Kiribati Development Plan 2020-2023

1.1 Situational Analysis ............................................................................................................................................................................................ 26

1.2 Measuring Past Progress ................................................................................................................................................................................... 28 1.3 Overcoming the Challenges Faced in Relation to Harnessing Human Wealth ..................................................................................... 29

1.4 Strategies and KPIs for KPA 1 – Harnessing Our Human Wealth........................................................................................................... 36 2. Key Priority Area 2: Growing Our Economic Wealth and Leaving No-One Behind .................................................................................. 39

2.1 Situational Analysis ............................................................................................................................................................................................ 39

2.2 Measuring Past Progress ................................................................................................................................................................................... 40 2.3 Overcoming the Challenges in Achieving Economic Growth and Reducing Poverty ............................................................................ 42

2.4 Strategies and KPIs for KPA 2 – Growing Our Economic Wealth........................................................................................................... 51 3. Key Priority Area 3: Improving Our Health ......................................................................................................................................................... 54

3.1 Situational Analysis ............................................................................................................................................................................................ 54

3.2 Measuring Past Progress ................................................................................................................................................................................... 54

3.3 Overcoming the Challenges in Improving Health ........................................................................................................................................ 55

3.4 Strategies and KPIs for KPA 3 – Improving Our Health ............................................................................................................................ 62 4. Key Priority Area 4: Protecting and managing Our Environment and Strengthening Resilience ............................................................. 64

4.1 Situational Analysis ............................................................................................................................................................................................ 64

4.2 Measuring Past Progress ................................................................................................................................................................................... 64 4.3 Overcoming the Challenges on Environment and Climate Change ......................................................................................................... 65

4.4 Strategies And KPIs For KPA 4 – Protecting, Conserving, And Managing Our Environment And Strengthening Resilience ....... 71 5. Key Priority Area 5: Good Governance .............................................................................................................................................................. 74

5.1 Situational Analysis ............................................................................................................................................................................................ 74

5.2 Measuring Past Progress ................................................................................................................................................................................... 76 12 5.3 Overcoming the Challenges Faced in Strengthening Good Governance .............................................................................................. 77

5.4 Strategies and KPIs for KPA 5 – Good Governance ................................................................................................................................. 84 6. Key Priority Area 6: Developing Our Infrastructure .......................................................................................................................................... 86

6.1 Situational Analysis ............................................................................................................................................................................................ 86

6.2 Measuring Past Progress ................................................................................................................................................................................... 86

6.3 Overcoming the Challenges of Infrastructure Development ...................................................................................................................... 88

6.4 Strategies and KPIs for KPA 6 – Developing Our Infrastructure ............................................................................................................. 99 Annex 1: The KDP Journey in the wake of a COVID Pandemic .........................................................................................................................102 Annex 2: DIME Taskforce Terms of Reference (TOR) ............................................................................................................................................103 Annex 3: KDP Co-authors ...........................................................................................................................................................................................105 Annex 4: Metadata Detail Specifications of KPIs .................................................................................................................................................107 Annex 5: Monitoring and Evaluation Result Framework .......................................................................................................................................108 13 LIST OF TABLES Table 1. Achievements of our Past Key performance Indicators (KPIs). .................................................................................................... 20 Table 2. Key Performance Indicators (KPIs) for the current KDP ................................................................................................................ 21 Table 3: Key challenges in education ............................................................................................................................................................... 28 Table 4: Performance of the last KDP on Human Wealth (2016-2019) .................................................................................................. 28 Table 5: School level and status of curriculum development ....................................................................................................................... 32 Table 6: Performance of the last KDP (2016-2019) on Growing our Economic Wealth ...................................................................... 41 Table 7: Performance of the last KDP on Health (2016-2019) .................................................................................................................. 54 Table 8: Total number of new leprosy cases detected, 2014-2019......................................................................................................... 56 Table 9: Performance of the last KDP (2016-2019) on the Environment ................................................................................................. 65 Table 10: Performance of the last KDP (2016-2019) on Governance ..................................................................................................... 76 Table 11: The backlog of cases in the High Court ......................................................................................................................................... 78 Table 12: Performance of the last KDP (2016-2019) on Infrastructure ................................................................................................... 87 14 LIST OF FIGURES Figure 1. Kiribati, the only nation in all 4 hemispheres of the world (North, South, East and West) .................................................. 17 Figure 2. Education System Overview, Kiribati ............................................................................................................................................... 27 Figure 3 Technical Vocational Education and Training (TVET) System Overview, Kiribati .................................................................... 27 Figure 4. Teacher's Qualification ....................................................................................................................................................................... 30 Figure 5. School Net enrolment rate at all school levels 2016-2019 (NER) ............................................................................................ 31 Figure 6. Number of students with disability type ......................................................................................................................................... 31 Figure 7. ECCE participation rate, left, primary and secondary school education retention rates; all in 2019 ........................... 32 Figure 8. PILNA – Numeracy Results 2018 ...................................................................................................................................................... 33 Figure 9. PILNA – Literacy Results 2018 .......................................................................................................................................................... 33 Figure 10. KIT enrolment by gender, 2016-2019........................................................................................................................................ 34 Figure 11. GDP per capita and growth rate, Kiribati .................................................................................................................................. 39 Figure 12. GDP/Capita Kiribati vs Pacific, 2019 est. .................................................................................................................................. 39 Figure 13. Kiribati trade 2008-2019 .............................................................................................................................................................. 44 Figure 14. Business registrations 2010-2019 ................................................................................................................................................. 44 Figure 15. Public and private sector employment 2010-2019 .................................................................................................................. 45 Figure 16. Kiribati’s rankings against 10 areas of business regulation ................................................................................................... 45 Figure 17. World Bank’s Ease of Doing Business rankings in the Pacific .................................................................................................. 46 Figure 18. Fishing revenue in Kiribati, 2016-2019. ...................................................................................................................................... 47 Figure 19. Arrears on tax collection, 2019 ..................................................................................................................................................... 47 Figure 20. RERF value, July 2021 ...................................................................................................................................................................... 49 Figure 21. Number of HIV Positive Cases, 1991-2018................................................................................................................................ 57 Figure 22. Incidence of TB and treatment success rate, Kiribati, 2014-2019 ........................................................................................ 57 Figure 23. Diabetes vs Amputation ................................................................................................................................................................... 58 Figure 24. Neonatal, infant and under 5 (child) mortality rate .................................................................................................................. 60 Figure 25. The Key Pillars to Good Governance ........................................................................................................................................... 75 Figure 26. File cases in the Magistrate Court Division in Kiribati .............................................................................................................. 77 Figure 27. Public complaints against Kiribati Police Services ...................................................................................................................... 79 Figure 28. Crime rates in Kiribati ...................................................................................................................................................................... 79 Figure 29. Government transformation building blocks ................................................................................................................................ 81 Figure 30. Corruption by Type ........................................................................................................................................................................... 82 Figure 31. Corruption Status by Type .............................................................................................................................................................. 83 Figure 32. Infrastructure gaps in Kiribati ......................................................................................................................................................... 88 Figure 33. Access to basic sanitation in the Pacific ........................................................................................................................................ 89 Figure 34. Annual power outages ..................................................................................................................................................................... 93 Figure 35. Electricity users ................................................................................................................................................................................... 94 Figure 36. Fuel imports, 2009-2019 ................................................................................................................................................................ 94 Figure 37. Energy consumption by type, 2014 vs 2017 .............................................................................................................................. 95 Figure 38. Solar connections to households, 2015-2019 ............................................................................................................................. 96 Figure 39. Percentage of population accessing internet in the Pacific ...................................................................................................... 97 Figure 40. Mobile data plans and prices in Kiribati vs Fiji .......................................................................................................................... 97 15 THE KDP IMPLEMENTATION CHARTER We, the undersigned, cognitive of our pivotal roles as Heads of Government Ministries, make a collective commitment to fully implement this KDP to the best of our abilities. We collectively undertake to: • Motivate ourselves and our teams to fully implement the KDP and support the priorities of the KDP; • Work collaboratively with each other noting that we share a common purpose and that our goals are interrelated; • Lead by example in all aspects of our responsibilities; • Elevate serving our people to the top of our priorities; • Understand the limitations of our financial resources, endeavor to work smarter and achieve more for the same number of resources; and • Monitor our performance of the KPIs in accordance with the Monitoring and Evaluation (M&E) plan. We firmly believe that our success in implementing this KDP will help achieve our nation’s collective vision to become a wealthy, healthy and peaceful nation with the people at the centre. 16 OVERVIEW OF KIRIBATI Kiribati is a small island nation made up of 33 coral islands; 32 atolls and one raised coral island. These islands are divided into three groups, the Gilbert Islands, Line Islands and Phoenix Islands, scattered over an expanse of ocean of 3.5 million square kilometers – larger than the size of India. The total land area; however, is smaller than New York City at just 726km2. The interesting facts about Kiribati is the fact that it extends over the eastern, western, northern and southern hemispheres, making it the only country located within all four (see Figure 1) hemispheres of the world. The country is also the furthest ahead of Greenwich meantime at GMT +14, making it the first country in the world to ring-in the New Year. Figure 1. Kiribati, the only nation in all 4 hemispheres of the world (North, South, East and West) The islands are low, flat and narrow with poor land fertility for farming and limited underground fresh water. The weather is mostly dry and sunny but gets wetter towards the northern side. The only edible vegetation on the islands are coconuts, pandanus, breadfruit and giant swamp taro (bwabwai). Kiribati’s way of life is very much influenced by the vast Pacific Ocean that surrounds the country and small land resources. Over the years, its people have developed ways to fully Kiribati is also known in utilize and preserve scarce resources. An example is the extraction of toddy, a tasty syrup the Pacific region for a derived from the sap that comes from an unripe coconut blossom or the spathe, which can be unique style of dance that stored for years. I-Kiribati also apply preservative methods to make coconut leaves last and reflects the movements of weave them into dancing skirts, housing materials and handicrafts. a frigate bird. The frigate bird symbolizes many The people of Kiribati are unique, complex and diverse in their culture, with traditions varying important things to I- across different islands. Examples include the ‘Maneaba’3 and ‘Unimwane’4 systems for Kiribati, for it traditionally meetings and social gatherings, as well as singing, traditional construction and fishing skills, provided navigation toddy cutting and other traditional norms that are still practiced to date. These attributes support and weather distinguished the identity of an I-Kiribati from other Pacific Islanders. information to fishermen lost at sea. The frigate Kiribati has a total population of 110,136 people5, with more than 50 percent residing on the bird is also a sign of small capital island of South Tarawa. The remainder live on 27 other islands. Five islands, peace and harmony. which are part of the Line and Phoenix Group, are uninhabited. The nation’s Gross Domestic Product (GDP) is small – at around $203 million6. GDP per capita is just $1,749 (US$1,695), placing Kiribati as the lowest in the Pacific. 3 The heart of any Kiribati community, known for as a meeting house. 4 Male elders of the community, known as leaders. 5 Based on the 2015 census. 6 All amounts in the KDP are in Australian Dollars (AUD) unless otherwise indicated. 17 Kiribati has a small export sector and is highly dependent on imported goods. The value of net exports per year in 2019 was $17.6 million. Main export commodities are copra and fish, which make up more than 70 percent of total exports but only 7 percent of GDP. The manufacturing sector is also small, contributing to just 4 percent of GDP. More than 70 percent of the Government’s total revenue is from selling fishing licenses to foreign vessels. This puts Kiribati at risk should there be a fall in fishing license revenue due to climate change and a shift in fish migration patterns. The Government has a sovereign wealth fund called the Revenue Equalization Reserve Fund (RERF), with a strict withdrawal policy to protect its sustainability. The value of the RERF was over $1 billion as at the end of August 2021. The RERF was initially set up in 1956 by the Colonial Government of the Gilbert and Ellice (now Tuvalu) islands with an initial allocation of $555,580. The Funds came from War Assets ($155,580) and from General Revenue ($400,000). Kiribati is a democratic country and is known as one of the safest countries in the world in terms of political and economic stability. Its people have elected five Presidents since the country gained independence from Great Britain in 1979. General elections are held every four years and a President can remain in office for a maximum of 12 years. In 2021, Kiribati celebrated its 42nd Independence Anniversary, marking 42 years of political peace and harmony. The secret ingredient to the country’s political stability and unity is its strong culture, hinging on principles of fairness, equality and unity, with a strong traditional leadership style based on the Unimwane system. Kiribati is a religious country and its leaders are guided by their faith. 18 OVERVIEW OF KDP 2020-2023 KDP 2020-2023 is Kiribati’s eleventh national development Plan and the second of the current Government. Significantly, this is the first time Kiribati nationals have fully participated in the formulation and completion of such a Plan. This has resulted in a greater sense of ownership and the assurance that key performance indicators (KPIs) included in the Plan closely reflect the activities needed to lift the current level of development to its preferred status. This plan has noted the COVID-19 and its emerging issue that affects all sectors. The impact of COVID-19 on all the 6 sectors were recognized in this plan where each of the 6 sectors; identified COVID as one of the issues constraining the development plans; framed resilient strategies and adaptation plans in progressing sectors plans forward. The approach to this Plan is different from past editions. In setting performance targets, a benchmark is adopted where comparisons are made across the Pacific region and, in some instances, to countries of the same size and with similar challenges to Kiribati. Achieving these benchmarks will require commitment. There are many causes of the existing challenges faced by Kiribati and its people, of which three major ones are: Behaviour Entrenched behaviours and attitudes in Kiribati are the fundamental cause of a lack of progress in harnessing human wealth, improving health, creating enough jobs for school leavers and improving sanitation and waste management. The future cost to Kiribati of maintaining the status quo is high. Behaviour change is therefore one of the top national priorities to strengthen the national commitments towards achieving assigned tasks and responsibilities. Changes in behaviour need not cost significant amounts of money and the benefits of investing and putting trust in our people will be substantial. Limited financial resources Limited financial resources to meet national needs is an ongoing challenge for Kiribati, especially in relation to building much needed infrastructure and increasing personnel. This issue is, in part, due to the country’s narrow revenue base. Raising tax compliance and increasing economic activity are solutions, as is working collaboratively with development partners to increase the funding envelope. We must also strengthen and prioritise our spending to areas to maximise value for money. Limited ownership of past KDPs DIME Taskforce The DIME Taskforce’s main Limited ownership of past KDPs, due to a lack of involvement during their formulation objective was to finalize the and implementation, has led to poor alignment of performance indicators to Ministries’ important matrix of major day-to-day activities. This has contributed to non-achievement of many of these strategies, targets and KPIs. Each indicators. KDP 2020-2023 builds on lessons learnt from past KDPs, as well as member of the taskforce significant consultations. We are confident this will result in more accurate and realistic presented issues and updates outcomes during the 2020-2023 period. from their respective Ministries and Departments. This made I. FORMULATION OF THE KIRIBATI DEVELOPMENT PLAN 2020 –2023 data collection and coordination efficient and effective during the development and finalization of the KDP. Beyond the Plan’s launch, the taskforce will meet on a six-monthly basis to measure the progress of each Ministry/Department against the list of indicators spelt out in the KDP. 19 The formulation of this national Plan was done in two phases: (i) by the Technical Assistant (TA) between January and March 2020; and (ii) by the Development Indicator Monitoring and Evaluation (DIME) Taskforce 7 between June 2020 and August 2021. The TA led initial consultations with relevant Ministries and stakeholders together with NEPO staff. The TA’s role included: (i) developing the framework for the KDP; (ii) peer review of a Zero Draft produced by NEPO; and (iii) strengthening the capacity of NEPO staff towards the completion of the Plan. Key Performance Indicators (KPIs) were finalized by NEPO in consultation with the TA, with NEPO taking a lead on data collection; analysis, policy recommendations and thus the produce of a zero draft. This phase was interrupted as the TA returned to Fiji in compliance with COVID-19 measures. In the TA’s absence, a mini technical team (MTT)8, comprised of NEPO staff, representative from the Kiribati National Statistics Office (NSO) and the Office of Te Beretitenti, the MTT9 worked together and recognized the importance of pulling needed resources, to contribute effectively to the completion of the KDP; and hence the establishment of the (DIME) Taskforce. The DIME Taskforce completed the matrix on common strategies and KPIs, utilising members’ combined knowledge, skills and understanding, and conducted a second and final round of consultation with respective Ministries to improve the alignment of the KPIs to Ministries’ day-to-day activities. During a retreat in mid 2021, the DIME Taskforce completed the document as well as the matrix, ensuring all national indicators were aligned with the Sustainable Development Goals (SDGs) for the Pacific region. It then produced a Final Draft, which was shared with Ministries, State Owned Enterprises (SOEs), NGOs and donors during a third and final consultation. II. FRAMING OUR PRIORITIES FROM OUR PAST As a small developing country, with islands dispersed over a wide area, development in Kiribati remains a challenge. Our nation is constrained by limited financial and human resources. We must therefore strictly priorities where funds will be spent in the next four years. The main purpose of this KDP is to identify priorities at the national level to guide the allocation of resources in the national budget. To realize this, it is highly crucial to frame potential investments and plans for our future – by taking a step back and see how we progressed in the past plan. Table 1. Achievements of our Past Key performance Indicators (KPIs). KDP 2016-2019 KDP 2016-2019 KDP 2016-2019 KPA Achieved KPIs Not Achieved KPA Total KPIs KPA 1 8 6 14 According to the last KDP 2016 – 2019; 68 percent of our KPA 2 16 4 20 KPIs was achieved; and 32 percent were not achieved. KPA 3 4 11 15 KPA 4 11 1 12 KPIs measure our performance towards the listed activities set KPA 5 9 4 13 as targets in the KDP. The 32 non-achieved KPIs have been KPA 6 14 3 17 rolled on to form part of lessons learnt; to improve and Total 62 29 91 strengthen the quality and context of the new KDP 2020 – 2023. Achieved KPIs 68% Non-Achieved KPIs 32% 7 Terms of Reference for the DIME Taskforce are included in Annex 2. 8 The MTT members shared the same national interest around the development and M&E for previous and current national and international indicators; but in different angles. NEPO’s interest reflects on the past/current, review of KDP achievements; finalization of proposed KPIs and the formulation of the new plan; NSO on the alignment of national and international indicators; and OB for KV-20 and manifesto alignments. All three combine; will yield needed updates towards VNR and other national and international reporting. 9 The work of the combined three agencies will facilitate updates of the Voluntary National Review (VNR) and other national and international reporting 20 III. LESSONS LEARNT OF PAST PLANS – INFORMED THE NEW KDP 1. One of the key findings from consultations held during the formation of this Plan was a lack of alignment of the KPIs from past KDPs to actual day-to-day activities of Ministries. 2. In the development of past plans, NEPO was heavily involved with the provision of data and sector’s update for the TA’s information, who put together such a plan for Kiribati. Other crucial technical bodies such as NSO – was not involved. In this plan - NEPO pulled in NSO and joint forces with them as technical team; in exchanging possessed skills, knowledge, and understanding with the DIME taskforce; and created a learning experience from these pulled resources to effectively complete the KDP. 3. In this iteration of the Plan, measurable, realistic, and achievable KPIs are presented under each strategy to track progress and achievement. These are either quantitative or qualitative, depending on the activity. To ensure the KPIs are measurable and achievable, metadata are proposed in Annex 4 to help with Monitoring and Evaluation (M&E). This is the first national document that introduces the importance of having a metadata – as a supplementary tool to assist with the future M&E plan. 4. KDP 2020-2023 also separates challenges and their strategies according to their primary nature or direct impact, while reflecting the indirect impact (secondary nature) in other related sectors. For instance, the primary challenge of “land” falls under KPA 4 (‘Protecting our environment and strengthening resilience’) because land is part of our environment. The secondary and indirect impact of land space on KPA 2 (Growing our economic wealth and poverty reduction); relates to less development expansions for commercial activities, buildings, etc. – during times where land space is an issue. On this note, Land is not registered under KPA 2; but KPA 4, since any issues relating to development expansions – would need first be remedied through the general land use plan (GLUP) – which falls under KPA4. Until then, having an organized well planned land use – promotes for more spaces for developments and expansions, the key ingredients to our economic development measured under KPA 2. 5. Finally, all national indicators (including KV-20 and Manifestos) are aligned and mapped onto the Pacific SDGs. Table 2. Key Performance Indicators (KPIs) for the current KDP KDP 2020-2023 The total KPIs for the current KDP is 96. Table 2 detailed out each KPA KPA total KPIs KPIs in each KPAs. The expectation is that by the end of the four-year KPA 1 Harnessing our Human Wealth 9 plan (2020 – 2023); the target is to achieve more than 70 (but Growing Our Economic Wealth KPA 2 18 preferably 100) percent of each of these KPIs. and Leaving No-One Behind KPA 3 Improving our Health 14 The achievement of each of these key priority areas (KPAs); will solely Protecting and Managing our KPA 4 Enviroment and Strengthening depend on respective Ministries progress towards achieving set Resilience 15 targets at respective Ministries level. Each achievement and KPA 5 Good Governance 8 progresses at Ministries and department level – will contribute KPA 6 Developing our Infrastructure 32 Total 96 collectively towards the achievement of the KDP. This KDP was informed from all Ministries and department’s 4-year plans – voiced through Ministries member representatives of the DIME taskforce. Ministries representatives have contributed to the discussions and write ups for each respective sector relevant to their Ministry. The DIME taskforce members act as bridge between respective Ministry they represent and that of the DIME taskforce. DIME members key role – during the KDP implementation, is to consult with respective line Ministries on issues; strategies and way forward solutions to identified constraints. To this note, respective Ministries Strategic Plan (MSPs) have framed the content of the KDP. At the end of the plan; all Ministries and department’s will be key responsible for the achievement of expected output of this KDP. Annex 5 on the Monitoring and Evaluation will monitor the performance of each Ministry and department responsible, over time. The total 96 key performance indicators (KPI) in table 2 – will measure performances against the list of activities set out in each of the Strategy tables, at the end of each Sectors. All are responsible towards the completion of set targets; and all will be measured against the day-to-day activities on how well they perform. The rating of how well the KDP does at the end of the plan – 21 rests in the hands of all, including leaders of respective Ministries and departments; in joining forces with our communities; our Churches; Non-Government Organizations (NGOs) and last but not least – our unique home. IV. THE ORGANISATION AND STRUCTURE OF THIS KDP The discussion of each Key Priority Area (KPA) in this KDP includes: i. A situational analysis, consisting of a brief update of that particular area of focus. ii. A review of the performance of KPIs from KDP 2016-2019. iii. A discussion of the main challenges in relation to the KPA and their root causes, supported by data. iv. The presentation of strategies to overcome the challenges; and v. A summary of KPIs for 2020-2023 for each strategy. For continuity, this KDP has retained the six KPAs of the 2016-2019 edition: KPA 1: Harnessing our human wealth; KPA 2: Growing our economic wealth and poverty reduction; KPA 3: Improving our Health; KPA 4: Protecting our environment and strengthening resilience; KPA 5: Good governance; and KPA 6: Infrastructure development. V. ENABLING FACTORS FOR THIS KDP’S SUCCESS Successful implementation of the KDP 2020-2023 will rely on the capacity, systems, processes, management and, importantly, culture of Kiribati’s civil service. We understand that to be able to ‘do more with We recognise that national plans are only useful when implemented at the Ministry level. In the the same’, we must case of this Plan, unlike previous versions, this will be facilitated by greater alignment with various create an enabling Ministries’ own strategic plans. climate of leadership at Transformational change will be driven through the KDP and implemented through a programme of all levels, raise reforms at each Ministry. The Ministry of Finance and Economic Development (MFED), through NEPO, productivity and initiated this programme of transformational change during the formulation of this new Plan by strengthen accountability. sharing the skills and knowledge with other Ministries and Departments. Most of these improvements are M&E is also important to the success of this Plan. Members of the DIME Taskforce will be responsible cultural and behavioural for measuring the Ministries’ and Departments’ progress and reporting on this to the Development in nature and take time Coordinating Committee (DCC) and onwards to Cabinet and Parliament. Terms of Reference (TOR) to change. But we are in for the DIME Taskforce is included in Annex 2. agreement that change must start now. VI. STRENGTHENING COLLABORATION WITH DEVELOPMENT PARTNERS In presenting this Plan, the Government of Kiribati acknowledges the immense contribution of development partners to the growth of our country. Our development partners supplement much-needed financial resources, technical expertise and short-term capacity. They also play a critical role in the implementation of much-needed reforms in many priority areas of social and economic development. Important components of donor collaboration range from project appraisal to funding approval. 22 To further strengthen Kiribati’s collaboration with development partners, this KDP aims to: i. Strengthen the alignment of development partners’ participation to the priorities of the new KDP. To realize this, collation and analysis of information on donor projects at NEPO will be needed to clearly bring their link to the new KDP, as well as integrated analysis of the economic and social impacts of development partners’ assistance. ii. Improve the collaboration between development partners and the Government by clearly specifying that NEPO is the contact point and should be consulted early when new projects are discussed with line Ministries. iii. Strengthen high level oversight of development partners’ projects. All projects, whether they are fully or partly funded by development partners, must be presented to NEPO for assessment and approval by the DCC before they are submitted to Cabinet. iv. Strengthen the collaboration between the Government and development partners through the establishment of a Government of Kiribati Donor Committee. VII. INTEGRATED BUDGETING AND PLANNING Every plan requires funding and there are many advantages of one agency being responsible for both budgeting and planning. Integrating planning with budgeting is an exciting new area for NEPO and will greatly enhance the timely monitoring of the new KDP. More weight will be given to the KDP priorities during the DCC approval and budget allocation process. To this end: i. The strategic plans of Ministries and agencies, together with the KDP, will be the key documents during budget analysis and assessment; Integrating budgeting and planning will ii. When bidding for budget resources above the baseline, Ministries will be required to show mainstream the new KDP how their bids are linked to the KDP priorities; across the whole of Government which will iii. Ministries must also submit their performance in relation to the KPIs in the KDP when they facilitate its bid for budget resources each year; implementation and monitoring. iv. Ministries’ performance may influence budget allocations; Mainstreaming the KDP v. All projects submitted to NEPO must include an explanation of how they will contribute to in this way means it will KDP priorities; and become the focal and reference point in the vi. Projects must also be in line with, and explained in, the submitters’ respective Ministry development of Strategic Plans (MSPs) and Ministry Operational Plans (MOPs). Government policies, strategies, programmes vii. NEPO will prepare a report on the KDP, and its performance, as part of annual budgeting and projects. processes. This report will be presented with the budget to the DCC, Cabinet and Parliament. VIII. DEVELOPING A MEDIUM-TERM RESOURCE ENVELOPE The KDP is Kiribati’s medium-term national Plan, which sets out the priorities of the country. Ultimately, these priorities must be reflected in the allocation of scarce revenue during the life of the Plan. MFED intends to build a framework for a medium-term resource envelope to match the strategic priorities in the KDP. The DCC must be able to track its allocation of resources to each of the KPAs by: i. Playing a more active role in allocating resources over the medium term to the KDP priority areas; ii. Assigning more weight to the KDP alignment in approving projects; and iii. Ranking competing projects according to their score in relation to alignment to the KDP strategies and KPIs. 23 Discussion of the 6 Key Priority Areas (KPAs) 24 25 1. KEY PRIORITY AREA 1: HARNESSING OUR HUMAN WEALTH

