Government of Kiribati
Ministry of Information, Communication, Transport and Tourism Development
STRATEGIC PLAN
2016 - 2019
MICTTD Strategic Plan 2016 -2019 Page 1
ACRONYMS
AKL Air Kiribati Limited APHoMSA Asia Pacific Heads of Maritime Safety Agencies ATHKL Amalgamated Telecom Holdings Kiribati Limited BSL Betio Shipyard Limited CAANZ Civil Aviation Authority of New Zealand CASP-AP Civil Aviation Security Programme for Asia Pacific CCK Communications Commission of Kiribati CTO Communications Telecommunications Organisation DCA Directorate of Civil Aviation EMS Express Mail Services GMDSS Global Maritime Distress Safety System GoK Government of Kiribati IATA International Air Transport Association ICAO International Civil Aviation Organisation ICT Information and Communication Technology IMO International Maritime Organization INMARSAT International Maritime Mobile Satellite IPS International Postal System KDP Kiribati Development Plan KNTO Kiribati National Tourism Office KPA Kiribati Ports Authority KPB Kiribati Philatelic Bureau KSSL Kiribati Shipping Services Limited KUC Kiritimati Urban Council MARPOL Marine Pollution MICTTD Ministry of Information, Communication, Transport and Tourism Development MELAD Ministry of Environment, Land and Agricultural Development MOU Memorandum of Understanding MoWP Ministry Operational Work plan MSP Ministry Strategic Plan NCASP National Civil Aviation Security Programme PASO Pacific Aviation Safety Office BPA Broadcasting Publication Authority PIPA Phoenix Islands Protected Area RESA Runway End Safety Area SOE State Owned Enterprises SOEMAU State Owned Enterprises Monitoring and Advisory Unit SPTO South Pacific Tourism Organisation STCW Standards of Training, Certification and Watchkeeping TICTDP Telecommunications and ICT Development Programme UPS Universal Postal Services UPU Universal Postal Union USAP Universal Security Audit Programme USOAP Universal Safety Oversight Audit Programme MICTTD Strategic Plan 2016-2019 Page 2
VHF Very High Frequency VFR Visiting Friends and Relatives WADP World Association for the Development of Philately
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FOREWORD BY THE MINISTER
It gives me great pleasure to present the Ministry Strategic Plan 2016 – 2019 for Information, Communication, Transport and Tourism Development, which sets out the direction of the Ministry for the next 4 years.
This plan has been developed to complement the Policy Statement of the Government of Kiribati and the Kiribati Development Plan 2016 - 2019. The plan documents the aspirations of the Ministry and its contribution towards achieving expected national outcomes for the betterment of Kiribati through developing and strengthening the 4 major sectors under its portfolio – Information, Communication, Transport and Tourism.
The compilation of the Strategic Plan 2016-2019 has been accomplished through the collaborative efforts of the Senior Management Teams existing within the Ministry and SOEs and in particular the extensive cooperation of our administration officials in putting together the final draft. I am grateful for the cooperative spirits and the extensive participation taken to prepare this document and this demonstrates the desire for continuous improvement.
Kam rabwa ao ara bau Te Mauri, Te Raoi ao Te Tabomoa.
………………………………………………… Honourable Willie Tokataake, Minister for Information, Communication, Transport and Tourism Development
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OVERVIEW BY THE SECRETARY
This plan lays the foundation of the Ministry’s direction for the period 2016- 2019. I have no doubt that the efforts and cooperation that has inspired the accomplishment of this document is our strength to fulfil what we as a Ministry have transpired to achieve over the next 4 years.
Of the national projects that are currently being carried out, 3 of them are led by MICTTD. These are the Kiribati Aviation Improvement Project, the Telecommunications and ICT Development Project both funded by the World Bank and the Kiribati Marine Beacon and VHF Repeater Network Project funded by the Government of New Zealand. These projects are going along well and this has been possible from the hard work of concerned staff, supporting Ministries and organisations (both from Kiribati and outside of Kiribati) and of course the assistance of our development partners.
May I take this opportunity to commend the efforts put into this plan and also the efforts put into the above mentioned national undertakings. Let us maintain and continue to build up the good work and cooperative spirit to reach the goals of MICTTD for the betterment of the people of Kiribati.
……………………………………......
Bootii Nauan, Secretary for Information, Communication, Transport and Tourism Development
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SENIOR MANAGEMEMT TEAM MEMBERS
Maryanne Namakin Deputy Secretary
Ruoikabuti Tion Director of Marine
Aaako Teikake Director of Civil Aviation
Reeti Onorio Director of Tourism
Kitaea Kitareti OIC Airport Services
Kotimere Oromita OIC Postal Services
Wayne Reiher Director of ICT
Tabea Ioane Government Printer
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Table of Contents ACRONYMS ...... 2-3 FOREWORD BY THE MINISTER……………………………………………………………..4 OVERVIEW BY THE SECRETARY ...... 5 SENIOR MANAGEMEMT TEAM MEMBERS ...... 6 EXECUTIVE SUMMARY ...... 9 MANAGEMENT STRUCTURE ...... 11 Organisation and Management ...... 11 Domestic and Overseas Contacts ...... 13 State Owned Enterprises ...... 13 Supporting Policy Framework ...... 14 ORGANISATION FUNCTIONAL CHART ...... 17 Ministerial Functions ...... 17 PURPOSE, VISION, MISSION ...... 19 Background ...... 19 Purpose ...... 19 Vision ...... 19 Mission ...... 19 RECENT MINISTRY achievements ...... 20 SITUATION ANALYSIS ...... 21 Communication...... 21 Transport ...... 25 Tourism ...... 32 Other Sectors ...... Error! Bookmark not defined. Future activities (Communication, Transport and Tourism and other sectors) ...... 37 GOALS, OBJECTIVES AND STRATEGIES ...... 39 Alignment with the Kiribati Development Plan 2016-2019 ...... 39 Key Priority Area 1: Human Resource Development ...... 40 Key Priority Area 2: Economic Growth and Poverty Reduction ...... 40 Key Priority Area 5: Governance ...... 44 Key Priority Area 6: Infrastructure ...... 49 KEY PERFORMANCE INDICATORS ...... 51 BUDGET ...... 63 RISK MANAGEMENT ...... 66
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MINISTRY OPERATIONAL PLAN (MOP) 2016-2019 ...... 67 RESULTS MANAGEMENT ...... 91
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EXECUTIVE SUMMARY
Strategic planning keeps an organization on track over time, and allows the organization to respond to change while remaining faithful to their mission and vision. The process itself may have as much value to the organization as the final plan, since so much can be learned from surveying both the position of the organization and the state of the environment in which the organization operates. For the MICTTD, this is particularly true.
The opportunity to step back and scrutinize, evaluate, consider and question our activities is crucial, and not afforded by the daily pace of the organization. As a ministry that has a broad portfolio and represents the interests of four major sectors, Information, Communication, Transport and Tourism, not to mention Postal and Printery Sectors, it relies heavily on the participation, cooperation and tireless efforts of its senior management team.
The 2016-2019 Strategic Plan has been prepared in line with Kiribati Development Plan and the new organisational structure in the Ministry, and also revised the 2012-2015 Strategic Plan. Our ministry’s ultimate goal is to improve the quality of its services to satisfactorily fulfil the national goals of “Human Resource Development”, “Economic Growth & Poverty Reduction”, “Governance” and “Infrastructure”.
The ministry has identified the following 31 objectives for the purpose of this strategic plan:
Objective 1: Capacity development and up skilling of work force Objective 2: Increase domestic and international air service to maintain growth, diversify risk and increase revenues for the airport and the airline Objective 3: Increase air cargo services to attract air passenger service and business to the airport Objective 4: Encourage small and minority businesses, including those from the local business community, to compete to provide goods, services and concessions to the airport and traveling public as a whole. Objective 5: Strengthen sustainable development of Tourism products and services. Objective 6: Upgrading standard of Accommodation and Tour Services Objective 7: Provision of updated and reliable visitor arrival data and Tourism Business Records Objective 8: Tourism Campaign and Awareness Objective 9: Kiribati Tourism Marketing and Promotions Objective 10: Ensure financial sustainability: Objective 11: To increase and maximise the utilization of ICT for sustainable development Objective 12: To maximize economic benefits from improved printing services Objective 13: To strengthen the Unit’s own work and support to MICCTD in achievement of KDP outcome on increased sustainable economic growth and improved standard of living for all I-Kiribati Objective 14: Develop a culture service that promotes good reputation for Bonriki Objective 15: Establish a baseline for service expectations to use as a measurement of customer satisfaction Objective 16: To enhance flow, disclosure and publication of Government information and data resulting in positive engagement of the public, creating a society of an informed decision.
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Objective 17: Improved customer service/professionalism standards in service delivery Objective 18: Effective civil service reforms proposed, enacted and implemented Objective 19: Enhance cost effectiveness and efficiency to delivery of services to the public Objective 20: A strong and functional legal framework Objective 21 Encouraging openness, transparency, accountability, gender equality and inclusiveness in the governmental and decision making process Objective 22: Improved national capacity to adapt and respond to the existing and future adverse of climate change Objective 23: enhancing government transparency through publications Objective 24: Enhancing staff capacity for growth Objective 25: Improve passenger and baggage security screening operations Objective 26: Improve infrastructures required to facilitate efficient and effective air service as well as supporting safer and secure operations domestically and internationally Objective 27: Integrate safety strategies into all facilities and processes Objective 28: Improving seaports and maritime control Objective 29: Improving postal service for future growth Objective 30: Improved communication infrastructure including internet connections. Objective 31: Support infrastructure development through enhanced roles and services of the Unit
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MANAGEMENT STRUCTURE Organization and Management
The Ministry of Information, Communication, Transport and Tourism Development existing organizational structure embraces 8 key divisions, which are equally contributing and sharing the Ministry responsibilities. The Divisions are:
1. Policy Administration and Support Services Division which provides administrative support and advice for the efficient operation of the Ministry. Undertakes operational management, including human resources, corporate planning, and policy development and planning of MICTTD activity, including budget management, building maintenance, registry services and support services.
2. ICT Policy and Development Division which provides ICT support to the Ministry with the ultimate aim to effectively utilise ICT for sustainable development, governance, and improving the livelihood of Kiribati people. This will be supported by an implementation plan for the nation based on the ‘many partners, one team approach’ and with monitoring and evaluation mechanisms. The framework of actions to be undertaken aims to help guide future actions, inform policy direction, enhance funding decisions and support the implementation of national policies and plans in improving communication services in Kiribati.
3. Directorate of Civil Aviation Division: the Civil Aviation has undergone a restructure reform as of February 2015 separating the regulatory from the Airport Services as two divisions of MICTTD. The regulatory division is registered and known as Directorate of Civil Aviation (DCA) with the International Civil Aviation Organization (ICAO) and regulates international standards and recommended practices to its members – the “Contracting States”. The Chicago Convention established ICAO in 1944 with Kiribati a party to the Convention.
The Directorate of Civil Aviation also has a role to play at the domestic level. Often PASO inspectors are engaged to conduct route checks, but these did not cover the whole domestic routes and airports. As the functions above are mandatory and legally binding under the Rules and Act 2004, it is the Directorate responsibility to conduct safety and security oversight of the domestic service providers and operators.
4. Airport Services Division: The two divisions Regulatory and Airport Services used to be one division under the Ministry of Communication, Transport and Tourism Development known as Directorate of Civil Aviation. Now with the separation between the two divisions, Airport Services is created.
Airport Services Division is an implementing agency responsible for undertaking activities required for air transportation. Its primary role is to ensure that the airport is safe and secure for air operations and the travelling public. The services or activities to be implemented by airport services must comply with the Civil Aviation Authority of New Zealand (CAANZ) rules, which
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Kiribati is adopting and adapting to them, reflecting standards provided in ICAO Annex 14 – Volume 1 Aerodrome Design and Operations.
5. Marine Division is the designated maritime authority of Kiribati. The mission of the Kiribati Marine Division is to provide professional advice to all aspects of the Kiribati shipping industry whether it is domestic or International. To ensure the safety of persons and property that use the maritime environment, and the marine environment itself by the implementation all rules and regulations through the use of port and flag state control inspections. The Marine Division is developing a new Maritime Act that that will consolidate the current three Acts (Shipping Act 1990, Merchant Shipping Act 1983 and Harbours Ordinance (Cap 40-1977 Ed)).
The objective of the Kiribati Marine Division is committed to providing a level of service to all its’ clients that consistently meets or exceeds their expectation and to only employ appropriately trained and qualified personnel and to constantly review service performance with a view to maintaining consistent improvement of quality.
6. Tourism Division which is responsible for working with its partners to encourage travellers to come to Kiribati and spend time exploring the uniqueness of the country. With its offices in both Tarawa and Kiritimati, KNTO is guided by the principles of sustainability, economic development and cultural preservation and expression.
7. Postal Services of MICTTD is the national and only postal service provider in the country, providing universal postal services to the Kiribati community under the Postal Services Act (Cap 74 of Kiribati Law) and universal postal service regulations (Universal Postal Union). Postal and Philatelic used to operate separately under the Ministry however since 2015 the two bodies have been merged and now operate as one. This was an effort to meet international standard and requirements and be able to manage and operate more effectively to achieve its main obligations.
8. Printery Division is the sole provider of printing services to government ministries and can assist in providing services to companies, private sector and the general public. It manages the production of forms, documents, publications and stationeries of various ministries and their divisions. It is also responsible for providing security printing services to help protect financial resources of government from fraud and dishonest practices and to protect confidential information as well.
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Domestic and Overseas Contacts
MICTTD’s main domestic contacts include Government Ministries, island councils and Non- Government Organizations.
Overseas contacts/partners include South Pacific Community (SPC), International Civil Aviation Organization (ICAO), Pacific Aviation Safety Office (PASO), International Maritime Organization (IMO), South Pacific Tourism Organization (SPTO), World Bank (WB), Asia Pacific Telecommunity (APT), International Telecommunication Union (ITU), Internet Corporation For Assigned Names and Numbers (ICANN-Government Advisory Committee), Pacific Islands Telecommunication Association (PITA), Communications, Universal Postal Union (UPU), World Association for the Development of Philately (WADP), Asia-Pacific Heads of Maritime Safety Agencies (APHoMSA).
State Owned Enterprises
MICTTD is responsible for 6 State Owned Enterprises (SOEs), out of which 2 are Authorities established and governed by their respective Acts. In line with GoK public sector reform, 1 of the SOE’s under MICTTD’s mandate is now being reviewed. Some SOEs have either been sold off by government such as in the case of Telecom Services of Kiribati Limited (TSKL), or tendered through a Public Private Partnership concession as in the case of Otintaai Hotel Limited. However MICTTD is still mandated to oversee the performance of the following Corporations and Government owned enterprises:
Kiribati Ports Authority (KPA) The KPA is established under the Kiribati Ports Authority Act 1990 and commenced its operation on the 10th January 2010 for the following purposes: • To provide and maintain adequate and efficient port services and facilities in ports or the approaches to ports • To regulate and control navigation within ports • To promote the use, improvement and development of ports • To coordinate all activities of or within ports.
