected for the people of the Cook Islands • Spiritual and traditional knowledge and coping strategies are preserved Potential Responsible Indicative Actions and sub-actions Outputs development Agencies cost (NZD) partners Lead: 17. Safeguard Cook Islands sovereignty (EEZ) from the impacts of • NSDP Indicator 12.2. UNDP $200K OPM climate change. • Research completed with (CCCI) a. Conduct research on the impacts of sea level rise on our most recommendations for the EEZ in Island government vulnerable communities and support the development of policies to relation to climate change. address climate and disaster related displacement and migration. • An internationally recognised Support: b. Protect marine areas under the Cook Islands EEZ by developing agreement between UNCLOS MMR, CLO, OPM, management plans and regulations for fisheries and other natural members to safeguard the Cook MFAI, TIS, Marae resources. Islands EEZ. Moana, MET service, c. Amend legislation as appropriate to safeguard Cook Islands sovereignty. Aronga Mana Lead: 18. Encourage a spiritual and cultural approach in promoting coping • NSDP Indicator 14.3. UNDP, FAO, AF, $200K OPM strategies to inform the design of CC and DRM activities. • Interviews with elders have been GCF, Japan Fund, (EMCI, CCCI) a. Encourage partnerships with the various Christian denominations and captured on media. India Fund, SIF Island government Aronga Mana to foster community cohesiveness, climate change • Annual cyclone prayer meeting. awareness, and environmental stewardship. • Number of church groups involved with Support: b. Record traditional knowledge on early warning signs and coping the implementation of climate change MOC, NES, Media, strategies paying attention to gender considerations. related projects MOE, MOH, MOA, c. Promote traditional knowledge in public awareness and within CCA • Integration of climate change and MMR, , RAC, Aronga and DRM programmes where relevant. environmental issues into church Mana activities. • Traditional knowledge is kept alive and used in the design of CC and DRM activities including early warnings. Total cost – Strategy 5 $400K 60 The Cook Islands 2nd Joint National Action Plan 2016-2020 STRATEGY 6: ENERGY AND TRANSPORT Promote sustainable renewable energy, energy security, energy efficiency and safe energy storage and transportation Intended outcomes: • The Cook Islands is powered 100% by renewable energy • Low carbon development • Reduced greenhouse gas emissions • Safe management of fossil fuels through resilient energy infrastructure Potential Responsible Indicative Actions and sub-actions Outputs development Agencies cost (NZD) partners Lead: 19. Promote sustainable renewable energy • NSDP Indicator 6.1. NZ Government, $1.0M OPM a. Develop guidelines, regulation and standards for future solar photovoltaic • Policies established and implemented EU, ADB, Japan, REDD grid connected systems (including privately owned systems). for renewable energy. UN, International Island government b. Source appropriate storage technology to power utilities. • Increase in power utilities efficiency Renewable c. Develop regulations and standards for the safe and reliable supply, generation, due to automation and storage Energy Agency Support: transmission and delivery of power to Rarotonga and the Pa Enua. technology. TAU, APs, ICI, ISACI d. Conduct a feasibility study to determine specific actions necessary to CI develop environmentally sound alternative energy sources e.g. biofuels, wind power, hydro power and solar energy. Lead: 20. Promote energy efficiency, low carbon development and conservation • NSDP Indicator 11.1. NZ Government, $1.5M OPM to reduce greenhouse gas emissions. • NSDP Indicator 11.2. EU, ADB, Japan, (REDD, CCCI) a. Develop legislation and policy to guide and enforce energy efficiency • Decrease in GHG Emissions per capita. UN, International Island government (transport, public buildings, electricity supply) and energy efficiency Renewable standards (electrical goods) e.g. review vehicle and electrical goods Energy Agency Support: importation policy. CI, TAU, MOT, NES, b. Develop and implement public awareness programmes and education MOE programmes on transport, energy use, electricity use and conservation. c. Establish mechanisms and parameters for offsetting transport and energy (e.g. aviation and shipping) related carbon emissions produced by the industry e.g. reforestation and green policies. d. Undertake a Green House Gas Inventory at least every five years. e. Conserve and sustainably manage forests, coasts, wetlands, lagoons and other natural ecosystems to enhance carbon uptake. f. Develop and promote programmes and training to support low carbon development and the reduction of Green House Gases. 61 The Cook Islands 2nd Joint National Action Plan 2016-2020 ANNEXES ANNEXES STRATEGY 6: ENERGY AND TRANSPORT (continued) Potential Responsible Indicative Actions and sub-actions Outputs development Agencies cost (NZD) partners Lead: 21. Strengthen energy infrastructure, transportation and supply and • Safety of fuel loading processes and NZ Government, $340.8M OPM storage systems in the Pa Enua to reduce risks to the communities fuel infrastructure improved. EU, ADB, Japan, (REDD, CCCI) from hazard, weather extremes and climate change • Buffer zones in place around fuel UN, International Island government a. Strengthen the design, location, operation and maintenance of energy depots. Renewable infrastructure in the Pa Enua. • 100% renewables by 2020. Energy Agency Support: b. Reduce risk of exposure (including climate and hazard risks) to poorly • Cook Islands Renewable Energy Chart ICI, TAU, MOT, located fuel depots and power stations. implemented. INTAFF c. Support the initiatives of the Cook