STRATEGIC PLAN
OUR COCOS (KEELING) ISLANDS 2030 STRATEGIC PLAN MARCH 2019
PAGE 1 Welcome PAGEto 1 Paradise STRATEGIC STRATEGIC PLAN PLAN
FOREWORD
The Cocos (Keeling) Islands are among the most beautiful and Message from the Administrator and Chair of the Regional remote islands in Australia. The Islands have a proud history as Development Organisation, Mrs Natasha Griggs the site of Australia’s first naval victory in World War I and the courageous 1984 vote on self-determination. I am pleased that the Cocos community were enthusiastically involved in the development of this plan which has identified a number of priority actions for the islands. The Cocos (Keeling) Islands are home to a welcoming, resilient and harmonious community that has a deep respect for its natural My special thanks to the Shire of Cocos (Keeling) Islands for their strong leadership and environment and embraces its cultural and linguistic diversity. This ongoing support throughout the process of developing this Strategic Plan. Strategic Plan reflects those values. I would like to thank our consultants, C Change Sustainable Solutions Pty Ltd and Stump I congratulate the Indian Ocean Territories Regional Development Jump Solutions, for their efforts in preparing an exciting practical plan for the community. Organisation and Mrs Natasha Griggs, the Administrator of the Cocos (Keeling) Islands, on this Strategic Plan. I am excited that My gratitude also to my fellow Regional Development Organisation members whose the Plan has been delivered ahead of the 35th anniversary of contribution was invaluable. Thanks to Andrea Selvey, Rozi Iku, Isa Minkom, Rik Soderlund, self-determination. I thank the community, for engaging with its Wendy Tempest, Eric Chong, Farzian Zainal, Chris Su, Gordon Thomson and Mark Bennett. development and sharing your vision for the future. Thanks to my hardworking team Madi Signa, David Eizenberg and Marnie Bell for their This Strategic Plan creates a roadmap to achieve your aspirations. contributions and support of this process. It sets out where you are now, where you want to be and how, as a community, you will achieve your goals. The Strategic Plan has I am delighted that this plan establishes a clear way forward for Cocos, identifying linkages a strong focus on community, on economic development, and on with Christmas Island that encourage a more regional approach to the Indian Ocean maintaining the pristine environment. Also of importance is its Territories in terms of waste management and tourism. focus on education, social harmony, building tourism and creating jobs. The prospect of the Indian Ocean Territories being plastic free by 2030 is a very achievable goal that we should embrace. There are real opportunities for Cocos, in conjunction with The Regional Development Organisation and the Administrator Christmas Island, to expand its current tourism offerings into eco-tourism, specialised fishing will lead the delivery of initiatives in the Strategic Plan. I ask that charters and Muslim-friendly markets. you continue to engage with them to build the future you want. I, and the Australian Government, are committed to working in I believe the Cocos (Keeling) Islands are an undiscovered paradise with a unique multicultural partnership with you, the Administrator, the Regional Development character that needs preserving. I look forward to doing all I can as the Administrator to Organisation and the Shire of the Cocos (Keeling) Islands to work towards us being a harmonious showcase community that embraces sustainable implement the Strategic Plan, and to realise the bright future of economic development. your islands.
The Hon Sussan Ley MP Assistant Minister for Regional Development and Territories
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Our Cocos (Keeling) Islands, Strategic Plan 2030______6 Where have we come from?______11 Cocos (Keeling) Islands today______14 Consultation Outcomes______16 Comparative Strengths and Weaknesses______24 Looking to the Future______30 our vision______33 our values______34 our themes______37 our strategies______38 our goals and KPIs______42 our actions______46
GLOSSARY
ABF Australian Border Force CKIDHS Cocos (Keeling) Islands District High School CITA Christmas Island Tourism Association CKITA Cocos (Keeling) Islands Tourism Association CKI Cocos (Keeling) Islands CRICOS Commonwealth Register of Institutions and Courses for Overseas Students DAWR Department of Agriculture and Water Resources DET Department of Education and Training DFAT Department of Foreign Affairs and Trade DIRDC Department of Infrastructure, Regional Development and Cities DoD Department of Defence DOEE Department of Environment and Energy EPBC Act Environmental Protection and Biodiversity Conservation Act 1999 HACC Home and Community Care IOT Indian Ocean Territories IOGTA Indian Ocean Group Training Association KPIs Key Performance Indicators ONA Office of Northern Australia PA Parks Australia RDO Indian Ocean Territories Regional Development Organisation SDA Service Delivery Arrangement SOCI Shire of Christmas Island SOCKI Shire of Cocos (Keeling) Islands TA Tourism Australia
We acknowledge and thank Rik Soderlund and Chris Bray Photography for permission to use the photographs included in this report.
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COCOS (KEELING) ISLANDS, AN EXCITING STRATEGIC PLAN 2030 INITIATIVE
The Cocos (Keeling) Islands truly are Our Cocos (Keeling) Islands community is excited Our Strategic Plan’s Aim: an Australian Paradise. This plan - Mission to have developed this Strategic Plan. The Plan The Strategic Plan’s overall aim is Our Cocos (Keeling) Islands, Strategic The Mission of the Cocos has been based upon the extensive consultation to include practical actions that that has occurred for the Islands through this Plan 2030 - is our Community’s plan. (Keeling) Islands, Strategic will assist the Islands in delivering commission and other recent exercises. The It provides a road map to maximise Plan 2030, is to provide a sustainable future that unifies Plan has acknowledged the aspirations included community well-being in line with a unified pathway such the community, diversifies the in the Shire of Cocos (Keeling) Islands’ Strategic developing a prosperous, sustainable that the Community’s economic base and enhances the Community Plan 2016-2026, many of the past and diverse future for all within the Cocos vision for the Islands natural and cultural environment. reports completed for Cocos (Keeling) Islands (Keeling) Islands. The Plan has been led can be achieved. As In short, it is a showcase of how the by the Indian Ocean Territories Regional and incorporated key outcomes from the Cocos (Keeling) Islands can pursue well as focussing on the masterplanning exercises completed by the Development Organisation (IOT RDO) Islands themselves, the its chosen pathway such that it in close collaboration with the Cocos Shire and their consultants. The consultation maximises benefits for the whole plan discusses regional conducted for the Plan included consultation (Keeling) Islands’ community, as well connections to the community and environment. as consultation with external service with representatives of all key stakeholders broader Indian Ocean and has taken a wider view of the region and providers to the Islands, government We acknowledge the support we Territories, Northern potential connections. Together, these elements agencies and political representatives. currently receive from the Australian Australia and our South have inspired the development of the vision, Government and know that we will East Asian neighbours. goals, strategies and actions contained herewith A monitoring strategy to assist in ‘future proofing’ the Islands in the continue to require further support that includes review most beneficial way. into the future. mechanisms, is included in the Plan to enable the Plan A large part of this Plan is dedicated to stay current. to getting the Island ‘business ready’ so we can further develop our private sector. This will allow us to become more self-sustaining and therefore decrease our reliance on the Australian Government. We look forward to continuing to work with all key stakeholders, including the Australian Government, to maximise our Islands’ prosperity, resilience and economic, social and environmental sustainability.
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1 A PLAN FOR THE COMMUNITY Where are we now? BY THE COMMUNITY Environmental Scan: › Statistical review › Previous reports To have the greatest chance of success › Drawings and phrases from children › SWOT analysis we were very clear that the Strategic Plan at the CKI Schools showing what they Clear identification of needed to be a plan for the community loved about their home; Issues and Challenges from the community. To ensure this › Meetings in Christmas Island, Perth occurred, a four stage approach was and Canberra with organisations adopted (refer diagram on previous that represented Cocos (Keeling) Measuring Where do we page). Success want to go? Islands and the Indian Ocean Territory The Plan was determined from a generally; › Clear setting of KPIs THE › Community values/ combination of statistical analysis, › › A community survey that was 4 Monitoring and PROCESS aspirations 2 reviews of previous plans / reports and review framework distributed to all post boxes in the › Business intentions the outcomes of the comprehensive › Timely review and Cocos (Keeling) Islands, published on- › Government intentions consultation program, which included: updating line through Survey Monkey, included Vision and Objectives Keeping the Plan › Consultations with representatives in the Atoll and available at the IOTA Current & Useful from over 15 groups on Home and office on West Island and the Shire on How do we West Islands. The consultations were Home Island; and, get there? a mixture of group and individual › A hugely successful enquiry by design meetings as well as a community › Analyse information to date workshop organised by the Shire of meeting on Home Island. A big thank › Set Strategies / Themes Cocos (Keeling) Islands and facilitated you to the Shire of Cocos (Keeling) › by MackayDesign group, which Actions & Implementation measures – assign Islands who set up many of these responsibilities focussed on masterplanning elements meetings for us; Clear Accountable Road included in this Plan. Map for Action 3
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HOW THE COCOS (KEELING) ISLANDS WHERE HAVE STRATEGIC PLAN WILL SUCCEED WE COME FROM? To succeed, we are clear that the Cocos (Keeling) Islands Strategic Plan will need to have The Cocos (Keeling) Islands were first discovered in 1609, but not inhabited until 1826 - the following attributes: firstly by Englishman Alexander Hare, and then more substantially by Scottish seaman, Captain John Clunies-Ross.