Communication Commission of Kiribati (CCK) CCK, formerly the Telecommunication Authority of Kiribati, was established under the Communication Act 2013 to oversee and implement the Act. The main function of the Commission is mainly to regulate the telecommunications industry in Kiribati. In addition CCK will manage the Country domain name, dot KI, and the Country code, 686.
Air Kiribati Limited (AKL) AKL was established on 1st April 1995 following the liquidation of Air Tungaru, its mother airline. Its primary objective is to serve the domestic air service needs of the Government and the people of Kiribati. In addition to improving its service to the travelling public at both national and international levels, AKL is also aiming to be self-reliant in its operations with minimal or no Government subsidy. AKL is currently in the process of renewing and improving its fleet, with
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reconditioned twin otter aircrafts. Currently, it has acquired 1 reconditioned twin otter aircraft and awaiting the 2nd twin otter.
Kiribati Shipping Services Limited (KSSL) KSSL is 100% fully owned company that runs in financial problems since all its vessels are not meeting the IMO standards on seaworthiness requirements. The future of KSSL is now in the good hands of MICTTD and the SOEMAU. As such, KSSL is now simply operating business as usual with LC Butimari in operation and the workforce and operations properly dimensioned accordingly.
LC Butimari was procured from Tekabiaua Holdings that leased the vessel to KSSL. The Agreement between the Tekabiaua Holdings and KSSL was developed and signed for the operation of the new vessel.
Tekabiaua Holdings is encouraged to procure more vessels and to involve the private sector in the tendering or leasing of the vessels provided that the cost of operating within the uneconomical sector is the cheapest.
KSSL is still in the process of liquidation.
Broadcasting and Publications Authority (BPA) The Broadcasting and Publication Authority is a statutory body formally established in 1979 which commenced public transmissions over Radio Kiribati since 1952. Its main role is to provide local sound broadcasting as a public service for the dissemination of information, education, and entertainment and to produce, print, and distribute the national newspaper “Te Uekera”, and other authorized publications” [Cap 6A: II (2) (a) & (b)].
Betio Shipyard Limited (BSL) Betio Shipyard Limited was incorporated on 5 February 198 under the Companies Ordinance Cap 10A. At present, the Betio Shipyard is inoperative and is closed for business. Its only one slipway stopped operating in January 2015 due to the aging and badly corroded slipway tracks and trucks which require renewal and upgrading.
BSL still has a number of ongoing High Court Civil Cases which we are working closely with the AG’s office on and other remaining claims from the company employees.
The Betio Shipyard only revenue is from renting out its warehouse in Kiritimati Island to MOEL amounting $2,000.00 per month. This is used to meet the caretaker’s salaries, bills, Board meetings, hardware items for maintenance of company buildings & equipment’s, a few stationary items and sometimes access to internet.
There are only two staffs remaining namely the Engineering Manager and the Accountant. These two staffs assist in collection of outstanding debt, other technical capacity the company may involve with and protecting the value of the company assets until the new approaching company may take over. In addition a security firm TSS is also engaged in safeguarding the company premises 24/7 basis. Its core role and function is to initially carry on the business of ship and boatbuilding and repairing and all types of construction and repair work and activities related thereto.
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Supporting Policy Framework
The MICTTD is responsible for overseeing and implementing the following laws:
• Civil Aviation Act 2004 Kiribati Civil Aviation Rules 2005 – these are operational rules which regulate entry, on-going operations and exit of the civil aviation system. These rules are adopted from the New Zealand regimes by the Minister responsible for Civil Aviation through an adoption statement instrument. The New Zealand Rules become automatically adopted in Kiribati with amendments.
• Aircraft Security Act 1990 This contains security provisions adopted from the international security conventions to which Kiribati is a signatory to. The Act empowers Immigration, Police Officers and aircraft commander the security of the travelling passengers in aircraft.
• Shipping Act 1990 This deals with the appointment of Licensing officers and their functions, the issuance and cancellation of Certificates of Competency and Seaworthiness and penalties therein as well as the powers of the Licensing officers to detain vessels, and masters/and owners to report damage to or loss of vessels. It also includes general penalties for offences, license fees, control of vessels while in Kiribati waters, the MTC as an institution to offer maritime course and the recognition of STCW Convention to have force of law.
• The Merchant Shipping Act 1983 This Act creates a Shipping Register in Kiribati and the place of register which is Betio or as determined by the Minister. It also deals with registration and provides that only a qualified person as defined may apply. In this Act, the Minister has power by Order to certify any person or corporation as a qualified person. An application that is required upon registration by a qualified person owning the ship. Exemption of certain vessels and marking of each registered ship.
The Act contains the usual provisions as to offences, penalties, legal matters such as registration of mortgages, and generally. The Act also contains provision for minimum manning requirements i.e. for a minimum number or percentage of crew to be citizens of Kiribati. It also gives the Minister power to make Regulations and these will deal with all matters to be prescribed e.g. as to fees and manning requirements; forms required cord generally.
• The Harbours Ordinance (Cap 40 - 1977 Ed) This Harbours Ordinance covers piloting issues, declaration of harbour and harbour limits by the Minister, appointment of Harbour Master and powers of Harbour Master. It also includes issues to wrecks and other obstructions in a port and the permit by the Minister to use tidal lands (other than areas within a port or the approaches to a port) to build vessels etc. and navigational aids in a port or the approaches to a port.
• Public Highways Protection Act 1989.
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Public Highways Protection Act 1989 – The Act is responsible for the protection of public highways that have been designated by order made by the Minister under Section 10 of the State Acquisition or Lands Ordinance and include any footpath, footway, path as well as any bridge, drain, causeway, curb or gutter formed or used, or being formed or used, in conjunction with such road.
Applications for digging of roads for the purpose of installation of new electricity cables or water connections are all channeled through MICTTD to be considered by the Highway Authority as the Regulator under the existing Act.
Management of Land Transportation System is lacking in Kiribati and therefore requires a reform that will allow a new structure and amendments to be made to the existing Act or for the development of a new Act. The Kiribati Aviation Investment Program is funding the development of a Strategic Plan for Transport Sector under the one package funding including the Domestic Aviation and Maritime Sector.
• Communication Act 2013 The Communication Act 2013 implements the Government of Kiribati’s policy for the reform of the ICT sector adopted in April 2011. The central objective of that policy is to achieve open and competitive communications markets in Kiribati. International experience suggests that competition will deliver significant social and economic benefits, through improved services, lower prices, and broader coverage.
The Act sets up a new framework for regulation of communications. The framework is intended to provide modern, independent, non-discriminatory and proportionate regulation of communications in Kiribati. The Act has been developed having regard to international best practices and the particular needs of Kiribati.
• Postal Regulation 1977 Under the “Laws of the Gilbert Islands Revised Edition 1977”, the Philatelic Department is part and one section within Post Office implying that Philatelic Business activities are managed within the Postal Authorities as part of the postal overall business. To address the great need for undertaking a “Postal Legislation and Restructuring”, MICTTD had implemented a strategic move forward in rationalizing the present situation of both divisions, in order for the KPB to be integrated into the Postal Division. The merged Postal and Philatelic divisions are now united and known as the Kiribati Postal Services.
• BPA Act, CAP 6A Authorized BPA to provide local sound broadcasting as a public service for the dissemination of information, education, and entertainment and to produce, print, and distribute the national newspaper, “Te Uekera” and other authorized publications” - Cap 6A: II (2) (a) & (b).
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ORGANISATION FUNCTIONAL CHART
Hon. Minister
Secretary
SOEs - KSSL, KPA, CCK, AKL, BPA
Policy ICT Policy Airport Civil Aviation Marine Tourism Printery Postal Administration Development Services Support Services
Administration and Registry
Planning and Statistics Unit
Accounts
Functions MICTTD has been assigned to assume the following functions in line with Government Policies;
• Policy development in Communications and Transport • Regulation of Communications and Transport (Land, Aviation & Maritime) sectors • Space and upper space management and policies • Government Printery • Postal and Philatelic Services • Transport Services • Roads and Highway Code • Civil Aviation • Airport Fire and Security • Air terminal facilities and services • Air services agreements • Marine and Aeronautical Guard • Search and Rescue • Shipping registration and licensing • Navigational Infrastructure
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• Reef Passages • Tourism development policies • Air Kiribati Ltd • Kiribati Shipping Services Ltd • Communication Commission of Kiribati • Kiribati Ports Authority • Public Broadcasting Authority
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PURPOSE, VISION, MISSION
Background
This plan is formulated through the efforts and collaborations of the various divisions under MICTTD.
The KDP 2016-2019 is the key guiding document used in the formulation of the plan. As shown in the Ministry Operational Plan, all activities by the Ministry divisions are aligned to the KDP. Furthermore, the MICTTD Strategic Plan 2016-2019 also complements other plans and policy documents related to MICTTD.
The MICTTD has a rather comparatively diversified portfolio, ranging from 4 major sectors under its mandate, namely Information, Communication, Transport and Tourism. These 4 sectors are housed in 7 divisions (ICT, Postal Services, Printery, Civil Aviation, Airport Services, Marine and Tourism).
Purpose
The purpose of this plan is to provide the strategic direction of the Ministry over the next 4 years. It is intended to serve as a checkpoint for ministry activities, performance indicators, monitoring, evaluation and reporting guide. The plan has been strategically aligned with the Kiribati Development Plan of 2016-2019 in a manner that strengthens the achievement of both sector as well as national level results. Development Partners working with the ministry may also use this plan in order to align their support effectively to the ministry’s key activities. Lastly, this strategic plan is not meant to replace in any manner the functions and purposes of the KDP 2016-2019 nor the national sector plans that MICTTD is part of and other plans related to MICTTD, but rather it is meant to complement the mentioned plans.
Vision
Enhancing the welfare of all I-Kiribati through improved and efficient information, communication, transportation and tourism development in Kiribati.
Mission
To provide an innovative, integrated transportation and communication system that is safe, efficient, affordable and accessible to all and will enhance tourism development in Kiribati.
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RECENT ACHIEVEMENTS
Some of the achievements within the Ministry Information, Communication, Transport and Tourism Development during the last 2012-2015 KDP are:
• Facilitation and signing of the Air Service Agreement with Vanuatu Government. • Ratification to the 2005 and 2009 amendments to Pacific Island Safety and Security Treaty • Facilitating the engagement of IATA to conduct a feasibility study of Air Kiribati and develop latter's quality Business Plan in the establishment of an international airline for Air Kiribati and at same time would enable leasing opportunities of more aircraft. Cabinet agreed to the engagement of IATA • Separation of Civil Aviation into Airport Services and regulatory side (Directorate of Civil Aviation) as two Divisions under MICTTD (to eliminate a conflict of interest in self-regulating) • Engaging ICAO Civil Aviation Security Programme for Asia Pacific (CASP-AP) to visit Kiribati and assist updating Kiribati corrective action plan from the ICAO USAP audit, and demonstration of updating Kiribati national civil aviation security programme (NCASP) with latest amendments to ICAO Annex 17; • Signing of two MOUs with ICAO for the conduct of ICAO Universal Security Audit Programme, and ICAO Universal Safety Oversight Audit Programme; • Airspace cooperative arrangements between Kiribati, Tuvalu and Vanuatu Ministers responsible for Civil Aviation whereby they agreed, sent a signed letter to ICAO for the review of the revenue streams within the NADI FIR • Facilitating Nauru Airlines by renewing its Foreign Air Operator Certification with a variation that includes a freighter service this will enable air freighting KFL tuna loin to the international markets. • Negotiation with Fiji Airways to reconsider carriage of fish ex TRW using appropriate procedures to prevent spillage of fish liquid in the plane with stringent supervision by Air Kiribati; • Completion of security fence of Bonriki International Airport • Establishing and taking the full control of Fire Division operated under the Airport Services • Improvement to revenue collection through revised fees and charges (Civil Aviation (Fees & Charges) Regulation 2014) • Communication Act passed in 2013 for Communication Commission of Kiribati (CCK) • ICT sector reform in the asset sale of TSKL sold 100% to ATH Company from Fiji in May, 2015 • National ICT Advisory Committee has been formulated and approved by Cabinet in May 2015. • Completing the amalgamation of Postal/Philatelic division to upgrade and meet international requirements. • Completion of Beaconing Project and receiving of Search and Rescue boat funded by New Zealand Government • Completion of the new Betio Port project funded by the Government of Japan • Improved dissemination of information through the MICTTD website • Improved Capacity Development of Tourism sectors under the Pacific Regional Tourism Capacity Building Programme funded by European Union (EDF10), through the South Pacific Tourism Organisation. • Launching of Air Visitor Survey in 2014 for Tarawa and Kiritimati • Development of Kiribati National Tourism Development Strategic Plan 2016-2019 • Completion of procurement of three aircraft for domestic air services.
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SITUATION ANALYSIS
The fragmentation of our islands over a vast ocean means the need for a reliable communication and transport link and infrastructure between the islands. It has also resulted in the high cost to the Government and slow progress in maintaining and developing the required infrastructure throughout the islands.
This section looks at the current status, constraints and challenges facing the 4 major sectors under the MICTTD namely, Information, Communication, Transport and Tourism.
Information and Communication
INFORMATION AND COMMUNICATIONS TECHNOLOGY Information and Communication Technologies (ICTs) have been widely known to be important drivers for social and economic development and Government also recognized this important role that ICT plays in the development of the country. It is therefore notable that there is a need to have reliable and affordable telecommunication services in the form of Voice and Broadband services that is accessible to all citizens of Kiribati, and this is one of the priorities of the Government. This need is even more important given the scattered nature of our islands as well as the distances between the outer islands to the urban areas. Government, through the ICT Division of MICTTD, is committed to bridging the so-called ‘digital divide’ which exists between urban centers and these remote underserved islands by providing telecommunications infrastructure to these remote communities. Through the World Bank funded Telecommunications and ICT Development project, the Ministry is actively working to bring these much needed infrastructure (towers and buildings) to all outer islands with the goal of having the infrastructure used by any mobile operator that wishes to provide services on these islands. This will ensure that mobile operators do not spend large amounts of money on expensive telecommunications infrastructure which usually leads to expensive services and hence this plan aims to provide a more welcoming environment to potential investors. Part of this component of the project is to provide incentives to mobile operators in the form of subsidy to ease the burden of operating in otherwise unprofitable markets. It should be noted that a World Bank study found that only a portion of the funds needed can be provided by the World Bank and therefore the Government is faced with th challenge of securing other sources of funding to ensure that all outer islands are covered.
Additionally with the passing of the Communications Act 2013, a liberated telecommunications market now exists in Kiribati and one that encourages new mobile operators to enter the market to provide services. A component of the aforementioned World Bank funded project is also to invite a second mobile operator to the Kiribati. This is anticipated to bring about competition into the telecommunications market which in turn is expected to bring huge benefits to the people of Kiribati in terms of choices of service provider as well as more affordable and reliable services.
Currently it is estimated that around 70% of the population is covered by mobile network and around 63% of the population have access to 3G services. Additionally, the mobile penetration of approximately 37% of the population and an even lower internet penetration present a real challenge to Government. It is therefore the ambitions of the Government to increase mobile penetration to more than 90% and mobile coverage to 98% of the population within the next four years. This goal
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ensures that everyone has equal access to telecommunication services and therefore equal access to the immense opportunities and benefits that ICTs will bring to the people.