Islands Renewable Energy Chart 2016. Total cost – Strategy 6 $343.3M 62 The Cook Islands 2nd Joint National Action Plan 2016-2020 STRATEGY 7: INFRASTRUCTURE Promote reliable infrastructure and low carbon development Intended outcomes: • Sound and reliable public buildings, infrastructure and utilities are resilient to climate change and disasters (climate proofing) • Appropriate and effective sanitation infrastructure Potential Responsible Indicative Actions and sub-actions Outputs development Agencies cost (NZD) partners Lead: 22. Strengthen capacity to record and publish research to support • Studies on climate change vulnerability ADB $18.1M ICI effective policy development and improve decision making . of coastal infrastructure and services Island government a. Identify coastal infrastructure in need of strengthening to the impacts completed. of climate change on households, reticulation systems, airports and • All vulnerable coastal infrastructure is Support: coastal roads. identified and climate-proofed. NES, EMCI, CCCI, b. Construct and upgrade appropriate coastal protection structures to • Coastal protection structures and MOE, CSO’s prevent flooding and damage from storm sea-surge, e.g. for Avatiu and harbours are strengthened and Avarua townships. climate-proofed. c. Support the implementation of the NIIP, where it relates to low carbon development and climate proofing. Lead: 23. Strengthen existing and establish new public, essential services • NSDP Indicator 5.4. SPC $11.7M NES buildings and emergency evacuation centres (including schools, • NSDP Indicator 13.2, 13.3. Island government airports, ports, community halls) to better withstand impacts of • Higher percentage of public and climate change and disaster risk. essential services buildings and Support: a. Review and assess the building code and the status of public and infrastructure complying with building CINHT, TIS, NGOs, essential services buildings and infrastructure in the context of climate code. CLO, CCCI, MMR, variability as disaster risk. • All islands maintain compliant MOA, Marae Moana b. Build emergency evacuation centres on all islands. emergency evacuation centres. c. Build NEOC. Total cost – Strategy 7 $29.8M 63 The Cook Islands 2nd Joint National Action Plan 2016-2020 ANNEXES ANNEXES STRATEGY 8: CLIMATE AND DISASTER RISK RESILIENCE Strengthen climate and disaster risk resilience through integrated planning and programming at the national and community level and enhancing early warning systems Intended outcomes: • National, community and island government adaptation practices developed and implemented to respond to climate change-induced stresses and disaster risk in development sectors and vulnerable ecosystems • Government agencies, island governments, schools and the wider community have capacities to act on climate change adaptation, emission mitigation and disaster risk reduction • Damage to infrastructure and properties, and injuries and loss of life are reduced Potential Responsible Indicative Actions and sub-actions Outputs development Agencies partners cost (NZD) Lead: 24. Develop and implement a national programme for community based • GIS risk maps exist for all major hazards for all EU, World $1.5M OPM integrated vulnerability assessment, climate change adaptation and inhabited islands as appropriate, including climate Bank, SPREP, (EMCI, CCCI) strengthen disaster risk management and planning change hazards. NZAID, Island government a. Encourage partnerships with various church denominations and Aronga Mana to foster • Spatial and priority climate change adaptation UNDP community cohesiveness, climate change awareness, and environmental stewardship. options integrated into development planning Support: b. Conduct integrated participatory climate change vulnerability and hazard risk systems. NES, PEG, MOE, mapping for all islands as appropriate. • Hazard DRM plans in place for each hazard ICI, CIRC, TIS, c. Conduct participatory climate change adaptation assessments for all islands as and for all islands. ISICI, NGOs, CSOs appropriate and integrate results into CSDPs. • NSDP Indicator 13.1. (All agencies) d. Conduct a training needs analysis. Develop and conduct regular training for focal • Agency response plans exist and are updated annually. points, policy makers, technical officers and island governments on DRM and CC • Clear procedures in place and understood. in all agencies, NGOs, CSOs and at all levels. Prepare hazard DRM plans for each • Special needs of men and women and vulner- hazard and for all islands. able groups catered for in plans. e. All agencies develop gender responsive disaster response plans in accordance with DRM • Gender-responsive LL DRM Action Plans exist legislation, policy and the NDRMP that consider the specific needs of the vulnerable. and are being implemented. f. Conduct operational exercises (drills) involving all relevant stakeholders e.g. Aero- • Up-to-date gender balanced database of drome emergency plan. names, positions and contacts. g. Strengthen procedures for inter-agency coordination of disaster damage assessments. • CC and DRM formalised as a part of the h. Refine, clarify and regularly test DM operational procedures for all inhabited islands. school curricula, as appropriate. i. Develop national partnerships with outside organisations for technical backstopping. • # church groups involved in the implementa- j. Develop, prepare and implement gender-sensitive ongoing public outreach and tion of climate change related projects. education programmes e.g. public seminars, workshops and training. • Integration of climate change and environ- k. Incorporate CC and DRM advocacy into the school curricula, as appropriate. ` ment related issues into church activities. 