The Clunies-Ross family established copra (coconut) plantations on Home Island in 1827 and brought many workers from Dutch East Indies to work the plantations. These people, and their descendents that followed, became the Cocos Malay population, and today they LOGICAL COMMITMENT COMMUNITY IMPLEMENT ACCOUNTABLE still constitute the major component of our population in the Cocos (Keeling) Islands.
The Islands have seen their share of war time activity. In 1901, a Cable Station was established on Direction Island to provide a link to and from Perth. This was destroyed in 1914 when the German Raider, the SMS Emden, attacked the Islands. The HMAS Sydney engaged in a sea battle with the Emden, and the Emden ran aground on North Keeling Island - the remains are now protected. The Islands were also occupied during World War Two by Allied troops and remnants of their settlements can still be seen on the LOGICAL AND CLARITY AND COMMUNITY IMPLEMENTABLE ACCOUNTABLE: various islands in the Southern Atoll. EVIDENCE BASED: COMMITMENT: OWNED: AND OUTCOMES Our Monitoring Any actions included The clarity of Ensuring that this BASED: Framework in this Plan need to be responsibility and Plan is - and stays Actions included ensures that all In 1955, the Cocos (Keeling) Islands became a Territory of Australia. In 1978, the Clunies- logical and evidence the commitment - “a Plan for the are outcomes stakeholders Ross’ property interests of the Islands, excluding their home and gardens (Oceania based. There has of the political, Community by based and all continue to input been substantial bureaucratic, the Community” aimed at achieving into the Strategic House) was transferred to the Cocos (Keeling) Islands Council to be held in trust for the investigation into industry and underpins its the overall vision Plan. We have benefit of the Cocos Malay people. In the following year, the ownership of the village data, previous community leaders success. We will and goals noted in included actions to area of Home Island was transferred to the Cocos (Keeling) Islands Council. In 1984, the research and actions to deliver the Plan’s ensure that there the Plan. We will reflect and report remainder of the land was transferred by trust to the Council on behalf of the Island to determine the vision is essential. is an ongoing role implement actions on progress, as current actions At every step we will for the community that count. well as actions to community. The Government purchased Oceania House in 1993 and sold it to private included. We note be aiming to ensure in reviewing the review the Plan to interests in 2002. that ongoing analysis that all key players actions /progress ensure the Plan and revision is are on board and to keep the Plan remains current. essential for the willing to implement current and On the 6th April, 1984, in an United Nations supervised Act of Self Determination, the longevity of the Plan. key actions. relevant. Cocos community voted overwhelmingly to integrate with Australia. From 1984 onwards, the Commonwealth, in conjunction with service providers primarily from Western Australia, has been largely responsible for delivering key government services to the islands in line with remote mainland communities standards. In 1992, the Shire of Cocos Through the IOT RDO’s Regional Investment Officer, the RDO will continue to provide the (Keeling) Islands was established under applied Western Australian legislation. coordination role for the Strategic Plan. It is essential to note, however, that the plan will ONLY succeed if each and every stakeholder commits to and implements their part of the plan. Only when we work together as a whole will we realise the immense benefits this plan can bring to our community.
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HIGHLIGHTS OVER THE LAST 10 YEARS
INVESTMENT BY THE AUSTRALIAN GOVERNMENT $570 million for the IOTs over the last 5 years. VOCATIONAL TRAINING Successful aquaponics trial. INVESTMENT IN STRATEGIC PROJECTS Rebuild of the West Island Power Station. AWARDS Development of a new Desalination Plant on Home Island. 2017 GWN7 Top Tourism Town Marketing & Media Award Completion of Rumah Baru Jetty. for Western Australia. Direction Island (Cossies Beach) named number one beach in EDUCATION Australia in 2017 by Brad Farmer, Australia’s Aquatic and Coastal Rasa Cocos: an award-winning program showcasing Cocos Malay Ambassador as appointed by Tourism Australia. cooking to island visitors. 2017 finalist for Tidy Towns. Off-island Immersion Program: all year 9 students live off-island for 10 weeks at a residential college while attending a large public school in Perth. Runners-up in the 2006 National Literacy and Numeracy Award. CKIDHS is part of the Tangaroa Blue Foundation for Marine Debris Initiative. LOCAL GOVERNMENT Recycling and waste management - new incinerator, glass crusher. Back laneways – brick paving and fencing. Coastal erosion mitigation works – using job-seekers. HEALTH New medical equipment that can be used in the homes for HACC clients. Seniors program 4 times a week that provides morning exercises and a monthly Registered Nurse check-up. Chronic Disease program: those who have been identified are periodically reviewed in order to maintain their health, which helps to assist optimal health outcomes. Mammogram machine purchased in 2017.
TOURISM A 40% increase in tourists from 2013 to 2018. An increase in the number of activities/tours available. Expansion of events, annual lagoon swim, Cocos Islands Golf Open, 100th Anniversary of the Sydney Emden Battle, and the “Pulu Kelapa Festival”.
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COCOS (KEELING) ISLANDS West Island Cocos (Keeling) TODAY Islands Cocos (Keeling) Islands Home Island Our Tropical Paradise: Cocos (Keeling) Islands is a series of 27 beautiful tropical Islands located in the Indian Ocean. The main settlement is on Home Island, with almost all of the 410 inhabitants on this Island identifying as Cocos Malay. West Island also supports a population of around 100 people, with most indicating a Caucasian heritage. Being some 2,750 kms from Perth, Cocos (Keeling) Islands are amongst Australia’s most remote communities. POPULATION
The Islands are truly beautiful, and boast an amazing pristine environment that embraces ECONOMY – RELIANT ON incredible turquoise lagoon waters. North Keeling Island is a World Heritage Reserve and is GOVERNMENT SERVICES Population at home to a large variety of bird life, including the endemic Cocos Buff-Banded Rail. 49 2016 Census 51 percent percent Prominent Industry Sectors female 510 male The economy has an embryonic, but important, tourism sector, with the majority of people (80% on Home Island) employment being in the government sector. 900 Cocos (Keeling) Islands - Population Trends The Cocos Malay heritage is unique and has developed its own language and cultural 800 practices. The Cocos Malays follow the Islamic religion and many meaningful and colourful 700 festivities are held throughout the year. 600
500 % of employed residents employed % of NATURAL ENVIRONMENT 400 Public Ed & Accomm Transport, Construction Retail Admin Utilities ** Health ** Population 300 Admin** Training & Food Postal Services ** 200 100 HOUSEHOLD INCOMES 0 27 Islands World Heritage Tropical 1991 1996 2001 2006 2011 2016 27 low lying Islands that make Income 2016 ($/weekly) up 2 Atolls Reserve Paradise North Keeling Island MEDIAN TOTAL MEDIAN TOTAL MEDIAN TOTAL PERSONAL FAMILY HOUSEHOLD 154 42yo 41% CKI: $563 CKI: $1,375 CKI: $1,859 dwellings: 100% separate Median age Families with (WA: $724) (WA: $1,910) (WA: $1,595) dwellings (WA 79%) CI: 38; WA: 36 children (WA: 39%) Marine Environment 60+ Employment & Unemployment Wide range coral, fish, turtles, sharks Bird species, incl Endemic Cocos 2006 2011 2016 Buff-Banded Rail 22% 15% Labour force 239 241 234 COCOS KEELING HERITAGE Volunteered in Aged over 65 2016 (WA: 21%) (WA: 14%)
PRIMARILY COCOS MALAY
• 19% Australian Cocos Malay is a % Unemployed (Census) COCOS 1955 1984 1992 ancestry 75% unique dialect Australian Territory Integration with Australia Shire of CKI under • 50% Cocos Language other of Malay and MALAY through act of Self- Commonwealth Malay than English is commonly Almost all of Determination ancestry (WA: 19%) spoken at home Home Island • 31% Other on Home Island. ancestry
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CONSULTATION OUTCOMES WHAT WE HEARD
Our voices: A comprehensive consultation process was conducted to feed into the development of this Plan. The following notes the key outcomes.
What we love about Cocos (Keeling) Islands:
Beautiful Ocean & Unique Cocos Environment Malay Culture/ / Australia’s Lagoon / best beaches Turquoise Heritage / Untouched water / Unspoilt / Pristine
Safety / History Natural Lack of Environment / Crime Nature
Community / Friendly Lifestyle Family Friendly
Climate
Activities including Water Sports / Remoteness / Recreation (Want more) Quietness
Harmony / Cohesion / Respect / Inter-Island Interaction
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What does Cocos (Keeling) Islands currently do well?