The ICT Division also faces other challenges such as the need to amend the Communications Act 2013, the revision of the National ICT Policy, the development of other required national strategies such as Broadband and Cyber Security Strategies as well as the need to fulfill the Government’s goal of adopting eGovernment across all sectors. These major activities will involve the recruitment of more staff to the ICT Division specially to focus on ICT policies and eGovernment strategy and implementation so that Government can fully realize the benefits of embracing ICTs.
POSTAL SERVICES Postal authorities involve in telecommunications, logistics, financial services and other business areas. Postal operations include domestic and international postal services receipt, transport and delivery of mail, specialized mailing services, operation of postal facilities and sale of postal, philatelic and mailing supplies.
The Kiribati Postal Services division of MICTTD is the national and only postal service provider in the country, providing universal postal services to the Kiribati community under the Postal Services Act (Cap 74 of Kiribati Law) and universal postal service regulations. It is a member of the Universal Postal Union (UPU). The Kiribati Postal Services involve in receipt, transport and delivery of domestic and international mails and packages as well as providing domestic money orders (TELMOs) and producing and selling of philatelic products.
The following is a SWOT analysis of the Postal Services:
Strengths: • Clear standards for delivery from UPU • Support from the UPU to improve services • Unmet need for postal services right across the Kiribati region. • A management team who are keen to make changes to ensure survival of the postal service • Experienced staff • Outer-island network of Post Offices and local postal agencies • Recent implementation of IPS Light and significant improvement of service reliability
Weaknesses: • Poor performance on UPU milestones • Public perception of poor service quality • Existing debt position of the division • Aging infrastructure and facilities • Budget restrictions preventing investment in much needed equipment • Decline in volumes of letter mail services • Poor understanding of viability of existing business activities • Non-compatible business activities potentially damaging the image of Kiribati Post • Competition from international providers
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• Poor brand and reputation management and very limited marketing • Low staff morale • No online marketing or services • Limited or no recognition from the Kiribati Government of the value of postal services
Opportunities: • Efficiencies and service improvements to ordinary mail/EMS through careful investment in equipment (support from UPU) • Attract more business from premium customers i.e. ems, parcel post • ‘One-stop-shop’ front counter customer services and website • Marketing service improvements to enhance reputation • Piloting the delivery of shared services and a model for functional assignment of government services through the postal network • Rebuild regional local network of post offices/agents • Use of financial powers to pilot and establish domestic money transfer procurement • Reliable regional distribution network for goods • Redevelopment of GPO site and other post office sites with external investment/public private partnership
Threats: • Continuation of poor service results in further decline in core postal activities • Existing business activities damage post office reputation or worsen financial position • Kiribati Post debt obligation are called in • Competitors enter domestic distribution network or domestic money transfer market • Government and businesses utilize private contractors • UPU withdraw support or re-impose sanctions due to government non-payment of membership fees • Small available QSF capital
PRINTERY The printing industry in Kiribati is small with few key players that are so small to offer services to government in terms of mass production and the facility to cater for confidential and sensitive information.
The government printing division (GPD) is established to offer central, reliable and timely services so ministries can work independently, and to provide support so ministries can operate more efficiently and effectively to meet the expectation of government and people of Kiribati. Also GPD provides the necessary facility in which important and confidential information of government will be handled properly to serve their intended purpose.
Challenges: To be more effective, GPD needs support in the following areas: 1. TA to develop an ACT that governs the work of the division
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2. Lack of machineries and trained staffs 3. Need for bigger space and building to accommodate big machines and to allow spacious workplace for production staffs 4. Inadequate budget to fulfil printing needs of all ministries – some ministries have outsourced their printing needs to the private sector. The meaning of this is that a number of government important and confidential information have lost their confidentiality and they are leaking to the public
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Transport
The Republic of Kiribati is confronted by significant challenges in its transport sector. Its subsectors: Aviation, Marine and Land (Highway authority) infrastructures are under-developed and capacity does not meet demand. The national market is characterized by (i)an expansive and isolated geographic spread over 3.5 million square km of mostly ocean, with 32 low-lying atolls; (ii)a general lack of subsector infrastructure which limits its attractiveness as an end destination. This is reflected in the fact that international services historically have been restricted in coverage; (iii)a sparse and widely distributed population with a heavy concentration on the national capital Tarawa and low levels of income available for both international and domestic air and sea travel; (iv)lack of a national flag carrier which constrains Kiribati’s ability to capitalize on available international air traffic rights other than through arrangements with other operations.
In this environment, both services at the subsectors need be provided on a cost-effective, long term and sustainable basis within the constraints of Government support and resources.
AVIATION The Civil Aviation division of MICTTD has undergone a restructuring in February 2015 separating the regulatory from the Airport Services as two divisions of MICTTD. It is registered and known as Directorate of Civil Aviation (DCA) with the International Civil Aviation (ICAO) and regulates international standards and recommended practices to its members – the “Contracting States”. The Chicago Convention established ICAO in 1944 with Kiribati a party to the Convention.
Kiribati has been a contracting party to the Chicago Convention and the International Civil Aviation Organization (ICAO) since 1981. As such, it is subject to the requirements of the Chicago Convention and its 19 Annexes in relation to aviation safety and security regulation. This includes an obligation to comply with international standards and recommended practices.
The Regional Air Navigation Plan is developed and based on the ICAO Global Air Navigation Plan. Similarly, the Asia Pacific Regional Aviation Safety Team (APRAST) is responsible for the formulation and maintenance of the Asia Pacific Regional Safety Plan based on the ICAO Global Safety Plan. These Regional plans are biding to the Contracting States to adopt and to base their own national plans with.
ICAO also has two audit programmes which are the Universal Safety Oversight Audit Programme (USOAP) and the Universal Security Audit Programme (USAP). These universal audits of ICAO are focusing on the 8 critical element of the Civil Aviation system such as: (1) Primary legislation, (2) Operating Regulations, (3) CAA Organization with safety oversight functions; (4) Technical Personnel - qualification & training; (5) Technical guidance materials & procedures and provision of safety critical information; (6) Licensing, certification & approval obligations; (7) Surveillance obligations and (8) Resolution of safety concerns. The programmes are covered over a three-year period and prior to the next ICAO Assembly held triennially where programme progress reports are presented. Kiribati has been audited under USAP in 2013 with the likely USOAP be conducted in 2016.
Asia Pacific Regional Office is responsible in the organization of an annual Conference of the Directors of General of Civil Aviation of the Asia Pacific region. The objective of the Conference is to draw the attention of the Director Generals on the Asia Pacific civil aviation progress with MICTTD Strategic Plan 2016-2019 Page 25
regional plans, and update the Conference on developments with ICAO standards and requirements, and States progress with their implementation of the standards at the national level.
Kiribati is a signatory to the Pacific Island Civil Aviation Safety and Security Treaty (PICASST) which provides for the establishment of PASO. Kiribati signed the treaty and ratified the two amendments to PICASST. With limited resources and technical expertise, PASO is contracted under PICASST to conduct civil aviation safety and security oversight in Kiribati on behalf of the Directorate of Civil Aviation.
The Civil Aviation Act 2004 is the cornerstone legislation for civil aviation in Kiribati. This is modeled on the New Zealand Civil Aviation Act 1990. The Act has supported Kiribati compliance to ICAO on statutory aviation legislation and the adopted NZ Rules. Under Section 40 of the Civil Aviation Act 2004, the Minister adopted the New Zealand Civil Aviation Rules (CARs) in August 2005 as Kiribati Rules to regulate the civil aviation system in Kiribati.
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AIRPORT SERVICES Airport stimulates economic activity by providing efficient transportation facility that opens up connectivity to Kiribati. Through this facility people are traveling for the purposes of business and leisure, therefore, it is important that airport services and facilities are enhanced and improved to meet and exceed passengers’ satisfaction. This will attract more travelers into the country, hence increasing the economy.
Infrastructure Improvement of infrastructure will contribute towards seat capacity growth and increase in cargo volume which will enhance revenue collection. With the on-going Kiribati Aviation Improvement Program, it is anticipated that infrastructure will be improved at both international airports, namely Bonriki and Cassidy, which has been identified as hindrance for traffic growth. The main services that require attention to support air transportation are:
• The arrivals and departure terminals at the airport are inadequate and passengers do not have adequate facilities for shelter, toilets etc.; • Importers/exporters must meet all planes as there are no storage facilities at the airport • Maintenance on the terminal is almost non-existent • Responsibilities associated with storage at airport are not clear; and • The implementation of Master plan prepared for both international airports prepared by AirBiz under KAIP activities • Provision of a reliable air service is required to counteract the existing problems experienced by traveling public and business operators on Kiritimati Island. • The no storage facilities at the airport and an unreliable flight schedule are inhibiting exports of fresh goods; • Provision of refurbished fire trucks to meet fire cover requirement for large types of aircraft operating into Bonriki and Cassidy airports
Take-off Runway Length Requirements The length required for runway take-off is determined by the critical aircraft types using the runway, the engines fitted, payload, route distance, and a number of operating conditions that affect aircraft performance, such as runway longitudinal gradient, reference temperature, elevation and wind speed. B737-800w aircraft operate to NAN from the existing runway at TRW. There is currently no available land to extend the runway so any extension will involve land reclamation. The current take-off length of 2,011m is only achieved with no fencing and no Runway End Safety Area (RESA) at either end of the runway. To maintain the same length of 2,011m and incorporate fencing around the entire airport site and to allow a RESA at both ends, an extension is required.
Outer-island (OI) Airports Re-opening of Tabuaeran and Teraina as well as development of Banaba airports will improve the linkage between the islands and contribute towards the enhancement of welfare of people living on those islands through:
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• Better connectivity • Easy access to better medical, education and other needed services • Improvement of transportation
The rehabilitation of Kanton airport as a domestic airport will contribute towards the speedy promotion and recognition of PIPA by interested tourists. This development will increase number of tourists visiting Kanton as well as Kiritimati as it will be designated as a hub for the Line and Phoenix islands. Government support is required in funding future development necessary to Kanton airport to further support PIPA programme.
The maintenance of outer-islands is required for sustainability of air service; however there is a need for improvement to the runway surface to support frequent operations. The on-going project coordinated by MPWU is anticipated to cater for four islands only which includes Butaritari, Abaiang, TabNorth and Beru, however more funding is required to cover the remaining islands. The upgrading of the OI runway involves the application of a POLYCOM material which is proven to strengthen the surface condition with a mixture of reed mud better than a reef mud itself.
Staff Capacity Building It takes a lot of people to operate an airport. It’s more than a place to work – it’s a community. The key organizational body is Bonriki and Cassidy International airports managing the overall operations, planning and development of the airport and has a number of specific mandates, including:
• Ensuring a safe and secure environment for travellers and airport employees • Ensuring a safe runway system through Foreign Object Debris (FOD) clearing and maintenance • Providing emergency services, such as firefighting and first response medical services • Providing management for stability and expansion of facilities • Ensuring a positive airport experience for all visitors • Maintenance of associated Navigational Aids to support safer operations
However, achieving the above obligations involves well trained staff in their specific areas. The efficiency and effectiveness of performing the required responsibilities can only be acquired through better training. This may be achieved through training needs assessment programme as well as contracting of Management team to assist local employees in developing skills required for airport operations. The Management Contract is funded under KAIP activities and will assist in expanding knowledge and skills of existing airport staff in airport operations.
Documentations
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For airport to perform its core functions effectively and efficiently, all required documents and manuals need to be in place for guidance towards achievement of its obligations. The development of such documents requires the assistance of technical advisors or expertise which may need funding. Under KAIP programme the funding for Management Contract is included to assist existing airport staff in developing the non-existent manuals or documents.
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MARINE
The fragmentation of the Kiribati Islands across a vast ocean and isolation from international markets means there is high demand for shipping service for connectivity in Kiribati in terms of travelling for the people, distribution of cargoes, supplies, medicine, access to education and many more, particularly the more isolated islands, which particularly suffer from irregular shipping services.
The Marine Division is the designated Maritime Authority of Kiribati, which sees its mission as to providing professional, quality and impartial advice and services to the shipping industry and maritime training organizations, in compliance with IMO, ILO Conventions, MARPOL, SOLAS and STCW Code, etc.
The division through its units is responsible for the maintenance and upkeep of all navigational aids, and upgrading and improving of reef passages as and when required. It also provides 24hr/7 communications by marine radio services to all vessels in Kiribati waters, and establishes and maintains communication during search and rescue operations.
Challenges: The Marine Division has a wide area of authority within the Kiribati maritime sector. Therefore, in order to fulfil its functions, the Marine Division needs a lot of assistance in the following areas:
• More marine surveyors/officers • Training in both port and flag state control • Staff recruited and trained as Maritime Accident Investigators • Obtaining initially observer status with the Tokyo Memorandum Of Understanding and progressing to full membership • Introduction of simplified safety management systems for small vessels, as properly implemented this will save lives. • Establishing satellite offices especially on Kiritimati and maybe Kanton if plans for cruise liner port are put into action • Search and rescue training, for both co - ordination and the practical search • Provision of full A4 GMDSS equipment to Marine Guard and assistance in training operators. At the moment all Marine Radio Operators are qualified to restricted status • At least INMARSAT “C” terminals in all island police stations • Major remote islands such as Kiritimati / Kanton INMARSAT “M” station or equivalent in addition to “C” • VHF Network for Line Islands including lights • Bringing rules up to date. There is a need to establish rules on Construction of non – convention sized vessels, Life Saving Appliances and fire-fighting on same sized vessels, marine pollution for both oil and garbage under MARPOL (Marine Pollution).
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• Obtain more funding from vessels using the ports either for transhipment or loading and discharging cargo bound for Kiribati • Acquisition and placement of buoys, beacons etc., at ports outside of Kiribati Ports Authority control to mark reef entrances etc., thus making it easier for the inter-island traffic to transit reefs.
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LAND TRANSPORT
The Highway Authority comprises of different stakeholders including representatives from
- Ministry of Justice
- Ministry of Internal Affairs
- Ministry of Public Works and Utilities
- Ministry of Information Communications Transport and Tourism Development
- Public Utilities Board
- Kiribati Police and Prisons Services
- Plant and Vehicle Unit
This Authority lacks the capacity to fully oversee the management of land transport system in Kiribati. A number of reform is therefore necessary. For efficiency purposes, there are a number of achievements this year such as the transfer of Licensing of vehicles and driving from island councils to this Ministry, effective from June 2016. The objective of this transfer is to centralise the Land Transport Authority under MICTTD and the collection be able to finance the payment of salaries for the new structure of the Land Transport Authority in Kiribati which is yet to be implemented. The new Special Fund Account had been created to record such collection in order to control the operation of the new sector financially once implemented.
The future plan is to establish a permanent sector to oversee the operation of the Land Transport and improve the management systems of road network in Kiribati to a more advanced and innovative transport system. The existing Public Highways Protection Act requires review and a new Act therefore be passed to account for development in the sector.