64 The Cook Islands 2nd Joint National Action Plan 2016-2020 Lead: 25. Enhance national capacity to provide early warnings for slow and fast-onset • Weather forecasts for different timescales are WMO, $1.0M OPM hazards, including those related to climate change. provided on a regular basis. UNDP, (EMCI, CCCI) a. Build the capacity of CIMS to provide short, medium and long-term forecasts • FERN II up and running. New Island government b. Upgrade the Frontline Emergency Response Network system to a web-based • Fail-safe communication systems in place for Zealand platform (FERN II) and populate with relevant VCA data for all areas. early warnings. Support: c. Investigate and procure back-up alternative emergency communication systems • Traditional methods of early warning form CIMS, ICI, MOE, (SW Ham). part of official early warning systems. CIRC, TIS, Media, d. Incorporate traditional means of early warning signals at the island level. • Regular drills successfully implemented. Police Service, e. Develop and conduct early warning public awareness programmes for the • Emergency services are well prepared and Airport Authority, Ports Authority and general public, school children and vulnerable groups (tsunami, heat stress). understand their role. Fire Service f. Conduct regular table top and operational exercises (drills) to test the early warning systems. g. Implement the National Inter-Agency Contingency Plan for Humanitarian Response.` Lead: 26. Strengthen capacity for search and rescue at sea and on land. • Review completed. New $200k POLICE a. Review existing search and rescue arrangements and capacity needs • Search and rescue equipment procured. Zealand (EMCI) b. Conduct training and upgrade equipment for search and rescue. Island government c. Review the capacity of the Police service and implement fire fighting priorities. d. Review Cook Islands fire fighting services. Support: e. Work with community policing and develop community awareness of fire safety. ICI, MOH, Airport Authority and Fire Service Lead: 27. Strengthen and build resilience in the tourism sector to the impacts of climate • Increase in number of resorts implementing New $100k TOURISM change and disasters. sustainable practices. Zealand, a. Promote policies for new and existing resort developments to become self- • Hotels and resorts have safe areas for guests. UNDP Support: sufficient in terms of energy and environmentally sound waste management. NES, Tourism Industry b. Encourage hotel operators to identify cyclone shelters for their guests. Council, ISACI c. Develop a Disaster Preparedness and Response Plan for the tourism sector, which considers the impacts of climate change and waste management e.g. algae and procurement of plastic packaging. Total cost – Strategy 8 $2.8M 65 The Cook Islands 2nd Joint National Action Plan 2016-2020 ANNEXES ANNEXES STRATEGY 9: HUMAN HEALTH AND WELFARE Protect and preserve Cook Islands sovereignty, identity and traditions in building a resilient population. Intended outcomes: • The rights of the Cook Islands over its existing EEZ and the resources within it are protected for the people of the Cook Islands • Traditional knowledge and coping strategies are preserved Potential Responsible Indicative Actions and sub-actions Outputs development Agencies cost (NZD) partners Lead: 28. Strengthen capacity to respond to climate-related disease • All health positions are filled according WHO $2M MOH a. Support a full complement of health personnel and adequate medical to staffing plan. (EMCI) supplies on all inhabited islands. • Emergency health supplies in place. Island government b. Develop and resource a gender-responsive contingency plan to maintain • Stocks of vector control equipment emergency medical supply, including the special needs of vulnerable and (organic)insecticide available. Support: groups. • A reduction in reported climate related MOA, Puna, CINHT, c. Work with development partners to provide an adequate supply and disease. NGOs and CSOs maintenance of vector control equipment and (organic) insecticide on all islands during the rainy season. d. Monitor the incidence of climate-related disease on all islands e.g. ciguatera poisoning and vector borne diseases. e. Monitor the disease vectors on all islands annually, in particular, mosquitoes. f. Develop health-related awareness and educational materials to be used within the community (schools, households and in public areas). Lead: 29. Encourage a spiritual and cultural approach in promoting coping • Protective clothing purchased and WHO $500K MOH strategies to inform the design of CC and DRM activities. stockpiled. (EMCI) a. Purchase protective clothing to be stockpiled with medical provisions. • Social and health impact assessments Island government b. Increase capacity to conduct social and health impact assessment after are accurately conducted in a a disaster, including use of gender and age-based measures. coordinated and efficient manner. Support: c. Conduct community first aid training and maintain an updated register. • All safety shelters have stockpiles of INTAFF, CIRC d. Arrange gender-responsive trauma counselling training for supervisors, emergency supplies. nurses and relevant health ministry staff. • First aid register. e. Review of current hospital infrastructure and inventory (coping capacity). • Hospital infrastructure and inventory review completed. Total cost – Strategy 9 $2.5M 66 The Cook Islands 2nd Joint National Action Plan 2016-2020

ANNEX 2 COOK ISLANDS COUNTRY PROFILE — COOK ISLANDS COUNTRY PROFILE