Friendly/ Maintenance/ Tourism/ Community Upkeep Tourism activities Focused
Day trips / Education Activities Environment
Culture/ Tradition Clean Lifestyle and safety and tidy
Health Service
Community Groups/Volunteers Community Events Technology free zone
Waste Water sports Management
Well Sports informed
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STAKEHOLDER A focus on youth health and well-being, activities and What do you want Cocos (Keeling) Islands FEEDBACK community infrastructure / to be known for in 10 years time? facilities Youth training and employment Affordable and accessible housing Preserving our culture and building on the arts YOUTH Education improvements and employment pathways for all, particularly youth Beaches/pristine Unique and Extended experience beyond the Islands, environment/beauty harmonious Highly respected including with Mainland, Christmas Island More interaction between and known and Commonwealth Home Island and West Island culture Tourism Succession planning for our businesses More interaction with destination Christmas Island Training in new areas to align with major projects and community needs A focus on the environment A sustainable tourism industry, including establishment of a resort on an area Safe, drug Continuation outside of Home Island free, no of high level Lifestyle crime health and education services Affordable SENIORS Land Trusts clarified and a pathway living and forward for further housing opportunities business Employment and training History opportunities for all costs More interaction between Home and West Island A house on Home Island for government visitors Safe Better relationship building with government employees anchorage Improvements in air and sea services reliability and affordability More coordinated activities for seniors Environmentally Reliable friendly - Friendly energy, waste flights Waste Community that management Management is accessible for HEALTH ADVISORY GROUP everyone
Healthy food options Nursing staff escorts for after hours Healthy lifestyles education and facilities Mental health services gaps addressed Child health and monitoring Further education and community of post-natal services awareness about substance abuse More physical activities, particularly for girls
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HOME ISLAND COMMUNITY
Key Existing Markets
Kite/wind surfers Family based travel Shipping and flight CKI Cultural and natural (June – Oct) School holiday camps reliability and affordability environment considerations Bird watchers Small business support in Government requirements / Large groups Active retirees Insurance Issues processes / legislation Government workers Potential Future Housing Issues, including insurance Clarification of IOTA’s Patient Diving Technology free seekers Markets Education – needs a large focus, Assisted Transport Scheme Events Photographic tours including one campus, preferably Improvements in Banking and Post Fly fishing / bone Weddings All existing markets, plus: on Home Island Office hours / services fishing Northern markets – Northern Yachties flight needed Muslim friendly / Halal tourism Glampers WELL BEING COCOS COOPERATIVE GROUPS SOCIETY TOURISM GROUPS Committed to providing employment pathways Tourism Industry Issues for the Islanders Mental health gaps Capitalise on opportunities associated Aging operators addressed with Diversity of markets essential Facilities and services - Airport Runway Lack of affordable accommodation for staff Flights and shipping reliable - Muslim Friendly / Halal Tourism – CKI and affordable first Australian Muslim Friendly Tourist Sea freight costs, air disruptions and poor communication Preserve history and heritage destination Not all operators members of CKITA - MOUs in place with Universities, Tourism seasonal – small numbers outside of June to October Small business start up Training organisations, likely tenderers for support the Cocos Runway Upgrade No Northern Flight Post office hours extended Visa requirements – likely to need FIFO Ferry services to assist inter- workers if Co-ops plans move forward island interaction Community would benefit from small business start up support Reduce government red tape Ferry services reviewed to increase Further recreation interaction between Islands infrastructure on non- Further ‘real life’ and ‘industry’ exposure inhabited islands for CKI Insurance issues Need the community to ‘embrace change’
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IN SUMMARY WEAKNESSES & THREATS
COMPARATIVE STRENGTHS › As in many developed societies, › Despite the population disparity, many chronic disease is on the rise on of the educational facilities are now & WEAKNESSES CKI, including heart disease, diabetes, based on West Island. The costs and cancer and respiratory diseases. benefits of establishing Home Island as As shared in the previous pages, the small production, tourism and the environment) The IOT Health Service has targeted the main school campus need to be community on Home Island, has been were also considered important by many. chronic disease and those community fully explored. bonded together for over 150 years by members who have been identified are › Preliminary research has established geographic isolation, a unique culture Community aspirations are well being reviewed on a regular basis to that solar panels are a more cost- and language, a shared Muslim faith and articulated and cover health, education, maintain their health. effective means of generating power housing, safety, security, social harmony, strong family ties.The small population › An aging population places increased on CKI than the current diesel and community infrastructure. More on West Island add to the diversity and demands on generators. The modelling suggests than anything, the people of Cocos home-based health capacity of the Cocos (Keeling) Islands. that an approach to market involving a (Keeling) Islands are keen to ensure care. The IOT Health Service has Although once focussed on copra that the current and future generations introduced new medical equipment Power Purchase Agreement could production, the Cocos (Keeling) Islands are at least on par with their mainland that can be used in homes for HACC produce significant savings, at no cost are now heavily reliant on the Australian counterparts with respect to key health, clients. It is recommended that training to government. Government with only a narrow and education and employment indicators. be provided for home-based carers › Coastal erosion, rising sea levels and shallow industry base. Small scale retail, (Child and Aged Care). marine pollution remain as significant trade services and tourism are currently Almost all people consulted throughout › Many Cocos Malay students are threats. Mitigation works need to be the only private sectors. the Strategic Plan development graduating from Year 12 but failing to reviewed and maintained. emphasised that the natural find full-time employment. The school › Governance arrangements are The community recognises the environment is highly valued. has a long-term strategy to embed need to broaden and deepen the Furthermore, many indicated the desire not widely understood. DIRDC is school-training-work pathways to preparing Service Charters to be economic base, to build resilience to have environmental initiatives high on increase the opportunity for on-island the list of priorities for the community. circulated through the community. It and sustainability. Growth in tourism employment for Cocos Malay students. The community value their amazing is recommended that the department is considered the most promising This will include tourism, hospitality environment and are keen to tackle waste (DIRDC) adopt Community opportunity, with proximity to South and food production. management and renewable energy Engagement/Communication East Asia and markets identified for eco- production into the future. › The removal of waste from CKI is Protocols. It is recommended that tourism, cultural tourism and Muslim- prohibitively expensive. A Best DIRDC establish a single IOT-based friendly tourism. Import-replacement Taking all this into consideration, the Practice Waste Strategy for the contact for SDA enquiries (SDA opportunities have also been identified following is stated as a summary of IOTs is required, and should focus on Contact Officer). for local food production and agri- comparative weaknesses and strengths. waste avoidance, waste reduction, › Industry and government investments business, and early trials in aquaponics All these strengths and weaknesses waste recycling, waste management, have yielded encouraging results. have been taken into account when need to be guided by a transparent and initiatives that can have positive planned approach. The Shire is Educational opportunities in all the determining our vision, goals, strategies impacts globally. Islands comparative strengths (food and actions. consulting with the community in › Although the majority population lives preparation of a CKI Master Plan. on Home Island, the AFP and most of the CKIDHS facilities are based on West Island. CKI offers a relatively safe and friendly environment, but the risks of not having a full-time AFP presence on Home Island need to be assessed.
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STRENGTHS & OPPORTUNITIES term strategy is to build year-round capacity through greater tourism accommodation options, such as › The CKI community wants to improve attracting investment for an eco- educational outcomes, especially resort. English literacy, as this is considered essential to improving employment › There are over 600 million potential outcomes for the young. tourists to the north in South East Asia. The Cocos Co-op is building › The local benefits of major government connections with Malaysia to promote projects are sometimes diluted by fly- CKI as a Muslim-friendly tourist in fly-out workers. The Cocos CV will This initiative could be identify local skills and experience and destination. strengthened with the support of match these to opportunities arising Tourism Australia. from the runway upgrade and other major projects. Gaps will be addressed › Expansion of the tourism industry will through targeted vocational training. bring many business opportunities. Support for small businesses will › Social harmony is highly valued, but build local business capacity and many community members noted a ultimately create new jobs. decline in opportunities for inter-island interaction. They recommend that ferry › Chronic housing shortages were raised and bus schedules be reviewed to repeated during consultations. Inability allow for more after-school activities, to obtain insurance, and exorbitant cultural celebrations/events and more building costs are real barriers to home late-night interaction between the ownership. An Affordable Housing Islands. Strategy is recommended to identify and address the barriers to affordable › The CKI Tourism Association believes housing, including the consideration of tourism numbers can be increased community housing models. within the constraints of current infrastructure by targeting the low › Community infrastructure is season with new and emerging essential to maintain a vibrant, markets, such as fly fishing, functional community in such a remote photography tours, weddings and location. The Shire has prepared a list sporting/cultural events such as the of community infrastructure projects new Pulu Kelapa festival. The long- for consideration by government.
