KIRIBATI JOINT IMPLEMENTATION PLAN
for Climate Change and Disaster Risk Management (KJIP)
2014-2023
© Government of Kiribati, 2014
All rights for commercial/for profit reproduction or translation, in any form, reserved.
Original text: English
Secretariat of the Pacific Community Cataloguing-in-publication data
Kiribati Joint Implementation Plan for Climate Change and Disaster Risk Management / developed by the Government of Kiribati
1. Climatic changes - Kiribati.
2. Climatic changes - Management - Kiribati.
3. Climatic changes - Environmental aspects - Kiribati.
4. Climate change mitigation - Kiribati.
I.Title II. Kiribati III. Secretariat of the Pacific Community
577.220 99593 AACR2 ISBN: 978-982-00-0695-9
Cover illustration: Duane Leewai, Graphic Artist & Rimon Rimon, Office of the President Photos pages 11, 30, 36, 49: Carlos Iacovino, SPREP, 2013
Photos pages 14, 15, 28, 50, 56: Hanna Sabass, SPC/GIZ CCCPIR, 2013 Photos pages 12, 17, 19, 25, 29, 31, 33, 34, 35, 41, 46, 60: Office of the President (OB)
The development of the Kiribati Joint Implementation Plan for Climate Change and Disaster Risk Management was initiated and coordinated by the Office of te Beretitenti and driven by the Kiribati National Expert Group (KNEG).The KJIP development was supported by the Secretariat of the Pacific Regional Environment Program (SPREP), the Secretariat of the Pacific Community (SPC), the SPC/Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH Coping with Climate Change in the Pacific Island Region (CCCPIR) program on behalf of the Federal German Ministry for Economic Cooperation and Development (BMZ), the United Nations Development Programme (UNDP) and the United Nations Children’s Fund (UNICEF).The KNEG received additional technical assistance from the Australia’s Aid Program (Ausaid), the European Union (EU) and the United States Agency for International Development (USAID).
The editing was funded by the EU African, Carribean and Pacific Natural Disaster Facility through EDF9. Layout and printing funded by the SPC/GIZ CCCPIR program, on behalf of the BMZ.
Contents
Foreword
Kiribati is highly vulnerable to the impacts of climate change and disasters. Its vulnerability is principally due to geological and physical features as well as inherent socio-economic characteristics. Climate change and disasters can have serious adverse impacts on the environment, the people of Kiribati and their livelihoods. According to climate change projections, these impacts will intensify over time.The Government of the Republic of Kiribati has taken note of this worrying trend. It has therefore considered measures to cope with these impacts as high 5
priorities in its National Development Plan 2012–2015.
The Kiribati Joint Implementation Plan on Climate Change and Disaster Risk Management (KJIP) has been developed to reduce the vulnerabilities to the impacts of climate change and disaster risks and to coordinate priorities so that every single dollar spent will derive maximum value.
This plan is consistent with the regional and international frameworks on climate change and disaster risk management that the Government of the Republic of Kiribati has ratified.
Kiribati appreciates ongoing and future support, whether financial or technical, from its development partners which will enable the effective implementation of this plan for the enhancement of sustainable development and more resilient communities.
I humbly urge all stakeholders to harmoniously work together in implementing the priorities set out in the KJIP to enhance the resilience of tei-I-Kiribati and the country as a whole.
H.E Anote Tong
President
Acknowledgements
The preparation of the KJIP was initiated by the Office of te Beretitenti and driven by the Kiribati National Expert Group (KNEG) with representatives from government ministries, private enterprises and non- governmental organisations (NGOs).
The KNEG was supported directly by a Regional Support Team, comprising representatives from the Secretariat of the Pacific Regional Environment Program (SPREP), the Secretariat of the Pacific Community (SPC), the SPC/Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH Coping with Climate Change in the Pacific Island Region program on behalf of the Federal German Ministry for Economic Cooperation and Development (BMZ), the United Nations Development Program (UNDP) and the United Nations Children’s Fund (UNICEF).The KNEG received additional technical assistance from Australia’s Aid Programme , the European Union (EU) and the United States Agency for International Development (USAID).
Special gratitude is offered to the Government Cabinet Ministers, ministry secretaries, heads of departments, Parliamentary Select Committee, heads of NGOs and church leaders for investing their time and commitment in the development of the KJIP.