ANNEX 2 COOK ISLANDS COUNTRY PROFILE GEOGRAPHICAL SETTING The Cook Islands is located in the southern Pacific Ocean between American Samoa in the west and French Polynesia in the east (5° - 25°S, 150 - 175°W). It lies in the centre of what is referred to as the Polynesian Triangle, a region anchored between the islands of Hawai’i (4,730 km to the north), Rapa Nui (Easter Island – 5,179 km to the east), and New Zealand (3,010 km to the south west) The country comprises thirteen inhabited and two uninhabited islands which are clustered towards the northern and southern extremes of the nation’s nearly two million square kilometres of territorial waters. The islands in the north – referred to collectively as the Northern Group – comprise the atoll islands of Pukapuka, Rakahanga, Manihiki, Penrhyn, Nassau and Suwarrow. The islands in the south – referred to collectively to as the Southern Group – are of volcanic origin and include the islands of Rarotonga, Aitutaki, Mangaia, Palmerston, Manuae, Mitiaro, Mauke, Takutea and Atiu. The Cook Islands represents one of the smaller ‘small islands states’ with a combined land area of only 240 square kilometres. The majority of the resident population lives on Rarotonga (67 km2), the capital island and main commercial centre. Rarotonga has an international airport, is the centre of government and is a popular tourist destination. The national airline – Air Rarotonga – has scheduled flights connecting Rarotonga with the other islands in the Southern Group. Islands in the Northern Group are difficult to reach given the vast distances and absence of regular connecting transportation. As a result of their isolation they remain relatively less developed and rural in nature. The climate of the Cook Islands is maritime tropical, dominated by easterly trade winds. There is a marked seasonality in the rainfall regime, with a dry season from May to October (average rainfall 666 mm) and a wet season from November to April (average rainfall 1333 mm). The wet season is also the tropical cyclone season, and is associated with the easterly shift of the South Pacific Convergence Zone (SPCZ) over the country. The monthly average temperatures range between 21°C and 28°C. Extreme temperatures have been recorded in the mid-thirties and mid- teens. The climate of the Cook Islands displays large inter-annual variability, especially in relation ANNEXES to the El Niño/Southern Oscillation (ENSO) (ADB, 2006). POPULATION The resident population (exclusive of tourists and short term visitors) of the Cook Islands in September 2016 was estimated at approximately 11,700 people (CIG, Vital Statistics and Population Estimates, 2016) of which approximately two thirds live in Rarotonga. This represents an 11.5 per cent decline since June 2015. Since 1965 the Cook Islands population has been in decline. Issues relating to the continuing outward migration of Cook Islanders is a major priority for Government, so much so that it is listed as a major threat to sustainable development. Aitutaki is the most populous outer island in the Southern Group, reflecting the impact of the development of the tourism industry on that island, and Pukapuka remains the most populous island in the northern group. The Cook Islands 2nd Joint National Action Plan 2016-2020 67 Pukapuka has the highest population density (188 people per km2) followed by Rarotonga (179 people per km2) and Aitutaki (167 people per km2). Tourist arrivals have been consistently growing in recent years and in 2016 stood at 146,000 tourists per annum – over twelve times greater than the resident population. Table 8. Geography of the Cook Islands Resident Estimated Distance Island Type No of villages population land area (km) from Highest point (Census 2011) (km2) Rarotonga Volcanic, high 11,700 Rarotonga 5 67 0 652 island (Sept 2016 estimate) Aitutaki Almost atoll 7 2038 18 225 124 Southern group Raised coral Mangaia 3 572 52 175 169 (makatea) Atiu Raised volcanic 5 480 27 185 72 Mauke makatea 3 307 18 240 29 Low lying Mitiaro 2 189 22 230 15 makatea Palmerston Atoll 1 60 2 430 5 Manihiki Atoll 2 239 5.5 1040 5 Northern Group Penrhyn 2 213 10 1180 5 Low lying Rakahanga 5 77 4 1080 5 atolls Pukapuka 3 451 3.5 1145 5 Nassau Sand Cay 1 73 1 1075 9 GOVERNANCE The Cook Islands have been a self-governing nation in free association with New Zealand since 1965. As a result of this special relationship Cook Islanders are citizens of New Zealand. Government is headed by a Prime Minister. The Cook Islands Parliament has 24 elected Members – 10 from Rarotonga, 14 from the outer islands and one representing Cook Islands’ overseas constituency. The Pa Enua (outer islands) operate local governments under statutory ANNEXES powers devolved by Parliament to local councils where each elects a local council and a Mayor. An Island Secretary manages operations of the local government in the outer islands. ECONOMY Tourism is by far the leading growth sector, bringing huge economic benefits and major developments in tourist infrastructure on both Rarotonga and Aitutaki. Tourism and related service industries have generated an average of 80 percent of gross domestic product in recent years. The main markets for tourism are New Zealand and Australia. Significant investment in capital works places construction as a recent and strong driver of economic growth with more works planned in the short to medium term, such as the Southern Group Solar Energy project. Other leading producers of income in the Cook Islands are fishing (including pearl farming), agriculture and financial services. 