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IN SUMMARY COMPARATIVE STRENGTHS & WEAKNESSES
Strengths Opportunities Weaknesses Threats
Unique Cocos Malay culture and Tourism, including: Affordable housing shortages, inc, finance/insurance Chronic diseases heritage • Adventure tourism Limited tourism accommodation Lack of 24hr AFP Cultural harmony • Eco tourism presence on HI English literacy skills Safe and friendly environment • Cultural tourism Rising cost of diesel • Muslim-friendly tourism Employment opportunity & diversity for power generation Excellent level of social services Runway upgrade Cost & reliability of air services Fluctuating tourism Interesting history numbers Solar power generation Cost & frequency of sea freight services Pristine marine environment Marine pollution (snorkeling, diving, fishing) Small business expansion & start-ups Diesel generated power Coastal erosion and Marine adventure tourism - SDA services better understood & Cost of waste removal rising sea levels Kiteboarding, surfing, yachting targeted Lack of community understanding of governance Potential for Proximity to Asia A planned approach to industry & arrangements decrease in government investment Government Funding Links with Northern Australia and Declining interaction between HI and WI mainland Australia Food production & agribusiness High percentage of Lack of industry diversity / Reliance on government job-seekers lacking funding GST and Duty Free Community Housing capacity Direct access to Ministers through the Waste management Access to business finance/insurance Administrator
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LOOKING TO COCOS (KEELING) ISLANDS THE FUTURE Our Vision at 2030
An Island Paradise showcasing harmonious community living and sustainable economic development.
Our Vision
Our Values
Our Themes Our Strategies
Our Goals and KPIs
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OUR VISION AT 2030
By 2030 Cocos (Keeling) Islands is a Our community is highly connected, showcase of harmonious multi-cultural both within the Cocos (Keeling) Islands living. The two inhabited Islands - Home themselves and the broader Indian Ocean Island and West Island - learn, play and Territories. In addition, our inclusion in work together in a way that celebrates Northern Australia serves us well and our difference through inclusion. Education Asian markets have greatly expanded. and Health outcomes for the Islands These connections help us to continue are on par with mainland standards, to grow in a way that best serves our and diverse economic development community. We have regular and reliable opportunities provide a number of flights to the Mainland as well as to our different pathways for current and future northern Asian neigbours. residents. Food and agri-business has expanded The Islands have an enviable lifestyle that is on the Island and we are now feeding safe, secure and inclusive. Community ourselves and our region with well-known facilities and services are of the highest home-grown produce. standard for a remote location, and there is a friendliness in the community that is a International education opportunities constant reminder of how wonderful the in the food and agri-business areas are Cocos (Keeling) Islander community truly is. also available, as well as educational The built environment is well maintained opportunities in tourism and the and complements the aesthetic of the environment. Islands’ natural beauty. Our amazing pristine environment Tourism has taken hold as the mainstay remains highly valued by all that live and of the economy and the Islands are a visit the Islands and is a showcase to highly sought after destination from the world of why we are an Australian people around the world. The Islands host Paradise. To strengthen our environment international events and are clearly we are implementing an IOT Waste recognised for the diversity in water sports Management Strategy that is an such as fishing, kite surfing, surfing and exemplar for Island communities and diving. An internationally renowned tackles not only locally produced waste, but eco-friendly resort is now operating in also global issues. The Green Economy is one of Australia’s most beautiful locations, in full swing with the majority of our energy and is often showcased as a ‘must do’ requirements being met from renewable destination by organisations in the travel sources. Coastal erosion and impacts industry. of sea level rises are constantly being monitored, and actions put in place to Cocos (Keeling) Island has also become ensure that we can remain an Australian the first Australian Muslim Friendly Paradise now and well into the future. Accredited tourist destination, and our connections with Asia continue to We are so proud of our Cocos (Keeling) thrive and expand. We are proud of the Islands, and are delighted that they are welcoming nature our customer service truly recognised as an Australian Paradise and safe environment brings to our by so many around the world. northern neighbouring communities.
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OUR VALUES
Our values show what we, as Cocos › Our Lifestyle: (Keeling) Islanders, respect. All actions We value our safe and secure included in this plan are underpinned by environment and our friendly and our values. family focussed community. They are key reasons many of us choose to live In no particular order, as Cocos (Keeling) here. We want to ensure that these Islanders, we value: are maintained throughout time.
› Our Beautiful Environment: › A Community Voice: We value the pristine nature of our We value playing an active part in environment. We know it makes us our future, and value being able to an Australian Paradise. Our actions continue to forge our future together. will ensure that all Islanders, visitors, and industries respect, appreciate and › Economic Sustainability: sustainably support it. We value diversity and sustainable projects that provide employment › Our Unique Cocos Malay Culture opportunities for us and our future and Heritage: generations. We are keen to see more Our culture and heritage is unique and home-grown opportunities in key treasured. We value the preservation industry sectors. and passing on of the Cocos Malay history and customs. Family is of the utmost importance to us.
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OUR THEMES
Five key themes have been developed for the Cocos (Keeling) Islands Strategic Plan. These are:
› Our community: A well-educated community; A healthy community; Social harmony; Affordable housing; Safe and secure Islands; Community infrastructure.
› Our business: Profitable small business sector; Thriving tourism industry; Full employment; On-island food production.
› Our connections: Muslim-friendly tourism; Cost-effective shipping; Cost-effective air services.
› Our environment: Green energy; Best practice waste management; Protecting our pristine environment; A well maintained built environment.
› Our governance: CKI Master Plan; Transparent government services.
Goals associated with these themes and the overall vision are noted below. All actions have been developed to assist in achieving the goals and their strategies.
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OUR STRATEGIES In order to reach our vision and address each theme, the following strategies were derived. Highlighted strategies are community priorities. OUR CONNECTIONS OUR ENVIRONMENT Expand Asian markets • Promote CKI as Halal/Muslim-friendly Trial renewable energy OUR COMMUNITY OUR BUSINESS • Identify opportunities within SE Asian- in place of diesel Australian free trade agreements and generation Improve educational outcomes Build local business capacity strategic/economic partnerships Improve waste Improve health outcomes • Maximise local benefits Investigate & pursue opportunities to lower management practices from major projects shipping costs Increase social harmony through expanded Maintain and monitor opportunities for inter-island interaction • Development of an eco- Explore opportunities to reduce the cost and efforts to mitigate and community engagement resort increase the frequency of air services for locals coastal erosion and visitors Address housing shortages – identify and • Investigate & provide small Build on environmental education initiatives address barriers to affordable housing business support (inc, Improve reliability and frequency of air services start-ups) Address security & emergency management Re-vegetate where Explore opportunities within existing business risks for Home Island appropriate Improve employment networks Provide appropriate community outcomes Maintain a sustainable Identify & address the barriers to cost-effective infrastructure fishing resource Grow the capacity of the export Improve the amenity Showcase and protect our unique cultural tourism industry of the heritage Explore opportunities for international education non-inhabited Explore import-replacement islands Provide better access to ferry for cargo opportunities for on-island Facilitate efficient entrance into the IOTs for Address the impact of food production overseas visitors Improve airport facilities introduced pests Build on IOT marketing Encourage volunteers synergies with Christmas Island
Encourage the community to embrace the need Build on relationship with for change Tourism Australia OUR GOVERNANCE Monitor and review government staff contract lengths to ensure best outcomes Improve support for disabled people for the community Identify insurance options for Ensure the governance of the Cocos business owners Expand sport & recreation facilities and Land Trusts are clear and understood Improve the awareness and increase arts and culture programs and facilities understanding of CKI within DIRDC Explore opportunities to lower Adopt a transparent, planned Identify insurance options for home owners building costs approach to industry development and Improve the cost-effectiveness of the government investment Provide shelters for Emergency management Support local business IOGTA vehicles initiatives Improve the transparency and Support local employment opportunities accountability of government services Support physical activities for youth Support enterprise education Increase the financial sustainability of Improve awareness and understanding Increase cultural awareness Increase the effectiveness of the Cocos Land Trusts of the IOTs within the public service the CKI Tourism Association