1.1 SITUATIONAL ANALYSIS Education is free, and compulsory, in Kiribati for those at primary school (Years 1-6) and junior secondary school (Years 7-9). Senior secondary school students (Years 10-13) must successfully complete examinations in Year 12 and 13 to progress onto higher education, whether they be technical training or university.10 School fees are incurred for students undertaking the last four years of schooling, except those entitled to a subsidy from the Government. But this fee incurred at Year 10 level is no longer paid for by parents but the Government is expanding the free education up to Year 12 level. The Ministry of Employment and Human Resources (MEHR) is responsible for the management of post-secondary education in Kiribati, including Kiribati Institute of Technology (KIT), the country’s Marine Training Centre (MTC), with the exception of the Kiribati Teachers College, which is managed by the Ministry of Education (MOE). MOE has started developing a curriculum pathway to a TVET program at Certificate I and II levels for early school leavers at Year 10 and above. The programme offers hands-on training for services such as plumbing or auto mechanics. The programme invests in these students based on an understanding that some may not be suited to formal education (i.e., university); however, many have interests in trade related work. TVET would help nurture these students, ensuring they can find employment in the local and international market. KIT and MTC provide trainings at Certificate III level. KIT also provides a pathway to domestic and overseas employment as well as further studies at Australia Pacific Training College (APTC), Fiji National University (FNU), the University of the South Pacific (USP) and other institutions/universities. For those interested in law enforcement, the Police Training Centre is managed by the Kiribati Police Services. Most of Kiribati’s university students go to Fiji, Australia, New Zealand, Cuba, Morocco or China, with the Government providing scholarships in selected fields. Students on scholarships are bonded to work in Kiribati on completion of their studies.11 Education and training are recognised as routes out of poverty. To succeed, a broad-based approach must be adopted on all fronts from preschool education, to primary, secondary, tertiary and beyond. Figure 2 presents an overview of the education system in Kiribati and Figure 3 presents an overview of the TVET system. The building block of all stages of education are cemented early in life, hence the concentration on early childhood development in this Plan. Unlike past KDPs, this Plan also covers the important issue of capacity building of civil servants. In Kiribati, education and training must be treated as a right and not a privilege. The country is already working to increase access to education and to provide inclusive and quality education for all citizens. It is important that our focus at the tertiary level matches our national resource needs and that civil servants are able to access training to improve the delivery of their day-to-day jobs. With this in mind, KPA 1 comprises three focus areas: • The early stages of our children’s education – from preschool to university level; • Technical and vocational education and training (TVET) for school leavers and disengaged youth; and 10 Certificates I and II are delivered by secondary schools. 11 Kiribati remains free from COVID-19; however, the pandemic has impacted on education and overseas scholarships, where students are either delayed in the completion of school qualifications or late in attending universities. Kiribati will continue to work closely with its development partners to enhance Kiribati’s National COVID-19 Preparedness and Response Plan. 26 • Civil servants who help implement Government policies and deliver services to the people. Figure 2. Education System Overview, Kiribati SSS = Senior Secondary School JSS = Junior Secondary School Figure 3 Technical Vocational Education and Training (TVET) System Overview, Kiribati Universities Bachelor - PhD KIT and other RTOs TVET Certificate IV, Skills Sets, Employment Diploma and Advanced Diploma KIT TVET Certificate III and Skill Sets Bridging Schools School leavers A School leavers B Vocational Preparation • Completed Form • Completed Form 3 5 School leavers C • Have 2 years’ work • Certificate I & II • Completed less than experience TVET Form 5 • Unemployed Schools Non-Schooled Introduction to TVET 27 The Challenges and Root Causes Behind Human Resource Development The main challenges in our efforts to develop our human resources, and their root causes, are summarized in Table 3. Table 3: Key challenges in education Challenge Root Cause/s The long time it is taking Kiribati to lift the rate of enrolment, The rapid population growth which imposes pressures on family literacy and numeracy rate at primary schools to 100 finances, education facilities and the Pupil to Teacher Ratio percent. (PTR)12. The high Pupil to Teacher Ratio (PTR). The lack of financial resources to build more classrooms and hire more teachers. Inadequate school facilities (i.e., buildings, WASH services). The lack of financial resources. Competition from the rest of the world in employing our The lack of financial resources. people abroad.

1.2 MEASURING PAST PROGRESS Kiribati is making progress in improving education and training. The passing of the Early Childhood Care and Education Act in 2017 was a significant milestone for the Government in supporting early childhood education. The performance of the last KDP (2016-2019) was satisfactory in this area, with an overall KPI achievement of 52 percent (see Table 4). Table 4: Performance of the last KDP on Human Wealth (2016-2019) KPIs achieved (2016-2019) KPIs not achieved (2016-2019) ➢ Proportion of students performing at or above the STAKI ➢ The target for net enrolment rate for males and females in primary education is expected level is raised to 60% in English, 70% in Te- 100% Kiribati and 60% in Numeracy for Class 4 students and 60% in English, Te-Kiribati and Numeracy for Class 6 students. ➢ The target for the Net Intake Rate (proportion of new entrants into class one primary) is 100% for males and females. ➢ 50% of students with disability enrolled in mainstream schools ➢ The target for the Survival Rate for Class 5 is 100% for males and females. ➢ 50% of students enrolled in Early Childhood Education. ➢ The target for the Transition Rate from Class 6 to Form 1 is 100% for males and females ➢ Percentage increases in the number of qualified employees in the public service. ➢ The proportion of teachers having the required minimum qualification to teach is raised to 100%. ➢ An increased number and proportion of KIT students complete their training and gain international quality ➢ Student teacher ratios in primary education to be reduced to 20. Partially achieved. assured qualifications ➢ The establishment, endorsement, and implementation of the National Sport Policy. There are 4 key priorities under this policy based on (i) Active Kiribati; (ii) Sport for all; (iii) Sport Development and (iv) High Performance ➢ Training in port operations undertaken. ➢ Officer of the Watch training introduced 12 Measures to slow down the rate of population growth are covered under KPA 2. 28

1.3 OVERCOMING THE CHALLENGES FACED IN RELATION TO HARNESSING HUMAN WEALTH The development of human resources can be categorized into three focus areas: i. The early stages of our children’s education – from preschool to university level. ii. TVET for school leavers and disengaged youth; and iii. Strengthening Government’s Civil Servants. In the following pages, we present strategies for overcoming the challenges faced in relation to KPA 1. This sector also recognized that we are in a COVID era and have supplemented a Contingency and ICT plan that supplements the National Contingency plan and ICT in Education Master plan.

1.3.1 STRENGTHENING THE EARLY STAGES OF OUR HUMAN RESOURCE DEVELOPMENT To close the education gaps, two Acts were passed in Kiribati to improve the system at various levels, including early education.13 The early stages of development in a child’s education up to secondary school is highly crucial. This is where a child sets the foundation for lifelong learning, behavior, and health. The experiences children have in early childhood shape the brain and the child's capacity to learn, to get along with others, and to respond to daily stresses and challenges. This learning process is further enhanced and exposed to more critical thinking and knowledge through primary and secondary school. The strategies presented below further detail our way forward. Supporting the delivery of quality education To support the delivery of quality education, we will: i. Establish a transparent communication and governance system, which is inclusive of: (i) reviewing administrative systems to improve the delivery of education support services; and (ii) reviewing gaps in early childhood education as this is the crucial starting point that determines the success of all other levels of education; and ii. Use evidence to guide a way forward for education plans and services such as: (i) strengthening the Kiribati Education Management Information System (KEMIS) as a powerful data collection tool, to monitor quality of education and inform policy making. Investing in quality teachers To invest in quality teachers, we will: I. Improve the management of human resources through; (i) applying the national teacher’s registration process to the national education system, with compliance in respect to the standards, operations and communication system; (ii) ensuring teachers’ salary scales are based on knowledge, skills and, above all, qualifications; and (iii) strengthening the monitoring of teachers’ absences. As demonstrated in Figure 4 below, there are a significant number of teachers that need to work towards meeting the requirements of the advanced Diploma of Teaching qualification and beyond. 13 Education Act 2013; Early Childhood Care and Education Act 2017. 29 Figure 4. Teacher's Qualification CiT Certificate in teaching, DiT Diploma in teaching, NA NA: Not available, DWT Degree with teaching, DWT Degree without teaching background (bachelor only), MiE Master in Education, NQ/NTB No Qualification/No teaching background, PDwTQ Postgraduate diploma with teaching qualification PWT Prostgraduate without teaching background (postgrad in subject), PCwTQ Postgraduate certificate with teaching qualification, As per the Education Act 2013 and Early Childhood Care and Education Act 2017, all registered teachers must be listed under the Government’s payroll. To be on the Government’s payroll list, teachers at all levels will need to undergo prescribed trainings in order to be certified. The Kiribati Quality Standards (KQS) guide the assessments for approval of teachers and preschools or ECCE centres at all levels. Inclusive access to quality education The policy on compulsory and free education in Kiribati has been effective in ensuring access to quality education; however, there is room for improvement. Enrolment numbers for primary, junior secondary and senior secondary school show minimal increases since 2019. To realise the goal of harnessing the nation’s human resources, the rate of improvement needs to increase. To further improve access to quality education, we propose: i. Increasing participation and retention rates across all levels through an awareness programme and consultation with communities and parents to promote enrolment and child support; ii. Enforcement of approved Acts and policies making it compulsory to send children to school; iii. Designing interactive exercises and activities for greater engagement of children and teachers; iv. Developing and implementing counselling services across the country; v. Using data-driven interventions to monitor and promote equity across all levels of education, in all locales, across all major groups such as those with Special Educational Needs and Disabilities (SEND); and vi. Supporting diverse learning opportunities through curriculum improvements, i.e., (i) implementation of the early childhood education (ECE) curriculum; (ii) implementation of skills-based education into national curricula across all stages; and (iii) reviewing and consolidating existing Acts (Education Act, 2013 and ECCD Act 2017) to incorporate the missing tertiary level, while incorporating changes and new approaches. 30 Figure 5. School Net enrolment rate at all school levels 2016-2019 (NER)14 2.5 0.51 Net Enrolment Rate (NER) 2 0.42 0.42 0.44 0.77 0.74 0.75 0.72 1.5 1 0.99 1.01 1 0.97 0.5 0 2016 2017 2018 2019 Primary JSS SSS Source: KEMIS Figure 6. Number of students with disability type 14 NER in brief is a number of enrolled students for specific age group, divided by the total number of students enrolled for that year. 31 Table 5: School level and status of curriculum development Level of No of Curriculum Status of Curriculum Education Schools Updates/Development ECCE 300 No formal and approved Under development curriculum Primary 98 Old curriculum used until Completed, implemented, and School 2012 reviewed JSS 25 Old curriculum used until Completed and implemented 2018 SSS 19 Old and outdated, last Under development review in 1992 Total 442 Figure 7. ECCE participation rate, left, primary and secondary school education retention rates; all in 2019 Strengthening performance assessments The strategies to strengthen the performance of our children at schools are: i. Continually lifting students’ performance at all school levels to ensure it remains at a high standard until the completion of their education (students who perform well at school will be productive human capital when completing their education); and ii. Developing remedial interventions based on students’ assessment results (specially to promote literacy and numeracy in lower grades). To achieve the above strategies, the following activities will be implemented: a) The implementation, compilation and analysis of reports for all students; and b) The continued practice of assessing students’ performance through: o Common Assessment Test (CATest) taken at Years 1, 2, 3, 5, 7 and 10; o Standards Test of Achievement in Kiribati (STAKI) taken at Years 4, 6 and 8; o Pacific Islands Literacy and Numeracy Assessment (PILNA) taken at Years 4 and 6; o Kiribati Certificate for Basic Education (KCBE; formerly known as JSC) taken at Year 9; o Kiribati National Certificate (KNC) taken at Year 11; o Kiribati Senior Secondary Certificate (KSSC) taken at Year 12; equivalent to the University of the South Pacific’s Preliminary); and o South Pacific Form Seven Certificate (SPFSC) taken at Year 13; equivalent to USP Foundation. 32 The levels of assessment listed above will not only measure students’ performance but also provide a useful measure of the quality of teaching and support in relation to reforms in the education sector. Figure 8. PILNA – Numeracy Results 2018 Figure 9. PILNA – Literacy Results 2018 Learning beyond classroom opportunities Strategies to improve the learning beyond classroom opportunities are: i. Promote school clubs and online learning; ii. Implement parental engagement programmes designed to promote parent-children participation; and iii. Support access to post-secondary (tertiary) education with student loans. 33

1.3.2 TVET FOR SCHOOL LEAVERS AND DISENGAGED YOUTH Overseas employment like seasonal work schemes and seafaring are important sources of income for our people. To overcome challenges faced in relation to building a highly skilled population and qualified workforce, it is crucial that we match our training to local and overseas demand. Matching training to demand KIT offers awards and short courses for trade and non-trade certificates (see Figure 10)15, whereas MTC provides training for our country’s seafarers and fishermen. Figure 10. KIT enrolment by gender, 2016-2019 Strategies to further match our training to local and overseas demand include: i. Training more officers than ordinary seaman, because our seafaring workers are facing strict competition for the same types of jobs from other countries; ii. Raising enrolments in the Certificates in English and Hospitality offered through KIT 16, because in all overseas jobs one of the main skills required is English proficiency; iii. Increasing intakes at MTC and KIT in caregiving and other identified needs; iv. Raising the qualification level at KIT for the Trade and Non-Trade Certificate III and above and offering nursing programmes at KNS at an advanced diploma level; and v. Strengthening and aligning KIT’s already-established working relationship with industry partners to better meet industry needs; and vi. Increasing enrolments in hospitality courses at KIT over the next four years, with tourism identified as a potential area for economic diversification.17 15 Enrolments at KIT more than doubled between 2017 to 2019, with female enrolments slightly higher than male. 16 Offered at KIT since 2019. 17 Enrolments in hospitality courses at KIT have been stagnant in the past few years. 34 Mobilizing our human resources MEHR, through the Labour Division, is responsible for maximising employment opportunities locally and abroad. It currently administers existing labour mobility schemes, including the Seasonal Worker Programme (SWP) and the Pacific Labour Scheme (PLS) with Australia, and the Recognised Seasonal Employer (RSE) scheme and Sealord fisheries labour mobility initiative with New Zealand. Through its Employment Unit, the Labour Division works collaboratively with MTC and KIT in finding employment for its graduates. Most semi-skilled hospitality and aged care workers are engaged with PLS employers, whereas MTC provides training for our country's seafarers, fishers, fisheries observers basic safety and catering and hospitality personnel. Through its Work Relations Unit, the Labour Division also manages the operations and compliance of registered recruiting agencies, including South Pacific Marine Services (SPMS) that employs the bulk of MTC graduates. KIT plays a crucial role through its Employment Support Services in providing English, fitness, pre-departure and other trainings in response to employers’ demands. MEHR also coordinates labour mobility initiatives through its National Labour Mobility Working Group and is establishing a national, centralised labour market database in collaboration with relevant stakeholders to keep record of job seekers as part of supporting its marketing initiatives. Another labour mobility initiative is currently being explored with the Canadian labour market through the project ‘Supporting Kiribati Welfare through Labour Mobility’. The project has been approved by the Global Affairs Canada (GAC) and is in the early stages of implementation by MEHR in collaboration with the selected contractor, Deslodges Law Group Professional Corporation, and the Canadian Trade Investment Facility (CTIF). Some of the current challenges encountered by existing labour mobility programmes during the COVID-19 pandemic period include flight restrictions and border closures, which impose additional costs in quarantine, and COVID-19 tests by employers. This has contributed to a delay in the repatriation of overseas workers abroad and affected outbound overseas workers travelling to their workstations. At the national level, MEHR coordinates the registration of job seekers with existing vacancies in Government ministries and also works closely with employers, including in the private sector, to connect job seekers with potential opportunities.

1.3.3 STRENGTHENING THE GOVERNMENT’S CIVIL SERVANTS The final component of human resource development is the need to develop civil servants in Kiribati by upgrading and widening their skills. To achieve this, the Public Service Office (PSO) has identified the following strategies: i. Reviewing the country’s Human Resource Development Policy to better determine the demand for training against the supply (and updating the database); ii. Increasing opportunities for short and long-term trainings, both in country and overseas; iii. Developing an effective performance management system; iv. Developing and implementing programmes on professional ethics and standards, while transforming mindsets and culture to achieve high standards of performance; and v. Implementing performance assessments with service excellence awards as incentives to higher performance. 35

1.4 STRATEGIES AND KPIS FOR KPA 1 – HARNESSING OUR HUMAN WEALTH Baseline Target Leading (L) and MAPPING THE KPI's Challenges Strategies KPI Supporting (S) SDG KV20 MOTINNANO Ministries/ KPA 1: Harnessing our Human Wealth 1.1a. Percentage of schools that have implemented the quality and

1.1 Quality of Strengthen the quality and relevant curricular that support divert 90 % of schools school curriculum relevant curricula that support learning opportunities 28% (ECCE, PS, JSS & L: MoE 4.7.1 needs students' diverse learning SSS) enhancement opportunities.