68 The Cook Islands 2nd Joint National Action Plan 2016-2020 In recent years, the fisheries sector has dominated the export sector accounting for 96 percent of total exports and earning over NZD19 million over the 2015 period (CIG, www.mfem.gov. ck, 2016). The development of the commercial offshore fisheries since 2000 has seen a rise in fresh chilled fish exports from the tuna industry, a timely development given the steep decline in the pearl industry around this time as a result of a disease outbreak. The black pearl industry has been important for export earnings, representing an economic lifeline for some remote communities in Manihiki, the centre of pearl production. Unfortunately, environmental factors, such as cyclones, pearl oyster disease and the mass mortality of shellfish due to hypoxia, have had a negative impact and the industry needs revitalising (SPC 2013). In the Pa Enua, other than the pearl industry in Manihiki, Rakahanga and Penrhyn and tourism on Aitutaki and Atiu, there is very limited economic activity. However, with the introduction of new crops and new technology supported by climate change programmes such as the SRICC Program, the Pa Enua are increasing activity in the agricultural sector both for commercial and sustenance farming and fishing. About 63 percent of all households in the Cook Islands engage in some form of agricultural activity (CIG, Cook Islands Population and Housing Census, 2011), with the tourism sector constituting an important market outlet. Agriculture contributes about five percent of the country’s GDP. Agricultural production for export has been in decline since the removal of preferential tariffs by New Zealand in the mid-1980s. The Cook Islands also have a well-developed offshore financial services business sector. The industry’s total contribution to the national economy is about 8.2 per cent of GDP. SOCIO-ECONOMIC STATUS The Cook Islands has a high GDP per capita compared to many other countries in the Pacific region. While the levels of human development are good by Pacific standards there remains concern over the unequal distribution of development benefits. Communities on the Pa Enua and pockets of outer island migrants on Rarotonga are considered vulnerable and experience hardship resulting from lack of both employment opportunities and access to basic social ANNEXES services. The social welfare system is based on non-contributory state grants. Of national concern is the growing number of young adults and school leavers without formal education qualifications and lacking the necessary skills for the local job market. Unemployment in the Pa Enua is also an issue, with an unemployment rate of 15 per cent in the Southern Group (CIG, Economic Activity and Labour Force of the Cook Islands, 2015). This also results in more residents migrating to Rarotonga or overseas in search of employment. As in other Pacific Island Countries, Non Communicable Diseases (NCDs) linked to changing lifestyles are a major cause of morbidity and mortality in the adult Cook Islands population. The high rate of teenage pregnancies is also an issue of concern. The Cook Islands 2nd Joint National Action Plan 2016-2020 69 ENVIRONMENT Despite growing pressure from modernisation, tourism development, agriculture and fishing, the natural environment of the Cook Islands is still of a high quality, although there are signs that this may be changing. Threats to the environment are many and varied e.g. pollution (liquid and solid waste) and sedimentation of in-shore coastal ecosystems, contamination of underground water, soil erosion, over-harvesting of coastal marine resources, and loss of biodiversity resulting from the transformation of natural landscapes. In response Government has made significant progress in putting in place stronger environmental management systems, raising public awareness and building institutional capacity. The Environment Act 2003 ensures development applications are now subject to a robust system of Environmental Impact Assessment. There was an initiative to introduce a system of agro-ecological land-use zoning to better manage the impact of development activities linked to agriculture, tourism and industrial expansion. However, the impetus around this initiative has dwindled and there is a need to reinvigorate the process. The Government, together with the private sector, promotes an active programme of recycling with increasing volumes of recycled waste being shipped to New Zealand. The country has also rid itself of stockpiles of persistent organic pollutants (POPs), and tighter controls are now in place to manage the importation of agricultural fertilisers and pesticides. Despite these achievements, it is acknowledged that more needs to be done with regard to the management, importation and disposal of hazardous and retractable waste. Planning for adaptation to the impacts of Climate Change is gaining momentum at the national and community levels. The NESAF includes a strategy dealing specifically with this issue and proposes a number of immediate, short-term and medium-term actions to strengthen capacity and resilience. With regard to Climate Change Mitigation, the Cook Islands Government has committed itself to the target of halving carbon emissions by 2017 with the aim of becoming completely carbon neutral by 2020. Naturally this implies a strong focus on the development of renewable energy technologies. This sector is undergoing tremendous growth with a rise in the popularity of private solar farms and major investment on the Pa Enua renewable energy space. ANNEXES Management of sewerage waste remains a concern, particularly with many of the high density tourist facilities discharging treated effluent into the lagoon. The widespread use of septic tanks also contributes to pollution of both ground and in-shore waters. A new Sanitation Policy is currently under development and is intended to strengthen environmental management in this area, but enforcement of the code requires strengthening. 70 The Cook Islands 2nd Joint National Action Plan 2016-2020

ANNEX 3 REFERENCES — REFERENCES