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THEMES GOALS STATEGIES AND ACTIONS BY 2030
Our Community OUR › Improved educational outcomes › Improved health outcomes Our COMMUNITY › Increase social harmony through Community A well-educated expanded opportunities for inter-island Actions community; A interaction and community engagement healthy community; › Housing shortages addressed and Social harmony; barriers to affordable housing identified Affordable housing; and addressed Safe and secure › Security & emergency management risks Islands; Community for Home Island addressed infrastructure › Appropriate community infrastructure Our provided Business OUR BUSINESS Our Business Actions Profitable small › Local business capacity strengthened
business sector; Thriving › A thriving tourism industry Master Plan Actions tourism industry; Full › Improved employment outcomes
employment; On-island › Import-replacement opportunities for High Impact Actions food production on-island food production explored Our Connections Our OUR › CKI as Halal/Muslim-friendly tourism Connection CONNECTIONS › Opportunities to reduce the cost and Muslim-friendly tourism; increase the frequency of air services for Actions Cost-effective shipping; locals and visitors explored Cost-effective air › Shipping costs lowered services Our Environment › Renewable energy in place of diesel OUR generation ENVIRONMENT › Improved waste management practices Our Green energy; Best › Coastal erosion controlled and sea level Environment practice waste rise implications understood Actions management; › SE Asian-Australian free trade agreements Protecting our pristine and strategic/economic partnerships environment Our Governance › A transparent, planned approach to
OUR industry development and government PRIORITY ENABLING ACTIONS - investment Our GOVERNANCE › The governance arrangements of the SHIRE OF COCOS (KEELING) ISLANDS - CKI Master Plan; Cocos Land Trusts are clear and Governance Transparent government understood Actions services › SDA’s are transparent and accountable
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OUR GOALS AND KPIs Theme KPIs Goals by 2030 By 2024 By 2030
Our Business Our Cocos (Keeling) Islands community wants to make a difference. As such, we have set out Profitable small business sector brave goals, with courageous KPIs that will ‘push’ us into action. We believe that if we are truly Local business capacity › Cocos CV completed › Small business support provided focused on the desired Vision for the Island, we can achieve these laudable outcomes. strengthened › Local workforce skills developed through SDA and RDO to take advantage of employment › IOT Regional Content clauses in KPIs opportunities with major projects major projects Theme (DIRDC, RDO, IOGTA) › Economic and Social impact Goals by 2030 By 2024 By 2030 assessments required as part of assessment of major projects Our Community (DIRDC, RDO, IOGTA) A well-educated community Growing tourism industry Improved educational › The majority of students achieve › The school community has fully A thriving tourism industry › 2,500 annual tourists not › Resort / Eco-tourism development outcomes for all Cocos satisfactory to high progress in explored a one campus model of including visiting friends and implemented (Keeling) Islanders national testing. (CKIDHS, DIRDC) education (CKIDHS, DIRDC) relatives › 100 additional tourist beds › IOT-wide Development and › 3,500 tourists per annum (RDO, Marketing Officer appointed SOCKI) A healthy community › International EOI/Tender for Eco- Improved health outcomes › Increased HACC to meet the › Health indicators and services resort issued (RDO, SOCKI) for Cocos (Keeling) Islanders needs of an aging population provided on par with Mainland Full employment – as indicated by a high level of (DIRDC) satisfaction from the community Improved employment › Home Island Retail Centre built › To embed highly effective (DIRDC) outcomes for Cocos (Keeling) and functioning pathways for all Cocos (Keeling) Islanders › Local workforce skills developed Islanders students in key Social harmony / Interaction to take advantage of major industries. Increased social harmony › Ferry & bus schedules reviewed › After school activities, cultural projects and community needs › Unemployment rate reduced to through expanded and revised to accommodate festivities and key events are (SOCKI, CKIDHS, RDO, IOGTA) 5% (SOCKI, CKIDHS, RDO, IOGTA) opportunities for inter-island increased interaction between attended by most people on both On-island food production interaction and community the island communities (DIRDC) Islands (DIRDC and all Islanders) engagement Import-replacement › Local food production trials › A large proportion of food imports opportunities for on-island funded (RDO, local industry) replaced by local production (RDO, Affordable housing food production local industry) Housing shortages addressed › Insurance issue is resolved & › New housing built (current Our Connections and barriers to affordable communicated to community indications are 6 on HI; 4 on WI; housing identified and › 2 new houses on Home Island and Independent Living Units for Expanded Asian Markets addressed › Affordable Housing Strategy Seniors) CKI promoted as Halal/ › Suitable Muslim-friendly › CKI recognised as Australia’s first completed › (RDO, Co-op, SOCKI, Land Trusts) Muslim-friendly tourism marketing connections Muslim-friendly tourist destination › DoD has left a positive established with Malaysia & › Opportunities identified within accommodation/housing legacy Indonesia (Cocos Co-op, RDO) South East Asian – Australian trade (RDO, DIRDC, Co-op, SOCKI, Land agreements (Cocos Co-op, RDO) Trusts DoD) Cost-effective air services Safe and secure Islands Explore Opportunities to › Cabotage Restrictions removed › › Security & emergency Costs and benefits of establishing 24hr AFP presence on HI (DIRDC, reduce the cost and increase and Northern Triangle Route management risks for Home a 24hr AFP presence on HI have AFP) the frequency of air services established and well utilised (RDO) Island addressed been explored (DIRDC, AFP) for locals and visitors explored Community infrastructure Cost-effective sea freight services Appropriate community › Top five priorities funded (SOCKI, › Top ten community infrastructure infrastructure provided RDO, DIRDC) priorities funded and implemented Shipping costs lowered › Whole of government shipping (SOCKI, RDO, DIRDC) freight contract issued (RDO)
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Theme KPIs Goals by 2030 By 2024 By 2030
Our Environment Green energy Renewable energy in place of › Power Purchase Agreement › Majority of energy produced by diesel generation issued (DIRDC) renewable resources (DIRDC) › Land released for renewable energy generation (Land Trusts)
Best practice waste management Improved waste management › Majority of recyclable waste is › IOTs Best Practice Waste Strategy practices diverted to recycling (SOCKI) completed and implementation scheduled (SOCKI, SOCI, RDO)
Best practice erosion control Coastal erosion controlled › Commission report (DIRDC) › Coastal erosion is managed and sea level rise implications › Plan to deal with sea level rise through best practice means understood (SOCKI)
Our Governance CKI Master Plan & Town Plan A transparent, planned › CKI Master plan completed › New Town Planning Strategy in approach to industry (SOCKI) place (SOCKI) development and government investment
Transparent government services The governance › The governance of Cocos Land › Land Trust meetings have arrangements of the Cocos Trusts are understood by been reviewed and community Land Trusts are clear and government agencies (DIRDC, educated on the role and understood SOCKI). responsibilities of Land Trusts (DIRDC, SOCKI)
SDAs are transparent and › Engagement / Communication › The majority of Islanders feel that accountable Protocol adopted the governance on CKI is clear, › Single local contact for SDA transparent and accountable enquiries established (RDO)
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Regional Actions Theme Who Timing PRIORITY / ENABLING ACTIONS Benefits Our Business The following includes actions that are considered high impact and instrumental in us achieving our Vision. Some of these will require input and action from the Australian A thriving tourism industry Government. However, once these actions are implemented, community well-being for Identify potential investors & areas for resort Cocos (Keeling) Islanders will be greatly development. Develop an international tender seeking EOIs in eco-resort development on Our Business SOCKI, RDO, improved, and Islanders will be able to Timing Legend E1.9 3 CKI. Emphasise the need to mitigate negative Our Community CKITA ■ Immediate - Now ■ Medium Term 3 - 6 establish more robust industries that environmental impacts and maximise local 1 ■ Short term - Within 3 years ■ Ongoing are focussed on the private sector . community benefits. Regional Advocate for the Australian Government to fund Actions Theme Who Timing Benefits 3 Our Business RDO, CKITA, E1.10 an IOT-wide tourism development and marketing Our Community CITA Our Community officer that works with CITA and CKITA. A well-educated community A profitable small business sector Investigate the social and economic benefits/ Maximise local benefits from major projects. costs of establishing one School Campus on either Our Advocate for Australian Government to include E1.1 Community CKIDHS Home Island or West Island (with a K-3 at the Our Business standardised ‘IOT Regional Content’ clauses alternative Island location). E1.11 in all major projects, and the requirement for 3 Our Business RDO Affordable housing developers to produce Social and Economic Impact assessments prior to development Identify & address barriers to affordable housing. approval or commencement of major projects. Develop an affordable housing strategy for the Investigate and provide small business support; IOTs. In this, explore possibilities for Co-op/Shire/ Our E1.2 Trust to build community housing plus a review of 3 Community DIRDC, SOCKI Seek Service Delivery Arrangements through the DIRDC, WA Government for IOT-based Small Business Our Business RDO, IOGTA, grants to ensure IOT benefits (such as first home Our Business E1.12 3 Support: Our Community CKIDHS, buyers). Current reports indicate that 6 houses on CKITA HI and 4 houses on WI are needed. • Business advisor • Business planning sessions