4.2.2 Pillar 1, Pg 25 ix:69 100% 4.3.1 GER (Primary) 103% NER (Primary) 98% 100% 1.2a. GER, NER and survival rates (by GER (JSS) 101% 100% Prepare & support students year level) and gender are above NER (JSS) 72% 95% L: MoE enrolments at all year levels regional average GER (Senior Secondary) 52% 100% NER (Senior Secondary) 51% 95% Survival rate (Yr 1-Yr6) 92% 95%

1.2 School access Survival rate (Yr 7-Yr9) 88% 95% and participation survial rate (Yr10 - Yr13) 40% 60% Foster the development of early childhood education through support for the 1.2b. 100% of students enrolled in development of an appropriate GER (ECCE) 68% 85% L: MoE Early Childhood Education legislative framework and the development of supportive operational environment STAKI Yr4 Numeracy 71.5% 76% 4.7.1 4.2.2 ix:69 1.3a. Students performance on 70% Pillar1, Pg 25

1.3 Student STAKI Yr4 Literacy (Kiribati) 64.6% 4.3.1 Strengthen students' STAKI, CAT, KCBE, KNC and KSSC performance STAKI Y6 Literacy (English) 42.1% 47% performance assessment continue to improve year on year, L: MOE needs STAKI Y6 Literacy (Kiribati) 72.1% 77% across different groups (e.g by improvement STAKI Y8 Numeracy 20.2% 25% gender, SEND and region) STAKI Y8 Literacy (Kiribati) 76.7% 81% STAKI Y8 Literacy (English) 27.4% 32% 36

1.4 STRATEGIES AND KPIS FOR KPA 1 – HARNESSING OUR HUMAN WEALTH Leading (L) and Baseline Target MAPPING THE KPI's Challenges Strategies KPI Supporting (S) SDG KV20 MOTINNANO Ministries/ KPA 1: Harnessing our Human Wealth Identify STUDENTS WITH 4.5.1

1.4 Inclusive SPECIAL NEEDS and support 1.4a. Percentage of SEND student in education 79% L: MoE them to receive education in mainstream education 90% of SEND enhancement mainstream schools student Strengthening and providing Pillar 1, pg 28 1.5a. Number and proportion of KIT pathways for ease of access to students accessing formal and 5% 20% by 2023 formal and informal training

1.5 Limited access informal training opportunities opportunity to formal and Improve access and entry to L: MEHR informal training opportunities for I-Kiribati into 1.5b. Percentage increase of intakes opportunities the Regional Seasonal Workers at MTC in hospitality courses and 2871 100% (RSE) and Seasonal Workers other identified needs . Programme (SWP). 1.6a. Percentage of the public & private workforces to undergo, induction programs, inhouse 70% employees % decrease in Prepare all professions & the workshops, short & long term 20% 4.c.1

1.6 Public Service by 2023 complaints public/private workforce to trainings. L: PSO, MEHR delivery become qualified, competent, S: MOE enhancement knowledgeable and trusted 1.6b. Percentage of qualified Primary 79% 4.c.1 Pillar 1, pg 31 teachers and/or working towards 95% teachers by meeting basic qualification Secondary 61% 2030 requirements. 37 KEY PRIORITY AREA (KPA) 2: GROWING OUR ECONOMIC WEALTH AND LEAVING NO-ONE BEHIND 38 KIRIBATI DEVELOPMENT PLAN 2020-2023 2. KEY PRIORITY AREA 2: GROWING OUR ECONOMIC WEALTH AND LEAVING NO-ONE BEHIND

2.1 SITUATIONAL ANALYSIS Over the last five years, Kiribati’s real GDP per capita rose from AU$1,612 in 2015 to AU$1,749 in 2019 (Figure 11). This is due to the completion of two major economic infrastructure projects (South Tarawa Road Rehabilitation Project and Upgrading of International Airports) and the Government’s expansionary fiscal policy (as a result of high fishing license revenue) which spurred economic activity in the country especially on the capital island of South Tarawa. The Road Rehabilitation project on South Tarawa and the Upgrading of the International Airports on South Tarawa and Kiritimati were completed in 2017 and 2018 respectively. The completion of these two projects has a significant economic impact on private sector development as well as the public sector in terms of efficiency and labour/capital mobility. Additionally, the implementation of new and on-going infrastructure projects such as the South Tarawa Water Supply Project and the Rehabilitation of Primary Schools among others have also contributed to this growth pattern. However, despite this growth trend Kiribati’s real GDP per capita level is the still considered the lowest compared to other Pacific Island nations (Figure 12). During the wake of the COVID19 pandemic in early 2020, real GDP was estimated to have declined by 0.5 percent due to strict containment measures and a sharp decrease in fishing revenues of around 15 percent. It is anticipated that growth rates will pick up once border restrictions are gradually uplifted. Figure 11.GDP per capita and growth rate, Kiribati GDP/CAPIA Figure 12. GDP/Capita Kiribati vs Pacific, 2019 est. Source: IMF 39 KIRIBATI DEVELOPMENT PLAN 2020-2023 Over the last five years, the inflation rate in Kiribati declined at an annual rate of 0.47 per cent between 2015 and 2019 due to an increase in the In a Household Income and supply side as business registrations rose from 238 in 2015 to 467 in 2019. Expenditure Survey (HIES) report However, in the second quarter of 2020, inflation spiked from negative 1.8 published in 2006, 21.8 percent per cent in 2019 to 2.6 per cent. This is due to border restrictions and of I-Kiribati were classed as poor containment measures which led to frequent cargo shortages. or living below the basic needs poverty line (BNPL), at $16.09 The pandemic also delayed the implementation of development projects which per capita per adult equivalent are very critical for the country's development including the multi million Outer per week. Despite this, there are Island Transport Infrastructure Project and the South Tarawa Water Supply recent signs of improvements to Project funded by development partners. people’s livelihoods due to higher social welfare payments and an The South Tarawa Water Supply project is the first project to be co-funded increase in the copra price by the Green Climate Fund (GCF) which is a milestone for Kiribati. The subsidy aimed at the country’s Government had also been granted direct access and management over its most vulnerable. readiness support grant through a dedicated Climate Finance unit within the Ministry of Finance. The pandemic's impact on capital markets also affected the value of Kiribati's sovereign wealth fund known as the Revenue Equalisation Reserve Fund (RERF). The value of the RERF fell by 7 per cent from $1.19 billion in January 2020 to $1.11 billion in March 2020. Despite this, the RERF value still exceeded its $1 billion benchmark at the end of December 2020 by $0.17 billion and with the rollout of the US Government's stimulus package, the fund has now surpass $1.3 billion. Like the RERF, fishing revenue, which contributes more than 70 percent of the total Government revenue, fell significantly by 15 percent. However, based on actual revenue collections, the Government revenue forecast for 2021 is achievable. On the other hand, the Government is looking at other options to expand revenue sources from fisheries and marine resources as well as other means such as broadening of the tax revenue base and encouraging payment of dividends by the SOE. The private sector is also greatly affected by the pandemic and many businesses especially the tourism operators had to shut down or reduce their operational size to remain afloat. Noting the importance of the private sector as the engine of growth, the Government generously provided an economic relief package of $13.5 million of which $3.5 million was allocated for local business recovery and continuity. This financial assistance is provided in the form of concessional loans which is managed by the Development Bank of Kiribati (DBK). Despite the adverse impacts of the pandemic as well as climate change, Kiribati is blessed to remain COVID-19 free and is relatively less affected compared to neighboring countries. This is due to the country’s geographic remoteness, its relatively small tourism industry18, the introduction of stringent COVID-19 containment measures and of course the immense support from its development partners who have continuously provided assistance in the form of cash grants of around AU$9 million and in-kind donations such as food grains, medical supplies and equipment and COVID-19 vaccines.

2.2 MEASURING PAST PROGRESS More than half of the economic growth and poverty reduction indicators set out in the last KDP were achieved in the target period (52 percent). Out of 20 indicators, 16 were achieved, and 4 were not achieved. These four non-achieved indicators have been brought forward into our current plan, 2020 – 2023. 18 The tourism and airline industries have been the hardest hit for many countries worldwide, resulting in high unemployment and economic and fiscal instability. The relatively small tourism industry in Kiribati also suffered, with more than 50 percent of employees laid off and some hotels closing their businesses. However, given the small size of the industry, its overall impact on Kiribati’s economy was minimal. 40 KIRIBATI DEVELOPMENT PLAN 2020-2023 Table 6: Performance of the last KDP (2016-2019) on Growing our Economic Wealth KPIs achieved (2016-2019) KPIs not achieved (2016-2019) ➢ Average GDP growth to be at least 3 percent. Partially achieved. ➢ Reduce the proportion of people of all Growth was around 2.8 percent. ages living below the national poverty line in 2016 ➢ Private sector employment growth. ➢ Bring to zero the number of people ➢ Increased revenue from fishing licenses. An average increase in living in extreme poverty, currently revenue from fishing license fees of 32 percent between periods estimated at less than $1.25 a day 2012-2015 and 2016-2019. ➢ Place State Owned Enterprises on a ➢ Increased employment opportunities through crewing arrangements more commercial footing with shipping companies and the establishment of onshore development of fisheries resources. Crewing increased from 2016 to ➢ Enhance the collection and availability 2019 from 145 to 205 and 30 new local crews were recruited at the of statistics through the implementation beginning of 2019 to man three local long-line vessels operated by of a National Strategy for the Central Pacific Producers Ltd (CPPL). Development of Statistics ➢ Increased taxation revenue through improvements to the taxation and customs systems particularly through better compliance measures. ➢ Establishment of an integrated fisheries information management system to strengthen fishery and catch management data; funding secured and warrant released for the purchase of the database. ➢ Reviews established to contribute to better public financial management. ➢ Improvements in aid effectiveness ➢ Effective debt management controls. Fiscal strategy during the period suggested: (i) no new debt; (ii) living within means, and (iii) a target of $1 billion reserves achieved, while reducing interest payments to help finance the Government’s budget. ➢ Efficient utilisation of the RERF and enhancements in its management. Value of the RERF reached $1 billion in 2018. ➢ National Trade Policy Framework developed and implemented. ➢ Growth in Foreign Direct Investment (FDI) between 2013-2019; a total of 52 foreign investors, of which 18 foreign investments were between 2013-2015 and 34 between 2016-2019. ➢ Coconut Sector Development Strategy developed and implemented. Implementation of the Kiribati National Labour Migration Policy to increase 100 percent in overseas employment by 2019. Increase in export volumes in the coconut sector. A 23 percent rise between 2014 and 2018. ➢ Currently reviewing previous National Labour Migration Policy. ➢ Development of Kiribati workers’ website ➢ Participation of I-Kiribati workers in 5 new markets 41 KIRIBATI DEVELOPMENT PLAN 2020-2023

2.3 OVERCOMING THE CHALLENGES IN ACHIEVING ECONOMIC GROWTH AN D REDUCING POVERTY Notwithstanding the impacts of COVID-19, Kiribati faces significant existing economic challenges, including a slow rate of economic growth, a rapidly growing population19, remoteness from major trading routes and a narrow production base of fish and copra. These challenges contribute to the slow growth in per capita incomes, low productivity, increased marginalization and greater vulnerability overall, which are compounded by environmental factors including climate change. The small size of Kiribati’s private sector imposes a disproportionate role on the Government, which is severely constrained by its small revenue base. Overall, the rate of economic growth has historically been too low to cater for the growing population, which has led to a high level of unemployment especially amongst youth. To overcome these severe challenges, the Government of Kiribati recognizes that it must: i. Broaden the country’s economic base; ii. Strengthen Government revenue; iii. Improve the social and economic wellbeing of all; and iv. Improving access to finance We recognize that such measures will require consistency and perseverance.

2.3.1 BROADENING THE COUNTRY’S ECONOMIC BASE Kiribati’s economy relies heavily on fisheries and to a lesser extent, coconut. This high degree of concentration carries risks to sustaining growth. To achieve a higher rate of economic growth, it is critical that Kiribati expands its economic base by harnessing opportunities in other industries. Diversifying the fisheries sector Our country’s 33 islands are spread across an extensive Economic Exclusive Zone (EEZ) in tropical waters making Kiribati home to vast and fertile fishing grounds. The main sources of fisheries outputs are coastal fisheries, offshore fisheries and aquaculture. While coastal fisheries and aquaculture play an important role in domestic food security and small-scale commercial activities, offshore fisheries remain the mainstay of the economy and exports. Significant milestones were achieved with the start of the European Union (EU) market in 2017. The subsequent lifting of the Illegal, Unreported and Unregulated (IUU) fishing ‘yellow card’ by the EU in 2020 will further increase trading opportunities at the regional and international level on fish and fisheries products. Utilising the abundance of marine resources from offshore, coastal and aquaculture fisheries, as well as deep-sea minerals and other resources, the Government has identified the following strategies to support the diversification of Kiribati’s fisheries sector: i. Promoting the evaluation of fisheries economic values and ecosystems of selected marine habitats; ii. Maximising economic returns from marine resources and sustainable fisheries development in the pursuit of: i) Vessel Day Scheme; ii) Marine Bonded Warehouse; iii) Purse Seine Net Mending Yard; and iv) Marine Stewardship Council Certification; iii. Providing support to maximise sustainable livelihoods of artisanal and small-scale fishers; iv. Promoting and strengthening the culture of aquatic resources and the Monitoring, Control and Surveillance (MCS) schemes and promoting diversification of sustainable and adaptive fishing schemes; 19 Kiribati’s population stood at 110,136 in 2015 (based on the Census), compared to 103,058 in 2010 42 KIRIBATI DEVELOPMENT PLAN 2020-2023 v. Promoting and supporting responsible exploration and conservation of deep ocean resources; and vi. Improving operational efficiency through reliable and secure infrastructure facilities and digital transformation. Promoting the tourism and cultural industry Limited tourism products and markets have restricted tourism growth in Kiribati to date; however, the Government recognises the industry’s potential for stimulating economic development, providing employment and generating incomes, as well as its potential for supporting the retention of cultural traditions, sustainable management of national environmental assets and providing wider social-economic benefits. A key motivating factor for travel to Kiribati is the country’s people, culture and the traditional lifestyle20. Although the number of visitors is increasing, the Government acknowledges the need to enhance and promote the cultural industry to enrich the tourism experience and generate further employment opportunities. Growth in the tourism sector in Kiribati is currently limited due to weak marketing and under-developed infrastructure to meet tourist demands, creating a major gap between tourism investments and visitations. Better tourism products and services will help. With this in mind, the Tourism Authority of Kiribati (TAK) was established to grow the tourism industry and improve private sector involvement in the sector. Strategies to grow the tourism industry are: i. To develop and promote tourism niche products; ii. To build tourism and hospitality human resource capacity within Kiribati; iii. To strengthen sustainable development of tourism products and services; iv. Upgrade standards of accommodation, restaurants and tour services; v. Provision of updated and reliable visitor arrival data and tourism business records; and vi. Tourism campaign and awareness through tourism marketing and promotion. Empowering State-Owned Enterprises (SOEs) State-Owned Enterprises (SOEs) provide services that are essential for economic growth in the form of utilities, transport and financial services. The performance of SOEs has generally improved in Kiribati as a result of reform programmes rolled out over recent years. Some loss-making SOEs have ceased operation; however, those that remain operational have generally improved their financial positions. Public Private Partnership (PPP) models have been adopted in some cases. Notwithstanding these achievements, there remains room for improvement. Strategies to further improve performance of SOEs in Kiribati are: i. Review and better enforcement of the SOE Act; ii. Stronger service delivery; 20 Source: International Visitor Survey (IVS); 2019. 43 KIRIBATI DEVELOPMENT PLAN 2020-2023 iii. Better accountability; and iv. Organisational reforms to put SOEs on a more commercial footing. Promoting trade and private sector development Kiribati posted a trade deficit of $143 million in 2019; however, the value of exports increased from $8.8 million in 2008 to $17 million in 2019. The trade deficit is largely due to limited domestic supply capacity and low economic diversity. As with similar small island economies, Kiribati’s imports far exceed its exports due to its low level of local production. Figures from the NSO indicate that demand for imports is growing (Figure 13). Through product diversification strategies, the Government plans to increase the export of locally made products including value-added products. The private sector in Kiribati is small compared to the public sector. The challenges it faces are the high cost of finance, limited access to credit and a difficult business environment that negatively impacts business start-ups. Figure 13. Kiribati trade 2008-2019 The Government recognizes the essential role of the private sector as an engine of growth and job creation. Although business registrations increased by 36 percent between 2016 and 2019 (Figure 14), the proportion of private sector employment relative to the public sector remained constant at 28 percent to 31 percent. The growth in private sector employment is far below the average in most countries; around two-thirds of jobs in the formal economy are in the public sector (Figure 15). Figure 14. Business registrations 2010-2019 44 KIRIBATI DEVELOPMENT PLAN 2020-2023 Figure 15. Public and private sector employment 2010-2019 The Government seeks to develop inclusive and sustainable trade and private sector development through the promotion of product development and diversification through value adding; i. Broadening and deepening of market access; ii. Increasing access to credit; iii. Business law reform; iv. Improved approval processes; and v. Efficient administration of taxes. Promoting foreign investment Foreign Direct Investment (FDI) is an essential pillar in increasing private sector development and fostering economic growth in Kiribati; however, attracting FDI remains a challenge. Kiribati receives only five to six foreign investment applications on average each year, with an average approval rate of two per year. Establishing an enabling climate for both private sector and foreign investors has many components. Figure 16. Kiribati’s rankings against 10 areas of business regulation One of the composite indicators that pulls all these components together is the World Bank’s Ease of Doing Business (EDB) index, which ranks countries according to 10 areas of business regulation (Figure 16). According to the EDB’s 2019 study, Kiribati is ranked 164 among 190 countries (Figure 17). This confirms the significantly high cost of doing business in Kiribati compared to similar economies in the Pacific and across the world. 45 KIRIBATI DEVELOPMENT PLAN 2020-2023 Figure 17. World Bank’s Ease of Doing Business rankings in the Pacific Land scarcity is also a pressing issue for investment and business development; however, this Government has a long-term plan to address this issue, such as reclamation and allocation of land for commercial uses, through general land use planning. Strategies to better promote foreign investment in Kiribati are: i. Increase the country’s rankings in the 10 areas of business regulation (as per the EDB index); ii. Create enabling environment for business development; iii. Implement an investment policy framework; and iv. Undertake additional investment to increase the land area available for commercial purposes through land reclamation.

2.3.2 STRENGTHENING THE GOVERNMENT’S REVENUE BASE Kiribati has a narrow revenue base, which strictly limits the Government’s ability to provide critical infrastructure for economic development and essential social services such as health and education. Despite this, the country has experienced fiscal stability over the years due to an increase in revenue from fishing licenses, taxes due to tax reform, and the growth in the value of the RERF. To strengthen the country’s revenue base to ensure long-term fiscal sustainability, the Government proposes these strategies: i. Implementing existing plans to expand the revenue base; ii. Continuously maintaining and updating management of the RERF through regular monitoring of the RERF’s asset performance and managers; iii. Strictly prioritizing expenditure in accordance with the priorities of the KDP; and iv. Working collaboratively with development partners to improve economic and social infrastructure. Improving revenue collection On average, fishing revenue constitutes 74 percent of the Government’s total budget while non-fishing revenue, mainly consisting of tax revenue, makes up 18 per cent (Figure 18). This presents a fiscal risk to the country. 46 KIRIBATI DEVELOPMENT PLAN 2020-2023 Figure 18. Fishing revenue in Kiribati, 2016-2019. To maintain fiscal stability, the Government has sought to strengthen the management of existing revenue sources and enhance the management of the RERF through reforms. For example, tax revenue increased from $22.86 million in 2014 to $49.4 million in 2019 following tax reforms in 2014.21 Despite this improvement, tax compliance from businesses remains a significant concern (Figure 19). Figure 19. Arrears on tax collection, 2019 Strategies to improve tax collection in Kiribati are: i. Increasing community awareness; ii. Strengthening institutional capacity; iii. Implementing e-tax; iv. Audit training; v. Providing support to customs; vi. Improving the quality of VAT returns; 21 Tax reforms resulted in the introduction of Value Added Tax (VAT) and Excise Duties in 2014. 47 KIRIBATI DEVELOPMENT PLAN 2020-2023 vii. Establishing new tax schemes; and viii. Increasing tax compliance by businesses. Maximising returns from SOEs Under the SOE Act in Kiribati, SOEs may request Government funding for non-commercial activities known as Community Service Obligations (CSOs). In recent times, the dependence of SOEs on CSOs has been higher than the dividends received from SOEs by Government. A solution to this is to improve the financial position of SOEs, thus increasing payments of SOE dividends and decreasing their dependence on CSOs. This will allow the Government to shift funding to other development priorities. Strategies to address SOE issues are: i. Strengthening institutional capacity; ii. Monitoring SOEs’ financial performance; and iii. Developing and implementing a dividend policy to ensure compliance by SOEs. Increasing the value of the RERF The Revenue Equalization Reserve Fund is Kiribati’s largest sovereign wealth fund established in 1956 by the then colonial government with an initial allocation of $555,580 AUD. The funds came from the sale of war relics ($155,580) and the General Revenue ($400,000). The purpose of the Fund is to provide a financial asset, which through wise and sustainable financial management, would benefit the current and future generations of Kiribati. Over the last decade, the RERF has undergone significant reforms both on its structure and management. This was stipulated following the adverse impact of the Global Financial Crises in the late 2000s on the Fund which led to the reviewing of the management fees, and changes to the fund managers and custodian. The reform was completed successfully in 2019. In 2018, the RERF achieved a big milestone which was reaching the $1 billion mark 22. This was mostly attributed towards, in addition to the accumulating interests, the replenishments of the RERF particularly in 2016 where $70 million was deposited into the Fund. In the beginning of 2020, the Fund fell by $54 million as a result of the COVID-19 pandemic. This drop was mainly driven from the downfall in the Equity portfolio. The fund quickly picked up again in April (same year) owing to the remarkable global response from the world central banks to cushion the impacts of the pandemic. The global stimulus package exceeded that of the 2008 crisis. As of July 2021, the value of the RERF stands at $1.31 billion. There are further plans in place to maintain and increase the value of the RERF based on the objectives of the Fund which is to maximize capital and income growth. 22 Achieved two years ahead of the target, by 2020 48 KIRIBATI DEVELOPMENT PLAN 2020-2023 Figure 20. RERF value, July 2021

2.3.3 IMPROVE THE SOCIAL AND ECONOMIC WELLBEING OF ALL Central to the achievement of the vision of the KDP is to raise the standard of living of all I-Kiribati irrespective of gender, age, religion, ethnicity and geographical location. This KDP emphasizes the creation of more employment opportunities and provision of financial inclusion to vulnerable groups to reduce poverty. Securing overseas employment markets The Government, in line with the objectives of the KV20, is implementing measures to strengthen existing, and secure new, overseas employment markets to allow the local population to access decent employment opportunities abroad. The vision seeks to support effective implementation of the National Labour Migration Policy to increase the number of overseas workers and create new labour markets. The Government will utilise strategic partnerships for win-win arrangements whereby Kiribati as a labour-sending country is able to cater for the demand in labour-receiving countries. Providing a copra subsidy and social benefits Income inequality is a longstanding issue that the Government is committed to addressing by providing the necessary means for more equitable distribution of wealth. This commitment has led to the introduction or improvement of social protections to cover the unemployed, elderly citizens and persons with disabilities. The copra subsidy scheme plays an important part in this national effort. The scheme was introduced with multiple objectives to support the unemployed to remain in the Outer Islands, thus countering the rural-urban drift. In 2016, the Government doubled the copra price from $1 to $2 per kilogram to reduce income inequalities and alleviate poverty. Although the copra subsidy scheme attracts high investment by the Government, it is considered necessary to support the welfare and livelihood of people in the Outer Islands given the abundance of coconut plantations. It is a vehicle to equally distribute wealth between the urban and rural population. The subsidy also enables people who are unable to secure formal employment, due to inadequate employment opportunities, to make a living from a commodity that is in abundance on their islands. 49 KIRIBATI DEVELOPMENT PLAN 2020-2023 People on South Tarawa, however, are unable to benefit from the scheme because of land scarcity. As such, the Government introduced a Support Fund for the Unemployed (SFU) to support people who are unable to secure jobs as copra cutters. The Government plans to register all copra cutters in the Outer Islands as being self-employed and provide them with incentives so that the SFU better reaches its intended beneficiaries. Vulnerable groups such as people living with disabilities, children whose parents have passed away, also receive social benefit support. The Government’s efforts to create employment in the public and private sector, including labour mobility schemes, are complementary. It is envisioned recipients will graduate from such scheme upon securing sustainable employment opportunities.