ANNEX 3 REFERENCES ADB. (2006). Strengthening Disaster Management and Mitigation. Volume 4: Climate Change Considerations. CIG. Cook Islands Government - Budget Estimates. Book 1 Appropriation Bill 2016/17. Avarua, Rarotonga. CIG. (2011). Cook Islands Population and Housing Census. Avarua, Rarotonga. CIG. (2015-2025). Cook Islands Strategy for the Development of Statistics. CIG. (2010). Cyclone Pat Recovery and Reconstruction Plan. Avarua, Rarotonga. CIG. (2015). Economic Activity and Labour Force of the Cook Islands. Avarua, Rarotonga. CIG. (2012). Enua Manu Climate Change - Vulnerability and Adaptation Assessment. Avarua, Rarotonga. CIG. (2013-2016). Kaveinga Tapapa Climate and Disaster Compatible Development Policy . Avarua, Rarotonga. CIG. (2012). Manihiki Henua Climate Change - Vulnerability and Adaptation Assessment. Avarua, Rarotonga. CIG. (2002). National Biodiversity Strategy and Action Plan . Avarua, Rarotonga. CIG. (2016). National Disaster Risk Management Plan. Avarua, Rarotonga. CIG. (2005). National Environment Strategic Action Framework. Avarua, Rarotonga. CIG. (2009). National Millennium Development Goals Report. Avarua, Rarotonga. CIG. (2016-2020). National Sustainable Development Plan. Avarua, Rarotonga. CIG. (2012). Rakahanga Enua Climate Change - Vulnerability and Adaptation Assessment. Avarua, Rarotonga. CIG. (2012). Second National Communication to the UNFCCC. Avarua, Rarotonga. CIG. (2016). Updated: Cook Islands Renewable Energy Chart. Avarua, Rarotonga. CIG. (2016). Vital Statistics and Population Estimates. Avarua, Rarotonga: Statistics Cook Islands. CIG. (2013). Vulnerability and Adaptation Assessment Report for the Island of Penrhyn . Avarua, Rarotonga. CIG. (2016). www.mfem.gov.ck. ANNEXES Cook. (2011). Establishing a Disaster Risk Management Fund in the Cook Islands. An options analysis. (2007). Disaster Risk Management Act. Avarua, Rarotonga. (2012). Pa Enua Governance Act. PICT. (2017-2030). Framework for Resilient Development Disaster Risk Management and Climate Change Adaptation and Mitigation. Rongo, T., & Dyer, C. (2015). Using local knowledge to understand climate variability in the Cook Islands. Avarua, Cook Islands. (2015-2030). Sendai Framework for Disaster Risk Reduction. Sendai, Japan. SPC. (2013). SPC working with the Cook Islands: 2013 Annual Report. SPC, H. G. (2014). Cook Islands 2011 Demographic Profile. Samoa: SPC. SPREP. (2005). The Cook Islands - Climate Risk Profile. Samoa: SPREP. The Cook Islands 2nd Joint National Action Plan 2016-2020 71

ANNEX 4 LIST OF ACRONYMS — LIST OF ACRONYMS

ANNEX 4 LIST OF ACRONYMS AA Airport Authority GCF Green Climate Fund ADB Asian Development Bank HOM Head of Ministry AusAID Australian Agency for International ICI Infrastructure Cook Islands Development IDRL International Disaster Response APS Aitutaki Power Supply Laws CC Climate Change INTAFF Ministry of Internal Affairs CCCI Climate Change Cook Islands ITCZ Intertropical Convergence Zone CCC Cook Islands Country Team JNAP Joint National Action Plan CICSO Cook Islands Civil Society JNAP SC JNAP Steering Committee Organisation M&E Monitoring and Evaluation CIG Cook Islands Government MCDEM Ministry for Civil Defence and CIGT Cook Islands General Transport Emergency Management CIIC Cook Islands Investment Corporation MFAI Ministry of Foreign Affairs and CINCW Cook Islands National Council of Immigration Women MFEM Ministry of Finance and Economic CINHT Cook Islands Natural Heritage Trust Management CIRC Cook Islands Red Cross MMR Ministry of Marine Resources CIMS Cook Islands Meteorological Service MOA Ministry of Agriculture CLO Crown Law Office MOC Ministry of Culture CPPO Central Policy and Planning Office MOE Ministry of Education CROP Council of Regional Organisations in MOH Ministry of Health the Pacific MOIP Ministry of Infrastructure and CSO Civil Society Organisation Planning DCD ANNEXES Development Coordination Division MOT Ministry of Transport DM Disaster Management MTBF Medium Term Budgeting Framework DRM Disaster Risk Management NAPAC National Action Plan Advisory DRR Disaster Risk Reduction Committee EEZ Exclusive Economic Zone NBSAP National Biodiversity Strategy and Action Plan EMCI Emergency Management Cook Islands NDMO National Disaster Management Office ENSO El Nino – Southern Oscillation NDRMC National Disaster Risk Management EU European Union Council FAO Food and Agriculture Organisation 72 The Cook Islands 2nd Joint National Action Plan 2016-2020 NDRMP National Disaster Risk Management PSC Public Service Commission Plan REDD Renewable Energy Development NES National Environment Service Division NESAF National Environment Strategic SDG Sustainable Development Goals Action Framework SFA Sendai Framework for Action NGO Non-Government Organisation SLR Sea Level Rise NIWA National Institute of Water and SOPAC Applied Geoscience & Technology Atmospheric Research (NZ) Division of the Secretariat of the NSDC National Sustainable Development Pacific Community Committee SP Sendai Priority NSDP National Sustainable Development SPREP Secretariat for the Pacific Regional Plan Environment Programme NZAID New Zealand Agency for International SRIC-CC Strengthening the Resilience of Development Our Islands and Our Communities to Climate Change OPM Office of the Prime Minister TAU Te Aponga Uira P&D Planning and Design TIS Te Ipukarea Society PACC Pacific Adaptation to Climate Change project UNDP United Nations Development Programme PEGCI Pa Enua Governance Cook Islands UNESCO United Nations Educational, PASAP Pacific Adaptation Strategy Scientific and Cultural Organisation Assistance Program UNFCCC United Nations Framework PDRMPN Pacific Disaster Risk Management Convention on Climate Change Partnership Network USP University of the South Pacific POPs Persistent Organic Pesticides WHO World Health Organisation PIFS Pacific Islands Forum Secretariat ANNEXES PRAFI Pacific Catastrophe Risk Assessment and Financing Initiative The Cook Islands 2nd Joint National Action Plan 2016-2020 73