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Tourism
Tourism has been proven as a successful driver of economic development across the Pacific for many years. It is recognised globally as one of the most effective ways to distribute wealth and to generate employment. In Kiribati, tourism contributes to approximately 9% of the country’s GDP with current inbound visitor records of about 5000 -5500 per year. Much of visitor records constitutes of business travellers and visiting friends and relatives (VRF) to South Tarawa and holiday makers to Kiritimati Island. The tourism industry is still in its early stages of development, nevertheless Kiribati has a number of tourism assets which can form a viable base for a productive and sustainable industry. These tourism assets represent opportunities arising from various global trends within the tourism industry and include:-
• Fishing – Kiribati is regarded as one of the world’s premier fishing destinations • A natural and geographic environment that is unusual and different • Novelty appeal as a relatively unknown country for those who choose to travel as a lifestyle, looking for destinations off the beaten track • Phoenix Islands Protected Area- the largest and deepest marine protected area under the UNESCO World Heritage site. • One of the most authentic and undisturbed cultures in the Pacific • And the part it played in WWII
The Kiribati National Tourism Office (KNTO), within MICTTD, is responsible for working with its partners to encourage travellers to come to Kiribati and spend time exploring the uniqueness of the country. With its offices in both Tarawa and Kiritimati, KNTO is guided by the principles of sustainability, economic development and cultural preservation and expression.
KNTO is responsible for undertaking the following activities:
• Partnerships with tourism operators • Promotional activities and trade shows • Product development • Website and collateral development • Media development and communication • Mauri Mark Accommodation Standards Programme. • Sustainable Tourism Development • Update of Tourist Arrival Records
i) Economic Benefit
Tourism is currently approximately 9% of the country’s GDP. It’s greatest economic benefit is being seen on Kiritimati Island. Tawara also derives significant income from tourism and has seen relative growth in accommodations and restaurants being built to cater for increasing corporate travellers into the capital. At this stage the Outer Islands of the Gilbert group are yet to see any significant economic benefit, with the exceptions of Abemama, Abaiang, Butaritari and North Tarawa.
ii) Infrastructure MICTTD Strategic Plan 2016-2019 Page 33
Current infrastructure barely supports the current level of visitation. Airports and hotels, cruise, communication links are in poor condition and will need development if potential is to be realised to increase the level of visitation to Kiribati.
iii) Workforce
The current workforce consists of those directly employed by accommodation, airlines, few travel and tour agencies as well as those employed in the fishing industry on Kiritimati Island. The numbers employed in the tourism operations has increased somewhat as a result of increase in hotels established in Tarawa and Kiritimati since 2013. A number of hospitality staff have or are taking part in a range of courses offered (on scholarship) by the Australia-Pacific Technical College. Since 2013 the South Pacific Tourism Organisation has provided assistance to increase capacity development through its Pacific Regional Capacity Development Programme funded under EDF 10 in the areas of hospitality training, culinary training, boat and fishing guide training for the staff of various tourism businesses.
iv) Phoenix Islands Protected Area
The Republic of Kiribati has taken the commendable step of declaring the Phoenix Islands archipelago and surrounding waters, an area of 410,500 sq. km., as the Phoenix Islands Protected Area (PIPA) and is under the UNESCO World Heritage site. The declaration and publicity surrounding PIPA interest in tourism, particularly dive tourism, is increasing. Tourism is seen as a potential source of sustainable income for GOK and PIPA.
A PIPA Tourism Advisory Committee (PTAC) was established in 2014 by the PIPA Management Committee (PMC) and chaired by the Director of Tourism. The main objective of the PTAC is to provide sound advice to the PMC on matters related with PIPA eco-tourism to generate income and employment opportunities and also to provide advice on most effective marketing strategies to promote eco-tourism activities in PIPA.
In 2015 the PMC endorsed catch and release gamefishing as one of the new tourism activity in PIPA. Other tourist activities include diving, birdwatching and sightseeing of historical, heritage monuments.
v) Enterprises
Entrepreneurs are starting to take their first tentative steps into the tourism industry and it is important that the industry is guided and co-ordinated through this process. Business’s such as Coral Sun Airlines and a raft of potential new locally owned small hotels and business’s are beginning to emerge and are enhancing the potential opportunities of tourism in Kiribati. KNTO is assisting the accommodations by imposing Minimum Standards for accommodations to comply to. It works closely with island councils of TUC, BTC and KUC to ensure that all accommodations comply before they are issued Mauri Mark certificates for the various categories and classes they fall under.
vi) Cruise Shipping
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After a period of strong number in the early 2000’s, cruise ship ports of call have reduced to zero in 2009. The cause of this can be attributed to a combination of poor port facilities and infrastructure. There is a great need to improve cruise infrastructure including an updated hydrographic chart for all islands of Kiribati. For the past 3 years, there has been a steady increase in interest of Expedition cruises to Southern Line Islands, PIPA and Gilbert Group. Fanning Island continues to be the only destination in Kiribati that has cruise ship visits each year.
vii) Market Segmentation
Kiribati current visitors currently fall into the following categories:- • Fishermen from Australia, New Zealand, Japan and the USA travelling to Kiritimati Island • Consultants and long terms contractors to Tarawa who undertake tourism activities while in Kiribati working • Small groups undertaking retreats and workshops as part of wider consulting programs • Yachties sailing throughout the Pacific visiting Tarawa and a variety of Gilbert Islands, primarily Abiang and Butaritari • Small number of FIT (Free and Independent Travellers) • Visiting friends and relatives • Small number of surfers (Kiritimati) • A yearly cruise visit by medium or small expedition cruises travelling to remote islands mainly to the Line Islands (Fanning Island).
viii) Communication and Marketing
A majority of Kiribati’s promotion to date has come as a result of its strong partnership with the regional tourism organisation, South Pacific.Travel. Kiribati has been unable to undertake significant international trade missions, attendance at travel shows and normal marketing activities due to the lack of financial resources.
ix) Airline Capacity and Routes
International services to Kiribati are as follows:- • Fiji Airways service from Nadi twice a week to Tarawa • Fiji Airways service from Nadi-Kiritimati-Honolulu-Kiritimati-Nadi once a week • Nauru Airline operating from Australia via Nauru once a week and onwards to Marshall Islands and has recently introduced the route to Fiji, Kosrae and Pohnpei. • There is also capacity for private charters to the three international gateways to Kiribati – Bonriki, Kanton, Kiritimati.
The domestic company Air Kiribati increased its fleets of aircrafts in 2015. This in turn has enabled visitors to access the outer islands more readily. In February 2016, a new route was opened from Kiritimati to Fanning and opening up greater opportunity for visitors to engage in surfing (Fanning has a great comparative advantage of) and other ecotourism activities on the island. Travel to Washington Island from Kritimati and Fanning is also soon to start.
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Below are some of the key ongoing activities under the tourism sector:
Mauri Mark Accommodation Standards Programme. This is a yearly survey to ensure that all accommodations comply with Accommodations Minimum Standards. Since 2013 all 12 accommodations on South Tarawa, 3 on North Tarawa and 10 on Kiritimati have been surveyed and classified under appropriate classes of A being with excellent services, B as moderate and C as acceptable.
Website development of Accommodations on South Tarawa South Pacific Tourism Organization through KNTO facilitated capacity building in e-marketing to enhance online marketing for local accommodation providers in Kiribati. With the assistance of a local agent working for Hotel Listing Solutions, 12 accommodations on South Tarawa, several on Kiritimati including one from the Southern Gilbert Group can be accessible through direct online booking from visitors abroad.
Promotion and Marketing of Tourism Products and services. Promotion of niche tourism products and tours offered are readily promoted through the KNTO website, social media networks trade shows and familiarization visits.
Sustainable Tourism Development The tourism office has realigned its marketing initiatives and capacity development to focus on sustainable niche product development mainly in terms of fishing, dive, surf, cruise, battlefields, widlife and culture tourism and devoted to rural development in North Tarawa, Kiritimati, Kanton and outer Islands
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Future activities
The table below lists down the major activities that would soon be undertaken by the Ministry in order to address current issues/limitations associated with the status of respective sectors within MICTTD. These activities would require significant funding which would require external financial assistance.
Sectors/Divisions Future Activities Information • Upgrading of radio • Developing addressing and post code systems • Improving the capacity of postal services • Improving the capacity of government printing services
Communication • Voice and Broadband services on outer islands • Awareness program to citizens in the outer islands to cope with advances in ICT development • Review of National ICT Policy and Develop new related policies for ICT sustainability • Development of eGovernment and online services. • Assistance to Education eLearning Project Transport • Reopening of airports for Tabuaeran, Teraina and Kanton • Development of Banaba airport • Survey of OI runways (Kiribati Group and Line and Phoenix Islands) and development of GPS approach procedures and charts. • Rehabilitation of Former JAXA Port • Marine Nautical Chartings and Hydrographic Survey • Development of national ISPS Regulation • Dredging of reef passages in the Outer Islands; however this await availability of funding • Upgrading of OI airfields specifically by tar- sealing the runway; however this also await availability of funding • Construction of new jetties depend on the funding availability Tourism • Ecotourism development on North Tarawa and Outer Islands
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• PIPA Ecotourism development • Reopening of Cruise ship calls into Kiritimati and Tabuaeran and promotion of expedition cruises to outer islands. • Promotion and training of Tourism and Hospitality to complement future airport and seaport developments in respective with tourism potential (Tabuaeran and Teraina, Banaba and Kanton)
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GOALS, OBJECTIVES AND STRATEGIES MICTTD is the leading Ministry in the sectors of Information, Communications, Transport and Tourism. The Ministry’s main roles mostly lie within KPA 2 - Economic growth and poverty reduction and KPA 6 – Infrastructure, but also touching KPA 1 – Human Resource Development and KPA 5 - Governance. Some of these roles are as follows:
• To encourage capacity development where needed. • To explore employment and partnership opportunities in the tourism sector. • To oversee all policies and regulations concerning communications, transport and tourism. • Exploring means of enhancing the efficiency of communication mediums. • Working closely with relevant agencies to improve transportation (land, air, sea)
Alignment with the Kiribati Development Plan 2016-2019 The Ministry’s direction is aligned to the KDP 2016 – 2019 with special attention given to the enhancement of infrastructure and contributing to the inclusive economic growth and poverty reduction (mainly through the Tourism Division). So much work will be needed particularly in the enhancement of infrastructure as Kiribati is still using out dated and inefficient infrastructures. For instance, many people including government agencies still use postal services to communicate to outer islands. However, the system deployed by the Kiribati Post Office is far out dated and no longer effective. Work is also needed in the telecommunications sector. Though TSKL has been recently acquired by ATH, there is still much work to be done in the reform and additionally, the Ministry is working on tendering out to other telecommunications competitors to avoid monopoly in this market. Other divisions of the Ministry like the Aviation and Airport Services are also in need of necessary reforms. In terms of economic growth and poverty reduction, the Tourism Division is constantly exploring new ways of enhancing its sector. Reform is particularly vital in maintenance and protection of important land marks like the war relics in Betio. Conserving such historical relics has the potential to attract more tourists thus contributing to national, private and individual income. Moreover, the Tourism Division is continuously looking into and supporting new tourism activities as well as existing ones. The Ministry’s strategic direction for the next 4 years is aligned with the KDP 2016 – 2019. The outcomes from the previous KDP 2012-2015 became the Ministry’s objection for this MSP. However, there are additional objectives put forth in the hope that they be considered in the upcoming KDP.
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Key Priority Area 1: Human Resource Development
Expected National Outcome 1: An education training system where accesses to quality, inclusive, equitable and professional development opportunities are enhanced for all I-Kiribati
Communications
Objective 1: Capacity development and up skilling of work force
Strategies: • encourage all leaders and policy makers to attend all ICT awareness and workshops: to raise awareness to all leaders and policy makers on the use of ICT as a tool for sustainable economic development • Coordinate local and regional opportunities to provide regular and on-going ICT trainings to Government IT staff: capacity building to ICT officials to meet the demand of skilled workforce • Designing and implementing in-country technical training and awareness programs in conjunction with institutions of higher education: promote ICT as a career to help in the development of ICT sector. Strategies: • All ship operators , shipping companies and boat owners encouraged to attend maritime safety trainings and workshops • All ship owners and operators aware of flag state inspections • All ship owners and operators aware of audit inspections • Coordinate local and regional opportunities to provide regular and on-going Maritime Safety Trainings to Government staff
Strategies
• Provide/enable staff training (both external and locally) • Provide required resources ( office equipment and staffing) to support successful implementation of the Unit’s workplan and hence achievement of its outputs/targets; Key Priority Area 2: Economic Growth and Poverty Reduction Expected National Outcome 2: Increased sustainable economic growth and improved standard of living for all I-Kiribati
Airport Services Objective 2: Increase domestic and international air service to maintain growth, diversify risk and increase revenues for the airport and the airline Strategies: • Develop marketing plans for outbound and inbound passengers
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• Develop opportunities for new air service
Objective 3: Increase air cargo services to attract air passenger service and business to the airport Strategies: • Analyse and determine potential for increasing cargo shipments • Develop marketing brochure and advertising campaign
Objective 4: Encourage small and minority businesses, including those from the local business community, to compete to provide goods, services and concessions to the airport and traveling public as a whole. Strategies: • Develop programs to increase small business opportunities at airport • Expand community awareness campaigns
Kiribati National Tourism Office Objective 5: Strengthen sustainable development of Tourism products and services. Strategies: • Beautification of Historical and Heritage Sites on all the islands • Encouraging existing and new Ecotourism tourism-related business • Supporting infrastructure development for marine tourism
Objective 6: Upgrading standard of Accommodation and Tour Services Strategies: • Implementation of Mauri Mark Accommodation Standards Programme • Capacity Development for Tourism and Hospitality and Tour Operations
Objective 7: Provision of updated and reliable visitor arrival data and Tourism Business Records Strategy: • Conducting of updated visitor arrival collection
Objective 8: Tourism Campaign and Awareness Strategies: • Conducting public awareness on tourism • Inclusion of tourism topics in syllabus • Inclusion of tourism activities in climate change programs
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Objective 9: Kiribati Tourism Marketing and Promotions Strategies: • Improvement of Kiribati tourism website: www.kiribatitourism.gov.ki – to develop a new version that is compatible with mobile/tablet and easy to update and maintain (user friendly).
• Develop & Produce new and individual tourism promotional video depicting Kiribati tourism niche products – fly fishing Kiritimati, Cultural exploration in the Gilberts, PIPA and Line islands cruising.
• Develop and mass print annual tourism promotional brochures and distribution: - Tarawa & Outer Islands Travel Guide - Kiritimati Travel Guide - WWII Guide - 15 travel guides for Makin, Butaritari, Marakei, Abaiang, Maiana, Abemama, Kuria, Aranuka, Nonouti, Tabiteuea, Beru, Nikunau, Tamana, Arorae and Banaba
• Participate in important & relevant overseas tourism travel and trade shows to promote Kiribati Tourism products and establish connection with trade and outbound travel companies. Such travel & trade shows include – SPTE, fishing shows and world expos
• Encourage local SME tourism operators to take part in our SPTO / KNTO joint initiative program on E-Marketing to develop individual websites for accommodation operators and tour activity operators. Promoting this e-marketing program requires conducting of awareness workshop and e-marketing website training workshop
Kiribati Postal Services Objective 10: Ensure financial sustainability: Strategies: • Price adjustments: Kiribati Post continues to improve the reliability, speed, efficiency, access and customer service but this comes at a cost. The current postal rates became effective in 1991 and were based on a price review conducted in 1990. The inflation rate has meant costs have increased since 2001, and in the transport sector, which is more impacted by global factors; the costs have also increased since 2001. The terminal dues paid to other postal administrations for the delivery of outward mail have also increased. All these factors combined means that the major costs in conveying mail have more than doubled in the last decade.