2.3.4 IMPROVING ACCESS TO FINANCE At the core of the Government’s pursuit of economic growth and poverty reduction is access to affordable financing. At the national level, the Government recognises the important role of its development partners in accessing additional finance to support the implementation of national priorities. Through these partners, Kiribati receives funding in support of its priorities including in the form of soft loans, bilateral grants and regional programmes. In 2019, the amount provided in official development assistance was $103 million inclusive of $14.3 million from the World Bank, Australia and New Zealand in budget support. In comparison, the Government expended $246.5 million in its recurrent budget. Increasing Official Development Assistance The Government of Kiribati also recognises the value of durable and genuine partnerships to maximise the range of available financing mechanisms to support the full implementation of this KDP. As has been the experience of other small island developing states, accessing support from international financial institutions has been challenging. Simplified modalities to access such assistance are therefore critical to Kiribati’s success in managing its pressing development challenges. Amongst others, a milestone achieved during the last KDP cycle included the approval of a major infrastructure project, namely the South Tarawa Water Supply Project in 2018 by the GCF. It is hoped that Kiribati’s success in accessing and managing external finance in this case will offer development partners the assurance and confidence to invest and mobilise further resources in Kiribati. It is acknowledged that better aid coordination and donor harmonisation can improve aid effectiveness, ensuring that development impacts of all assistance and support provided to Kiribati are delivered in the most efficient and effective manner. Together, the financing from all sources, domestic and international, public and private, are critical to advancing Kiribati’s economic growth and reducing poverty. 50 KIRIBATI DEVELOPMENT PLAN 2020-2023

2.4 STRATEGIES AND KPIS FOR KPA 2 – GROWING OUR ECONOMIC WEALTH Leading (L) and Baseline Target Supporting (S) MAPPING THE KPI's Challenges Strategies KPI Ministries/ Stakeholders SDG KV20 MOTINNANO KPA 2: Growing our Economic Wealth and Leaving No One Behind 2.1a. Increase the Percentage of L: MFMRD Diversify fisheries sector sustainable fisheries as a proportion 67% 76% of GDP SDG 14.7.1 Pillar 1, pg 16 No 37, 137 & 148 Promote and strengthen L: MTCIC No 1, 26, 28, 29, 31, 32 2.1b. Increase Percentage of tourism sustainable tourism and 0.4% 1% S: MIA, MLPID direct contribution to GDP cultural industry development SDG 8.9.1 Pillar 1, pg 18 L: MFED 2.1c. Increase Percentage of Empowering state owned compliance of SOEs to Statutory 50% 100% S: MISE, MICT, enterprises obligations MFMRD L: MTCIC SDG 8.a.1 Pillar 1, pg 21 Promote product development 2.1d. Percentage increased in value and diversification through 15.6 Million 20.76 million No 3 of export goods S: MFMRD, MELAD value addittion

2.1 Limited L: MTCIC SDG 8.a.1 2.1e. Percentage increase in the Economic base number of quality standard (ISO) 1 30% S: MFMRD, Broadening and deepening established for different products MELAD,MIA No, 3,111,42 market access 2.1f. Percentage increase in L: MTCIC SDG 8.a.1 accession to and strategic utilisation 2 10% of sustainable trade agreements 2.1g. Increase in number of active 18 26 L: MTCIC foreign direct investments SDG 17.3.1, 10.b.1 Pillar 1, pg 21 2.1h. Increase in number of accessible finance for business start- 48 192 L: MTCIC Enabling business environment ups S: MEHR for both Private and Foreign L: MTCIC Investment 2.1i. Increase Percentage of Private 46% 56% sector contribution to GDP S: MEHR Pillar 1, pg 21 2.1j. Amount of land allocated for 54 acres 146 acres L: MELAD commercial purposes Pillar 1, pg 21 No, 3,111,108, 109, 112, 51

2.4. STRATEGIES AND KPIS FOR KPA 2 – GROWING OUR ECONOMIC WEALTH Leading (L) and Baseline Target Supporting (S) MAPPING THE KPI's Challenges Strategies KPI Ministries/ Stakeholders SDG KV20 MOTINNANO KPA 2: Growing our Economic Wealth and Leaving No One Behind L: MFMRD, MFED, 2.2a. Increase total government MICT Strengthen and improve 107% 110% revenue as a proportion of GDP collection of existing revenue

2.2 Weak Revenue L: All Ministries SDG 17.1.1, 17.1.2 Pillar 1, pg 16 sources Base 2.2b. Increase in real GDP growth 2.8% 3% L: All Ministries rate SDG 8.1.1 Enhanced management of the 2.2c. Increase value of RERF $1 billion $1.3 billion L: MFED Sovereign Wealth (RERF) Pillar 1, pg 21 L: MEHR 2.3a. Percentage Increase in number of people engaged in labour mobility 1813 30% S: MFMRD schemes SDG 8.5.2 Pillar 1, pg 21 No 85 Maintaining existing and secure 2.3b.Percentage increase in new new overseas and domestic 6 10% overseas labor markets employment markets

2.3 Economic and L: MEHR Social Well Being 2.3c. Reduction in unemployment 67% 50% S: All Ministries rate SDG 8.5.2 Pillar 1, pg 21 No 85 2.3d. Reduce the proportion of L: MWYSSA, MFED Provision of Social Benefits and people of all ages living below the 1.5% 1% Copra Subsidy international (extreme) poverty line S: All Ministries US$1.90 SDG 1.1.1 No 33, Increase access, coordination

2.4 Access to and 2.4a. Percentage of Official L: MFAI and management of external effectiveness of Development Assistance (ODA) as a 0.09% 15% finance and aid to improve aid external finance proportion of total budget S: MFED effectiveness SDG 10.b.1, 17.3.1 No 125, 126 52 KEY PRIORITY AREA (KPA) 3: IMPROVING OUR HEALTH 53 KIRIBATI DEVELOPMENT PLAN 2020-2023 3. KEY PRIORITY AREA 3: IMPROVING OUR HEALTH

3.1 SITUATIONAL ANALYSIS A healthy nation is recognised as a pre-requisite to economic wellbeing and poverty reduction; however, the health sector in Kiribati achieved only one important KPI in during the timeframe of its previous KDP (2016-2019). This was largely due to limited consultation in the preparation of the previous plan. In preparing this KDP, the Government worked collaboratively, through greater consultation, to address health challenges such as its ability to maintain ongoing essential health services for all, while enforcing preventive measures towards the COVID-19 pandemic. In doing so, the Government received valuable support from development partners, CSOs, the private sector and the wider community. Further improvements in relation to KPA 3 are essential for Kiribati to achieve its vision to become a wealthy, healthy and peaceful nation with people at the centre.

3.2 MEASURING PAST PROGRESS Since many of the health related KPIs in the last KDP (2016-2019) were not achieved (Table 7), the overall performance in improving health in Kiribati has been lower than satisfactory. For the health sector, there are 15 indicators of which 4 was achieved in the last KDP (2016-2019) as further detailed in table 7 below. To improve performance, this KDP identifies the root causes of our health problems and presents KPIs that are focused, measurable and realistic. Table 7: Performance of the last KDP (2016-2019) on Health KPIs achieved (2016-2019) KPIs not achieved (2016-2019) ➢ Increasing or maintaining TB treatment ➢ Increased contraceptive contacts (all forms) as seen at health success rate at or above 90 percent. facilities per 1,000 population. Achieved as it met the target of above 90 percent. ➢ At least three quarterly health and finance reports produced annually that track progress against core indicators for ➢ Increasing the proportion of births Kiribati Health Sector Programme implementation. attended by skilled health personnel. ➢ Meeting the target for the number of outpatient consultations ➢ Increasing proportion of cases dealt per capita. with by the Family Health Centre and other health facilities. ➢ Declining adult mortality rate from Non-Communicable Diseases (NCDs) for those aged 30-69 years. ➢ Declining mortality rate from road traffic injuries – number and rate of ➢ Declining number of diabetes related amputations. deaths per 100,000 population. ➢ Declining adolescent birth rate for 10-14 years, 15-19 years per 1,000 girls in that age group. ➢ Declining neonatal, infant and under 5 years mortality rates per 1,000 live births. 54 KIRIBATI DEVELOPMENT PLAN 2020-2023 ➢ Maintaining the number of maternal deaths at zero or as close as possible. ➢ Maintaining at least 40 health workers per 10,000 population. ➢ Maintaining at least 80 percent availability of essential medicines and commodities at primary health care facilities. ➢ Achievement of 7 International Health Regulations core capacities for surveillance and response.

3.3 OVERCOMING THE CHALLENGES IN IMPROVING HEALTH Delivery quality health services is a challenge throughout Kiribati due to its high rate of population growth, lack of proper health facilities, insufficient qualified skilled workers, poor dietary lifestyles and lack of awareness on preventive measures. The COVID 19 has impacted infected countries with rising death rates and will be key risk to the country as border opens up. Nevertheless, the vaccination roll out plan is in place to protect national citizens; while increasing safety measures through awareness programs etc; when border opens up. NCDs remain a major health issue, with contributing factors such as high use of tobacco, excessive alcohol consumption, non-balanced dietary lifestyles, lack of physical activity, obesity, high blood pressure, raised blood glucose and high cholesterol. These factors are behavioural in nature. As such, the solution lies in the implementation of more effective community awareness programmes. There is a need to review past awareness programmes in Kiribati and develop innovative incentives to change the behaviors and lifestyles of the general population. High-level priorities in building a healthier nation are: i. Strengthen community awareness programmes on sanitation, neo-natal care, reproductive controls and healthier lifestyles; ii. Reduce the incidences of serious diseases; iii. Reduce child mortality and morbidity; iv. Improve health care facilities and service delivery; v. Adopt international benchmarks as targets and measure achievement regularly; and vi. Promote engagement in sport.

3.3.1 STRENGTHENING COMMUNITY AWARENESS AND EDUCATION We know that community awareness and education programmes are vital to improving the health of our people in relation to communicable and non-communicable diseases, especially with children. We are therefore putting this issue as a top priority in improving the health of our people. We have learnt from past KDPs and, as a result, plan to implement the following strategies under this Plan: 55 KIRIBATI DEVELOPMENT PLAN 2020-2023 i. Review the design and implementation of community-based programmes and involve all relevant stakeholders, including political leaders, community leaders and churches; ii. Introduce innovative, community-based solutions to incentivize people to do the right things for the sake of our children and grandchildren – these may include charging a penalty to people that disregard health guidelines; and iii. Regularly measure the effectiveness of awareness and education programmes, for example reductions in child mortality and NCDs, and strengthen the accountability of these responsibilities.

3.3.2 COMMUNICABLE DISEASES Despite being under control in most parts of the world, communicable diseases associated with overcrowding and poor hygiene (such as leprosy, HIV and TB) remain significant threats to the lives, wellbeing and productivity of our families. Leprosy For the last KDP (2016-2019), there was no target set on reducing leprosy; however, the number of new cases declined by 32 percent in 2019 from the previous year. This KDP aims to achieve the World Health Organization’s (WHO) target of less than 1 case per population of 10,000, which means that our new cases should be less than 11 per year. The number of new cases detected in 2019 was 132 – way above the WHO threshold. Recordings of leprosy cases in Kiribati peaked in 2016 due to widespread early detection activities conducted throughout the country (South Tarawa and the Outer Islands). These activities included an awareness campaign on leprosy in communities and in schools and leprosy screening among school children and the wider population. It is of extreme concern that while it has come down from its peak in 2016, the new leprosy detection rate is still above 100 of which 38 percent are children. The rise in new case detected are more than ten times the WHO’s elimination target for leprosy of less than 1 case per 10,000 population. Table 8: Total number of new leprosy cases detected, 2014-2019 YEAR 2014 2015 2016 2017 2018 2019 Total number of new leprosy cases 119 172 207 185 166 132 detected New case detection rate (per 100,000 108 156 187 167 151 123 population) Number of leprosy cases in young 35 46 72 45 46 38 children among new cases Total number of grade 2 disability cases 3 11 11 8 5 3 among new cases Number of grade 2 disability in children 0 2 3 3 1 2 HIV 56 KIRIBATI DEVELOPMENT PLAN 2020-2023 Kiribati’s incidence of HIV/AIDS is among the highest in the Pacific region. As of 2018, the total number of people diagnosed with HIV since the first case was detected in the country in 1991 was 62 (Figure 21). Figure 21. Number of HIV Positive Cases, 1991-2018 While there were only two new HIV cases in 2018, we aim to totally eradicate HIV by 2022. The public health service within the Ministry of Health and Medical Services (MHMS) will continue to include HIV in its awareness programmes, paying particular attention to high-risk groups such as seafarers, their spouses and those involved in commercial and transactional sex. Tuberculosis Many countries in the Pacific have brought TB under control. In Kiribati, the decline in TB cases in 2017 and 2018 was a result of the lack of screening due to shortage of medical staff in that period. In 2019, when additional doctors joined the programme, the cases started to increase again. This means that we are not making progress in reducing the incidence of TB in Kiribati. Therefore, there is a need to review strategies and techniques in this important area. Figure 22. Incidence of TB and treatment success rate, Kiribati, 2014-2019 57 KIRIBATI DEVELOPMENT PLAN 2020-2023 The following strategies will be adopted to reduce the number of TB cases in Kiribati: i. Collaborate with MHMS, other Government Departments and NGOs to thoroughly review existing awareness programmes and make them more effective; ii. Implement a new and more effective awareness programme to address the root causes of TB transmission, decrease the risk of developing TB and find an effective referral mechanism; iii. Promote universal and equitable access through expanding Direct Observed Treatment coverage; iv. Strengthen capacity to diagnose and monitor treatment of TB cases, including drug-resistant TB, TB-HIV and TB- DM; and v. Strengthen the TB drug management system and programmatic management of MDR-TB, TB-HIV and TB-DM comorbidities. COVID-19 The impact of COVID-19 on Kiribati is not as serious as in other countries where the number of deaths increased dramatically over time. Kiribati remains a COVID-Free nation but complies with the international standards requirements pertaining to the vaccination dozes roll out plans; a continuous awareness program to the public on hygiene measures to prevent the spread of the deadly disease should it reaches our shores. The Ministry of health purchased supplies and full cover protection for our front-line defenders and Isolation centers were established to cater for quarantine or future cases. The Government believed in a resilient approach towards certain pandemics, by taking full coverage dozes from the Ministry of Health.

3.3.3 NON-COMMUNICABLE DISEASES Diabetes The most serious disease that we face in Kiribati – and the highest cause of death – is diabetes. Despite past efforts, incidences of diabetes continue to rise due to physical inactivity of the population, dependency on imported foods (i.e., poor diets) and unhealthy lifestyles leading to obesity (Figure 23). The increasing trend in amputations also reflects the prevalence of diabetes in our communities and its late detection rate. There is a need to collectively find effective solutions to address the risk factors in our communities. Figure 23. Diabetes vs Amputation 58 KIRIBATI DEVELOPMENT PLAN 2020-2023 Our strategies to reduce diabetes in Kiribati are: i. To re-examine the reasons that existing tactics and approaches to reducing diabetes have not been effective and redesign community outreach programmes to make them more effective; and ii. To increase early detection of the disease. Child mortality Mortality rates amongst young children are key indicators of child health and well-being and, more broadly, of social and economic development. They reflect the access of children and communities to basic health interventions such as vaccinations, medical treatment of infectious diseases and adequate nutrition. While the child mortality rate in Kiribati has come down over the long term (Figure 24), it is still one of the highest in the region. 59 KIRIBATI DEVELOPMENT PLAN 2020-2023 Figure 24. Neonatal, infant and under 5 (child) mortality rate Under-5 and infant mortality rates are at 52 to 33 per 1000 live births, respectively. A mother’s good nutrition in the first 1000 days of her pregnancy, up until her child’s second birthday, are crucial factors in a child’s neurodevelopment and lifelong mental health. How well or how poorly mothers and children are nourished and cared for during this time has a profound impact on a child’s ability to be healthy, learn and thrive. This offers a unique window of opportunity to build healthier and more prosperous futures. In Kiribati, child mortality rates are significantly higher in the remote Outer Islands among lower income households and among mothers with lower levels of education. Under-5 mortality rates are higher for boys than girls. Based on the 2019 Annual Health Bulletin, the neonatal mortality rate is currently at 10.7 per 1000 population, the infant mortality rate is at 29.3 per 1000 population and the under-5 mortality rate at 47.9 per 1000 population. The proposed SDG target for child mortality aims to end preventable deaths of newborns and children under 5 years of age by 2030, with all countries aiming to reduce neonatal mortality to no more than 12 deaths per 1000 live births and under-5 mortality to no more than 25 deaths per 1000 live births.

3.3.4 IMPROVING ACCESS TO QUALITY HEALTH CARE Medical services and medicines are free in Kiribati and Government health facilities consist of four hospitals, 22 health centres and 87 village clinics.23 In addition to Kiribati’s public health facilities, there are six other health care providers that also report to the Health Information Unit (HIU). These are the Integrated Management of Children’s Illness (IMCI), Gynecology, Diabetic, Reproductive Health Development and Adolescent Health Development clinics and the Kiribati Family Health Association. 24 23 As recorded in 2020. 24 Source: Kiribati Annual Health Bulletin, 2015. 60 KIRIBATI DEVELOPMENT PLAN 2020-2023 Health clinics offer basic packages of preventive and curative primary care services, while health centres offer both inpatient and outpatient services. Public health nurses in the clinics are supported by one or more nurse aide, employed by the local councils; however, MHMS is slowly expanding the range of care providers. Only one private medical clinic provides paid health services and medicines. To further improve access to quality health care in Kiribati, we must strengthen of the capacity of our hospitals and health centres and make improvements to our other facilities, medical equipment, ambulances and MRI scanners. Medical doctor availability improved from 4.1 per 10,000 in 2015 to 6.0 in 2017. Our aim is 10 per 10,000 people, to be on par with Fiji. The total number of available health personnel (which includes medical doctors, dentists, assistants, nurses and midwives) increased from 39 per 10,000 in 2015 to 42 in 2017. The vast majority (71 percent) of our medical staff are nurses.

3.3.5 STRENGTHENING PARTNERSHIPS WITH COMMUNITIES By strengthening partnerships with local communities, the Government is focusing on engaging our citizens in physical activities through home gardening and sports. For example, the Ministry of Environment Land and Agriculture Development (MELAD) is promoting home gardening at the household level to improve household members’ diets and engage them in physical work. Perceived and real barriers to participating in sporting activities also need addressing. They include: i. Sport being perceived mostly as recreational (rather than being essential to physical and mental wellbeing); ii. Sports scenes being mostly male dominated; iii. Sport facilities not being up to standard; iv. Lack of sporting equipment; v. Lack of experts/professionals in different sports; vi. Lack of capacity building to sport associations on the Outer Islands; and lack of investment in sport by Government and development partners. We aim to increase the promotion and strengthening of sports at all levels to help achieve our country’s vision to become a wealthy, healthy and peaceful nation with the people at the centre. Strengthening partnerships with communities A case study To strengthen Kiribati food systems and supply chains, MELAD is focused on increasing training and support for communities in the area of food crop production. Communities, students and farmers are benefiting from practical trainings and demonstrations in this area. They are learning about growing local fruit trees, root crops and other local and imported vegetables. Trainings have been conducted in multiple communities in South Tarawa since August 2020, in collaboration with staff from the Agriculture and Livestock Division. As of 2021, 423 male and female community members had been trained in techniques to improve their household food security. Deliveries of imported planting materials, especially vegetable seeds for households, were hampered by the COVID-19 lockdown, so locally available cuttings from food crops were used in trainings instead. Strengthening food systems and supply chains in Kiribati will ease access to safe, affordable and nutritious food. 61 KIRIBATI DEVELOPMENT PLAN 2020-2023

3.4 STRATEGIES AND KPIS FOR KPA 3 – IMPROVING OUR HEALTH Leading (L) and Baseline Target Supporting (S) MAPPING THE KPI's Challenges Strategies KPI Ministries/ Stakeholders SDG KV20 MOTINNANO KPA 3: Health 3.1a. Percentage reduction in cases 40% 10% of CDs L: MHMS 3.1b. Percentage reduction in the

3.1 High burden and Strengthened initiatives to 40% 50% cases of NCDs incidence of Non- reduce the prevalence of risk 3.1c. Number of programs for sport communicable factors for Non-Communicable 0% 75% engagement SDG 3 Pillar 1 diseases and Diseases and Communicable 3.1d. Number of programs for home All Communicable Diseases 0% 75% activities diseases 3.1e. Percentage of population receiving COVID-19 full doze 0% 80% vaccination 3.2a. Proportion of women of reproductive age (15-49 years) that 0 50% L: MHMS follow the healthy family protocols (i.e modern family planning methods)

3.2 Reproductive Improve reproductive 3.2b. Reduce the adolescent birth health, Maternal, maternal, newborn, child and rate (aged 10-19 years) per 1,000 0% Neonatal, Child, adolesent health, Health women Adolescent health SDG 3 Pillar 1 Promotion and Nutrition. 3.2c. Reduce the neonatal mortality issues 0 rate (per 1,000 live births) 50% L: MHMS 3.2d. Reduce the infant mortality 4 rate (per 1,000 live births) 3.2e. Reduce the under 5 years 3 mortality rate (per 1,000 live births) 3.3a. Rate of increase of health

3.3 Apparent gaps 60% 80% Improve access to quality facilities by 80% in health service health care 3.3b. To increase skilled healthcare delivery 60% 75% workers by 75% 3.4a. Percentage of Health 55, 56, 58, 59, 60, Emergency and Preparedness Plan 40% 50% L: MHMS 61,62,63,64,65,66,67,139 Strengthening Partnership with SDG 3 Pillar 1

3.4 Community implemented , 154,155, Communities to improve Partnership 3.4b. Increase number of Health communities involved in health 729 1,138 L: MHMS, MWYSSA activities 62 KPA 4: PROTECTING AND MANAGING OUR ENVIRONMENT AND STRENGTHENING RESILIENCE 63 KIRIBATI DEVELOPMENT PLAN 2020-2023 4. KEY PRIORITY AREA 4: PROTECTING AND MANAGING OUR ENVIRONMENT AND STRENGTHENING RESILIENCE

4.1 SITUATIONAL ANALYSIS In a global context, Kiribati is uniquely vulnerable to global changes including the adverse impacts of climate change such as sea level rise. The island nation is just three meters above sea level at its highest point and faces multiple, cross-cutting problems that affect its ability to manage multi-disciplinary and multi-sectorial complex environmental problems, including climate change impacts and disaster risks. The climate change problem is exacerbated by a range of environmental challenges such as poor waste management, infertile soil and land scarcity. This necessitates the need to collectively manage, mitigate and address our current vulnerabilities to our environmental, economic, and social vulnerabilities. The overall strategy of KPA 4 is to address the cross-cutting complex nature of environmental problems and the impacts of disaster risks on development by addressing the vulnerabilities of the nation. A strategic and whole-of-country approach is required in sustainable environment protection and management, resilience to climate change, and disaster risk reduction. This includes addressing environmental problems and challenges through holistic environment protection, conservation, management, sustainability, and resilience building, to support sustainable development, while simultaneously, enhance and strengthen food and water securities. There is also a need to preserve and protect our strong cultural identity and heritage.