Investigate potential home/business insurance Our Fund training for a ‘Business Start-Up’ program: E1.3 solutions and develop a communications process 3 Community DIRDC • Training for start-ups to inform the community. Our Business • Business planning sessions
The initiative should include IOGTA/CKITA/ DIRDC, Social harmony Our Business RDO, IOGTA, E1.13 CKIDHS/RDO in its development and delivery. 3 Review the ferry and bus schedules to ensure that The outcome could be a ‘showcase business’ Our Community CKIDHS, CKITA after school activities, night time activities, public in an area of interest to many parts of the Our holidays and cultural celebrations can be attended DIRDC, Cocos Community community - eg. cultural tourism - including E1.4 Co-op by both Home Islanders and West Islanders. Also Our Business cooking classes (Rasa Cocos), B&B network, review ferry to allow more visits to Direction Island fishing charters, boat building courses. (improve tourism outcomes) Full employment A healthy and informed community Complete the Cocos CV to determine available Review and monitor the IOTHS 5 Year Strategic Plan Our skills that can be used in the DoD runway E1.5 and ensure all care needs are addressed (including DIRDC, RDO E1.14 Our Business SOCKI, IOGTA Community upgrade and other major projects, and develop aged care needs). the local workforce to fill any skills gaps. Improve Home and Community Care to meet the Our E1.6 IOTHS needs of an aging population. Community Improve employment outcomes; • Establish School to Vocational Training to A secure community Our Business CKIDHS, E1.15 Work pathways Our Community SOCK, DIRDCI Assess security & emergency management risks for • Investigate how training for home-based Our AFP, DIRDC E1.7 Home Island against the costs of establishing a 24hr Community carers (child and aged could be provided) AFP presence on Home Island. On-island food production Adequate community infrastructure Explore import-replacement opportunties for on- Seek funding for infrastructure to maximise Our island food production; Our Business E1.8 Community E1.16 RDO community well-being (see SOCKI's list of projects). • Seek funding for trials, eg, aquaponics, Our Community 1 It is noted that there may be overlap with the Shire of Cocos (Keeling) Islands Master Plan – see actions in the Shire Master Plan Actions. aquaculture The Shire’s Master Plan Actions are not currently prioritised. Upon review of the CKI Strategic Plan, the RDO will discuss priorities with the Shire and ensure that all priorities are reflected. PAGE 46 PAGE 47 STRATEGIC STRATEGIC PLAN PLAN PRIORITY / ENABLING ACTIONS
Timing Legend Regional ■ Immediate - Now ■ Medium Term 3 - 6 Actions Theme Who Timing Benefits ■ Short term - Within 3 years ■ Ongoing Our Governance
Regional Transparent Government Services Actions Theme Who Timing Benefits Ensure the governance of the Cocos Land Our Connections Trusts are clear and understood. Review the processes for Land Trust meetings to ensure DIRDC, Cost Effective Shipping Our Governance SOCKI, E1.24 accountability and transparency. Prepare Cocos Our Community Cocos Advocate for the Australian Government to Land Trust accounts separately from SOCKI Malays issue a whole of government shipping freight Our Connections accounts. Educate the public on the role and E1.17 3 RDO contract to encourage competition in shipping Our Business responsibilities of the Land Trusts. services in the IOTs. Adopt a transparent, planned approach Cost Effective Air Services to industry development and government Advocate for the Australian Government to E1.25 investment: Our Governance SOCKI 3 Our Connections RDO, • CKI Master Plan E1.18 remove cabotage restrictions for International- Our Business CKITA, CITA CI-CKI-International flights (Northern Triangle) • Town Planning Strategy Expanded Asian Markets Improve the transparency and accountability of Promote CKI as Halal/Muslim-friendly tourism government services: Co-op, and together with the Co-op, approach Tourism Our Connections • Clarify Service Charters 3 CKITA, E1.19 Our Business Australia to promote CKI as Muslim-friendly RDO, TA E1.26 • Clarify DIRDC Engagement/Communication 3 Our Governance DIRDC tourism into Malaysia & Indonesia. Protocols; • Establish a single local contact for SDA Identify opportunities within SE Asian-Australian RDO, enquiries. 3 Our Connections Business, E1.20 free trade agreements and strategic/economic Our Business CKITA, CITA, partnerships DIRDC
Our Environment Green Energy Trial renewable energy in place of diesel generation; • DIRDC to issue Power Purchase Agreement DIRDC, E1.21 Our Environment (procurement EOI) Land Trusts • Facilitate land release for renewable energy generation Best practice waste management
Improve waste management practices; • Prepare a Best Practice Waste Strategy for the IOTs aimed at achieving the goals E1.22 included in the Plan. Include Waste Avoidance, 3 Our Environment SOCKI Waste Reduction, Waste Recycling, Waste Management and initiatives that have positive impacts globally.
Erosion Control and Rising Sea Levels
Fund a best practice study on erosion control, and expand erosion measures across the RDO, E1.23 Our Environment CKIs. Continue to monitor rising sea levels and DIRDC potential implications for the Islands of CKI.
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Regional OTHER IMPORTANT ACTIONS BY THEME Actions Theme Who Timing Benefits OUR COMMUNITY Timing Legend Our Community ■ Immediate - Now Improve Community Cohesion and Inter-Island Interaction There are many other important actions that will help us ■ Short term - Within 3 years achieve our Vision and reach the Goals we have set. By ■ Medium Term 3 - 6 theme, these are listed below. ■ Ongoing Together with Christmas Island, continue to host CKI and C4.12 3 Our Community CI Sports and promote the CI-CKI Inter-Island Games groups Regional Actions Theme Who Timing Benefits Organise an Indian Ocean Territories Cultural RDO, Arts, Heritage Our Community Showcase event with Christmas Island. Once Our Community 3 and Culture C4.13 Our Business Improve community infrastructure and facilities established and working well, market this to Group, Tourism Australia. CKITA, CITA Ensure that the new ferry has a separate area DIRDC, Our Community C4.1 for cargo loading and passenger alighting, plus Cocos Together with Christmas Island, explore the CKI, CI Our Business Our Community Co-op 3 Sports lifting equipment and disability access. C4.14 opportunities to become a part of the Arafura Our Business Games and other international sporting events. groups Provide shelter for emergency services and C4.2 Our Community DIRDC, AFP police capital infrastructure. Develop an arts, culture and heritage group to SOCKI, Arts and coordinate activities. If possible, try to establish Our Community Ensure that there is lifting equipment available C4.15 Cultural C4.3 Our Community DIRDC a CKI group (as opposed to Home or West Our Business for health and emergency services. groups and Island specific group). reps Ensure that the bus had appropriate disability C4.4 Our Community DIRDC access. SOCKI, CKI Develop more inter-Island after school activities Sports and Establish an outdoor cinema - either as a C4.16 Our Community Recreational once ferry timetable reviewed Groups, permanent area or a demountable. Investigate RDO, C4.5 Our Community SOCKI, CKIDHS whether there could be cost-savings if CKI Community worked collaboratively with CI Cinema Club. SOCKI, CKI Develop a community calendar of Events – Sports, Arts, Investigate the establishment of a Day Care C4.17 Our Community Culture and C4.6 Our Community DIRDC sports, arts and culture Centre and/or Family Day Care. Recreational Groups Provide community infrastructure on South SOCKI,CI, Island so it is more usable for day use and CKI 3 Our Community overnight stays. Complete a study to determine C4.18 Develop a CKI-CI 5 yearly calendar of Events community C4.7 the infrastructure requirements on other non- Our Community SOCKI groups inhabited Islands to increase their usability, Improve Health Outcomes while minimising unnecessary impacts on the environment. Develop an Expression of Interest for a business opportunity to provide healthy lunches Improve Educational Outcomes and snacks at the schools on both Islands. Our Community C4.19 DIRDC Upgrade the CKIDHS kitchen to a commercial CKIDHS, Investigate the potential to utilise the kitchen Our Business Our Community DIRDC, C4.8 kitchen for hospitality training & utilise students Our Business in the Home Island Community Centre and/or in community events. IOGTA invest in school canteens. CKIDHS to continue to develop and adopt a C4.20 Educate the public on tele-health DIRDC Cultural Standards Framework, with community C4.9 Our Community CKIDHS input and support. Annually report on the Develop a calendar of community health framework's success. education initiatives and programs and seek Our Community DIRDC, C4.21 funding to implement (nutrition, subtance CKIDHS to continue to implement the 10- Our Business SOCKI abuse, physical activities, improving confidence, week immersion program with Perth schools C4.10 Our Community CKIDHS embracing change). and boarding houses to expand students experience. Establish a St Johns Ambulance on CKI (Please RDO, C4.22 note that Christmas Island St Johns Ambulance Our Community Community Conduct joint excursions, conferences and CKIDHS, is open to discussing pathways) members 3 Our Community C4.11 camps with Christmas Island District High CIDHS School.
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Regional Regional Actions Theme Who Timing Actions Theme Who Timing Benefits Benefits Our Community Our Community Youth Development and Leadership Address chronic housing shortages
Seek to expand the Shire's Youth Project Officer Work with DoD to leave a positive legacy for the C4.23 job description to include a youth community Our Community SOCKI community (eg. housing their workers in a way DIRDC, C4.35 Our Community liaison role. that provides future tourism accommodation, or RDO, DoD community housing). Implement confidence building, goal setting SOCKI, workshops for youth that are engaging and fun. Our Community RDO, C4.24 Where possible link with business / industry Our Business IOGTA, outcomes and training. CKIDHS
Develop health services and education that is DIRDC with Our Community C4.25 specifically directed at youth, and that the youth Youth of CKI are comfortable in accessing.