• Establishing Express Mail Services – International: The worldwide postal network offers a courier service branded as Express Mail Services (EMS) and Kiribati Post has recently joined this network as a member country of UPU since 2011. This would be a new courier service in competition with other courier options available in the Kiribati market. EMS will target international outward items where customers require a higher level of service with additional features such as tracking and faster delivery, generally to customer’s home and/or place of business. The anticipated profit from the proposed EMS business line is volume driven and
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expected to recover operational cost and to earn a return of not less than 30% every year, and would thus contribute to improving the financial position of the division.
• UPU direct mail and Marketing: UPU Direct mail (also called advertising mail) is a physical mail item, delivered to an individual or household/business address, containing information aimed at eliciting a respond from that individual. According to UPU statistics, Direct mail is constantly increasing every year which of course constitutes huge revenue to most postal operators in the world. It is anticipated that Kiribati Posts will also derive substantial revenue from this activity and there are now plans in place to join this service.
• Developing Kiribati Post Website: The initial designing of Kiribati Post website is to develop a track & trace system and also to enable valued customers to track their items. Also its will enable the enterprise to advertise to the public its entire new product and services available. The development of the new website will be under the mother ministry MICTTD.
• Post shop: The post shop concept is based on selling postal stationery such as envelopes, bubble bags, wrappings and packages, which have been demanded by the customers. The capital cost is estimated at $6,500, to cover for initial stock and reorder level. Mark up is to be 100% of cost. As the capital cost associated with this project is relatively small, the Management was of the view that the post shop can be implemented. With 100% mark-up the capital costs are to be recovered over two years.
• International Money Transfer: During the past decade, Kiribati Post was the leader in international money transfer. However, for some historical reasons, the international money transfer ceased couple of years back and has now been taken up by private operators. It has been estimated that more than 10,000 I-Kiribati reside overseas and international remittances is a significant portion of the financial flows. International money transfer has been a major source of revenue for many postal administrations. Therefore international money transfer is still a service worth looking into. Kiribati Post has received some proposals from suppliers of computer software for international money transfer and will continue to explore the feasibility of international money transfer in the best interest of the enterprise.
Communications
Objective 11: To increase and maximise the utilization of ICT for sustainable development
Strategies:
• Increase support to private sector development • Encourage the use of ICT as a tool to create more jobs, sustain workforce development. • Improved website to accommodate and enhance sustainable development. • Develop public-private strategies for the use of ICT to enhance the productivity of local businesses • Develop Universal Access Plan as a mechanism to lower cost of connectivity MICTTD Strategic Plan 2016-2019 Page 43
• Develop Policy on Universal Access or broadband policy to ensure all telecommunication gaps are accommodated. • Encourage e-money for business transaction online • Encourage private sector to improve high-quality ICT products and services offered to the public
Printing Services
Objective 12: To maximize economic benefits from improved printing services Strategy: • Improve government printing through acquisition of machineries
Planning & Statistics Unit
Objective 13: To strengthen the Unit’s own work and support to MICCTD in achievement of KDP outcome on increased sustainable economic growth and improved standard of living for all I-Kiribati
Strategies: • Support MICTTD in developing new project proposals and their management that contribute to economic growth in Kiribati • Improve benefits from Japan Aerospace Exploration Agency (JAXA) Agreement.
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Key Priority Area 5: Governance
Expected National Outcome 5: Enhanced openness, transparency, accountability, gender equality and inclusiveness in the governmental and decision making process.
Airport Services Objective 14: Develop a culture service that promotes good reputation for Bonriki Strategies: • Develop training program for Cassidy and Bonriki airport staff, employees and agencies • Review and recognize outstanding customer service • Establish measurable criteria to assess customer preferences. Objective 15: Establish a baseline for service expectations to use as a measurement of customer satisfaction Strategies: • Utilize survey data to identify areas for improvement in facilities and operations • Employ recognized standards for comparison with other airports
Civil Aviation Objective 16: To enhance flow, disclosure and publication of Government information and data resulting in positive engagement of the public, creating a society of an informed decision.
Strategies: • Enhance Civil Aviation website for public interactive and participation: this is an email notifications alerting you (open to the public once one has subscribed) to some changes relating to civil aviation rules, airspace, and airworthiness. Note that this would be provided as a helpful aid once the website has been enhanced and up and running. You just tick the appropriate boxes against the topics you wish to be notified with. An automated email notification will get into your inbox on those selected topics.
• Gazette all new Rules to be adopted at OB: Kiribati has adopted the New Zealand Rules in August 2005. Minister published in the Gazetted an instrument of notice of adoption statement at OB for 28 days before Rules became legal. The adoption of the NZ Rules automatically became Kiribati operating Rules to regulate all participants in the civil aviation system. There are still some Rules to be adopted when Kiribati participants within the civil aviation system are fully equipped, staffed and resourceful to meet the standards.
Strategies: • Implement media partnership : publication of Mariners and Boaties Safety Handbook • Launch Government web portal to bridge information gap: Database for all I-Kiribati seafarers and non-I-Kiribati on Kiribati flagged vessels
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Objective 17: Improved customer service/professionalism standards in service delivery
Strategies: • Communication and information sharing for customers including demand driven training: conducting a pre-application meeting with aviation industry operators/service providers so as to know the application procedures, processes, documentations and fees required prior filing an application form for aviation document(s). For those new applicants for new aviation document, a gap analysis will be conducted by PASO Inspectors which often identify training, personnel, standard operating procedures, manuals and thus cost.
• Establish and implement a safety and security oversight annual work plan: engage PASO professional and specialised pool of Inspectors to conduct safety and security oversights of all aviation operators/service providers within the Kiribati civil aviation system that hold aviation documents. The annual work plan should be consulted and agreed with PASO prior its implementation.
• Raise the standards of the oversight audit reporting to operators/service providers: improve submission of PASO Inspectors’ reports to operators/service providers within two weeks after completing the audits. In this way, the customers could develop a timely corrective action plans for submission and enable addressing the audit findings so as to alleviate safety risks. Open findings beyond 3 months will invalidate issue/renewal of an aviation document – this could ground the operation indefinitely pending correct remedial action are implemented and closed off.
Strategies: • Communication and information sharing for customers including demand driven training: marine circulars and notices on policy procedures • In-house trainings to Beaconing Unit, Marine Guard and Administration • Operationalizing Safety Operational Plans
Objective 18: Effective civil service reforms proposed, enacted and implemented
Strategy: • Implement civil service reforms in line with national, regional and international practice: review the Civil Aviation Act 2004 and consult PASO Legal Adviser advice to legally support the separation of regulatory authority – the Directorate of Civil Aviation from the Airport Services under current regime. Ensure restructuring of the Directorate follows those ICAO recommended CAA structures. The restructuring should be one that enables the discharge of the Directorate functions under the Civil Aviation Act 2004 and its implementation of Kiribati obligations under the Chicago Convention as a Contracting State to ICAO.
Strategy: • Modification of Marine Divisions Quality Management System in line with national, regional and international requirements: Drafting a Quality Management System • Finalizing the Quality Management System
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Objective 19: Enhance cost effectiveness and efficiency to delivery of services to the public Strategy: • Review and reform civil service and State Owned Enterprises: review current safety and security levy promulgated under the Civil Aviation (Fees & Charges) Regulation 2014. The fees and charges were established under the principle of user-pay scheme after engaging PASO Inspectors to oversee the safety and security of the traveling public at Kiribati international airports. Review the extent of these fees and charges to the Domestic operations to meet cost incurred by Inspectors. User pay charges are adopted for using PASO Inspectors to inspect domestic operators and service providers on whether they conform to standards of operations.
Objective 20: A strong and functional legal framework Strategy: • Strengthened, modernized and update of laws governing programmes, plans and operations of the different sectors of the civil service: conducting a rationalisation of legal framework of the Directorate of Civil Aviation’s programmes, plans and manuals to meet ICAO treaties and requirements; USOAP & USAP programmes; state safety programmes (SSP) and operators’ safety management system (SMS); all national civil aviation security policies viz: (i)national civil aviation security programme (NCASP), (ii)national civil aviation security quality control programme (NCASQCP), (iii) national civil aviation security training programme (NCASTP), (iv)airports security programme (ASP), (v)air operator security programme (AOSP), and (vi)other relevant ICAO and security treaty ratification gaps; Kiribati safety plan (KSP) and Kiribati air navigation plan (KANP). Conducting a scoping study by an expert in the Civil Aviation sector and review the legislative gaps to clarify needs for the maintenance, implementation and enforcement of the above programmes/plans in terms of technical assistance.
Strategy:
• Review and update National ICT Policy • Review and update the Communications Act 2013 • Develop Cyber Security Policy and Cyber Security Legislation
Strategy: • Drafting of National Maritime Laws and Regulations – 28 Maritime Laws to be enacted • Consolidating the Shipping Act 1990, the Merchant Shipping Act 2000 and the harbours Ordinance Cap 40 into one Maritime Act
Communications
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Objective 21: To encourage openness, transparency, accountability, gender equality and inclusiveness in the governmental and decision making process
Strategies: • Review and update MICTTD Website: Providing relevant and update information on the Ministry’s website is a cost effective way to share information about the various services that the Ministry offers to the public. • Develop a web portal for Government: The portal will be a centralised gateway that provides information and directions to information of all Government Ministries and Services. • Conduct a feasibility study on the requirement of an e-government infrastructure to form an e-Government strategy • Develop an e-Government Strategy outlining an implementation plan for improving government processes through the use of ICT and connecting citizens to government services, so that all sectors can improve the delivery of public services and achieve the goals of transparency and accountability • Coordinate the National ICT Advisory Committee to provide valid advice on ICT development projects • Develop Human Resource Management system • Promote and encourage the use of Free and Open Source Software (FOSS) in Government • Develop an Acceptable Internet Usage Policy for Government
Printing Services Objective 22: Improved national capacity to adapt and respond to the existing and future adverse of climate change Strategy: • Improve the quality and dissemination of climate change information using visual forms of communication
Objective 23: enhancing government transparency through publications Strategy: • Enhanced disclosure and publication of government data and information
Postal Services Objective 24: Enhancing staff capacity for growth Strategy: • Ensure staffs achieve postal academic trainings in order to comply with international postal procedures and standards as approved by UPU and to deliver satisfactory customer service
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Key Priority Area 6: Infrastructure
Expected National Outcome 6: Improved infrastructure to facilitate economic growth, poverty reduction, trade, industrialization, technological and social transformation
Airport Services Objective 25: Improve passenger and baggage security screening operations Strategies • Provide proper equipment and training required for the service • Provision of extra screening machine to screen VIP passengers and KFL fish
Objective 26: Improve infrastructures required to facilitate efficient and effective air service as well as supporting safer and secure operations domestically and internationally Strategies: • Renovate and upgrade the existing terminal buildings for Bonriki and Cassidy airports • Upgrading of existing fire trucks (Bonriki and Cassidy) • Upgrading of NAVIGATIONAL AIDS (Bonriki and Cassidy) • Upgrading of communication equipment for control tower only (Bonriki and Cassidy) • Office space for Cassidy airport manager and staff • Sweeper for runway surface • Rehabilitation of Canton runway and the line islands’ airfield • Improvement to outer-island runway surface. • Continuous maintenance and repair work to outer-island airfield • Training to airport staff to improve level of understanding for effective performance
Objective 27: Integrate safety strategies into all facilities and processes Strategy: • Enhance airport safety program and culture to integrate safety standards, job hazard analysis, and public hazard protection into all design, construction and maintenance activities
Marine Division Objective 28: Improving seaports and maritime control Strategies: • Developing Kiritimati as an international hub port centre in the Line Islands • Develop Port Entry Passages in the Line Islands • Develop Kanton (Phoenix Islands) port entry passages • Develop Hydrography Services • Develop Hydrography and Maritime Safety Information Legislation • Upgrade and Surveying all Outer island Boat Passages in the Kiribati Group • Improve Marine Division Infrastructure at MICTTD
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• Purchasing of Dredger • Improvement of the Betio Shipyard • Improve and upgrade domestic and international seaports • Renewing of KSSL fleets and improving control of Open Shipping Registry
Postal Services Objective 29: Improving postal service for future growth Strategies: • Introducing IPS Light including track and trace on Christmas Island: It has been planned that work is to be in progress on this activity and it will take some times to be decided as well as to be completed. Consultation with appropriate authorities is underway. It will involve cost to implement IPSL at Xmas OE which is not included in the budget but to be outsourced.
• Home delivery services for international posts: Home delivery is one of the Service Features for International Parcels as set out in the Parcel Post Regulations which needs to be met by Kiribati Post to get the 10% bonus on its Inward Land Rates as per Article RC 192. The analysis is based on the IB Circular no. 228 of 2009 and the parcels report generated on the PTC’s QCS. Therefore, Kiribati Post should plan to provide Home delivery services and this will start soon at urban areas that are on Pilot phases. This service will extend to rural areas once the pilot phases in the urban areas are in fully operational.
• Tarawa Business Express: Kiribati Post is to provide express courier (bike and motorbike) delivery service in the central business district of Tarawa, with the main focus on providing a timely and affordable delivery services to Government Departments and Small & Medium Size Enterprises (SMEs).
• Fast Domestic Mail – Butiroko Mail: Kiribati Post is to provide fast domestic mail service (branded as Butiroko) within the rural district of Kiribati, with the main focus on providing a timely service delivery to Government Departments, individuals and Small & Medium Size Enterprises (SMEs) and individuals.
• Development of Addressing System and Postcode: At the national level, the aim of implementing the addressing system and postcode is to enhance rationalization of postal sorting, transmission and delivery activities. Likewise implementing this system will reduce problems due to incorrect addressing or the omission of essential address element. It is anticipated that this will reduce postal costs, improve the quality of services and increase the handling capacity.
• Developing new modern offices and mail box upgrades: There are plans to work on these two activities however; PO still requires some time to come to a final decision. Consultation with appropriate authorities is underway. It will involve cost to develop an OE at Bonriki which is not included in the budget but to be outsourced. Preparation of Project document is in progress.
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Communications Objective 30: Improved communication infrastructure including internet connections Strategies: • Establishment of telecommunication infrastructure (tower, building) in the outer islands to support mobile rollout: The infrastructure is intended to be used by any mobile operator that wishes to operate on the other islands. Multiple operators can also use the same infrastructure and the sharing of the telecommunication infrastructure is something that is encouraged and provided for in the National ICT Policy. • Improved ICT Infrastructure at MICTTD: This will ensure that the MICTTD is the leading Ministry for ICT adoption and excellence • Explore submarine (fibre options) connectivity options: A submarine cable connected to Kiribati will provide citizens with much more affordable and faster internet services which turn has the potential to increase the social and economic status of the nation • Establishment of e-Centers for schools in the outer islands: The Ministry provides advisory and technical support to the establishment of e-Centers for schools on the outer island. These e-Centers will provide students and teachers with the ability to access wealth of information available on the World Wide Web. They will also be able to use the Internet to access resources that are otherwise difficult to get through traditional communication means.