ANNEX 5 GLOSSARY — GLOSSARY

ANNEX 5 GLOSSARY Aronga Mana those persons invested with or having custody of a title in accordance with native custom and usage of the island upon which that person is a resident and which title is recognised by such native custom and usage as entitling the holder or custodian to be a member of the Aronga Mana of that island (Pa Enua Governance Act, 2012). Climate Change a change of climate which is attributed directly or indirectly to human activity that alters the composition of the global atmosphere and which is in addition to natural climate variability observed over comparable time periods. Climate Change a process involving the identification and implementation of Adaptation measures or actions to help countries and their communities to reduce the risks posed by climate hazards such as extreme weather events, sea level rise and prolonged droughts. Disaster an actual event, or a high probable risk, involving serious disruption to the functioning of a community causing widespread human, material, economic or environmental loss and which exceeds the ability of the affected community to cope using its own resources. Disaster Risk performing and undertaking all activities including structural and non- Management structural measures to avoid or to limit risks and lessen the impacts of natural, man-made, environmental or technological disasters or emergencies. Disaster Risk minimising and reducing disaster risks or vulnerabilities so as to avoid Reduction adverse impacts of hazards within the broad context of sustainable development. Emergency an actual or imminent event that endangers or threatens life, property or the environment and which requires a significant coordinated response. Medium term a framework for integrating fiscal policy and budgeting over the ANNEXES budgeting medium-term by linking a system of aggregate fiscal forecasting to a disciplined process of maintaining detailed medium-term budget estimates by ministries reflecting existing government policies. Mitigation (Disaster) regulatory and physical measures to ensure that emergency and disaster events are prevented or their effects mitigated. Mitigation interventions to reduce the sources or enhance the sinks of (Climate Change) greenhouse gases. Examples include using fossil fuels more efficiently for industrial processes or electricity generation, switching to renewable energy (solar energy or wind power), improving the insulation of buildings, and expanding forests and other "sinks" to remove greater amounts of carbon dioxide from the atmosphere. 74 The Cook Islands 2nd Joint National Action Plan 2016-2020 Pa Enua is the term used for ‘outer islands’ in Cook Islands Maori. Preparedness having arrangements and systems in place to ensure that should an event occur the resources required for an affected community to cope are efficiently mobilised and deployed. Ra’ui a form of tapu (taboo) restricting access to an area or resource. Recovery the coordinated process of supporting communities affected by an event in reconstruction of physical infrastructure and restoring their social, economic and physical wellbeing. Resilience the ability of a system, community or society exposed to hazards to resist, absorb, accommodate and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential basic structures and functions. Response activities undertaken during and immediately after an event to ensure that its effects are minimised and that the people affected are given immediate relief and support. ANNEXES The Cook Islands 2nd Joint National Action Plan 2016-2020 75

ANNEX 6 JNAP STRATEGIES INDICATIVE COSTS AND — JNAP STRATEGIES INDICATIVE COSTS AND

ANNEX 6 JNAP STRATEGIES INDICATIVE COSTS AND BREAKDOWNS Action Indicative Strategy Details Cost Formalise institutional arrangements for the oversight of DRM and CC and the review, development and 1 $200K implementation of DRM and CC policy, strategy and legislation. Establish the JNAP steering committee and the JNAP 2 secretariat to coordinate, communicate and collaborate on $250K CC and DRM initiatives. Mainstream DRM and CC considerations in existing and new national policy, strategy, community sustainable 3 $850K development plans, ministry business plans and budget submissions. Strategy 1 Establish sustainable financing mechanisms for DRM and Good 4 CC. $300K governance TOTAL INDICATIVE COST $1.6M Summary Workshop $150K Contractual Services, Technical Assistance $450K Awareness: Advertising and printing $150K CIG contribution $250K Materials, vehicles, tools and equipment - Capital Projects: JNAP III Development $100K DRM and CC local level plans $500K Promote long term water security for all islands to cope with 5 $44.6M prolonged dry spells and other impacts of climate change. Improve food security, reduce import reliance and strengthen resilience to the impacts of climate change through the 6 $5.4M development of the agriculture industry at the community and national level. Strengthen and build resilience in the fisheries sector, ensuring 7 $4.3M a higher resilience to the impacts of climate change. Strengthen the capacity to regularly monitor and report the ANNEXES 8 salinity, water quality of freshwater used for water supply on $500K Strategy 2 all islands. Water and food TOTAL INDICATIVE COST $54.8M Summary security Workshop $500K Contractual services, Technical assistance $1.2M Awareness: Advertising and printing: $600K CIG contribution $1.34M Materials, vehicles, tools and equipment $11.5M Capital Projects: Te Mato Vai water upgrade (7.7M