Provide professional sports coaching for local CKI Sports C4.26 Our Community coaches. Groups
Seek representations from DoD to provide DoD, Our Community CKIDHS, C4.27 annual talks at the school noting potential Our Business recruitment opportunities and pathways. IOGTA
Cultural & Environmental Understanding and Respect Ensure that there are appropriate cultural and environmental inductions for DoD workers Our Community C4.28 DIRDC, DoD and any major projects that attract temporary Our Environment workers / new residents. Improve Airport Facilities Reconfigure the cyclone shelter component of the Cocos Club waiting area so it is more Cocos Club, C4.29 welcoming for people utilising this as an airport Our Community DIRDC, waiting area. Ensure toilets are available upon SOCKI check-in of flights.
Investigate potential to have a ‘history display’ at Our Community DIRDC, C4.30 airport (P3 Orion prop). Our Business CKITA
Develop an airport masterplan for terminal DIRDC, Toll Our Community Group, ABF, C4.31 & surrounds to ensure usability, safety and Our Business Biosecurity, security is maximised. Customs Support and Develop the Volunteer Base on the Islands
Conduct a ‘volunteer’ drive on the Islands to improve numbers of volunteers. Community RDO, C4.32 groups / not-for-profits to provide information Our Community Community about the benefits to individuals & the members community associated with being a volunteer.
Elevate the event associated with ‘thanking’ RDO, C4.33 volunteers on the Islands, in a bid to encourage Our Community Community more volunteers. members
On the RDO’s ‘one-stop’ information page, C4.34 include grant opportunities information for 3 Our Community RDO organisations supporting volunteers.
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Regional OUR BUSINESS Actions Theme Who Timing Benefits Regional Our Business Actions Theme Who Timing Benefits Improve Training Outcomes Our Business Advocate for the Australian Government Expand Training Opportunities to allow IOGTA to be exempt from national B5.12 requirements. This would allow WA's RTOs to 3 Our Business RDO Develop a list of businesses in the IOTs and be able to be used for training, which would investigate the training opportunities for positively affect affordability of training. internships and apprenticeships. Conduct B5.1 3 Our Business IOGTA periodic discussions to update information. Establish 'internships' and 'graduate positions' Investigate the potential for housing on CI for B5.13 for IOT residents in DIRDC offices in the IOTs, 3 DIRDC opportunities for CKI residents (and vice versa). Canberra and Perth.
Investigate International Education Opportunities Investment Attraction Determine the appetite from universities on the Develop an IOT's Investment prospectus mainland to establish a marine research facility outlining real (ready to go) opportunities. Seek B5.2 Our Business RDO in the IOTs, and ensure joint benefits for CKI B5.14 information from Austrade regarding investor 3 Our Business RDO and CI. requirements and invite investors to the Islands to showcase the opportunities. With the Co-op, map out processes to capitalize on the current MOUs established with Explore Funding Opportunities universities and training institutes in Asia (our Cocos Co- B5.3 Our Business Investigate innovative funding mechanisms connections also). Investigate the option to op, RDO that could produce a revenue stream for RDO, provide international training in aquaponics/ B5.15 implementing strategic actions, eg, royalties/ Our Business SOCKI, aquaculture. leases for development on Trust Land, visitor Land Trusts Decrease Business Costs levy. Investigate the interest / feasibility in developing a concreting batch plant and/or how Christmas B5.4 3 Our Business RDO Island’s resource/product can be affordably purchased. OUR ENVIRONMENT Build on relationship with Tourism Australia Work with TA to identify and invite high profile Regional Actions Theme Who Timing B5.5 ambassadors to Cocos as part of a marketing Our Business CKITA Benefits campaign. Our Environment Work with TA to ensure that IOTs are Education for the Community represented in Tourism Australia's 2019 B5.6 Our Business CKITA Australian Tourism Exchange (and ongoing Work with Parks Australia to establish Exchanges). information to educate the community on Parks Home and West Islands on issues of pest Our Environment Australia, Work with TA and bring visiting journalists to the Env6.1 3 B5.7 Our Business CKITA management, pest control, protecting the Our Community SOCKI, IOTs. environment and utilisation/enjoyment of North DIRDC Continue to provide content for TA's social Keeling Island. B5.8 Our Business CKITA channels. Waste Management Export Potential DIRDC, Investigate innovative ways of removing Our Environment Env6.2 SOCKI, Map out processes / requirements for export asbestos waste and implement these measures. Our Community B5.9 opportunities and determine if these can be Our Business RDO SOCI streamlined.
Together with local business and community, RDO, B5.10 Our Business explore the areas for further export potential. Businesses Seek funding to implement the retail precinct B5.11 and encourage economic development Our Business SOCKI outcomes on the site. PAGE 54 PAGE 55 STRATEGIC STRATEGIC PLAN PLAN OUR CONNECTIONS OUR GOVERNANCE
Regional Regional Actions Theme Who Timing Actions Theme Who Timing Benefits Benefits Our Connections Our Governance Flight reliability, affordability & communications Adopt a transparent, planned approach to industry development and government investment
Ensure there is on-going performance Prioritise the Actions included in the Shire's Our Governance Our Connections monitoring of Government contracted air Master Plan for Cocos (Keeling) Islands. Ensure Our Community Our Business RDO, SOCKI 3 G8.1 Our Business Conx7.1 services, focused on increasing the number Our Community DIRDC that the list included in this Strategic Plan is kept of planes and improving the reliability of the up to date. Our Environment contractor’s fleet. Incorporate all pertinent information into a Our Governance Develop and implement a communication Our Community G8.2 new Town Planning Scheme for Cocos (Keeling) SOCKI strategy to improve communications between Our Connections RDO, Our Business Conx7.2 3 Islands. air services and their contractors and the Our Community DIRDC Our Environment community. Establish a ‘one-stop’ RDO webpage that Our Governance provides information relevant to the IOTs on Our Community Asian Markets Expansion 3 RDO G8.3 Our Business Conduct periodic discussions with the Cocos business development, community / social issues and environmental issues. Our Environment Co-op to determine if the RDO can be of Our Connections RDO, Cocos Conx7.3 3 assistance in expanding the understanding of Our Business Co-op Clarify Processes and Standards the IOTs with the Co-ops Asian connection. Clarify the following governance components Facilitate movement between IOTs and Asia • Service Charters Investigate the potential for further visa options • DIRDC Engagement/Communication Protocols Our Governance Our Connections Our Community DIRDC, 3 RDO 3 Conx7.4 to facilitate tourism and studying between IOTs Our Business G8.4 • Processes and requirements for development Our Business SOCKI and Asia. and business (eg. Shire’s development Our Environment processes, when building permits are required). Transparent Government Services
Review Crown Land on West Island to determine Our Connections G8.5 DIRDC if any lot/s can support economic development. Our Business
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Lead Actions SHIRE OF COCOS (KEELING) Agency Establishment of an energy precinct – solar farm, and reconfiguring MP3.16 infrastructure precinct, and use of private rooftop solar as a ‘virtual solar power Private ISLANDS MASTER PLAN ACTIONS* station’.