Planning & Statistics Unit Objective 31: To support infrastructure development through enhanced roles and services of the Unit Strategies: • Support MICTTD in developing new project proposals and their management that contribute to infrastructure development • Improve roles and services of Highway Authority towards infrastructure development
KEY PERFORMANCE INDICATORS
The following development outcomes are expected in the long and medium term following successful implementation of this plan. Monitoring and evaluation will be led by the senior management team of MICTTD.
Key Priority Area 1: Human Resource Development Verifiable Indicators Means of Verification Objective 1: Capacity Development and Up-skilling of workforce.
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1.2 Encourage all leaders and policy Number of ICT workshop and Workshop records makers to attend all ICT awareness educational and awareness workshops program attended.
1.3 Coordinate local and regional Number of local and regional Local and regional opportunities to provide regular training opportunities are trainings records and on-going ICT trainings to coordinated Government IT staff
1.4 Designing and implementing in- Number of ICT awareness Curriculum records country technical training and programs to high schools and awareness programs in tertiaries conducted conjunction with institutions of higher education 5 Number of Maritime Safety Workshop records 1.5 Capacity development and up Awareness Workshops and Awareness records skilling of work force pther educational and awareness programs conducted annually
25% number of flag state Record of ship 1.6 All ship owners and operators inspections conducted annually inspections aware of flag state inspections 25% Number of ship audit 1.7 All ship owners and operators inspections conducted annually Record of Audit aware of audit inspections inspections 1 Number of local, regional 1.8 Coordinate local and regional and international training Local and regional opportunities to provide regular opportunities coordinated training records and on-going Maritime Safety annually. Trainings to Government staff
1.9 To improve the capacity building of Planning and Number of Planning and Statistics Unit in the field of Statistics Unit officials Short and Long term project management, control, attending workshops, trainings trainings monitoring and evaluation using (Short and long term) the economic tools and analysis KPA 2: Economic Growth and Poverty Reduction Objective 2: Increase domestic and international air service to
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maintain growth, diversity risk and increase revenues for the airport and the airline 2.1. Develop marketing plans for outbound and inbound passengers 2.2 Develop opportunities for new air service Objective 3: Increase air cargo services to attract air passenger service and business to the airport 3.1 Analyse and determine potential for increasing cargo shipments 3.2 Develop marketing brochure and advertising campaign Objective 4: Encourage small and minority businesses, including those from the local business community, to compete to provide goods, services and concessions to the airport and travelling public as a whole. 4.1 Develop programs to increase small business opportunities at airport 4.2 Expand community awareness campaigns Objective 5: Strengthen sustainable development of Tourism products and services. 5.1 Beautification of Historical and 1. Kiribati National Tourism 1. Kiribati National Heritage sites on all islands Action Plan 2009-2014, PIPA Tourism Plan complete. 5.2 Encouraging existing and new Tourism Management Plan A more detailed ecotourism-related business 2. Cruise port rehabilitation, incorporated plan yet to 5.3 Supporting infrastructure for Marina development, historical be done targeting Line marine tourism. monuments rehabilitation. and Phoenix Islands. 3. Mauri Mark Accommodation Southern Line Islands Standards Programme development in phases 4. Proportion of Government to commence in 2016. budget for tourism publications, 2. Rehabilitation to be website revamping, attendance done in phases starting and exposure at travel shows from 2016 and incountry media , 3. 70 % Increase in familiarisation visits number of accommodations complying to MM standards. Tour operation standards be complied to from 2017.
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4. Increase in publicity of tourism products and services to the global market by 50 % by 2019.
Objective 6: Upgrading standard of Accommodation and Tour services
6.1 Tourism and hospitality training 1. improvement in Customer 1. Islands to be targeted 6.2 Improve data collection methods service provision, housekeeping, from 2016 include Ontoa, 6.3 Improve Tour Guiding and front office of Outer Island Guest Tabiteuea, Beru, Nikunau, interpretive skills houses and private Eco lodges Tamana, Arorae, Fanning 6.4 Improvement of existing and and Washington and potential ecotourism activities. 2. Updated Business Inventory data Banaba to be all completed 6.5 Improvement in public and student and efficient air and sea arrival data by the end of 2019. awareness on Tourism collection Cooking and agricultural training to all cooks in 3. Tour operators in Tarawa, guesthouses to be finished Kiritimati and remaining outer by 2018. islands. 2. Quarterly air and sea visitor arrival data 4. Outer island significant eco-sites collected. Air Visitor identified and developed and survey conducted closely aligned with MELAD, OB, biannually from 2016. Fisheries and MIA ecotourism 3. Training to be related activities. conducted to all islands 5. Radio awareness, Primary and mentioned in 1. Refreshed secondary school syllabus, Tourism courses to Tarawa and Industry consultations. Kiritimati guides as well as outer islands with greatest tourism potential 4 Develop ecotourism trainings to align with fundings from Climate change, Biodiversity and resilient economies and PIPA funding schemes for sustainable development. 5. Twice a year radio awareness broadcast, Tourism topics to be included in all Junior and Secondary syllabus from 2016. Objective 7: Provision of updated and reliable visitor arrival data and Tourism Business Records 7.1 Conducting of updated visitor arrival collection 7.2 Conducting of Air Visitor Survey.
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Objective 8: Tourism Campaign and Awareness 8.1 Conducting public awareness on tourism 8.2 Inclusion of tourism topics in syllabus 8.3 Inclusion of tourism activities in climate change programs Objective 9: Kiribati Tourism Marketing and Promotions a. Improvement of Kiribati tourism website: www.kiribatitourism.gov.ki b. Develop & Produce new and individual tourism promotional video depicting Kiribati tourism niche products c. Develop and mass print annual tourism promotional brochures and distribution d. Participate in important & relevant overseas tourism travel and trade shows to promote Kiribati Tourism products and establish connection with trade and outbound travel companies. Such travel & trade shows include – SPTE, fishing shows and world expos e. Encourage local SME tourism operators to take part in our SPTO / KNTO joint initiative program on E-Marketing to develop individual websites for accommodation operators and tour activity operators. Promoting this e-marketing program requires conducting of awareness workshop and e- marketing website training workshop f. Encourage FAMIL visits and travel writers to assist in promotion of Kiribati. Objective 10: Ensure financial sustainability
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10.1 Price adjustments 1. Postal Services Act (Cap. 74) 1. Review the industry 10.2 Establishing Express Mail Services- 2. 1991 Postal Rates structure and develop the International 3. Proportion of government National Postal Sector Plan 10.3 UPU direct mail and Marketing budget for improving postal by 2017 10.4 Developing Kiribati Postal Website 10.5 Postal Shop facilities/equipments 2. Upgrade postal 10.6 International Money Transfer Financial Services facilities/equipments by Courier Services 30% per annum to attain 3. Post shops/exchange the required standard by 4. Actual expenditure on upgrading 2019 of postal services Develop an efficient 5. Proportion of government international money budget for improving stamp transfer system by 2019 production 2. Develop an efficient international courier system by 2019 3. Establish office of exchange at Bonriki/Cassidy airports and post shops on all islands by 2019 4. Produce stamps on national tourism and climate change themes per annum Objective 11: To increase and maximise the utilization of ICT for sustainable development 11.1 Increase support to private sector development 11.2 Encourage the use of ICT as a tool At least 50% increase in the Labour records to create more jobs, sustain number of ICT personnel workforce development. compared to actual number 11.3 Improved website to accommodate Number of update awareness & Ministry Website visit and enhance sustainable development. promotions posted on website Record 11.4 Develop public-private strategies for Increase in %of private sectors Website records the use of ICT to enhance the have website compared to actual productivity of local businesses figures 11.5 Develop Universal Access Plan as a Decrease in tariff compared to Tariff records mechanism to lower cost of actual figures; Increase % of connectivity 11.6 Develop Policy on Universal Access Improved Connectivity connection or broadband policy to ensure all Number of policy implemented ICT Policy records telecommunication gaps are Number of private sector installed accommodated. e-money apps by 2017 11.7 Encourage e-money for business Number of local ICT products and
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transaction online services introduced and 20% increase in ICT investment by 2017
11.8 Encourage private sector to Number of e-money services Mobile apps records improve high-quality ICT products deployed. and services offered to the public
Objective 12: To maximise economic benefits from improved printing services 12.1 Improve government printing through acquisition of machineries
Objective 13: To strengthen the Unit’s own work and support to MICCTD in achievement of KDP outcome on increased sustainable economic growth and improved standard of living for all I-Kiribati 13.1 Support MICTTD in developing new project proposals and their management that contribute to economic growth in Kiribati 13.2 Improve benefits from Japan Aerospace Exploration Agency (JAXA) Agreement. Key Priority Area 5: Governance
Objective 14: Develop a culture service that promotes good reputation for Bonriki 14.1 Develop training program for Cassidy and Bonriki airport staff, employees and agencies 14.2 Review and recognize outstanding customer service 14.3 Establish measurable criteria to assess customer preferences. Objective 15: Establish a baseline for service expectations to use as a measurement of customer satisfaction 15.1 Utilize survey data to identify areas for improvement in facilities and operations 15.2 Employ recognized standards for comparison with other airports Objective 16: To enhance flow, disclosure and publication of
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Government information and data resulting in positive engagement of the public, creating a society of an informed decision 16.1 Enhance Civil Aviation website % of phased upgrade MICTTD site www.micttd.gov.ki
16.2 Gazette all new Rules to be adopted Number of Rules adopted Adoption statements at Office of Beretitenti 16.3 Implement media partnership : publication of Mariners and Boaties Safety Handbook 16.4 Launch Government web portal to bridge information gap: Database for all I-Kiribati seafarers and non-I-Kiribati on Kiribati flagged vessels Objective 17: Improved customer service/professionalism standards in service delivery 17.1 Communication and information Number of meeting & workshop Meeting/workshop reports sharing for customers including demand driven training;
17.2 Establish and implement a safety % of implementation. Target is Inspectors’ audit reports and security oversight annual work plan; 100% annually
17.3 Raise the standards of the oversight % of open findings beyond 3 Aviation documents audit reporting to operators/service months. Target 100% of findings workshops and training providers closed within 3 months. records
17.4 Communication and information Number of domestic vessel owners sharing for customers including demand and operators consulted to comply driven training; with Marine Circulars and Marine Notices. Number of workshops and trainings conducted for marine. No. of Safety awareness pamphlets, brochures and guides published annually
Objective 18: Effective civil service reforms proposed, enacted and implemented 18.1 Implement civil service reforms in Act 2004 reviewed to effect a legal Restructuring of line with national, regional and separation; Directorate international practice 18.2 Modification of Marine Divisions Number of Quality Management Record of Quality Quality Management System in line with Systems used annually Management System national, regional and international requirement Objective 19: Enhance cost
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effectiveness and efficiency to delivery of services to the public 19.1 Review and reform civil service and Number of reviews & Civil Aviation (Fees & State Owned Enterprises amendments Charges) Regulation 2014 Objective 20: A strong and functional legal framework 20.1 Strengthened, modernized and Number of amendments to Safety & security update of laws governing programmes, aviation legislations and number of programmes and plans plans and operations of the different programmes and plans completed sectors of the civil service annually
20.2 Drafting of National Maritime Laws 7 Maritime Acts and Regulations to Record of Acts and and Regulations – 28 Maritime Laws to be passed and approved by Regulations be enacted Parliament annually
20.3 Consolidating the Shipping Act Maritime Act reviewed, completed Record of Act 1990, the Merchant Shipping Act 2000 and passed in Parliament and the harbours Ordinance Cap 40 into one Maritime Act 20.4 Review and update National ICT Number of Policy reviewed Reviewed version is Policy completed 20.5 Review and update the Number of Act reviewed Reviewed version is Communications Act 2013 completed 20. 6 Develop Cyber Security Policy and Number of Policy and Act List of approved policy Cyber Security Legislation developed Objective 21: To encourage openness, transparency, accountability, gender equality and inclusiveness in the governmental and decision making process. 21.1. Review and Update MICTTD Increase in number of visits Website statistics Website 21.2 Develop web portal for Number of Government websites Website links Government and services available 21.3 Conduct a feasibility study on the Completion of feasibility and Report produced requirement of an e-government production of report infrastructure to form an e-Government strategy 21.4 Develop an e-Government Strategy Strategic plan completed Strategic plan outlining an implementation plan for improving government processes through the use of ICT and connecting citizens to government services, so that all sectors can improve the delivery of public services and achieve the goals of transparency and accountability 21.5. Coordinate the National ICT Number of meetings on a quarterly Meeting minute Advisory Committee to provide valid basis. advice on ICT development projects 21.6. Develop Human Resource Number of system developed Database records
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Management system 21.7 Promote and encourage the use of Increase % of Ministries using FOSS usage in Free and Open Source Software (FOSS) FOSS Government in Government 21.8 Develop an Acceptable Internet Number of Ministries adopting Government records Usage Policy for Government policy Objective 22: Improved national capacity to adapt and respond to the existing and future adverse impacts of Climate Change 22.1 Improve the quality and Color posters, pamphlets dissemination of climate change information using visual forms of communication Objective 23: Enhancing government transparency through publications 23.1 Enhanced disclosure and publication of government data and information Objective 24: Enhancing staff capacity for growth 24.1 Ensure staffs achieve postal academic trainings in order to comply with international postal procedures and standards as approved by UPU and to deliver satisfactory customer service Key Priority Area 6: Infrastructure Objective 25: Improve passenger and baggage security screening operations 25.1 Provide proper equipment and training required for the service 25.2 Provision of extra screening machine to screen VIP passengers and KFL fish Objective 26: Improve infrastructures required to facilitate efficient and effective air service as well as supporting safer and secure operations domestically and internationally 26.1 Renovate and upgrade the existing terminal buildings for Bonriki and Cassidy airports
26.2 Upgrading of existing fire trucks(Bonriki and Cassidy)
26.3 Upgrading of NAVIGATIONAL AIDS (Bonriki and Cassidy)
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26.4 Upgrading of communication equipment for control tower only (Bonriki and Cassidy)
26.5 Office space for Cassidy airport manager and staff
26.6 Sweeper for runway surface
26.7 Rehabilitation of Canton runway and the line islands’ airfield
26.8 Improvement to outer-island runway surface
26.9 Continuous maintenance and repair work to outer- island airfield
26.10 Training to airport staff to improve level of understanding for effective performance Objective 27: Integrate safety strategies into all facilities and processes 27.1 Enhance airport safety program and culture to integrate safety standards, job hazard analysis, and public hazard protection into all design, construction and maintenance activities Objective 28: Improving seaports and maritime control 28.1: Improve and upgrade domestic and international seaports 28.2 Renewing of KSSL fleets and improving control of Open shipping registry 28.3 Developing Kiritimati as an Cost benefit analysis study to be Study record international hub port centre in the Line undertaken Islands.