Donor funding) $36.3M New Water Galleries $860K Water network maintenance $2M Central laboratory $500K 76 The Cook Islands 2nd Joint National Action Plan 2016-2020 Action Indicative Strategy Details Cost Develop land use plans and development guidelines to strengthen planning authorities for effective management 9 $500K of land planning issues related to climate change adaptation and disaster risk management. Improve the conservation and management of marine and 10 terrestrial biodiversity, increase resilience to the impacts of $900K climate change. Promote integrated management of the coastal zones to build resilience to natural hazards and slow-onset events 11 $500K including ocean acidification, ocean warming and sea level rise. Strategy 3 Improve and promote solid and hazardous waste 12 management systems to address environmental and $2.5M Environmental climate related risks. sustainability 13 Strengthen sanitation infrastructure to address health, $5.9M environmental and climate related risks on all islands. TOTAL INDICATIVE COST $10.3M Summary Workshop $500K Contractual services, Technical assistance $500K Awareness: Advertising and printing: $2M CIG contribution $900K Materials, vehicles, tools and equipment $500K Capital Projects: Sanitation upgrade programme $5.9M Strengthen capacity to record and publish research to 14 support effective policy development and improve decision $2.1M making. Strengthen coordination, sharing and management of 15 information related to climate change and disaster risk for $600K improved decision making. Strengthen the capacity of CIMS to collect and manage data and information on weather and climate variability – Strategy 4 16 especially severe weather and natural hazard events and $1.5M ANNEXES impacts. Research, TOTAL INDICATIVE COST $4.2M monitoring and Summary information Workshop $500K management Contractual services, Technical assistance $600K Awareness: Advertising and printing: $20K CIG contribution $1.8M Materials, vehicles, tools and equipment $80K Capital Projects: Establish central national database $400K Upgrade Geoportal $200K Modernise weather data logging $600K The Cook Islands 2nd Joint National Action Plan 2016-2020 77 Action Indicative Strategy Details Cost Safeguard Cook Islands sovereignty (EEZ) from the impacts 17 $200K of climate change. Encourage a spiritual and cultural approach in promoting 18 coping strategies to inform the design of CC and DRM $200K Strategy 5 activities. TOTAL INDICATIVE COST $400K Cook Islands Summary culture and Workshop $150K identity Contractual Services, Technical Assistance $100K Awareness: Advertising and printing $100K CIG contribution $200K Equipment: Materials - Capital Projects: 19 Promote sustainable renewable energy. $1.0M Promote energy efficiency, low carbon development and 20 $1.5M conservation to reduce greenhouse gas emissions. Strengthen energy infrastructure, transportation, and supply and storage systems in the Pa Enua to reduce risks to the 21 $340.8K communities from hazards, weather extremes and climate change. Strategy 6 TOTAL INDICATIVE COST $343.3M Energy and Summary Transport Workshop $300K Contractual Services, Technical Assistance $650K Awareness: Advertising and printing $750K CIG contribution $300K Equipment: Materials $1M Capital Projects: Renewable Energy projects for all islands $340.3M ANNEXES 78 The Cook Islands 2nd Joint National Action Plan 2016-2020 Action Indicative Strategy Details Cost Strengthen and climate-proof key infrastructure in the 22 $18.1M coastal zone. Strengthen existing and establish new public, essential services buildings and emergency evacuation centres. 23 (including schools, airports, ports, community halls) to $11.7M better withstand impacts of climate change and disaster risk. TOTAL INDICATIVE COST $29.8M Summary Strategy 7 Workshop $500K Contractual Services, Technical Assistance $200K Infrastructure Awareness: Advertising and printing $20K CIG contribution $1.8M Equipment: Materials $80K Capital Projects: Orongo Development – Aitutaki – Climate proofing $15.0M Penrhyn coastal protection $4.0M Rutaki Rock Revetment $2.6M Avarua bridges $5.0M Cyclone centre programme $2.0M Build dedicated NEOC $1.0M Develop and implement a national programme for community based integrated vulnerability assessment, 24 $1.5M climate change adaptation and strengthen disaster risk management and planning. Enhance national capacity to provide early warnings for 25 slow and fast-onset hazards, including those related to $1.0M climate change. Strategy 8 26 Strengthen capacity for search and rescue at sea and on land. $200K Climate and Strengthen and build resilience in the tourism sector to the 27 $100K disaster risk impacts of climate change and disasters. TOTAL INDICATIVE COST $2.8M resilience Summary ANNEXES Workshop $300K Contractual Services, Technical Assistance $600K Awareness: Advertising and printing $150K CIG contribution $500K Materials, vehicles, tools and equipment $1.25M Capital Projects: - The Cook Islands 2nd Joint National Action Plan 2016-2020 79 Action Indicative Strategy Details Cost 28 Strengthen capacity to respond to climate-related disease. $2M Strengthen capacity to provide emergency health care and 29 $500K supplies during and after disasters. TOTAL INDICATIVE COST $2.5M Strategy 9 Summary Human health Workshop $500K and welfare Contractual Services, Technical Assistance $400K Awareness: Advertising and printing $200K CIG contribution: $1.5M Equipment: Materials $400K Capital Projects: ANNEXES 80 The Cook Islands 2nd Joint National Action Plan 2016-2020 Cook Islands Government

2nd Joint National Action Plan - A Sectoral Approach to Climate Change and Disaster Risk Management 2016 – 2020

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