Expansion/consolidation of the industrial precinct and establish a small business SOCKI MP3.17 (planning)/ Through the Shire’s inclusive Enquiry by Design process, in which over 100 community precinct as an interface with the Kampong. Private members participated, the following list of community infrastructure was noted as Reconfiguration of the waste centre to avoid ocean impact, and inclusion of important to advance Cocos (Keeling) Islands. It is acknowledged that at the time of MP3.18 SOCKI writing, this list of the Shire’s Master Plan project was not prioritised. It is the Shire’s recycling. intention to prioritise actions in the coming months. Once prioritised, key actions will be MP3.19 Business Incubation Spaces - potentially re-use old gym. SOCKI incorporated into appropriate areas of the Strategic Plan. MP3.20 Establishment of an in-water playground. SOCKI
Lead Actions MP3.21 Establishment of an over-water Pondok with glass floor for viewing lagoon life. SOCKI Agency General Projects common to both Islands Reflooring and use of the community centre undercroft as temporary event MP3.22 SOCKI space (markets etc) MP3.1 Beach facility upgrades (such as shelters, BBQs, lighting, water and toilets) SOCKI
SOCKI/Aust MP3.23 Establishment of a secure compound/shed for rented boat storage. SOCKI MP3.2 Disability access review and improvement program. Gov SOCKI/Water MP3.24 Establishment of self-storage units. SOCKI MP3.3 Improved street lighting. Corp SOCKI/Parks MP3.4 Public toilet upgrades (and disability access). SOCKI MP3.25 Establishment of a botanic garden and nursery in the Oceania grounds. Australia
SOCKI/Aust Investigate options for public ownership and uses of the Oceania (big house) SOCKI/Aust MP3.5 Coastal protection for vulnerable areas – study currently being undertaken. MP3.26 Gov building to retain heritage value. Gov MP3.6 In-home aged-care program to keep aging people on islands for longer. Aust Gov Protect and establish interpretive material for the cemetery and investigate land MP3.27 SOCKI availability for cemetery expansion. MP3.7 Shade equipment over play equipment. SOCKI SOCKI/ Aust MP3.28 Upgrade of foreshore adjacent to the Shire office – removal of old debris. MP3.8 Re-introduction of native vegetation, with priority at activity nodes. SOCKI Gov
Identify public art opportunities to show case local artists and establish a public MP3.29 Dredging of channel to jetty. Aust Gov MP3.9 SOCKI art budget. MP3.30 More shade on the jetty. Aust Gov Home Island Projects MP3.31 Use of under-utilised play group space as a day care centre or creche. SOCKI North to South coastal path along the lagoon side – restricted to walking and MP3.10 SOCKI cycling because the road network is already nearby. Establishment of a wash-down and fish cleaning area at key boat ramps - initially MP3.32 SOCKI at the southern end of the foreshore. Prioritisation of Turtle Beach/Sandy Point for facility upgrades (shelters, BBQs, MP3.11 SOCKI lighting, water, toilets, etc) and disabled access. Establish and fund a paving renewal program for the deteriorating areas of brick MP3.33 SOCKI paving. Establishment of a consolidated sporting precinct at the Oval by relocating the MP3.12 tennis/volleyball and other possible recreation activities such as trampoline, Private MP3.34 Establish a Mens’ Shed / Women’s Shed or Space. SOCKI skate park (pump track) etc. Investigate rainwater collection from house roofs to a common reservoir for Relocation of sports facilities to free up more land in the settlement for additional MP3.35 storage of stormwater to ease laneway flooding (and provide public information SOCKI MP3.13 lots for future housing. New housing to focus on smaller dwellings to reduce over- SOCKI on stormwater management. crowding in existing homes. MP3.36 Establish bird hides for bird-watchers. SOCKI MP3.14 Construction of housing on existing vacant lots. SOCKI/private MP3.37 New larger, combined emergency management facility. SOCKI Reconfiguration of the retail precinct/settlement core to create a focal space and MP3.15 better sense of arrival, with a visitor/interpretive centre as the first thing visitors SOCKI come to. MP3.38 Retain some unsealed tracks / add new ones for off-road cycling (BMX). SOCKI
PAGE 58 PAGE 59 STRATEGIC STRATEGIC PLAN PLAN
Lead Lead Actions Actions Agency Agency West Island Initiatives West Island Initiatives
Plan for a string of pearls - a series of activity nodes along the island with each SOCKI Review the new jetty layout to improve access and facilities at the end of the SOCKI/ Aust MP3.39 MP3.57 one a walkable/cyclable distance to the next. (planning only) Jetty – e.g.: shelter, toilets, café, etc Gov
Establish a walking and cycling coastal path along the ocean side (an extension Provide better access and signage to the existing boat ramp north of the SOCKI/ Aust MP3.40 SOCKI MP3.58 of the Bicentennial Trail) to the south end of the island. Meteorological Station. Gov
Establish a dedicated pedestrian/cycle path along the Sydney Highway corridor MP3.59 Establish a skate park (pump track) as part of the recreational infrastructure. SOCKI MP3.41 SOCKI between the settlement and the new jetty and ultimately, the old jetty. Plan for expansion of the industrial/commercial area for future business MP3.60 SOCKI opportunities MP3.42 Widening and resealing of the main road (Sydney Highway). SOCKI MP3.61 Establishment of a Men’s / Women’s Shed SOCKI Prioritisation of ‘Trannies’ for facility upgrades (shelters, BBQs, lighting, water, MP3.43 SOCKI toilets, etc) and disabled access. Establish a better boat ramp that could double as a breakwater for the small boat MP3.62 SOCKI marina, potentially with a ramp on either side. Establishment of a series of camping spots, or eco-tents for hire, along the Private/ SOCKI MP3.44 Island, associated with planting of native vegetation. support MP3.63 Establish self-storage units. SOCKI Establishment of a coastal path and possible camping spots along the lagoon MP3.45 SOCKI beach (between the two jetties), with a spur around the freshwater lake. Establishment of bird hides at strategic locations to support the ‘twitcher’ MP3.64 SOCKI tourism market. Use of the Q station for new workers accommodation for the runway upgrade Aust Gov/ MP3.46 that can then be a legacy that provides future rental housing. private MP3.65 Public Toilets at West Island Airport. Aust Gov
Establishment of a solar farm, and augment with private rooftop solar as a MP3.47 Private ‘virtual solar power station’. Establishment of a composting facility (at the waste centre) and better use/ Private/ SOCKI MP3.48 expansion of the horticultural precinct, including an area for individual support allotments. Upgrade of the road from the southern end of the runway to the watersports MP3.49 area at the south end of the island – and raise as a ‘causeway’ at vulnerable SOCKI locations.
MP3.50 Establishment of a 50m ocean pool at ‘Trannies’ beach. SOCKI Establishment of a community and recreation precinct around the school (day MP3.51 SOCKI care, gym, etc) and integrated exiting facilities (tennis courts). Reconfiguration of the arrival area outside the airport with an attractive space, SOCKI/ Aust MP3.52 public toilets and seating, including making better use of, and providing direct Gov access to, the club as a waiting area.
Establishment of a ‘Sunset Promenade’ – downgrading William Keeling to a shared MP3.53 SOCKI space, planting trees, lighting, and low plants/rocks in front of the sand bags.
SOCKI (planning/ MP3.54 Encouragement of a resort development at the northern end of the island. headworks)/ Private
Establishment of a new fishing jetty and interpretative platform at the old jetty SOCKI/ Aust MP3.55 and retaining part of the old jetty as a heritage element in the landscape. Gov
Establishment of a small boat marina for ‘wet’ boat storage and boat ramp by SOCKI/ Aust MP3.56 digging out existing building material and connecting to the lagoon. Gov
PAGE 60 PAGE 61 STRATEGIC STRATEGIC PLAN PLAN
KEEPING THE PLAN ON TRACK ACKNOWLEDGEMENTS
The Cocos (Keeling) Islands Strategic Plan is 3. An annual report to the Joint Standing The IOTs RDO would sincerely like to thank each and everyone who was involved in our plan for our future. It embodies: Committee on the National Capital preparing Our Cocos (Keeling) Islands: Strategic Plan 2030. It truly has been a whole of and External Territories to ensure community effort and we could not have done it without you. › What we value about our community; accountability and enable information to › What we could improve on or do better; filter up to the political sphere. We know that the real work lies ahead of us. We will be doing our very best to keep this › What we want to be known for and our plan current and active, and we hope you will play your part too. We sincerely appreciate opportunities. 4. A five yearly review of the Plan. your ongoing support and input in turning the actions included in here a reality.
The Plan is our statement of our vision, COCOS (KEELING) ISLANDS STRATEGIC We thank you in advance for all your future contributions. goals, actions and timeframes. Keeping PLAN MONITORING COMMITTEE ourselves and the Plan on track will The Regional Development Organisation require our collective commitment and (RDO) will act as the Cocos (Keeling) Islands effort. Keeping it alive and relevant is our Strategic Plan Monitoring Committee responsibility as a community. providing ongoing ownership and Many organisations and individuals are discussion about the Strategic Plan’s required to participate in the plan if we progress. The Administrator will chair the are to implement each of the actions. committee as the chair of the RDO. Responsibilities for each of the actions are outlined in the Plan. However, it is noted OUR ANNUAL SUCCESS REFLECTION that the responsible parties outlined are The Administrator will arrange and facilitate only the lead agencies. We acknowledge an annual reflection and report to the that to be successful and for us to reach community on the success of the plan. This our Vision, each and everyone of us on will be open to all community members. Cocos (Keeling) Islands must play our part. A community survey on elements of the plan will be completed. The discussion Keeping it on Track will involve: and presentations will help inform the next 1. The Administrator of Christmas and steps, priorities, etc of the plan. Cocos (Keeling) Islands to facilitate the ongoing monitoring of the success of the The aim is to keep the plan on track, alive plan. This will be done in collaboration and relevant. with and assistance of: a) Regional Investment Officer, COMMUNITY UPDATES b) the RDO, and, In addition, a regular community update c) the Cocos (Keeling) Islands Strategic will be published in the Atoll to report on Plan Monitoring Committee. progress, next steps and successes. 2. An annual community reflection (report) to the community on the progress and successes of the plan. This will also facilitate a review of the Cocos (Keeling) Islands Strategic Plan to keep it up to date.
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