28.4 Develop Port Entry Passages in the Completion of study undertaken in Study record Line Islands phases
28.5 Develop Kanton (Phoenix Islands) Completion of study taken in 4 Study record port entry passages phases
28.6 Develop Hydrography Services Number of maritime safety Number of information information disseminated to disseminated boaties and maritime users annually
28.7 Develop Hydrography and Maritime Completion of Maritime Completion record of
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Safety Information Legislation Legislation on Hydrography and legislation Maritime Safety Information passed and approved by Government
28.8 Upgrade and Surveying all Outer 9 islands to be visited annually Record of visits Islands Boat Passages in the Kiribati Group
28.9 Improve Marine Division Marine Division Office renovated Building costs and record. infrastructure at MCTTD to new building with new equipment’s.
Efficiency in Flag State and Port Number of inspections State inspections and Office Work records and office output
28.10 Purchasing of Dredger Increase in number of boat Number of boat channels passages upgrading’s
28.11 Improvement of the Betio Number of small to medium sized Number of small to Shipyard vessels on the slipway or dockyard medium sized vessels record 28.12 Improve and upgrade domestic and international seaports
28.13 Renewing of KSSL fleets and improving control of Open Shipping Registry Objective 29: Improve postal services for future growth 29.1 Introducing IPS light including 1. Financial Services 1. Develop an efficient tracks and trace on Christmas Island 2. Courier Services international money 29.2 Home Delivery services for 3. Post shops/exchange transfer system by 2019 international posts 4. Actual expenditure on upgrading 2. Develop an efficient 29.3 Tarawa Business Express of postal services international courier 29.4 Fast Domestic Mail- Butiroko Mail 5. Proportion of government system by 2019 29.5 Development of Addressing system budget for improving stamp 3. Establish office of and postcode production exchange at 29.6 Developing new modern offices and Bonriki/Cassidy airports mail box upgrades and post shops on all islands by 2019 4. Produce stamps on national tourism and climate change themes per annum Objective 30: Improved communication infrastructure including internet connections 30.1 Ensure there is sustainable % of inhabited islands with ICT statistics and records infrastructure for ICT networks and operational ICT infrastructure service to support sustainable economic, ensuring low negative impact on the
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environment
30.2 Improve ICT infrastructure at Increase % of completed ICT statistics and records MICTTD installation of Domain Controllers, backup system, local area network and wide area network 30.3 Explore submarine (fibre Number of submarine options ICT records optics)connectivity options explored 30.4 Implement Education eLearning Number of eCentres implemented eLearning Project records project through the establishment of eCentres in 5 schools Objective 31: To support infrastructure development through enhanced roles and services of the Unit 31.1 Support MICTTD in developing new project proposals and their management that contribute to infrastructure development 31.2 Improve roles and services of Highway Authority towards infrastructure development
BUDGET
Medium Term Revenue and Expenditure Framework 2016 – 2019 Estimates Estimates Estimates Estimates Code Description 2016 2017 2018 2019 REVENUE 1.20% 1.60%
072 JAXA (Downrange) 646,967 646,967 646,967 646,967
071 JAXA (Air service) 860,234 860,234 860,234 860,234
074 Open Ship Registration 698,360 717,216 736,581 756,469
075 Licence for Foreign vessels 41,080 42,189 43,328 44,498
076 Licence for Domestic vessels 25,675 26,368 27,080 27,811
077 Seaworthiness 3,081 3,164 3,249 3,337
003 Recruitment & exam fees 18,486 18,985 19,497 20,024
006 Light Dues 30,810 31,642 32,496 33,374
081 Letter Post Terminal credit 103 105 107 109
082 Sale of stamps 28,756 29,532 30,329 31,147 083 Parcel Post terminal credit
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103 105 107 109
008 Sundry Revenue 1,027 1,055 1,084 1,113
084 Private Box rental 6,162 6,328 6,498 6,674
085 Commission on money orders 92,430 94,926 97,489 100,122
087 Philatelic Local sales 4,108 4,219 4,333 4,450
088 Philatelic Overseas sales 18,486 18,985 19,497 20,024
007 Printing Sales 102,700 105,473 108,321 111,246
089 Cruise line fees 7,189 7,383 7,582 7,787
Total Revenue 2,585,757 2,614,876 2,644,323 2,674,101 Expenditure Staff Cost
201 KPF Contribution 94,911 96,809 98,745 100,720
202 Salaries 1,232,735 1,257,390 1,282,538 1,308,189
203 Housing Assistance 54,060 55,141 56,244 57,368
204 Allowances 60,792 62,008 63,248 64,513
205 Overtime 64,770 66,065 67,386 68,733
206 Temporary Assistance 32,742 33,397 34,065 34,747
208 Leave grants 108,750 108,750 108,750 108,750
Total Staff Cost 1,648,760 1,679,560 1,710,935 1,742,897
215 Employees Transport 53,456 54,953 55,612 56,280
216 Internal Travel 50,886 52,311 52,939 53,574
227 External travel 122,332 125,757 127,266 128,793
231 Communication Charges 150,088 154,290 156,141 158,015
232 Electricity & gas 164,480 169,085 171,114 173,167
233 Water and Sewerage 3,084 3,170 3,208 3,247
237 Advertisements/Media 2,056 2,114 2,139 2,165
239 Entertainment 8,224 8,454 8,555 8,658 240 Printing
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39,671 40,781 41,270 41,766
241 Stationery and Supplies 48,830 50,197 50,799 51,409 Purchase of Office Equipment and 243 Furniture 32,382 33,289 33,688 34,093
244 Repairs of Equipment 22,616 23,249 23,528 23,810
245 Uniforms 1,028 1,057 1,070 1,083
250 Services - Local 89,436 91,940 93,043 94,160
251 Services - Overseas 82,240 84,543 85,558 86,584
285 Hire of plant and Equip 127,472 131,041 132,613 134,205
287 Fixed plant/equipment - - - - Building and Infrastructure 289 Maintenance 15,420 15,852 16,042 16,235 Maintenance of Vehicles and 291 Equipment 13,364 13,738 13,903 14,070 Total Administration and Operation Expenses 1,027,065 1,055,821 1,068,491 1,081,313
- -
Total Recurrent Expenditure 2,675,825 2,735,381 2,796,263 2,858,499
270 Search and Rescue 100,000 100,000 101,200 102,414
International Air Service LCDF 2,500,000 2,500,000 2,530,000 2,560,360
Sub Total 2,600,000 2,600,000 2,631,200 2,662,774
GRAND TOTAL 5,275,825 5,335,381 5,395,609 5,456,517
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RISK MANAGEMENT
Risks that threaten the ability of the MICTTD to deliver their objectives and activities can be divided into those that are internal, to the extent that they may reduce the capacity of divisions to perform (funding, staffing levels, management), and those that are external, in that they may prevent the uptake and effective use of quality services and advice (political will, capacity of national policies and laws).
The impact of some MICTTD activities may be limited by:
• Inadequate resources – inadequate funding to implement strategies and activities • Capacity issues – inadequately trained staff, high turnover of staff and loss of senior, experienced staff • Lack of political support – other sectors take priority, which affects the political will to advance developments in this sector • Outdated laws – lack of current laws that deal with new and emerging breaches and that accord proportionate penalties
The table below lists the major risks identified above and the strategies to address them:
RISK STRATEGIES TO ADDRESS OR MITIGATE RISK Inadequate resources • Well-structured funding proposals • Identification of new funding sources • Efficient service delivery balanced against limited resources Capacity issues • Targeted institutional strengthening • Training programmes in-country where possible • Making use of relevant stakeholders where appropriate • Capacity retention measures Lack of political support • Increased awareness • Sharing of success stories • Informing policy makers and legislators Outdated laws • Increased awareness of need for updated legislation • Legislative review of current laws • Comparative analysis of laws across the region
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MINISTRY OPERATIONAL PLAN (MOP) 2016-2019
Financial Key Performance Section Performance Targets
Objective Implications Indicator Responsible Strategy (Activities) 2016 2017 2018 2019 KPA 1: Human Resource Development (HRD) Objective 1: Encourage all leaders Part of recurrent Number of ICT ICT Ongoing Ongoing Ongoing Ongoing Capacity and policy makers to budget workshop and development and attend all ICT educational and up skilling of awareness awareness work force. workshops program attended. Coordinate local and Funding to be Number of local ICT 1 1 1 1 regional sought from and regional opportunities to ICANN/ITU opportunities provide regular and coordinated on-going ICT trainings to Government IT staff
Designing and Part of recurrent Number of ICT ICT 1 1 implementing in- budget awareness country ICT technical programs to high training and schools and awareness programs tertiaries in conjunction with conducted. institutions of higher education
All ship operators, Part of recurrent 5 Number of MD 25% 50% 75% 100% shipping companies and budget Maritime Safety boat owners Awareness encouraged to attend Workshops and maritime safety pther educational trainings and and awareness programs MICTTD Strategic Plan 2016-2019 Page 67
workshops conducted annually All ship owners and Part of recurrent 25% Number of MD 25% 50% 75% 100% operators aware of flag budget flag state state inspections inspections conducted annually All ship owners and Part of recurrent 25% Number of MD 25% 50% 75% 100% operators aware of audit budget flag state inspection inspections conducted annually Coordinate local and Part of recurrent 1 Number of MD 25% 50% 75% 100% regional opportunities budget local, regional and to provide regular and international on-going Maritime training Safety Trainings to opportunities Government staff. coordinated annually. Provide/enable staff training (both external and locally)
Provide required resources ( office equipment and staffing) to support successful implementation of the Unit’s workplan and hence achievement of its outputs/targets; KPA 2: Economic Growth and Poverty reduction – Increased sustainable economic growth and improved standard of living for all I-Kiribati by 2019 Objective 2: Develop marketing Nil ( covered Increase of traffic Airport 20% 40% 60% 80% Increase domestic plans for outbound and under the into and out of Management and international inbound passengers contract Cassidy and Bonriki air service to management International MICTTD Strategic Plan 2016-2019 Page 68
maintain growth, Develop opportunities funded by the airports, hence diversify risk and for new air service KAIP activities) more travellers increase revenues for the airport and the airline Objective 3: Analyse and determine Nil(covered under Increase Airport Increase air cargo potential for increasing contract connectivity Management services to attract cargo shipments management TOR between local and air passenger funded by the international service and Develop marketing KAIP activities) shippers (exports business to the brochure and and imports) airport advertising campaign Improve revenue collection Objective 4: Develop programs to To seek funding Improve domestic Airport Encourage small increase small business under KAIP if not revenue Management and minority opportunities at airport possible then will businesses, be funded under Improve selling of including those Expand community recurrent budget local products and from the local awareness campaigns estimated to be other services business $10,000 community, to Enhancement of compete to provide local capacity in goods, services and business concessions to the airport and Better connection traveling public as a with visitors whole. Develop Tourism Task Project funded Priority activities in KNTO 20% 40% 60% 80% Force Committee to through EU, plan implemented coordinate Kiribati Assist through Tourism /BTC Objective 5. National Development recurrent budget Scope study and Strengthen Strategy development Sustainable Outsource of strategy done development of Develop Strategy for some sites to targeting Tourism/Culture/Isl Tourism Products Line and Phoenix private industries uninhabited and Councils and Services. Islands. (50%) Southern Line (KILGA) Donor support Islands. sought for Tourism/Culture
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maintenance of No of WWII Sites (MIA) remaining 50% actually beautified and protected in BTC No of heritage sites/monuments in outer islands protected No. of Interpretive signage. Encouraging existing Eco-tourism Tourism 70% 100% 100% 100% and new Ecotourism Committee tourism-related established business PIPA Tourism Tourism/PIPA/other 100% 100% 100% 100% Advisory relevant
Committee stakeholders established No of Tourism workshops/trainin gs conducted No of new tour Tourism packages developed No of new Sustainable tourism development Initiatives supported targeting high yield niche products. Supporting Cruise port and Tourism/Marine/KP 20% 40% 50% 70% infrastructure yatch marina A development for development marine tourism supported No of Tourism/MIA 40% 40% 60% 80% consultations with MICTTD Strategic Plan 2016-2019 Page 70
Island Councils to promote MM programme Implementation of No of Tourism/Island 100% 100% 100% 100% Mauri Mark accommodations Councils Accommodation audited and MM Standards Programme awarded Capacity Development From recurrent No of trainings Tourism 100% 100% 100% 100% for Tourism and budget, donor conducted to /KILGA/MIA/MTC/Li Hospitality and Tour support, SPTO, improve services ve and Learn. Operations KILGA, GEF 5 and offered (Customer LDCF Service, tour guiding skills, culinary training, hospitality training) No of Tourism/MIA 60% 60% 80% 100% consultations conducted with Objective 6: existing operators Upgrading standard (outer islands) to of Accommodation improve settings and Tour Services and presentations of accommodation. No of trainings Tourism 100% 100% 100% 100% conducted to improve Interpretive and Tour guiding skills Objective 7: Conducting of updated Quarterly visitor 100% 100% 100% 100% Provision of visitor arrival collection arrival by air and updated and sea reliable visitor No of visitor arrival data and surveys for air and Tourism Business sea travel. Records Objective 8: Conducting public No of school visits 100% 100% 100% 100% MICTTD Strategic Plan 2016-2019 Page 71
Tourism Campaign awareness on tourism and Awareness No of radio awareness
Monthly Te Kaongora Newsletter distributed Inclusion of tourism Tourism topics Tourism/CDRC 30% 50% 70% 100% topics in student’s included in Year 5 syllabus & 6 (2015)
Tourism topics to be included in Year 7 to 13 (2016+) Inclusion of tourism KNEG tourism- Tourism/KNEG 50% 60% 70% 80% activities in climate related activities change programs and programs attended and implemented
ECD tourism related activities Tourism/ECD and programs attended and implemented. Improvement of From recurrent New user friendly Tourism / SPTO 20% 50% 70% 100% Kiribati tourism budget, donor Kiribati tourism website: support, or SPTO. website is www.kiribatitourism.go developed and live v.ki – to develop a new on the web. version that is mobile/tablet version and easy to update and maintain (user friendly) Develop and mass print From recurrent Annual Tourism 50% 60% 70% 80% annual tourism budget or donor promotional promotional brochures support. brochures are
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and distribution: developed, mass - Tarawa & Outer printed and Islands Travel Guide displayed at office - Kiritimati Travel Guide and distributed to - WWII Guide stakeholders & - Island guides, Makin, tourism operators Butaritari, Marakei, in Kiribati. Abaiang, Maiana, Abemama, Kuria, Aranuka, Nonouti, Tabiteuea, Beru, Nikunau, Tamana, Objective 9: Arorae, Banaba, Kiribati Tourism Onotoa, Fanning and Marketing & Washington. Promotions Develop & Produce From recurrent New and Individual Tourism 30% 40% 50% 60% new and individual budget, donor tourism tourism promotional support, promotional video depicting Kiribati videos for the tourism niche products different tourism – fly fishing Kiritimati, niches are Cultural exploration in produced the Gilberts, PIPA and uploaded on Line islands cruising. Kiribati tourism website, YouTube and social media sites. And showed during overseas travel shows. Participate in important From recurrent Kiribati tourism Tourism / SPTO 100% 100% 100% 100% & relevant overseas budget, donor office participates tourism travel and support, in Travel & trade trade shows to shows and promote Kiribati establishes Tourism products and connection with establish connection new and existing with trade and tourism tourism trade outbound travel partners.