4.2 MEASURING PAST PROGRESS In evaluating the achievements of past environment KPIs, the lack of information and data was a challenge (Table 9). Some indicators were only partially completed and other important aspects of the environment, such as land planning and management and maintenance of credible and up-to-date environment and related databases, were not clearly captured in the last KDP (2016-2019). Despite these challenges, the performance of the past KDP with respect to environment indicators was more than satisfactory (92 per cent). Indicators that were not achieved will form part of this KDP. 64 KIRIBATI DEVELOPMENT PLAN 2020-2023 Table 9: Performance of the last KDP (2016-2019) on the Environment KPIs achieved (2016-2019) KPIs not achieved (2016-2019) ➢ 4 programmes focused on mitigating against climate ➢ To strengthen survey and planning capacity change and 2 programmes focused on assisting with and improve in GIS and data management adaptation to climate change. systems. Partially achieved. ➢ 58,331; number of mangroves planted. ➢ Crop production and diversity and livestock numbers increased; more than 5 crops identified and 9 ornamentals mass produced. ➢ A new Food and Nutrition Security Policy finalized in 2016. ➢ Crop production technologies, including hydroponics, developed; 7 recipes developed, 6 research trials and 3 organic trials on hydroponic conducted. ➢ Biosecurity bill developed and implemented. ➢ Number of community agreements developed and signed for the establishment of conservation areas; 193 communities visited and trained. ➢ Stock of fisheries maintained; method unclear. ➢ Existing number of landfill sites improved, located in Betio, Anderson Causeway and Bikenibeu, including one in Kiritimati Island. ➢ Waste recovery facility managed through composting, recycling, scrap waste stockpile to be exported, and biogas system installed. ➢ Policy approved on Subsidy Act for local market; to develop Cabinet paper to amend this Act.

4.3 OVERCOMING THE CHALLENGES ON ENVIRONMENT AND CLIMATE CHANGE Located only three meters above sea level at its highest point, Kiribati is experiencing the effects of constant change in climate and coastal erosion. This is affecting the overall health, integrity, and status of the atoll’s environment on land, sea, and air, its biodiversity, and cultural heritage. There is a need to increase resilience in Kiribati against the impacts of climate change through measures such as environment protection and management, disaster risk management and preservation and protection of cultural identity and heritage.

4.3.1 IMPROVING THE PROTECTION AND MANAGEMENT OF THE ENVIRONMENT, CLIMATE CHANGE, & DISASTER RISK Our strategies to strengthen resilience to climate change and disaster risks are: i. To increase the rate of implementation of the Kiribati Climate Change Policy and the Kiribati Joint Implementation Plan for Climate Change and Disaster Risk Management (KJIP); ii. To review, update and implement the Kiribati Integrated Environmental Policy (KIEP) and related environment strategic action plans, e.g. the Kiribati National Biodiversity Strategies and Action Plan (KNBSAP) and the Kiribati Waste Management and Resource Recovery Strategy (KWMRRS). iii. To enhance and resourced the implementation of the Kiribati Integrated Environment Policy (KIEP), related environment strategic action plans, e.g., the Kiribati National Biodiversity Strategies and Actions Plan (KNBSAP) and the Kiribati Waste Management and Resource Recovery Strategy (KWMRRS), including the Integrated Environment and Natural Resources Co-Management Plans (IENCMPs). 65 KIRIBATI DEVELOPMENT PLAN 2020-2023 iv. Increasing access and secure global funds and assistance; v. Mounting formal and informal communication, education, training, and public awareness programmes and increasing community involvement, participation, and engagement at all levels of society; vi. Strengthening our early warning systems and readiness and responsiveness to disasters and emergencies; linked to Disaster Risk Management (DRM) under common issues; vii. Increasing the generation of sustainable renewable sources of energy; viii. Implementing national obligations under Multilateral Environmental Agreements (MEAs) to which the Government of Kiribati is a State Party to, including the United Nations Framework Convention on Climate Change (UNFCCC), the Paris Agreement decisions of the UNFCCC Conference of the Parties (COP); and ix. Keeping abreast of relevant MEAs Intergovernmental Bodies (e.g. Intergovernmental Panel on Climate Change (IPCC), Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES)) information and reports on climate change, biological diversity, compacting land desertification, and related.

4.3.2 PROTECTION AND MANAGEMENT OF THE ENVIRONMENT Our national priorities include protecting, conserving, managing, sustaining, and building the resilience of our existing environment, including our ecosystems and natural resources from over-exploitation and extinction; however, threats to our environment, such as the impacts of climate change, wastes and pollution, biodiversity loss, coastal erosion and the depletion of natural resources continue to emerge. In Kiribati, the protection, conservation, management, sustainability, and resilience building of the environment covers land, sea, and air. Despite many costly environment and related outreaching campaigns, undertaken at the different levels of society with different sectors, the protection, conservation, management, sustainability, and resilience building of the environment, remains a huge challenge. Through its responsible agencies, the Government is therefore prioritising its strategies to focus more on strengthening and improving current national resilience plans to enhance and support sustainable development. Improving waste management and pollution control Poor and inadequate waste management and pollution prevention and control have been well documented and recognized as significant environmental challenges in Kiribati. They affect human health and the environment, which reduce the country’s resilience to the impacts of climate change and undermine efforts toward holistic and inclusive sustainable socio-economic development. The impacts of poor and inadequate waste management, pollution prevention and control, are significant in Kiribati due to a multitude and closely interlinked factors, including rapid population growth, lifestyle changes, vulnerability to climate change/variability, increases in imported goods and the country’s landmass for landfills and other adequate waste and pollution facilities. While Kiribati has made inroads in waste management and pollution control over the past decade, significant issues remain. Barriers to improvement include the country’s poor governance structure of waste management, inefficient institutional arrangements, reactive approaches to problems and issues, opportunities, and inadequate resources to sustain and support national efforts to improve solid, chemical and hazardous waste management and pollution prevention programmes at the national and island levels. 66 KIRIBATI DEVELOPMENT PLAN 2020-2023 Between 2019-2020, the Government, through MELAD, developed the Kiribati Waste Management and Resource Recovery Strategy (KWMRRS, 2020-2030) that was endorsed by Cabinet in October 2020 and launched in December 2020. The KWMRRS presents a long-term plan to effectively respond to the increasing threat from waste and pollution, which is most apparent in Betio, South Tarawa and Kiritimati Island – the main urban centres with high population densities. The time has come to communicate our strategic direction more precisely, to strengthen institutional, human resources, and budget planning, promote more collaborative dialogue with development partners, and promote private sector investment. By detailing our planned activities through the KWMRRS, all parties will have a clear and mutual understanding of what the Government wants and how best to achieve its goals. Without a clear strategic direction on waste management and pollution control, it will be difficult for the Government to identify short and long-term priorities and the right partners to address its needs. Business as usual will undermine the Government’s ongoing efforts to achieve the country’s KV20 aspirations. Environment protection and biodiversity conservation Kiribati must ensure that its fragile and highly vulnerable terrestrial and marine environments is protected and safeguarded through better enforcement of its Fisheries and Environment Acts. The former plan ensures conservation and management of fisheries resources while the latter ensures protection of the environment through the conservation of biological diversity, the management of protected areas, and protected species. Currently, the implementation of Monitoring, Control and Surveillance (MCS) programmes focuses on subsistence fishermen’s compliance in relation to undersize fish and fishing bans during closed seasons. These restrictions are important for conserving overexploited fish (such as ika ni bong, te maebo and te ikari). Another programme contributing to biodiversity conservation is the enhancement of island biodiversity and the protection of natural resources through the development and implementation of the Integrated Environment & Natural Resources Co-management plans (IENCMPs) in the outer islands. The objective of this plan is to ensure that the communities are fully aware and understand. The importance of protecting, conserving, managing, sustaining, and building the resilience of the environment, biological diversity and natural resources that integrate science and traditional conservation practices with local communities taking the driver’s seat with the support of Government at the grassroots/community/island levels. Nevertheless, there is a need to further protect our environment through greater compliance to our Country Safeguard System (CSS), which comprises policies, practices, legal frameworks and institutions put in place to avoid, reduce or mitigate potentially adverse environmental, economic, and social impacts of development activities. In the past, Government agencies and local contractors implementing both internally funded projects and those financed by development partners have faced limited capacity and experience in applying the CSS, which has led to inconsistency in implementing safeguards. Currently, the Government is prioritizing the development and formalization of the CSS into the existing Environment Licensing System under the Environment Act. Capacity building of agencies and bodies who have roles in the project management and implementation of infrastructure investments and development projects would critically important. 67 KIRIBATI DEVELOPMENT PLAN 2020-2023 In addition, there is a need for the formulation of a robust legal framework and policies to ensure that Kiribati’s fragile environment is protected, conserved, and sustainably managed from unsustainable and environmentally destructive practices of development activities. As a party to the Convention of Biological Diversity, Kiribati has an obligation to protect the country from threats that undermine the status of healthy biological diversity like Invasive Alien Species (IAS) and biosafety, which are also destructive to endemic and native species. Concerns in relation to IAS impacts of rodents’ infestation at the household and island levels are still prominent in all islands in the Gilbert Group, adversely impacting households as well as important food crops and trees in the wilderness areas. Concerns in relation to IAS impacts on the biological diversity and wilderness resources such as birdlife, are more focused in Kiritimati and the PIPA. Controlling these alien species with limited resources is quite difficult, however, and it requires a coordinated effort of different sectors. In Kiritimati, the target to eliminate feral cats has increased to 150 by 2023. The presence and increasing number of stray dogs, as an invasive species on Kiritimati recently, also pose threats to the unique birdlife resources. There is also a target to increase assistance to villages that need rat traps. Other concerns are IAS that affect food crops, such as the rhinoceros beetle and rodents. Prevention, elimination, reduction, control, and management of IAS programmes that were ongoing in past years are now idle due to a lack of sustainable financial support and human resources. Strategies to environment protection and biodiversity conservation, management, sustainability, and resilience building problems and issues are: i. Leverage and secure resources at the institutional, human resources and programme level to effectively and efficiently implement the Kiribati Integrated Environment Policy (KIEP) and the Environment Act; ii. Review, update and finalise regulations on protected areas, protected species, biosafety and other environment related policies. iii. Secure resources to undertake a review and update of the KNBSAP (2016-2020) and the Kiribati National Invasive Alien Species Strategic Actions Plan, to align to the KIEP, other related strategic documents and policies, the KDP 2020 - 2023, and the KV20. iv. Review, update and finalize regulations on protected areas, protected species and other environment related policies and regulations. v. Strengthen waste management, pollution control and resource recovery through resourcing and supporting the implementation of the KWMRRS (2020 - 2030) vi. Strengthen environmental protections, conservations, management, sustainability, and resilience building, in relation to sustainable development through an increasing focus on proper management of biodiversity and conservation, which will be measured by the number of outreach (communications, education, and public awareness) and surveillance programmes supported for conservation, number of integrated environment and natural resource co-management plans and coastal protection and restoration measures; vii. Proper resourcing of relevant authorities for the effective enforcement of legislation; viii. Strengthen the enforcement and implementation of the Disaster Risks Management and Climate Change Act and Environment Act; ix. Strengthen national capacity in relation to Integrated Vulnerability Assessments (IVAs); x. Strengthen the CSS, including the delivery of Environment Impact Assessment (EIAs), in relation to all development projects; and 68 KIRIBATI DEVELOPMENT PLAN 2020-2023 xi. Strengthen the Biosecurity Act.

4.3.3 IMPROVING FOOD SECURITY Access to nutritious food is an issue for I-Kiribati due to factors such as the high price of fish agricultural produce, and the already limited terrestrial environment. Food security The root causes include overexploitation of resources as a result of the country’s increasing The issues population and poor soil quality resulting in a lack of nutrients for agriculture. Prices of staple local foods Water sources are also prone to high salinity in times of droughts – an issue exacerbated by such as fish and agricultural climate change. produce have increased in Kiribati, which has led to With these difficulties, food security is at stake. people substituting their dietary needs with items such Through this KDP, the Government aims to ensure that people have access to sufficient, safe and as tinned fish, frozen chicken nutritious dietary needs. and frozen vegetables, which do not match the nutritional In response to the COVID-19 pandemic, Kiribati strengthened its food systems and supply value of fresh produce. The chains with the assistance from the UN COVID-19 Response and Recovery Fund, the Food and growing population in urban Agriculture Organization (FAO) and the fisheries industry. This resulted in agriculture training centers has also led to high programmes for both genders, efforts to improve soils and the distribution of seeds and demand for fish and other planting materials. consumable marine species, The overarching strategy to address the issue of food insecurity in Kiribati is to integrate sector- which has resulted in over specific approaches and promote healthy and resilient ecosystems through increasing the exploitation. distribution of food crops for re-planting and animal breeds for cross breeding. In addition, the Kiribati Fisheries Division will focus on restocking programmes in relation to islands facing overexploitation in marine species like seashells and sea cucumbers. Strategies to jointly address issues on food security and land scarcity are presented under 4.3.4.

4.3.4 LAND SCARCITY Land scarcity continues to be a challenge in Kiribati, particularly in the capital of South Tarawa and Betio – home to 51 percent of the national population. Over the years, urban development has been a pull factor for those seeking better job and living opportunities. With the absence of effective General Land Use Planning (GLUP), people tend to live wherever they choose despite existing procedures for land access and development. This has led to illegal settlements on Government-leased and state lands, as well as disputes and evictions. Total customary land ownership in Kiribati is 37 percent, which includes all land in the Gilbert Islands. The remainder of land is state owned, which includes all islands in the Line and Phoenix Group. Conflicts in relation to boundaries and evictions are settled through the Courts and enforcement is undertaken by the Police department. The solution to reducing continuous disputes lies in improving the Kiribati Land Information System (KLIS), a data management system, and surveys to determine boundaries. Unfortunately, this work suffers from a lack of resources such as GIS, tripod total stations, human resources and technical assistance to offer guidance and advice. 69 KIRIBATI DEVELOPMENT PLAN 2020-2023 In the face of climate change and accelerating coastal development activities, especially on South Tarawa and Betio, have contributed to coastal erosion, resulting in people moving further away from the coastal, or chose to build seawalls to reclaim their land. As such, the Government plans to strengthen its capacity to ensure that proper surveys are conducted at the coastal level and incorporated in GIS records to capture information on coastal change. Strategies to address issues relating to food security and land scarcity are: i. Strengthening awareness programmes on healthy lifestyles and living; ii. Strengthening land use planning and administration capacity; iii. Raising awareness on the importance of GLUP; iv. Improving enforcement and compliance on designated areas; v. Strengthening the Central Land Board by training and capacity building staff; vi. Developing and managing a Land Master Plan for each island and limiting land occupancy on South Tarawa and Betio to allow for adequate land usage for commercial, industrial residential and open space; vii. Reclaiming land resilient to climate change;25 viii. Improving land tenure management and maintaining the KLIS database for land boundaries; and ix. Reviewing current land policies, laws and legislative frameworks.

4.3.5 PRESERVING AND PROTECTING OUR CULTURAL HERITAGE Kiribati possesses a unique history as well as valuable tangible, intangible, natural and cultural assets that contribute to its cohesion and social development. Over time, however, changes in I-Kiribati lifestyles have changed the perspective of the culture and the environment. While traditional practices play an important role in cultural preservation, a lot of these practices are less practised particularly in urban centers. Although it is natural for cultures to evolve due to changing environments and other factors, such as modernisation and religion, it is crucial that we preserve, protect and promote our culture in its entirety in order to maintain the identity and cultural heritage of the I-Kiribati people. To preserve and protect I-Kiribati culture, identity, and heritage, the following measures will be put in place: Collecting, documenting protecting and promoting intangible cultural heritage; i. Preserving and protecting tangible and intangible cultural heritage. ii. Raising public awareness designed to demonstrate the significant contribution that culture has on strengthening resilience and supporting livelihoods; and iii. Promoting culture and heritage through practices events at the national, regional and international level. 25 As part of land planning to overcome the challenge of overpopulation, the Government has proposed three areas for land reclamation in South Tarawa and Betio, as well as a resettlement plan to raise land by two meters. 70 KIRIBATI DEVELOPMENT PLAN 2020-2023

4.4 Strategies And KPIs For KPA 4 – Protecting, Conserving, And Managing Our Environment And Strengthening Resilience Leading (L) and Baseline Target Supporting (S) MAPPING THE KPI's Challenges Strategies KPI Ministries/ Stakeholders SDG KV20 MOTINNANO KPA 4: Protecting our Environment and Strengthening Resilience Reducing vulnerabilities and 4.1a. Percentage of adaptation L: MELAD/OB responding to observed and 10% 25% 13.2.1 Pillar 2 & 3 ii.10 priorities implemented S: All Ministries likely impacts of climate 4.1b. Percentage of mitigation L: MELAD/OB

4.1 Climate change and 10% 25% 13.2.1 Pillar 4 p.g. 56 priorities implemented S: All Ministries Change & Disaster disaster risks Risks Management Increasing the effectiveness of awareness and early warnings 4.1c. Percentage of DRM response L: OB 15% 25% 11.b.2, 13.1.2, Pillar 4 p.g. 55 for disaster & emergency programs implemented S: All Ministries management L: MELAD, MFMRD, 4.2a.Percentage of strengthened, 5% 20% MTCIC - TAK improved and priority for biodiversity S: All Ministries conservation 4.2b. Percentage of strengthened, L: MELAD, MFMRD, improved and priority for Climate 5% 20% MISE Change S: All Ministries 4.2c. Percentage of strengthened, improved and priority for waste L: MELAD 11.6.1, 12.4.1,

4.2 Environment 30% 60% Strengthening and improving management and pollution S: All Ministries 12.4.2, Protection, the protection, conservation, prevention Conservation, management, sustainability, 4.2d. Percentage of strengthened, L: MELAD & all Management, and resilience building improved and priority for 50% 65% ministries Sustainability and measures & approaches Environment Licensing S: All Ministries Resilience Building. L: MELAD & 4.2e. Percentage of strengthened, Enforcement agencies improved and priority for Compliance 30% 45% – MHMS, KPS, Kiribati Enforcement customs; OAG S: all ministries 4.2f. Percentage of strengthened, improved and priority for L: MELAD 30% 60% 13.b.1, 15.1.2 environment spatial planning, data S: All Ministries and information management system 71 Leading (L) and Baseline Target MAPPING THE KPI's Challenges Strategies KPI Supporting (S) SDG KV20 MOTINNANO Ministries/ KPA 4: Protecting our Environment and Strengthening Resilience Reducing vulnerabilities and 4.1a. Percentage of adaptation L: MELAD/OB 10% 25% 13.2.1 Pillar 2 & 3 ii.10 responding to observed and priorities implemented S: All Ministries likely impacts of climate 4.1b. Percentage of mitigation L: MELAD/OB

4.1 Climate 10% 25% 13.2.1 Pillar 4 p.g. 56 change and priorities implemented S: All Ministries Change & Disaster Increasing the effectiveness of Risks Management awareness and early warnings 4.1c. Percentage of DRM response L: OB 15% 25% 11.b.2, 13.1.2, Pillar 4 p.g. 55 for disaster & emergency programs implemented S: All Ministries management L: MELAD, MFMRD, 4.2a.Percentage of strengthened, 5% 20% MICT - TAK improved and priority for biodiversity S: All Ministries conservation 4.2b. Percentage of strengthened, L: MELAD, MFMRD, improved and priority for Climate 5% 20% MISE Change S: All Ministries 4.2c. Percentage of strengthened, improved and priority for waste L: MELAD 11.6.1, 12.4.1, 30% 60%

4.2 Environment management and pollution S: All Ministries 12.4.2, Strengthening and improving Protection, prevention the protection, conservation, Conservation, 4.2d. Percentage of strengthened, L: MELAD & all management, sustainability, Management, improved and priority for 50% 65% ministries and resilience building Sustainability and Environment Licensing S: All Ministries measures & approaches Resilience Building. L: MELAD & 4.2e. Percentage of strengthened, Enforcement agencies improved and priority for Compliance 30% 45% – MHMS, KPS, Kiribati Enforcement customs; OAG S: all ministries 4.2f. Percentage of strengthened, improved and priority for L: MELAD 30% 60% 13.b.1, 15.1.2 environment spatial planning, data S: All Ministries and information management system 72 KEY PRIORITY AREA (KPA) 5: GOOD GOVERNANCE 73 KIRIBATI DEVELOPMENT PLAN 2020-2023 5. KEY PRIORITY AREA 5: GOOD GOVERNANCE

5.1 SITUATIONAL ANALYSIS Good governance is based on the principle of accountability and transparency. It is a critical pillar in protecting the fundamental rights and freedoms of the people of Kiribati. Everyone, irrespective of gender, vulnerabilities (physical and financial disabilities), age and religious beliefs, must have an equal opportunity to a fair and transparent justice system, affordable and quality education and health care, jobs and a reasonable standard of living. Governance permeates all levels of society starting from the three arms of Government (Parliament, Executive and the Judiciary) down to grassroots communities. A democratic system of government is a government of the people, by the people and for the people. It is essential that our people are well informed on the Government’s public expenditure and legal obligations to national, regional and international treaties and conventions. The three arms of Government are expected to provide an effective and efficient service to the public, to be transparent and accountable in the use of public monies and to provide an enabling and conducive environment to the wellbeing and happiness of our people. The Government of Kiribati aims for a corrupt-free society through the strengthening of its legislative and regulatory frameworks and the enforcement of and compliance to such frameworks, which also includes enhancing institutional independence to promote good governance and eliminate corruption. The establishment of the Leadership Commission (LC) in 2018, following the passing of the Leaders Code of Conduct in 2016, has been a notable addition to our country’s National Anti-Corruption Strategy. The Commission was set up to handle cases of corrupt behaviors by leaders to protect the rights and justice of our people, and to uphold a high standard of ethical leadership and good governance. Te Ieniwa Vision corroborates Kiribati’s commitment to these ideals through its efforts and aspirations to unify the nation and to ensure that all anti-corruption mechanisms are in place at the national level. The challenges pose by situations such as the COVID-19 pandemic, and their adverse impacts, require collaborative national efforts to maintain and strengthen existing platforms of robust good governance and anti-corruption mechanisms. Additionally, situations like these pose a significant risk of corruption due to an increase in the mobilisation of resources to immediately respond to the health and economic crisis worldwide. The Government of Kiribati needs to be vigilant and take necessary steps to strengthen its preparedness programmes, existing mechanisms, legislation and institutions to prevent the risks of corrupt practices. This KDP is aimed at strengthening governance at all levels of the community and the public sector. Stronger governance will help deliver our vision of a wealthy, healthy and peaceful nation for the sake of today’s citizens and future generations.