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companies. Such travel & trade shows include – SPTE, fishing shows and world expos Encourage local SME From Recurrent Websites for most Tourism / SPTO 40% 60% 80% 100% tourism operators to budget and SPTO tourism operators /NAUOI IT services / take part in our SPTO / in Kiribati are Hotel Links KNTO joint initiative developed and Solutions (HLS) program on E- well maintained Marketing to develop (Accommodation individual websites for & Tour Activity) accommodation and operators operators and tour receive more activity operators. online bookings Promoting this e- through the marketing program websites, boosting requires conducting of tourism business in awareness workshop Kiribati. and e-marketing website training workshop Objective 10: Develop an efficient UPU technical/ Number of Postal Ongoing Ongoing Ongoing Ongoing Ensure financial and secure funding money transfer / stability international money assistance courier mail transfer system required systems explored and Develop an efficient recommended and secure approve the best international courier systems mail system
Develop post Annual 20% stationery shop increase in Postal revenue
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Objective 11: To increase and maximize the Encourage the use of In-Kind % increase of ICT 20% utilization of ICT ICT as a tool to skilled Kiribati for sustainable create more jobs, citizens in ICT development sustain workforce development. Review Universal . Access Plan In-Kind % of Plan ICT & CCK 50% 100% reviewed
Develop Universal
Access Plan as a Recurrent Number of Policy ICT & CCK 1 mechanism to lower developed cost of connectivity
Encourage e-money Number of e- for business Recurrent money services ICT, MIA & ANZ 1 transaction online deployed
Objective 12: To Improve government development Annual 20% Government Prodoc for Ongoing Ongoing Ongoing maximize printing through budget increase in Printery 1 new if not economic benefits acquisition of printing revenue production success from improved machineries. printer in printing services previous year
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Objective 13: To Support MICTTD in strengthen the developing new Unit’s own work project proposals and and support to their management that MICCTD in contribute to achievement of economic growth in KDP outcome on Kiribati increased sustainable economic growth and improved standard of living for all I-Kiribati
Improve benefits from Japan Aerospace Exploration Agency (JAXA) Agreement. KPA Outcome 5: Governance Objective 14: Develop training Nil (developed by Reduction of Airport Develop a culture program for Cassidy the contract complaints from Management service that and Bonriki airport management customers, promotes good staff, employees and which will be travellers and the reputation for agencies working with public as a whole Bonriki. airport services Review and recognize once approved by Increase usage of outstanding customer the Ministry, paid services at service funding under airport KAIP activities) Establish measurable Improvement of criteria to assess connection with customer visitors performances Increase number of people using services offered at
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airport Objective 15: Utilize survey data to Nil (will be Improvement of Airport 40% 80% 100% Establish a baseline identify areas for developed by the staff performance Management for service improvement in contract on customer expectations to use facilities and operation management service as a measurement under KAIP of customer Employ recognized activities) satisfaction standards for comparison with other airports Enhance Civil Part of recurrent % of phased Directorate of Civil Ongoing Ongoing Ongoing Ongoing Objective 16: Aviation website budget upgrades Aviation To enhance flow, disclosure and publication of Gazette all new Rules Part of recurrent Number of Rules Directorate ongoing ongoing ongoing ongoing Government adopted information and to be adopted at data resulting in Office of Beretitenti Part of recurrent Theme and ongoing ongoing Ongoing ongoing positive budget number of New Postal engagement of the Stamp News Release Stamp release public, creating a published in local annually society of an Newspapers informed decision
Part of 25% Completion Marine Division 25% 50% 75% 100% recurrent of report and Implement media budget guidelines for
partnership communal relations with media annually Launch Government Project 50% Completion Marine Division 50% 100% web portal to bridge of web and information gap Database Part of 25% Number of Marine Division 25% 50% 75% 100% Communication and recurrent domestic vessel information sharing for budget owners and
customers including operators demand driven training consulted to comply with
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Marine Circulars and Marine Notices. Number of workshops and trainings conducted for marine. No. of Safety awareness pamphlets, brochures and guides published annually Communication and Number of Directorate of Civil Ongoing Ongoing Ongoing Ongoing information sharing Part of recurrent meeting & Aviation for customers workshop including demand driven training; Part of recurrent % of Directorate of Civil Objective 17: implementation. Aviation Ongoing Ongoing Ongoing Ongoing Part of recurrent Target is 100% Improved Establish and annually customer implement a safety service/professio and security nalism standards oversight annual Directorate of Civil in service delivery work plan; % of open Aviation findings beyond ongoing ongoing ongoing ongoing Raise the standards 3 months. Target of the oversight audit 100% of findings reporting to closed within 3 operators/service months. providers
Objective 18: Act 2004 Directorate of Civil ongoing ongoing ongoing ongoing Act 2004 reviewed to Effective civil Part recurrent & reviewed to Aviation effect a legal service reforms PRIF funds effect a legal separation; proposed, enacted separation; and implemented
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Modification of Marine Part of recurrent 50% Number of Marine Division 50% 50% Divisions Quality budget Quality Management System in Management line with national, Systems used regional and annually international requirement Objective 19: Enhance cost Part recurrent & Number of Directorate of Civil ongoing ongoing ongoing ongoing Review and reform effectiveness and PRIF funds reviews & Aviation civil service and State efficiency to amendments Owned Enterprises delivery of services to the public Strengthened, Part Q Number of Directorate of Civil ongoing ongoing ongoing ongoing modernized and recurrent/KAIP/PR amendments Aviation update of laws IF funds to aviation Objective 20: governing legislations
programmes, plans and number A strong and and operations of the of functional legal different sectors of programmes framework the civil service and plans completed annually Objective 21: To Review and update Recurrent Increase in ICT 50% 100% encourage MICTTD Website number of openness, visitors transparency, accountability, gender equality and inclusiveness in the governmental and decision Develop web portal Recurrent Percentage of making process. for Government Government ICT and all 30% 60% 100% information Ministries available
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Conduct a feasibility Funding to be ICT 60% 100% study on the sourced Percentage of requirements of an e- study completed government by TA Develop an e- Funding required Number of ICT 1 Government strategy $50,000 proposals and outlining prodocs implementation plan for improving government processes online.
Develop mechanisms % of funding ICT 100% to seek funding for Recurrent identified implementing the e- Government strategy
Provide support to Recurrent Percentage of ICT Ongoing Ongoing Ongoing Ongoing outer island requests telecenters attended
Development of Recurrent Number of ICT 1 Human Resource system Management System developed To improve a strong TA required and functioning legal 50,000 + framework. development projects Review and amend As above Number of ICT & CCK 1 Communication Act revision of Acts 2016 made
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Develop Cyber Funding required Number of ICT & CCK &AG 1 1 Security Policy and $500,000 Cyber Security Legislation Policy and Cyber Crime Legislation developed
Review on Postal Act has not been Postal & AG Ongoing Ongoing Ongoing Ongoing Service Act reviewed for quite long
Review of 1991 Current rate is Postal Postal Rates outdated Ongoing ongoing
Drafting of new Part of recurrent 7 Maritime Acts Marine 7 7 7 7 National Maritime Laws budget and Regulations to Division/AGs/ and Regulations – 28 be passed and CCK/MFMRD/ Maritime Laws to be approved by MELAD/MLH made Parliament RD annually Consolidate the three Part of recurrent Maritime Act Marine 50% 50% Shipping Acts into one budget reviewed, Division/AGs/ Maritime Act completed and CCK/KPA/MF passed in - Shipping Act MRD/MELAD Parliament 1990 - Merchant Shipping Act 2000 Harbours Ordinance Cap. 40 Objective 22: Improve quality of Development Mass color Government Prodoc for Ongoing Ongoing Ongoing
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Improved national visual form of budget printing system Printery launching if not capacity to adapt communication launched for the color prints success and respond to first time services the existing and One CC theme in future adverse Include Climate Part of recurrent ongoing stamp program ongoing ongoing impacts of Climate Change scene and budget annually Postal ongoing Change information in stamp
issues Objective 23:
Enhancing Prodoc for Ongoing Ongoing Annual 20% Government Ongoing government Improve security Development automated increase in Printery transparency printing through budget numbering revenue through automated system system publications
Objective 24: Ensure staffs achieve Enhancing staff postal academic capacity for trainings in order to growth comply with international postal procedures and standards as approved by UPU and to deliver satisfactory customer service KPA 6: Improved infrastructure to facilitate economic growth, poverty reduction, trade, industrialization, technological and social transformation Provide proper Nil (Funded by Efficiency and Security 80% 100% equipment and training NZMFAT through effectiveness of Objective 25: required for the service NZ security security processes Improve passenger services and baggage Provision of extra programme security screening screening machine to operations screen VIP passengers Nil (KFL to provide and KFL fish this extra machine)
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Renovate and upgrade - Bonriki terminal Improvement of Security 60% 80% 100% the existing terminal is funded under access control to buildings for Bonriki and KAIP activities restricted area Cassidy airports - Cassidy needs funding of $2.4m
Upgrading of existing - Refurbished Improvement of Fire division 0% fire trucks (Bonriki and fire trucks is fire truck Cassidy) funded under capability/perfor KAIP, fund not mance in meeting available yet the standard Objective 26: response time Improve during drill infrastructure exercises and in required to real emergency facilitate efficient cases. Meeting and effective air the required fire service as well as cover for aircraft supporting safer types now Technical and secure operating into operations Bonriki and domestically and Cassidy airport internationally
Upgrading of - Maintenance Attracting more ATS section NAVIGATIONAL AIDS work is an on- flights into Bonriki (Bonriki and Cassidy) going process and Cassidy and needs airports. source of Reduction of funding to meet complaints from cost of spare operators parts approximately $20,000+
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Upgrading of - Nil (funding is Improvement of Airport communication provided under monitoring and Management equipment for control KAIP activities) controlling of all tower only (Bonriki and traffic within Cassidy) Kiribati territory
Office space for Cassidy - Nil (Funding is Improve output of airport manager and provided under Cassidy staff Airport staff KAIP) Improve Management controlling and monitoring of staff attendance as well as all airport facilities and equipment
Sweeper for runway - Funding needed Reduction of Airport surface $20,000 overtime and Management manpower. Retention of safer runway surface
Rehabilitation of Canton - Funding needed Improvement of runway and the line in the amount of other services, islands’ airfield $10,000 to health, tourists, purchase two education and sweepers for many more Bonriki and Cassidy Attracting more flights to operate - $500,000 for into Canton Canton airfield is available to improve runway condition and Airport
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other facilities Management such as terminal, etc, for domestic operations
Improvement to outer- - $10,000 for Retention of a island runway surface. annual safer runway for inspection and all operations maintenance of Sustainability of Fanning and connections with Washington the islands airfield
Continuous - Funding needed maintenance and repair for upgrading Improvement to work to outer-island work to outer- runway surface airfield island airports conditions, to improve runway surface Reduction of for safety maintenance costs reasons. On- to runways and going project aircrafts co-ordinated by MPWU only Improvement of covers 4 connection with airfields outer-islands Airport (Butaritari, Management Abaiang, Better TabNorth, performance in all Nikunau) with areas certain landing distance to be Reduction of covered with mistakes that may polycom, hence result in high costs
need further
assistance to
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cover the rest of outer-island airports.
Training to airport staff - Nil (with KAIP Retention of to improve level of project, training technical staff understanding for program for effective performance Airport staff has been submitted to WB for funding approval)
- Nil Enhancement of Management/Securi 40% 60% 80% 100% (management safety level at ty contract for airport airport funded under KAIP can assist in the Improvement of Enhance airport safety developing of staff program and culture to required understanding in Objective 27: integrate safety document to dealing with standards, job hazard support safety, safety issues Integrate safety analysis, and public as well as strategies into all hazard protection into conducting facilities and all design, construction trainings to all processes and maintenance airport staff for activities better understanding of hazardous materials that may result in catastrophic accident)
Objective 28: Marine 50% 100% Improve and upgrade
domestic and Improving seaports MICTTD Strategic Plan 2016-2019 Page 86
and maritime international seaports control Renewing of KSSL fleet Marine and improving control of open shipping registry
Developing Kiritimati Project 25% Cost benefit Marine Division 25% 25% 25% 25% as an international hub analysis study to port center in the Line be undertaken Islands.
Develop Port Entry Project 25% Completion Marine Division 25% 25% 25% 25% of study Passages in the Line Islands undertaken in phases Develop Kanton Project 25% Completion Marine Division 25% 25% 25% 25% of study taken in 4 (Phoenix Islands) port entry passages phases
Part of recurrent 25% Number of Marine Division 25% 25% 25% 25% budget maritime safety Develop Hydrography information Services disseminated to boaties and maritime users annually Project Completion of Marine Division 50% 50% Maritime Legislation on Develop Hydrography Hydrography and and Maritime Safety Maritime Safety Information Legislation Information passed and approved by Government Upgrade and Surveying Part of recurrent 9 islands to be Marine Division 50% 50% all Outer Islands Boat budget visited annually Passages in the Kiribati
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Group
Project Marine Division Marine Division 25% 25% 25% 25% Office renovated to new building Improve Marine with new equipment’s. Division infrastructure at MCTTD Efficiency in Flag State and Port State inspections and Office Work Project 20% Number of Marine Division 20% 20% 20% 20% small to medium Purchasing of Dredger sized vessels on the slipway or dockyard Introducing IPS Light Objective 29: Improving postal including track and service for future trace on Christmas growth Island: Home delivery services for international posts:
Tarawa Business Express
Fast Domestic Mail – Butiroko Mail:
Development of Addressing System and
Postcode
Developing new modern offices and mail box upgrades
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Objective 30: To Establishment of Percentage of ICT 70% 95% improve telecommunication World Bank and inhabited infrastructure to infrastructure (for Government of islands with facilitate Voice and Broadband) Kiribati Voice and economic in the outer islands to Broadband growth, poverty support mobile rollout infrastructure reduction, trade, industrialization, technological and Improve ICT Part of % of completion social infrastructure at Recurrent of infrastructure ICT 50% 100% transformation MCTTD improvement
Explore submarine World Bank Number of ICT 1 1 connectivity options options considered
Implement Education ITU Number of eLearning Project eCenters ICT and MOE 2 3 established
Objective 31: To Support MICTTD in support developing new infrastructure project proposals and development their management that through contribute to enhanced roles infrastructure and services of development the Unit
Improve roles and services of Highway Authority towards infrastructure development
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RESULTS MANAGEMENT
The plan will be overseen and evaluated by the Ministry Senior Management Team (SMT) consisting of division heads headed by the Secretary. It will be reviewed quarterly and updated accordingly in light of any emerging issues in the course of implementation. Ministry Strategic Plan Reports including budget performance reporting (outputs and expenditures) against MoPs will be evaluated on a bi-annual basis.
Performance Monitoring of the achievements of the Ministry Strategic Plan will be supervised by division heads through monitoring of their respective divisional work plans. Administration will facilitate progress reporting and discussions of the Senior Management Team on a quarterly basis so that desired outcomes and outputs identified in this Plan are achieved.
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