5.1.1 ALIGNMENT AND LINKAGES Good governance aligns to SDG 16 of Peace, Justice and Strong Institutions and SDG 5 of Gender Equality. It is also reflected in KV20 under Pillar 2 of Peace and Security and Pillar 4 of Governance. Good governance is shaped by a unique culture where moral values are instilled from childhood. Home is where everything starts and, therefore, has direct influence on civil societies and communities. 74 KIRIBATI DEVELOPMENT PLAN 2020-2023 The money economy, however, affects the way people behave in many crucial ways. Financial instability from lack of job opportunities causes frustration and leads to violence, fear and disunity within families. An absence of peace leads to an elevated sense of insecurity and the impacts of family insecurity affects productivity at work. Figure 25. Subsets of Good Governance Educating youth on the importance of human rights is crucial in teaching them to become responsible citizens and good family leaders.

5.1.2. PROMOTING UNITY, HERITAGE AND CULTURE Kiribati culture and heritage are key foundations upon which our ancestors built their governance and leadership systems. Both bring peace, unity, and justice to the people. Maintaining and preserving our culture and heritage relies on the collective effort and responsibility of Government and the people it represents. For example, youth can be shaped into becoming good future leaders who avoid corrupt behavior and bad morals. The rights of the people to a responsible Government are essential to achieving a decent lifestyle and accessing basic needs. The obligation of our people on the other hand is to do good for others, because it ensures that our children are taught good morals, spiritual aspects of life, values of integrity and respect, whether that be at home, church or in the community. Parents, teachers and church leaders must do their part across all levels. Traditional leadership plays a vital role in this as it displays strong linkages of culture and tradition to the execution of good governance at the community and village level. Preserving moral values to ensure good leadership and governance assists the Government in maintaining transparency and accountability in its decision making, ensuring strong and impartial governance and that our people are served with respect and integrity. 75 KIRIBATI DEVELOPMENT PLAN 2020-2023

5.2 MEASURING PAST PROGRESS In the last KDP, good progress was achieved in strengthening governance with the establishment of the Leadership Commission and the Anti-Corruption Unit in the PSO. The performance of the governance indicators in the KDP 2016-2019 is rated satisfactory given that most of the KPIs were achieved. Table 10: Performance of the last KDP (2016-2019) on Governance KPIs achieved (2016-2019) KPIs not achieved (2016-2019) ➢ National Youth Policy revised and endorsed in 2019; ➢ Improvements to the Kiribati Police Services. known as the Kiribati National Youth Policy ➢ Timely financial and performance audits of Framework and Action Plan 2018-2022. Ministries and SOEs undertaken by the Kiribati Audit Office (KAO). ➢ Kiribati Social Development Indicator 2018-2019 ➢ Development of a National Cooperative shows that Domestic Violence has reduced to 64 Policy to strengthen cooperatives and credit percent. Ministry for Women, Youth, Sports and Social unions. Affairs (MWYSSA) Safenet Domestic Violence database; increase in reported cases to Police and ➢ Number of Public Service Audits carried out. Kiribati Women and Children Support Centre due to increased awareness of the public. ➢ Gender Equality and Womens’ Development Policy endorsed and launched in February 2019. Implementation plan currently being finalised. ➢ Endorsement of the implementation plan of the Community Outreach Programmes on Parenting Skills and Social. ➢ Religious Bodies Registration Act completely reviewed in 2018 and enacted now since Registrar was recently appointed early this year. Incorporated Societies Act is underway and needs further stakeholder consultation to be made and finalised before end of this quarter. ➢ Kiribati National Disability Policy and Action Plan endorsed and launched in 2018. Implementation of the plan started early 2020. ➢ Village Bank Act reviewed and tabled in Parliament in 2019. ➢ Implementation and reporting of Kiribati’s obligations under ratified international conventions. ➢ Increased training for Local council officers 76 KIRIBATI DEVELOPMENT PLAN 2020-2023

5.3 OVERCOMING THE CHALLENGES FACED IN STRENGTHENING GOOD GOVERNANCE Good governance is shaped by the process whereby responsible institutions conduct and guarantee the realization of human rights in a manner that is essentially free of abuse and corruption. To ensure full compliance and achievement of accountability and transparency, it is essential that stringent institutional and legal mechanisms are in place. A sound Public Financial Management (PFM) system in Kiribati is critical to the achievement of the entire development agenda. It is also acknowledged that development partners’ assistance has contributed significantly to Kiribati’s progress in attaining good governance.

5.3.1 IMPROVING AND STRENGTHENING LEGAL SECTORS AND INSTITUTION S The legal system’s main objective is to strengthen the functioning of the state, which is governed by the rule of law and supported by legislative processes and national institutions. Legal institutions play a major role in protecting and promoting human rights, maintaining and promoting the rule of law and enabling easy access to justice to those who need it. Approaches to improve and strengthen Kiribati’s legal sectors and institutions include: i. Reviewing and updating laws, ordinances, and policies to be in line with international laws and inclusive of disabled and vulnerable groups; and ii. Streamlining institutional and structural reform services, with the needs of people at the core. An increase in the number of cases filed in the Magistrate Court in Kiribati, to over 10,000 after 2015 indicates a growing demand for court services (Figure 26). Many people live in villages or islets far away from the courtroom on the main island. The distance and the costs are barriers to accessing justice to some of our people. There is therefore a need for the provision of additional courts to cater for remote islands and inhabited islets, for example, Bikati in Butaritari,and Ribono and Nuotaea on Abaiang. Figure 26. File cases in the Magistrate Court Division in Kiribati In addition, a backlog of cases in the High Court of Kiribati highlights the need for more Judges to hear and resolve cases (Table 11). 77 KIRIBATI DEVELOPMENT PLAN 2020-2023 This is resulting in a delay in justice for many people, over many years – and a delay in justice is no justice at all. The law stipulates that our High Court needs more than two Judges and no more than five.26 Currently there is only one Judge in Kiribati. Table 11: The backlog of cases in the High Court Description Backlog Cases Total Backlogs Disposed in 2020 Backlog since 918 2007 Civil Cases 19 899 Land Cases 4 895 Criminal Cases 0 895 Total Backlogs 2020 895 Curfew Control Measures for COVID-19 The COVID-19 disrupts the initial plans of the Governments. The enforcement plans on curfews and distancing measures; were implemented by the Kiribati Police Services and were framed as new normal plans for the country. The KPS acts as a controlling entity, by disciplining the public based on the COVID-19 levels reached.

5.3.2 STRENGTHENING ACCOUNTABILITY AND TRANSPARENCY Central to good governance is proper accountability and transparency. For example, the Kiribati Police Services (KPS) must be able to fulfill the public’s expectations and follow professional standards to manage internal affairs in order to bring justice and peace to the people. From 2016 to 2020, the total number of complaints against the KPS was 276, of which 87 have been resolved whilst 189 cases remain unsolved (Figure 27). From 2016 to 2020, the KPS reported 23,551 crime cases, 6,765 of which have been prosecuted whilst 16,786 were pending (Figure 28). These statistics illustrate a need to improve and update policies and procedures aimed at creating a secure, safe and peaceful Kiribati. The increasing number of pending cases also clearly states the need to strengthen the KPS’ equipment and capacity to effectively carry out investigations and prosecution of cases. 26 Section 3 of the High Court Judges Act 2017. 78 KIRIBATI DEVELOPMENT PLAN 2020-2023 Figure 27. Public complaints against Kiribati Police Services PUBLIC COMPLAINTS AGAINST THE POLICE 2016 -20 Total number of case reported Number of cases completed Number of Pending cases NUMBER OF CASES 7 36 58 42 45 24 9 46 8 1 60 67 52 50 47 2016 2017 2018 2019 2020 SOURCE: KPS, 2020 Figure 28. Crime rates in Kiribati Approaches to strengthening accountability and transparency in Kiribati are: i. The delivery of almost all Government services through a sound Public Financial Management (PFM) system, crucial to enable efficient and effective service delivery to our people. PFM encompasses a wide range of issues, from planning, policy development, expenditure and revenue controls to reporting and scrutiny. ii. At the apex of the accountability pyramid is the national framework between the people, the judiciary, the legislature and the executive. Clear demarcation of roles is central to the effectiveness of the pyramid. 79 KIRIBATI DEVELOPMENT PLAN 2020-2023 iii. The Public Accounts Committee (PAC) of Parliament is tasked to monitor Ministries’ and SOEs’ audit reports at every Parliamentary session. Adequate scrutiny of budgets and Auditor’s reports by Parliament for the people is essential. The review of the roles of the PAC, its membership and independence must be undertaken in this KDP period. iv. The Kiribati Audit Office (KAO) plays a central role in improving the financial management of our SOEs and Government. Proper accountability of the Heads of Ministries and SOEs in responding to the Auditor’s report is therefore essential. The capacity of the KAO must be strengthened to better fulfill its mandate. v. Statistics are vital for good decision making. The availability of quality and reliable data will enable policy formulation and evidence-based decision making. To be useful, statistics are to be relevant, reliable and timely. vi. Frequent and regular follow ups on audit reports will assist with the implementation of audit findings. Heads of agencies must be accountable to the PAC for their implementation of audit findings. vii. The compliance of the civil service in its use of public funds to Kiribati’s financial laws and regulation must be strengthened. The tools for managing public finance and the civil service’s capacity to report on a timely basis are important considerations in this KDP. viii. The NSO must develop and update the national standard database ensuring effective implementation by all Ministries to support decision makers in providing accurate and reliable data for transparent reports. ix. Information, Communication and Technology (ICT) needs to be strengthened to promote the use of available technology and implementation of standard e-Government services such as information services, download and upload services, transaction services, participation and communication services, and to collaborate with the NSO as an integrated, one-stop service/portal. x. The KPS must improve and update policies and procedures in relation to the investigation and prosecution of public complaints to fulfill the public’s expectations and ensure it follows professional standards to manage internal affairs in order to bring justice and peace to the people. xi. Inclusiveness is key to achieving equal opportunities, rights and access to services. While there has been progress in some aspects of inclusiveness, protecting and supporting the rights of women (i.e., addressing gender-based violence), children, people with disabilities and broader gender issues, they are still our front line social and economic challenges. xii. The Civil Registry Office needs to have a well-established and reliable system for its population register to ensure that all citizens are accounted for in the database to assist policy decisions in social benefits, land ownership, elections and many more. xiii. To attain a peaceful society, it is essential that the Government maintains law and order and protects its border from harmful imports that may destroy Kiribati’s livelihoods. As such, strengthening existing border control agencies is a must. xiv. The Government must strengthen existing mechanisms to correct corrupt practices of leader(s) through the review, enactment and enforcement of laws including; the Whistleblowers Act, Leaders Code of Conduct, Penal Code and others to ensure accountability and transparency. This includes the implementation of international laws within the context of compliance and enforcement by ensuring international obligations are upheld and implemented at the national level. The tripartite Decent Work Advisory Board (DWAB) plays a crucial advisory role in terms of labour related matters including ILO conventions and labour law reviews. This also includes Kiribati’s international obligations to other conventions and treaties such as UN Human Rights instruments, Environmental Conventions, Financial and Fiscal Treaties and many more.

5.3.3 EFFECTIVE CHANGES STARTS FROM HOME Governance influences the effectiveness and efficiency of the utilisation of public funds as well as the quality of service delivery. 80 KIRIBATI DEVELOPMENT PLAN 2020-2023 While the processes and equipment related to service delivery are important, it is behaviours and mindset that are the greatest barriers to improving service delivery. Changing these is difficult and takes time. This KDP initiates these changes. The right attitudes and behaviours within civil society are derived from core values learnt at home and through communities and religions. These values need to be promoted and practiced in the workforce.

5.3.4 CHANGE PROGRAMME TO IMROVE SERVICE DELIVERY Our programme for change is built on the foundation that the public sector is there to serve the people. It is the responsibility of the Government to demonstrate good work ethics, adhere to punctuality rules, follow good leadership and execute transparent decision making. It must also ensure that human resource policies and rules are followed and implemented. Our change programme is built upon five building blocks (Figure 29). Strengthening common functions across Government, which will include removing silos in Government operations and improving coordination; Centralising customer service functions for the delivery of efficient and effective customer services; Investing and promoting the use of available technology to execute the Digital Government Roadmap, which will include the introduction of e-Government services. The introduction of e-government services will incorporate security by design to ensure reliable; secure and safe digital service available to the people. Improving, simplifying and automating Government-wide processes, which will include a centralised data service; and Ensuring people-centered service delivery efficiency and effectiveness. Figure 29. Government transformation building blocks The desired outcomes of the change programme are: i. Better service provision to our people, especially in health and education; ii. Greater value for money by producing more for the same amount of human and financial resources; iii. Full implementation of the national budget; iv. Better delivery of the KPIs of this KDP; v. Faster attainment of our vision of a wealthy, healthy and peaceful nation; and vi. That people are served with respect and integrity. 81 KIRIBATI DEVELOPMENT PLAN 2020-2023 The change programme also includes the following: i. Induction and refresher training conducted on the National Conditions of Service (NCS), organisational structure and roles of Ministries; ii. Motivation through leadership, equal opportunities to training, incentive and disciplinary actions; and iii. Planting the seed of serving others with civil servants to improve service delivery.

5.3.5 PROMOTING AND ADVOCATING GOOD GOVERNANCE It is an obligation of the Government to promote and advocate good governance for the betterment of the Kiribati people and to eliminate corruption at all levels through public awareness and prevention. Figure 30. Corruption by Type Unethical and Corrupt recruitment 1 Bribery 1 Forgery 2 Unfair Recruitment 3 Collusion 3 Fraud 4 Unclassified 8 Miuse of Funds/Properties 9 Nepotism 9 Misjudgement 10 Abuse of Office 15 Abuse of Power 19 Unfair Decision 35 Corruption is increasing in all sectors as evidenced by the number of complaints and statistics reported to the Leadership Commission (LC) and other relevant agencies. Between 2017 and 2020, the LC and PSO together dealt with a total number of 119 corruption complaints. Analysis of corruption complaint cases by type and by nature Analysis of cases by type and by nature shows that the highest incidence of corruption complaints related to unfair decisions at 29 percent (Figure 30). Abuse of power and abuse of office were also common complaints, with bribery and unethical and corrupt recruitment listed as having the lowest incidence. Due to limited and incomplete information, some cases were listed as unclassified (accounting for 8 percent total cases). The analysis above confirms that the case for tackling corruption is strong. Further, cases are sometimes unreported or withdrawn because people fear they will be sacked for highlighting corrupt behavior of leaders or other members of the public service. An increase in the number of cases dealt with by different institutions also confirms that Kiribati must continue to strengthen its focus and effort to reduce and eliminate corruption (Figure 31). 82 KIRIBATI DEVELOPMENT PLAN 2020-2023 Figure 31. Corruption Status by Type 83 KIRIBATI DEVELOPMENT PLAN 2020-2023

5.4 STRATEGIES AND KPIS FOR KPA 5 – GOOD GOVERNANCE Baseline Target Leading (L) and MAPPING THE KPI's Challenges Strategies KPI Supporting (S) SDG KV20 MOTINNANO Ministries/ KPA 5: Good Governance SDG 16.7.2, SDG 15.6.1, SDG 5.a.2, 5.1a. Percentage increase in policies, Legislation: 50% Legislation: 80% SDG 12.b.1, SDG procedures and legistlations Policies: 20% Policies: 60% P2 pg 41, P4 pg 53 MN 122 MN 111 13.1.2, SDG 13.2.1, developed, reviewed and updated. Procedures: 10% Procedures: 50%

5.1 Institutions Improving and strengthening L: MOJ SDG 14.b.1, SDG and legal sectors legal sectors and institutions S: ALL 14.6.1, SDG 15.8.1 SDG 16.3.1, SDG 5.1b. Percentage increase in 5.1.1, SDG 12.4.1, ministries and departments 40% 75% P2 pg 42, P4 pg 53 SDG 17.14.1, SDG undertaking legal reforms 17.15.1,SDG 17.18.2 5.2a. Percentage increase in e- government developed/updated and L: MICT 0% 15% SDG 5.c.1 implemented by all Ministries and S: ALL

5.2 Accountability Strengthening accountability Departments and Transparency and transparency SDG 16.1.3, 5.2b. Percentage increased in L: MFED SDG16.6.1, SDG number of audited reports (financial 40% 70% S: ALL 16.7.1, SDG 5.2.1, reports, annual reports) SDG 5.2.2, 5.3a. Percentage increase in SDG 16.9.1, SDG Improving and strengthening institutional reforms for better 50% 70% 10.6.1, SDG 10.7.2, MN54 institutional service delivery L: PSO

5.3 Service Delivery service delivery SDG 17.19.2 and people centered service S: ALL 5.3b. Percentage reduction in delivery 188 cases 10% number of public complaints 5.4a. Percentage increase in number 40% 70% SDG 16.10.2 P4 pg 53

5.4 Governance Promoting and advocating of public awareness L: PSO&LC Advocacy good governance 5.4b. Percentage decreased in S: ALL 28% 20% P4 pg 53 corrupt activities 84 KEY PRIORITY AREA (KPA) 6: DEVELOPING OUR INFRASTRUCTURE 85 KIRIBATI DEVELOPMENT PLAN 2020-2023 6. KEY PRIORITY AREA 6: DEVELOPING OUR INFRASTRUCTURE

6.1 SITUATIONAL ANALYSIS As a small island developing state, the construction of infrastructure remains a great challenge in Kiribati. Despite significant improvements in infrastructure in past years, this KDP acknowledges the need for more intervention to support further work on transport and connectivity, coastal protection, sanitation, water and communications. Kiribati has limited financial and technical capacity to meet its infrastructure needs. Fortunately, assistance and ongoing support from our development partners enabled us to achieve many of the KPIs in the last KDP (2016-2019). This valuable assistance supplements our national budget. Given our existing constraints and the pressures of COVID-19 pandemic, the KDP 2020-2023 aims to address infrastructure development in several areas over the next four years to bridge existing gaps and enable our country to move to a higher level of development. These areas are: i. Provision of safe drinking water and access to good basic sanitation; ii. Increase compliance with the building code and establish an asset maintenance strategy; iii. Improve and upgrade marine and coastal infrastructure; iv. Build, upgrade and sustain roads, causeways, bridges and runways; v. Improve transportation services; vi. Improve energy supply in Kiribati; and vii. Improve access to digital connectivity, ICT development and data access.

6.2 MEASURING PAST PROGRESS Infrastructure development requires proper planning and access to adequate funds. This KDP aims to identify, prioritise and effectively address the aforementioned infrastructure issues. In planning ahead, it is essential to track progress of the last KDP (2016-2019). Table 12 shows the infrastructure KPIs that were achieved and those that were not achieved. Overall, past achievement is rated more than satisfactory. 86 KIRIBATI DEVELOPMENT PLAN 2020-2023 Table 12: Performance of the last KDP (2016-2019) on Infrastructure KPIs achieved (2016-2019) KPIs not achieved (2016-2019) ➢ Completed causeway between Betio and Bairiki. ➢ Number of Outer Island roads and airfields upgraded (total of 10 islands completed); ➢ Number of new tanks for rainwater harvesting partially completed. installed increased. ➢ Energy efficient systems and standards ➢ Provide technical support for the development developed and adopted. and improvement of infrastructure on Kanton Island. ➢ Comprehensive maintenance plan for major and critical infrastructure adopted. ➢ Increased number of strategic coastal protections. ➢ Completion of the Kiribati Aviation Investment Project. ➢ Improved the water system in Kiritimati Island; more than 75 percent of the population residing in Tenesse and London have access to water. ➢ Increased number of solar energy connections. An increase in number of household access to solar from 0.06 percent in 2014 to 0.36 percent in 2017. Upgraded Solar system for all ice plants on all 20 outer islands. The existing old systems were upgraded to a 3-phase solar off- grid system to power the freezer and the ice maker machines with total capacity of 215 kWp funded by Italian Government. ➢ Increased rate of use of mobile phones and the Internet from 22,000 in 2015 to 50,000 in 2018. ➢ Improved telecommunications connectivity for the Outer Islands. In 2016, only 6 islands had telecommunications connectivity while the number increased to 15 islands in 2019. ➢ Three solar photovoltaic grid systems connected to the Public Utilities Board (PUB) grid on South Tarawa funded from PEC fund, UAE, and WB a total capacity of 1.6MW with Photovoltaic (PV) contribution to the grid at 13%. Solar off-grid systems installed at JSS and Council buildings in the Line islands funded by EU through GIZ ACSE. Solar off-grid systems installed at 4 boarding schools with a total of 85kWp funded by the Italian Government and EU GIZ- ACSE program. ➢ Adoption of a medium- and long-term reform plan of the PUB. ➢ Medium term reform options for the Plant and Vehicle Unit (PVU) adopted. ➢ Completion of the South Tarawa Sanitation Improvement Sector Project. ➢ A number of solar, biofuel, mini-grid and wind energy systems installed. Kiritimati Island centralized electricity grid network from Banana to Ronton with installed diesel generation capacity of 964 kW and 186 kWp solar on-grid system and isolated Poland village installed 36kWp solar off-grid system funded by EU and NZ 87 KIRIBATI DEVELOPMENT PLAN 2020-2023

6.3 OVERCOMING THE CHALLENGES OF INFRASTRUCTURE DEVELOPMENT The development of basic economic and social infrastructure is the building block of Kiribati’s economic and social development. Despite past progress, there is still a significant proportion of the population without access to safe drinking water, power outages have become regular in South Tarawa and access to proper sanitation and waste management remains a big challenge. Poor connectivity between the islands in terms of regular shipping schedules has also slowed trading activities and contributed to shortages of food, fuel and other goods in some parts of Kiribati. The above issues have hindered Kiribati’s ability to move to a higher level of infrastructure development and to provide essential health and education services to the people of Kiribati. In comparison with the Pacific region, it is clear that Kiribati lags behind in many aspects of infrastructure development. Figure 32. Infrastructure gaps in Kiribati The provision of water, energy and sanitation infrastructure are the responsibility of our SOEs, which operate according to their mandates, with the oversight of their respective Boards. Many of our SOEs receive grant financing from the Government and CSOs to help deliver these basic services to the people. The root cause of Kiribati’s lack of basic infrastructure is inadequate financial resources and a lack of technical expertise to implement infrastructure developments. In 2019, a total of $600 million worth of projects were supported by development partners compared to $300 million funded by the Government. Harnessing the assistance of our development partners and building capacity of our local experts are therefore critical to close the infrastructure gaps and achieve our country’s vision to become a wealthy, healthy and peaceful nation.

6.3.1 PROVISION OF SAFE DRINKING WATER AND ACCESS TO GOOD BASIC SANITATION The COVID-19 pandemic and the outbreak of other infectious diseases reinforces the need to prioritise water and sanitation throughout the period of this KDP. Water Kiribati’s water supply is limited due to the small size of its islands and the lack of capacity to build large storage facilities, which is further exacerbated by the growing population and impacts of climate change. 88 KIRIBATI DEVELOPMENT PLAN 2020-2023 According to the KSDIS 2018-2019, 95 percent of the population in Tarawa have access to basic water supply from rainwater and water provided by the Public Utilities Board (PUB) 27. However, rainwater is constrained during dry seasons and PUB water accessibility is limited to three days a week and runs on an average of only 1 hour a day. Those that are not connected to the PUB system resort to other sources of water including unconfined ground water. The water challenges in South Tarawa are worsened by the influx of people from the outer islands searching for better living conditions. The high population density multiplies the risks of water borne diseases from drinking unsafe underground water. Water challenges are accentuated in the Outer Islands, Banaba and the Line and Phoenix Islands where only 64 percent of the population has access to basic water supplies. Communal rainwater tanks, bore holes and small desalination plants are the main sources of water in these islands. Numerous development projects have been implemented in Kiribati focused on ensuring sustainable water supplies for vulnerable communities and managing water scarcity through better water resource management. The Government will continue to work with its development partners to expand the scope of ongoing projects and implement new activities to achieve its drinking water and sanitation targets. Sanitation Good basic sanitation refers to the use of adequate facilities which are not shared by different households and include flush/pour to piped sewer systems and septic tanks. In Kiribati, particularly in Tarawa where more than half of the population resides, most toilet facilities are not well equipped and sharing toilets is a common practice, especially at the community level. This has negative health implications, especially for children. Various projects have been implemented to improve sanitation in Kiribati, ranging from assessments, school and community awareness programmes, construction of communal and public toilets and the development of a sanitation roadmap addendum 2021-2040 (under way). Despite these efforts, KSDIS data indicates that only 45 percent of the population have access to basic sanitation. More work is required in this area to determine the best sanitation solutions for the remaining 55 percent of the population, which may also help reduce our country’s under-5 mortality rate. Figure 33. Access to basic sanitation in the Pacific 27 Kiribati Sustainable Development Indicator Survey, 2018-2019. 89 KIRIBATI DEVELOPMENT PLAN 2020-2023 The target in this KDP is to increase the average percentage of the population with access to good basic water and sanitation to 95 percent and 70 percent respectively through the following strategies: i. Increase the number of water tanks distributed; ii. Increase the number of desalination and distillation plants; iii. Increase the number of solar and hand water pumps installed in vulnerable areas; iv. Provision of more public and private facilities with good basic sanitation; v. Development of a drought response plan; vi. Raising awareness and training on water and sanitation programmes; and vii. Development of a sanitation roadmap to determine best solutions to address sanitation issues. viii. Finalization of the sanitation roadmap addendum 2021-2024 to determine best solutions to address sanitation issues

6.3.2 PROVIDING SAFE BUILDINGS Critical to the sustainability of past and new infrastructure developments is revision of the country’s Building Code, released in 1990, as well as the establishment and adherence to maintenance plans. We acknowledge the need for preventative maintenance to ensure serviceability of both social and economic infrastructure and to avoid higher costs of repairing and rebuilding resulting from poor maintenance. We also acknowledge that building a resilient building infrastructure and Green Construction are needed to improve further and compliment Global climate change and its adverse impact on Kiribati. This KDP also acknowledges the need for community engagement to maintain public facilities. If the public can feel ownership of public facilities provided by the Government, they will also play their roles as keepers and custodians of the assets. Wider public consultation is required to achieve this. The aims in the next four years are to: i. Review the Building Code; ii. Ensure all buildings comply with the Building Code; and iii. Ensure all buildings have a maintenance plan. iv. Ensure that resilient building infrastructure and Green Construction are improved.

6.3.3 UPGRADING MARINE AND COASTAL INFRASTRUCTURE Marine and coastal infrastructure are essential to support the connectivity between the islands in Kiribati. Through this KDP, we aim to build, upgrade and sustain our marine and coastal infrastructure for the benefit of current and future generations. Port development Upgrading existing ports and constructing new ones are solutions to improving interisland and international connectivity. 90 KIRIBATI DEVELOPMENT PLAN 2020-2023 Investment of this type will allow regularity of shipping services and improve the delivery of cargo to the Outer Islands, as well as the uplifting of copra, attendance of emergency cases and transportation of products to both local and international markets. It will also relieve other social pressures, such as food security and inclusive wealth distribution, especially to those living in remote Outer Islands. Efforts to tackle the issue of connectivity include a project to upgrade ports in four of the Outer Islands within four years and, later, other remaining islands. In addition, this KDP emphasizes the need to create a major transshipment hub for the region to allow more and bigger vessels to dock and more containers to be transported and stored in port yards. There is also a major plan to develop the port in Poland, Kiritimati Island. This will enable better access to this part of Kiritimati Island, which is currently a challenge to reach from the capital. Coastal infrastructure With the nation facing firsthand the effects of climate change such as sea level rise, most of its islands are affected by coastal erosion. To avoid destruction of the land, coastal reinforcements need to be in place. These may include standardized seawalls or alternative solutions such as the planting of mangroves.

6.3.4 IMPROVING ROADS AND RUNWAYS The dispersed geography of our nation underscores our need for well-developed and sustainable transportation infrastructure. Improvements in this area are fundamental to achieving our national priorities and overall economic growth. The condition of roads and causeways in South Tarawa improved after the completion of road rehabilitations in 2016, with many positive impacts. Continued easing of transport issues will require upgrading and maintenance of these and other vital corridors. This KDP is mindful of the Outer Islands which still have reef mud roads that are vulnerable to rain and dust throughout the dry season. To improve the economic opportunities in these islands, a large investment is required to give these islands the same infrastructure as the nation’s capital. This will be a priority of the Government in its quest to leave no one behind and increase the islands’ potential for growth. There are 19 airport runways in the Outer Islands made of reef-mud. Investment in the upgrade of these runways to a standard design will contribute tremendously to improved air services and more importantly the safety of our nationals. Kanton Airfield will provide an enroute alternate aerodrome to enable an Embraer jet to fly directly to Kiritimati Island. This has been the aim of the Government for a long time, since travelling to Kiritimati Island currently requires transit in Fiji with associated higher costs.

6.3.5 IMPROVING TRANSPORTATION SERVICES Improving connectivity both domestically and internationally is essential to facilitate trade, promote foreign investment and increase the demand of labour mobility. 91 KIRIBATI DEVELOPMENT PLAN 2020-2023 Improving the regularity of sea transportation Sea transportation is the most common mode of transportation by our people and for freight. Interisland shipping is provided by the Kiribati National Shipping Limited (KNSL), Island Councils, the community, and the private sector. The biggest challenge in island transportation is the irregularity of services due to the lack of ships and reluctance to serve non-lucrative routes. The remote southern part of the Gilbert Group and the Line and Phoenix Islands are the worst affected. Improving the regularity of shipping services to at least once a month is essential to open the market for fish, coconuts and other products from the Outer Islands. It is a prerequisite for improving the livelihoods of our people there and, therefore, high in the priority of infrastructure development in the next four years. Improving air transportation Air service is dominantly operated by Air Kiribati Limited (AKL), an SOE that owns five aircrafts – one new Bombardier Dash 8, one de Havilland Twin Otter and three old Harbin Y-12s. All these aircrafts serve the Outer Islands except the new 40-seater Dash 8 that extends its flight to neighboring islands of Tuvalu and the Marshall Islands. The biggest challenge is the high cost of operation and inadequate airport facilities in the Outer Islands resulting in the high cost of domestic air travel between the remote islands. International flights are operated by three airlines, operated by Nauru, Fiji and the Solomon Islands, with the latter being co-shared with AKL. Kiribati has recently purchased two Embraer jets which will soon commence international flights. This large investment is anticipated to reduce travel costs to Kiribati and facilitate growth in tourism.

6.3.6 IMPROVING ENERGY SUPPLY IN KIRIBATI Energy supply in Kiribati is generated from two major sources – imported fuel (grid power) and solar (renewable energy) in the Outer Islands. The challenges that Kiribati faces in the supply of power are fourfold: i. The people in the Outer Islands do not have access to electricity; ii. The supply of power in South Tarawa is unreliable which has a large impact on economic development and production; iii. There is an over-reliance on imported fuel; and iv. The supply of fuel to the Outer Islands is irregular. Reliable and sustainable grid power supply The capital of South Tarawa relies heavily on the grid power supply provided by PUB, our country’s state-owned utility provider. 92 KIRIBATI DEVELOPMENT PLAN 2020-2023 According to the Scaling-Up Renewable Energy Programme (SREP), only 71 percent of households in South Tarawa have access to electricity and 85 percent in Kiritimati.28 This accounts for only 36 percent of the total population in Kiribati. Power outages are common and associated with unexpected interruptions or failures of PUB’s generators. A decline in power outages was observed between 2015 to 2018 following the installation of three solar PVs at Bikenibeu; however, the number of power outages started to rise again in 2019 due to the inadequate maintenance of these generators (Figure 34). Figure 34. Annual power outages The cost of power interruptions is estimated to be around 10 percent per year in loss of productivity for Ministries and SOEs as most of them do not have back-up generators. Moreover, about 80 percent of homes on South Tarawa reported that the ongoing blackouts had spoiled their foods (especially fish and meat products).29 The operation of PUB is significantly affected by the price of fuel, which is currently at $1.27 per litre, and the burden of delivering power to non-viable areas of the country. Electricity tariffs at below cost recovery levels further put pressure on the SOE. As compensation for its services, the Government provides annual CSOs to help fund PUB’s operations, along with project funding of around $1.5 million for the maintenance of its generators, refurbishment of electricity distribution and facility clean up. 28 Scaling-Up Renewable Energy Programme, 2019. 29 Based on a verbal update from the agency regarding complaints received. 93 KIRIBATI DEVELOPMENT PLAN 2020-2023 Figure 35. Electricity users The demand for power in Kiribati has been rapidly increasing for both domestic and non-domestic users since 2017 when a tariff was reduced for domestic users. Therefore, to facilitate economic expansion, it is important that we increase the capacity of PUB to meet this growing demand. Reliable and renewable power supply Kiribati is over-reliant on imported fuel. According to the SREP, about 52 percent of the country’s total imported fuel in 2019 was used to generate power. The Kiribati Oil Limited Company (KOIL) reported an increase of around 44 percent from 2008 to 2019 in the importation of petroleum products. In 2017, PUB spent US$6.1 million (57 percent of its total expenditure) on diesel and lubricant (SREP, 2019). This reflects the increase in demand over the years for fossil fuel. Figure 36. Fuel imports, 2009-2019 Kiribati’s generation of power using diesel increased from 43 percent in 2014 to nearly 50 percent in 2018 at the expense of biomass generation. 94 KIRIBATI DEVELOPMENT PLAN 2020-2023 Our country’s over-reliance on imported fossil fuel hinders our mitigation efforts against climate change and makes us vulnerable to the vagaries of world fuel prices. Given these factors, we are placing high priority on investment in renewable energy as part of our adaptation programme as outlined in the KIER 2017. The only realistic option to control our fuel import is solar energy, given its abundance. While the generation of solar energy rose from 0.06 percent to 0.35 percent of total power generation between 2014 and 2017, it still remains a very small proportion of total energy production. Since 2005, the rollout of solar energy has been increasing due to funding from development partners, especially the EU and Taiwan. As of 2020, there were over 25,000 solar lighting kit systems installed in homes and Maneaba across Kiribati. There is potential to increase solar energy access and convert Kiribati to a 100 percent solar-powered country by 2036 through the centralisation of solar power system firstly in the Outer Islands and then in South Tarawa. An estimated cost of around $4 million is needed to fully install electricity in each island which would require around $64 million for all the islands in the Gilbert Group to have electricity powered by solar PVs. New projects including the South Tarawa Renewable Energy Project (STREP) and Promoting Outer Island Development through the Integrated Energy Roadmap (POIDIER) project are also underway. Figure 37. Energy consumption by type, 2014 vs 2017 95 KIRIBATI DEVELOPMENT PLAN 2020-2023 Figure 38. Solar connections to households, 2015-2019 Solar Light Distributed Households without Electricity/Solar light 12,500 10,500 8,500 6,500 4,500 2,500 500 Rural Urban -1,500 Source: KSEC

6.3.7 IMPROVING ICT DEVELOPMENT AND DATA ACCESS COVID-19 has triggered an unpreceded reliance on ICT and has illustrated limitations of current ICT infrastructure. This plan will work to ensure that opportunities for ICT infrastructure development are tapped to ensure continued functioning of societies while maintaining physical distancing as may be required to minimize the spread of the deadly virus. The acquisition of the Government-owned telecommunication service Telecommunication Services Kiribati Limited by Amalgamated Telecom Holdings Kiribati Limited/Vodafone in 2015 dramatically changed the telecommunication sector by upgrading mobile network from 2G to 4G in urban areas and 3G in the Outer Islands. It also increased the number of mobile subscribers and Internet users to 17,772 and 15,207 respectively. In 2017, the entry of the Ocean Link Company into the telecommunication industry further expanded the number of mobile users to around 20,000. Despite this, digital connectivity in Kiribati is still below the Pacific Islands average. Only 12 percent of the population had access to Internet in 2017, while the average for the Pacific was 35 percent. In 2019, the KSDIS carried out by the NSO showed an increase in Internet percentage access to 47 percent. However, owing to a dependence on satellite connections, the quality of internet access remains low and prices are high. 96 KIRIBATI DEVELOPMENT PLAN 2020-2023 Figure 39. Percentage of population accessing internet in the Pacific Figure 40. Mobile data plans and prices in Kiribati vs Fiji The differences in prices between Fiji and Kiribati show the disparity in the usage of Internet (Figure 40). The fivefold price differentials can be explained by the efficiency of submarine cables over satellite, the scale factor and the lack of competition. The answer to most of our challenges regarding digital connectivity will be resolved through the submarine cable project, finance by the ADB and WB respectively. The two project consists of two submarine cables; (i) first one will connect Tarawa to Guam and then out to the rest of the world; (ii) the other will connect Kiritimati Island to mainland United States, New Zealand, and Australia. It presents a game changer in the ICT sector because the submarine cables will provide faster and better internet quality than satellite dishes. This will reduce the cost of business within Government, the private sector and individual households and open up pathways to trade and investment opportunities. 97 KIRIBATI DEVELOPMENT PLAN 2020-2023 The second component of the submarine cable project is upgrading the backhaul to the Outer Islands through a combination of microwave and satellites. This will further widen access to Internet across the entire country. Complementing the submarine cable project is the local Government Wide Area Network (GWAN) initiative. This is a $3 million terrestrial fiber optic cable that will be laid across South Tarawa and linked to the submarine cable. These milestones in the ICT sector will facilitate the initiation of e-Government projects to enhance the efficiency and effectiveness of service delivery in the public sector. For the sustainability and consistency of these projects, availability of funds and investments are required. Therefore, maintaining the strong partnership with donors are necessary for technical and financial support. 98 KIRIBATI DEVELOPMENT PLAN 2020-2023

6.4 STRATEGIES AND KPIS FOR KPA 6 – DEVELOPING OUR INFRASTRUCTURE Leading (L) and Baseline Target Supporting (S) MAPPING THE KPI's Challenges Strategies KPI Ministries/ Stakeholders SDG KV20 MOTINNANO KPA 6: Developing our Infrastructure 6.1a. Percentage increase in water L: MISE S: tanks distributed to urban and rural 0% 100% SDG 6.1.1 P3, pg.48. 19;25 MLPID areas. 6.1b. Percentage increase in L:MISE desalination and distillation plants 7% 80% SDG 6.1.1 P3 19;25 S:MLPID installed in vulnerable areas. 6.1c.Percentage increase in solar and L: MISE hand water pumps installed in non- 34% 80% SDG 6.1.1 P3, pg.48-51 19;25 S: MLPID vulnerable areas. 6.1d. Percentage of population using L: MISE S: 12% 80% SDG 1.4.1 P3, pg.48-51 19;25 safe drinking water. MLPID Provide safe sources of

6.1 Water and 6.1e. Percentage of population using drinking water and good Sanitation safely managed sanitation services L: MISE S: sanitation 60% 80% SDG 6.2.1 P3, pg.48-51 19;26 including a hand washing facility using MLPID soap and water 6.1f. Percentage of CBA on water L: OB 0% 10% 19;26 and sanitation reports carried out S: MLPID,MISE. 6.1g. Percentage of drought L: OB, 18% 40% P3, pg.55-56 response plans in place in each group S: MLPID,MISE. 6.1h. Percentage increase in awareness and training on Water and L: OB, 5% 90% 19;25-26 Sanitation safety Programs S: MLPID,MISE. conducted. 6.2a. Percentage of building L: MISE, 40% 100% compliant to Building Code S: All

6.2 Building Provide safer and effective 6.2b. Percentage of compliance to L: MISE, 0% 100% Infrastructure building infrastructure Maintenance Plan S: All 6.2c. Percentage of buildings L: MISE, 0% 20% constructed under the KDP S: All 6.3a. Percentage of ports L: MICT S: 0% 12% P3, pg. 43-46 16; 21 constructed under the KDP MLPID,MISE 6.3b. Percentage of fully equipped L: MICT S: ports, facilities and services on all 0% 100% P3, pg. 43-45

6.3 Marine and To build, upgrade and sustain MISE, MFMRD,MLPID port sites. Coastal marine and coastal infrastructure infrastructure 6.3c. Percentage of transshipment L: MFMRD 0% 80% P3, pg. 43-45 16;20-22 hub completed under the KDP S: MISE, MLPID, MICT 6.3d. Percentage of seawalls L: MISE 50% 100% P3, pg. 43-45 constructed under the KDP S: OB, MLPID 99

6.4 Strategies and KPIs for KPA 6 – Developing Our Infrastructure Leading (L) and Baseline Target Supporting (S) MAPPING THE KPI's Challenges Strategies KPI Ministries/ Stakeholders SDG KV20 MOTINNANO KPA 6: Developing our Infrastructure 6.4a. Percentage of islands with L: MISE 5% 20% P3, pg 46 16; 21 roads upgraded S: MLPID, MICT 6.4b. Percentage of passenger and L: MICT 0% 100% SDG 9.1.2 P3, pg. 42-43 16, 20-22 freight volumes by mode of transport S: MLPID, MFED

6.4 Roads, To build upgrade and sustain Causeways, Bridges 6.4c. Percentage of runways L: MICT roads, causeways, bridges and 20% 100% P3, pg. 42-43 16; 22 and Runways constructed, upgraded and expanded. S: MISE, MLPID runways infrastructure 6.4d. Percentage increase in the number of Heavy plants and 5% 20% S: All P3, pg. 42-44 Equipments 6.4e. Percentage of Airfield facilities L: MICT 0% 100% P3, pg. 42-43 16; 22 improved in the KDP S: MISE, MLPID 6.5a. Percentage increase number of L: MICT S: interisland services for air and sea 0% 100% P3, pg.42-43 16, 21-22 All

6.5 Transport To improve land, air and sea transport services transport services 6.5b. Percentage increase in the L: MICT S: number of land, air and sea 0% 50% P3, pg.42-43 16, 21-22 All transports 6.6a. Percentage of households and L: MISE public facilities access to affordable 50% 80% SDG 7.1.1 P3; pg 46-50 S: MLPID. grid power supply. 6.6b. Percentage of households and L: MISE public facilities access to affordable 20% 50% P3; pg 46-50 19; 25 Improve Energy Supply in S: MLPID.

6.6 Energy Supply solar power supply. Kiribati 6.6c. Renewable energy share in L: MISE 18% 30% SDG 7.2.1 P3; pg. 46-50 19; 25 total final energy consumption S: MLPID, KNSO 6.6d. Increase compliance by 100% L: MISE (energy efficient systems and 5% 20% S: All standards developed and adopted) 6.7a. Percentage of government 0% 100% L: MICT P3; pg.45 connected to submarine cable 6.7b. Percentage of population L: MICT 48% 70% SDG 17.8.1, 4.a.1 P3; pg.45 15; 20 access to internet S:MLPID To enhance access to 6.7c. Proportion of population L: MICT 48% 55% SDG 9.c.1, 17.8.1 15; 20 communication, technologies, covered by a mobile network S:MLPID

6.7 ICT and Data connectivity and quality 6.7d. Percentage increase in L: MICT information and services to all publication of information for policy 40% 100% SDG 16.10.2 15; 20 S:MLPID, KNSO the people of Kiribati. decision makers. 6.7e. No of households with access L: MICT 0% 80% 15; 20 to TV services. S:MLPID, KNSO 6.7f. Percentage of government L: MICT 0% 25% 15; 20. services accesible online S:All 100 ANNEXES TO KDP 101

ANNEX 1: THE KDP JOURNEY IN THE WAKE OF A COVID PANDEMIC 102

ANNEX 2: DIME TASKFORCE TERMS OF REFERENCE (TOR) 30 The Development Indicators Monitoring & Evaluation (DIME) Taskforce embraces and works with the belief that, “Together as team; we can make a difference”. Purpose Facilitate the formation of the new Kiribati Development Plan (KDP), review past progress for all national documents against regional and international agendas and align all indicators (national and international) in parallel to the new KDP. Main responsibilities i. Ensure the formation of the unified reporting table for the Monitoring and Evaluation (M&E) of national plans and regional commitments. ii. Ensure the reporting requirements under the following frameworks are met, with a preference for a single reporting process: a. Kiribati Development Plan 2020-2023 (KDP 2020-2023). b. Sustainable Development Goals (SDGs) for the Pacific. c. Kiribati 20-Year Vision (KV20); and d. Ministry sector plans. iii. Ensure national planning and evaluation processes include feature inclusive and comprehensive stakeholder engagement. iv. M&E to measure progress of the new KDP over time. Membership Membership of the DIME Taskforce is determined by budget allocation to respective institutions. Each representative (at a level similar to a Deputy Secretary or as per the Senior Responsible Officer’s nomination) will present the view of both the Ministry/Agency and the taskforce during these meetings while sourcing all feedback relevant to update the documents. Annex 3 detailed members by Institution. Each sector representative is the focal point for their relevant sector in relation to meeting the TOR of the DIME Taskforce. This includes: i. Regular attendance at taskforce meetings to actively provide relevant updates, technical inputs and advice. ii. Pursuing mutually agreed stakeholder engagement plans; iii. Assisting in the coordination of dataset collection. 30 This is a ‘live document’, meaning it open to changes that may improve the current TOR for the DIME taskforce. The aim of the taskforce is to improve on past gaps (i.e., poor M&E) for efficient and effective future Voluntary National Reviews (VNRs) and other reporting as needed/requested. 103 KIRIBATI DEVELOPMENT PLAN 2020-2023 iv. Assisting in obtaining case studies, where relevant; v. Drafting the relevant sector chapters of the KDP Mid-Term Review and SDG VNR; vi. Reviewing and providing comments on the KDP Mid-Term Review and SDG VNR; vii. Overseeing any sector-based workgroups on the above; and viii. Providing data as needed by the taskforce. The taskforce meets the requirements set down by Cabinet in relation to national and international reporting requirements for Kiribati. It will have a six-monthly meeting for the purposes of M&E and provide regular updates to the Secretary to Cabinet, Secretary of Finance and OB and any other interested parties. The Development Coordination Committee (DCC) will review any work of the Development Indicators Monitoring and Evaluation (DIME) Taskforce and National Economic Planning Office/National Statistics Office before being tabled at Cabinet by Honorable Minister for Finance and Economic Development/Honorable Vice President. Objective i. Align all national indicators, to address fragmentation issues. ii. Make sure that KPIs of all Ministries and Agencies are reflected in the KDP to address previous gaps (for the fair bids of everyone; all should have KPIs). iii. To review the past KDP (this is done by NEPO already) and map it to KV20 indicators. iv. Once all our national indicators are well aligned, we will then map them to regional and international indicators. v. The plan is that we will continue the momentum of this technical working group, the DIME Taskforce, to monitor respective Ministries’ performance (MSPs and MOPs) over the years through six-monthly meetings or through special meetings for urgent requested updates from Cabinet. vi. We currently do not have any body to oversee the monitoring/reporting of KDP/KV20s progress against regional/international agendas. The intention behind the establishment of the DIME Taskforce is to continue the momentum of this work, so our progress is continuously updated, and we know where we stand. vii. The taskforce will oversee the progress of each Ministry/Agency against the list of key activities in the national documents to see how they progress over time. viii. The taskforce will rank the Ministry by their KPI achievements on a six-monthly basis to DCC and Cabinet. This will showcase the most active (vs non-active) Ministries and Agencies and hence promote competitiveness towards fulfilling respective Ministries’ strategies stipulated under this KDP. This will help us in our next VNR progress at the international level. 104 KIRIBATI DEVELOPMENT PLAN 2020-2023

ANNEX 3: KDP CO-AUTHORS Full Name Role in the KDP (June 2020 – Oct 2020) | KDP Mini Technical Working Team Dr Igam M Moaniba (Mr) KV-20 and Manifesto Advisor and Coordinator Former Senior Policy Advisor (Economic), OB Ms Mareta Kaiteie KDP Local Advisor, Planner and Coordinator Senior Sector Economist (RIE), NEPO, MFED Ms Aritita Tekaieti KDP Indicator Advisor and Coordinator Republic Statistician, NSO, MFED Oct 2020 –2021 | KDP Facilitators Ms Koin Uriam, DS and OIC MFED Taskforce Chair, Advisor and Facilitator (Oct 2020 – Aug 2021) Ms Mareta Kaiteie, SSE (RIE), NEPO KDP Local Advisor, Planner and Coordinator (Oct 2020 – Aug 2021) Ms Aritita Tekaieti, Republic Statistician, NSO KDP Indicator Advisor and Coordinator (Oct 2020 – Aug 2021) Savenaca Narube, KDP TA KDP TA to NEPO Team (Jan – March 2020) KPA Leaders and Co-Authors KPA 1: Human Resource Development Reetina Katokia, Director PPRD Leader Riitite Tekiau, DS/ OIC PSO Deputy Leader Raatu Aretaake, SSE/OIC NEPO NEPO Sector Coordinator and Advisor Bwatetaake Kaiteie, Director MEHR Member and Contributors to Sectors KPA 2: Economic Growth and Poverty Reduction Teue Baikarawa, DS MFMRD Leader Matea Nauto, SAS/Ag DS, MFAI Deputy Leader NEPO Support Keieta Tekabwaara (SE, NEPO), Otobina Temakei (SE, NEPO), Tabokai Iekimwa (SE, NEPO Sector Coordinators and Advisors NEPO), Orebwa Morate (Dep RS) 105 KIRIBATI DEVELOPMENT PLAN 2020-2023 Kammari Betiota (DBRC MTCIC), Donna Tekanene Reiher (Sen Trade Off), Areau Henry Hugill (SAS), Members and Contributors to Sector Tabanteiti Rokoua (HRM,MFED), Tebantaake Keariki, DS, MIA KPA 3: Health Tiinia Raj SAS/OIC MHMS Leader Tirebwa Maurintekeraoi SPPO MWYSSA Deputy Leader Rokoua Teunroko (SE, NEPO), Buren Tiimi (SE, NEPO Sector Coordinator and Advisor NEPO) KPA 4: Protecting our Environment and Strengthening Resilience Neeti Tabokai AS MELAD Leader Ruui Tabutoa, DS, OB Deputy Leader Ueue Nabuti (SE, NEPO); Vanessa Vaai (SE NEPO) NEPO Sector Coordinators and Advisors Teaaro Otiuea - (Deputy Director, ALD, MELAD), Members and Contributors to Sector Marie Marae (Director Culture). KPA 5: Governance Teebete England, DS MOJ Leader Moriati Motiti Koae, ED Judiciary Deputy Leader Kinarerei Ruatunneita (SE NEPO), Joseph Bautaake (SE NEPO), Chrisda Kaeti (SE, NEPO), Ioanna Mokeaki NEPO Sector Coordinators and Advisors (Acting SSE) Teetua Tewera (DCR Judiciary), Arian Arintetaake (SM Judiciary), Ansiela Ioane (KPS); Conchitta Paul Members and Contributors to Sector Tatireta(Sec LC), Kakiaata Tikataake (Deputy Clerk, MM) KPA 6: Infrastructure Arobati Teewe Brechtefeld, DS, MISE Leader Kaitiro Tiroam, CPO, MLPID Deputy Karetita Tekautu (SE, NEPO), Agnes Mella Timiti (SE, NEPO Sector Coordinators and Advisors NEPO), Agnether Lemuelu (Dep RS), NSO 106 KIRIBATI DEVELOPMENT PLAN 2020-2023

ANNEX 4: METADATA DETAIL SPECIFICATIONS OF KPIS Please follow the link below to find Metadata Detail Specifications of the KPIs in this Plan. • http://www.mfed.gov.ki/content/kdp-metadata-2021 107 KIRIBATI DEVELOPMENT PLAN 2020-2023

ANNEX 5: MONITORING AND EVALUATION RESULT FRAMEWORK Target Leading Ministry (L) KPI Baseline Year 2019 2021 2022 2023 Means of Verification Supporting Ministry (S) KPA 1: Harnessing our Human Wealth Percentage of schools that have implemented the quality and relevant curricular that support divert learning opportunities 28% 28% 80% 100% L: MoE KEMIS Data GER (Primary) 103% 98% 99% 100% KEMIS Data L: MoE NER (Primary) 98% 98% 99% 100% KEMIS Data L: MoE GER (JSS) 101% 100% 100% 100% KEMIS Data L: MoE GER, NER and survival rates (by year NER (JSS) 72% 72% 75% 77% KEMIS Data L: MoE level) and gender are above GER (Senior Secondary) 52% 53% 55% 55% KEMIS Data L: MoE regional average NER (Senior Secondary) 51% 53% 55% 56% KEMIS Data L: MoE Survival rate (Yr 1-Yr6) 92% 93% 94% 95% KEMIS Data L: MoE Survival rate (Yr 7-Yr9) 88% 90% 93% 95% KEMIS Data L: MoE survial rate (Yr10 - Yr13) 40% 50% 55% 60% KEMIS Data L: MoE 100% of students enrolled in Early GER (ECCE) 85% ECCE Data L: MoE Childhood Education 108 Target Leading Ministry (L) KPI Baseline Year 2019 2021 2022 2023 Means of Verification Supporting Ministry (S) KPA 1: Harnessing our Human Wealth STAKI Yr4 Numeracy 71.5% 72% 74% 76% EAU Data L: MoE Students performance on STAKI, CAT, STAKI Yr4 Literacy (Kiribati) 64.6% 66% 68% 70% EAU Data L: MoE KCBE, KNC and KSSC continue to STAKI Y6 Literacy (English) 42.1% 45% 46% 47% EAU Data L: MoE improve year on year, across STAKI Y6 Literacy (Kiribati) 72.1% 73% 75% 77% EAU Data L: MoE different groups (e.g by gender, STAKI Y8 Numeracy 20.2% 22% 24% 25% EAU Data L: MoE SEND and region) STAKI Y8 Literacy (Kiribati) 76.7% 79% 80% 81% EAU Data L: MoE STAKI Y8 Literacy (English) 27.4% 30% 31% 32% EAU Data L: MoE Percentage of SEND student in 79% 80% 85% 90% KEMIS Data L: MoE mainstream education Number and proportion of KIT students accessing formal and 5% 5% 10% 20% KIT Data L:MEHR informal training opportunities Percentage increase of intakes at MTC in hospitality courses and other 2871 100% MTC Data L:MEHR identified Percentage of the public & private workforces to undergo, induction programs, inhouse workshops, short & 20% 21% 40% 70% PSO HRD data L: PSO long term trainings. Percentage of qualified teachers Primary 79% KEMIS Data L: MoE and/or working towards meeting 95% Secondary 61% L: MoE basic qualification requirements. KEMIS Data 109 Target Leading Ministry (L) KPI Baseline Year 2019 2021 2022 2023 Means of Verification Supporting Ministry (S) KPA 2: Growing our Economic Wealth and Leaving No One Behind Increase the Percentage of sustainable fisheries as a proportion 67% 69% 73% 76% of GDP MFMRD data/NSO L: MFMRD Increase Percentage of tourism direct L: MICT 0.4% 0.5% 1% 1% contribution to GDP TAK data/NSO S: MFED Increase Percentage of compliance of 50% 60% 80% 100% MFED, MICT, MISE and L: MFED, MICT, MISE SOEs to Statutory obligations all Ministries data S: All Ministries MTCIC, MFMRD, Percentage increased in value of 15.6 Million 17.16 million18.88 million20.76 million MELAD and MFED L: MTCIC export goods data S: MFMRD, MELAD Percentage increase in the number of quality standard (ISO) established for 1 10% 20% 30% L: MTCIC different products MTCIC data S: MFMRD, MELAD, MIA Percentage increase in accession to and strategic utilisation of sustainable 2 0% 0% 10% trade agreements MTCIC data L: MTCIC Increase in number of active foreign 18 20 23 26 direct investments MTCIC/MFED data L: MTCIC Increase in number of accessible L: MTCIC 48 96 144 192 finance for business start-ups MTCIC S: MFED Increase Percentage of Private sector L: MTCIC 46% 49% 52% 56% contribution to GDP MTCIC/MEHR data S: MEHR Amount of land allocated for 54 acres 80 acres 120 acres 146 acres commercial purposes MELAD data L: MELAD 110 Target Leading Ministry (L) KPI Baseline Year 2019 2021 2022 2023 Means of Verification Supporting Ministry (S) KPA 2: Growing our Economic Wealth and Leaving No One Behind Increase total government revenue as L: MFMRD, MFED, MICT 107% 108% 109% 110% a proportion of GDP MFED data S: All Ministries L: MFED 2.80% 2.8% 2.9% 3% Increase in real GDP growth rate NSO S: All Ministries Increase value of RERF $1 billion $1.1 billion $1.2 billion $1.3 billion RERF report L: MFED Percentage Increase in number of people engaged in labour mobility 1,813 10% 20% 30% L: MEHR schemes MEHR/MFMRD data S: MFMRD Percentage increase in new overseas L: MEHR 6 0% 0% 10% labor markets MEHR/MFMRD data S: MFMRD L: MEHR NSO, MEHR and 67% 66% 55% 50% S: MFMRD, MTCIC, MFMRD data Reduction in unemployment rate MICT, MWYSSA Reduce the proportion of people of 1.5% 1.4% 1.2% 1% NSO data all ages living below the international L: MWYSSA, MFED (extreme) poverty line US$1.90 S: All Ministries Percentage of Official Development L: MFAI Assistance (ODA) as a proportion of 0.09% 5% 10% 15% MFAI/MFED data S: MFED total budget 111 Target Leading Ministry (L) KPI Baseline Year 2019 2021 2022 2023 Means of Verification Supporting Ministry (S) KPA 3: Health MHMS, Kiribati Annual 40% 50% 40% 10% Health Bulletin - MS1, L: MHMS KHIS, TB DATABASE Percentage reduction in cases of CDs and HIV DATABASE MHMS, Kiribati Annual Percentage reduction in the cases of 40% 50% 40% 10% Health Bulletin - MS1, L: MHMS NCDs KHIS, TB DATABASE and HIV DATABASE Number of programs for Physical 0 50% 75% 100% ALL Ministries activities MWYSSA Percentage of population receiving 0 80% COVID-19 full doze vaccination Proportion of women of reproductive age (15-49 years) that follow healthy 10% 40% 50% L: MHMS family protocols (i.e modern family MHMS, Kiribati Annual planning methods) Health Bulletin - MS1 Reduce the adolescent birth rate MHMS, Kiribati Annual (aged 10-19 years) per 1,000 50% 40% 10% 0% Health Bulletin - MS1 L: MHMS women & KHIS MHMS, Kiribati Annual Reduce the neonatal mortality rate 15 10 5 0 Health Bulletin - MS1 L: MHMS (per 1,000 live births) & KHIS 112 Target Leading Ministry (L) KPI Baseline Year 2019 2021 2022 2023 Means of Verification Supporting Ministry (S) KPA 3: Health MHMS, Kiribati Annual Reduce the infant mortality rate (per 29.6 19 14 4 Health Bulletin - MS1 L: MHMS 1,000 live births) & KHIS MHMS, Kiribati Annual Reduce the under 5 years mortality 48 28 23 3 Health Bulletin - MS1 L: MHMS rate (per 1,000 live births) & KHIS MHMS - Kiribati Rate of increase of health facilities 60% 20% 50% 80% Annual Health Bulletin - L: MHMS by 80% Admin MHMS - Kiribati 60% 15% 45% 75% Annual Health Bulletin - L: MHMS Rate of increase in skilled healthcare Admin (Establishment workers by 75% Register) MHMS - Kiribati Percentage of Health Emergency and 40% 15% 30% 50% Annual Health Bulletin - L: MHMS Preparedness Plan implemented IHR focal point Increase number of communities 729 729 911 1,138 MWYSSA L: MHMS, MWYSSA involved in health activities 113 Target Leading Ministry (L) KPI Baseline Year 2019 2021 2022 2023 Means of Verification Supporting Ministry (S) KPA 4: Protecting our Environment and Strengthening Resilience Percentage of adaptation priorities KJIP 2019-2028 L: MELAD/OB 10% 10% 20% 25% implemented (OB/MELAD) S: All Ministries Percentage of mitigation priorities KJIP 2019-2028 L: MELAD/OB 10% 5% 15% 25% implemented (OB/MELAD) S: All Ministries Percentage of DRM response L: OB 15% 10% 20% 25% KJIP 2019-2028 (OB) programs implemented S: All Ministries Percentage of strengthened, KWMRRS 2020-2030 L: MELAD improved and priority for 5% 5% 10% 20% (MELAD); KJIP 2019- S: All Ministries biodiversity conservation 2030 Percentage of strengthened, L: OB improved and priority for Climate 5% 5% 10% 20% KJIP 2019-2028 (OB) S: All Ministries Change Percentage of strengthened, KWMRRS 2020-2030 improved and priority for waste L: MELAD 30% 20% 40% 60% (MELAD); KJIP 2019- management and pollution S: All Ministries 2030 prevention Percentage of strengthened, KWMRRS 2020-2030 L: MELAD improved and priority for 50% 20% 35% 65% (MELAD); KJIP 2019- S: All Ministries Environment Licensing 2031 114 Target Leading Ministry (L) KPI Baseline Year 2019 2021 2022 2023 Means of Verification Supporting Ministry (S) KPA 4: Protecting our Environment and Strengthening Resilience IVA (OB), CBFM (MFMRD), Natural Percentage of strengthened, Resources Co- L: OB/MELAD/MFMRD improved and priority for 30% 10% 30% 45% Management Plan S: MOJ/MHMS Compliance Enforcement (MELAD), ALD/ECD/Customs Percentage of strengthened, improved and priority for L: MFMRD environment spatial planning, data 30% 20% 40% 60% MFMRD S: MIA/MTCIC/MICT and information management system Percentage of aquaculture farming L: MFMRD 10% 10% 20% 25% MELAD-ALD implemented S: MIA/MTCIC/MICT Percentage of agriculture farming L: MFMRD 10% 10% 20% 25% MELAD-ALD implemented S: MIA/MTCIC/MICT Island Specific Master Plan L: MELAD 0 1 2 3 GLUP & KLIS (LMD) developed S: OB/MIA/MISE L: MELAD Number of islands surveyed 0 2 4 6 GIS & KLIS (LMD) S: MIA/Judiciary Number of islands visited for data 1 3 7 12 KJIP 2019-2028 (CMD) L: MIA and information collection Number of cultural and historical KJIP 2019-2028 L: MIA sites and relics preserved and 0 2 4 6 (CMD/TAK) S: OB/MICT (TAK) protected 115 Target Leading Ministry (L) KPI Baseline Year 2019 2021 2022 2023 Means of Verification Supporting Ministry (S) KPA 5: Good Governance Percentage increase in policies, JRWC, HCD, MCD, procedures and legistlations 50 30% 60% 80% JCSD, KLS, AG's L: MoJ developed, reviewed and updated. office, MM S: All Ministries % increase in ministries and Judiciary HQ, KLS, departments undertaking legal OPLS, Customs, CRO, 40 20% 40% 75% reforms (Percentage increase in legal Prisons, Elections, HRD, L: MoJ sectors strengthened) Citizenship S: All Ministries Percentage increase in e-government MICT, MM, LC, developed/updated and Judiciary HQ, KLS, 0 5% 10% 15% implemented by all Ministries and CRO, Customs, MOJ L: MICT Departments HQ, Elections, KPS S: All Ministries Percentage increased in number of Judiciary HQ, KLS, audited reports (financial reports, 40 20% 40% 70% MOJ HQ, MFED, KAO, L: MoJ annual reports) PSO, LC, S: All Ministries % increase in institutional reforms for Judiciary HQ, KLS, better service delivery (Percentage Customs, OPLS, 50 20% 40% 70% increased in institutional service Prisons, CRO, MOJ L: MoJ delivery to the public) HQ S: All Ministries Percentage reduction in number of Judiciary HQ, KLS, L: MoJ 5 30% 20% 10% public complaints PSO, LC, MM, KPS S: All Ministries Judiciary HQ, KLS, Percentage increase in number of 40 30% 50% 70% MOJ HQ, KPS, MM, L: MoJ public awareness LC, PSO S: All Ministries Percentage decreased in corrupt Judiciary HQ, KLS, L: MoJ 28 60% 40% 20% activities PSO, LC, MM, KPS S: All Ministries 116 Target Leading Ministry (L) KPI Baseline Year 2019 2021 2022 2023 Means of Verification Supporting Ministry (S) KPA 6: Developing our Infrastructure Percentage of compliance to 0% 5% 10% 20% MISE-B&F Unit Maintenance Plan L: MISE Percentage of buildings constructed 0% 5% 15% 20% MISE-B&F Unit under the KDP L: MISE Percentage of ports constructed 0% 4% 8% 12% KPA under the KDP L: MICT Percentage of fully equipped ports, 0% 40% 60% 100% KPA facilities and services on all port sites. L: MICT Percentage of transshipment hub 0% 40% 60% 80% KPA completed under the KDP L: MFMRD Percentage of seawalls constructed 50% 60% 85% 100% OB - Dissaster under the KDP L: MISE Percentage of islands with roads 5% 10% 15% 20% MISE - CIVIL upgraded L: MISE Percentage of passenger and freight 0% 40% 60% 100% AKA, KNSL volumes by mode of transport L: MICT Percentage of runways constructed, 20% 40% 70% 100% AKA, KLTA upgraded and expanded. L: MICT Percentage increase in the number of 0% 10% 100% AKA, CAAK Heavy plants and Equipments L: MICT Percentage of Airfield facilities 5% 10% 15% 20% MISE-Civil Unit improved in the KDP L: MISE Percentage increase in the number of interisland services for air and sea 0% 25% 50% AKA, KNSL, CAAK transport L: MICT Percentage increase in the number of 0% 25% 50% 100% AKA, KNSL, CAAK land, air and sea transports L: MICT 117 Target Leading Ministry (L) KPI Baseline Year 2019 2021 2022 2023 Means of Verification Supporting Ministry (S) KPA 6: Developing our Infrastructure Percentage of households and public facilities access to affordable grid 50% 60% 70% 80% PUB data L: MISE power supply. Percentage of households and public facilities access to affordable solar 20% 25% 30% 50% MISE- EPU L: MISE power supply. Renewable energy share in total final 18% 20% 25% 30% MISE- EPU L: MISE energy consumption Increase compliance by 100% (energy efficient systems and 5% 10% 15% 20% MISE- EPU L: MISE standards developed and adopted) Percentage of government connected 0% 70% 100% ICT,BNL,CCK to submarine cable L: MICT Percentage of islands connected to 48% 55% 60% 70% ICT internet L: MICT Proportion of population covered by 48% 51% 53% 55% ICT a mobile network L: MICT Percentage increase in publication of information for policy decision 40% 60% 80% 100% ICT, BPA makers. L: MICT No of households with access to TV 0% 20% 40% 80% ICT, CCK,BPA services. L: MICT Percentage of government that have 0% 5% 10% 25% ICT access to e-Government. L: MICT 118