List of Acronyms
ACIAR Australian Centre for International Agricultural Research
ADB Asian Development Bank
ANCORS Australian National Centre for Ocean Resources and Security
AUD Australian Dollar Ausaid Australia’s Aid Program
BMZ Federal German Ministry for Economic Cooperation and Development
BoM Australian Bureau of Meteorology BPoA+10 Barbados Program of Action +10 CO2 Carbon dioxide
CROP Council of Regional Organisations in the Pacific
CSIRO Commonwealth Scientific and Industrial Research Organisation (Australia)
DRM Disaster Risk Management EDF European Development Fund
EEZ Exclusive Economic Zone
EU European Union
ENSO El Niño–Southern Oscillation FAD Fish Aggregating Device
FFA Forum Fisheries Agency
FSPKI Foundation of the People of the South Pacific Kiribati
FTC Fisheries Training Centre
GDP Gross Domestic Product
GIS Geographic Information System
GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH
IFAD International Fund for Agricultural Development
IPCC Intergovernmental Panel on Climate Change
ITCZ Inter-Tropical Convergence Zone ITPGRFA International Treaty on Plant Genetic
Resources for Food and Agriculture
KAP Kiribati Adaptation Project
KCCI Kiribati Chamber of Commerce and Industry
KDP Kiribati Development Plan
KIT Kiribati Institute of Technology
KJIP Kiribati Joint Implementation Plan for Climate Change and Disaster Risk Management
KMS Kiribati Meteorological Service KNDSAC Kiribati National Disability Survey
Advisory Committee
KNEG Kiribati National Expert Group on Climate Change and Disaster Risk Management
KNSO Kiribati National Statistics Office KPA Key Policy Area
KTC Kiribati Teachers College
MIA Ministry of Internal Affairs
MCIC Ministry of Commerce, Industry and Cooperatives
MCTTD Ministry of Communications,Transport
MELAD Ministry of Environment, Lands and Agriculture Development
MFAI Ministry of Foreign Affairs and Immigration
MFED Ministry of Finance and Economic Development
MFMRD Ministry of Fisheries and Marine Resources Development
MHMS Ministry of Health and Medical Services MLHRD Ministry of Labour and Human Resources
Development
MOE Ministry of Education
MPWU Ministry of Public Works and Utilities MTC Marine Training Centre
Mw Moment Magnitude (of a Tsunami) MWYSA Ministry of Women,Youth and Social
Affairs
NFCCCCA National Framework for Climate Change and Climate Change Adaptation
NDRMP National Disaster Risk Management Plan NGO Non-Governmental Organisation
NPBC National Biodiversity Planning
Committee
OB Office of te Beretitenti (Office of the 7
President)
PIFACC Pacific Islands Framework Action on Climate Change
PIMS Pacific Islands Meteorological Strategy PIFS Pacific Islands Forum Secretariat
ppm parts per million
RST Regional Support Team
SARS Severe Acute Respiratory Syndrom SOPAC Applied Geoscience and Technology
Division (SPC)
SPC Secretariat of the Pacific Community SPCZ South Pacific Convergence Zone SPREP Secretariat of the Pacific Regional
Environment Program
SRDP Strategy for Climate and Disaster Resilient Development in the Pacific
TVET Technical and Vocational Education and Training
UNCBD United Nations Convention on Biological Diversity
UNCLOS United Nation Convention on the Law of the Sea
UNDP United Nations Development Program UNESCO United Nations Educational, Scientific and
Cultural Organization
UNFCCC United Nations Framework Convention on Climate Change
UNICEF United Nations Children’s Fund
UNISDR United Nations International Strategy for Disaster Reduction
USAID United States Agency for International Development
USP University of the South Pacific WHO World Health Organization
Executive Summary
Background
The Republic of Kiribati is made up of three main island groups:The Gilbert, Phoenix and Line Islands and one isolated raised limestone island, Banaba (Ocean Island).The groups of islands contain 33 scattered atoll islands, dispersed over 3.5 million square kilometers in the central Pacific Ocean.The three main island groups stretch over 800 kilometers from north to south and over 3,210 kilometers from east to west.
The Kiribati 2010 census determined that the total population was 103,058, of whom 50.7% were female and 49.3% male. In all, 48.7% of the population lives in the capital of South Tarawa (in the Gilbert Islands), which has a population density of 3,173 people per square kilometer (KNSO & SPC 2012).The mean age of the I-Kiribati population is 24.9 years and 15.9% of the population is aged five years or younger, reflecting the high birth rate of 31,3 per 1,000 people per year (KNSO & SPC 2012).The latest Kiribati National Disability Survey identified 3,840 people living with disabilities, with 23% of those under the age of twenty (KNDSAC 2005).
The climate of Kiribati is hot and humid year around.This tropical climate is closely related to the temperature of the oceans surrounding the atolls and small islands. However, its seasonal rainfall is highly variable from year to year, mostly due to the El Niño–Southern Oscillation (ENSO).
Kiribati is blessed with a vast ocean territory and great diversity of marine biodiversity, but is limited in its land area and terrestrial resources.The Kiribati economy depends heavily on its rich marine resources for employment, income and subsistence living. However, the resources provided by its limited land and terrestrial biodiversity are also central to the Kiribati way of life.
The public sector dominates Kiribati’s economy. It provides two-thirds of all formal sector employment and accounts for almost 50% of gross domestic product. Kiribati is highly exposed to external economic shocks, particularly surges in food and fuel commodity prices, due to its limited revenue base and high dependency on imports.
Kiribati is categorised by the United Nations as both a ‘Small Island Developing State’ and a ‘Least Developed Climate change and disaster risk context
As a result of its inherent characteristics as an atoll nation, a least developed country, and with its fragile economy and environment, Kiribati is extremely vulnerable to climate change and has little capacity to cope with natural and man-made disasters.
Climate variability, driven by the natural phenomena ENSO, intermittently causes extreme weather events. There are also other non-weather related hazards such as oil spills (man-made) or tsunamis (tectonically caused). Coupled with climate change, extreme weather events are predicted to become more frequent. Additionally, existing socio-economic and environmental pressures are intensifying.This highlights how these factors are strongly interrelated in the Kiribati context. It is therefore logical to consider and address climate change adaptation and disaster risk management in a systematic and integrated manner.
Already climate-related hazards such as salt-water inundation, droughts, plagues and epidemics as well as man-made hazards such as fires, oil spills and aircraft accidents pose challenges to the nation’s economy, food and water security, as well as the overall well-being of its people. Climate variability and climate change are
already causing and are predicted to continue to cause: increasing surface air and sea temperatures, increasing precipitation throughout the year, more days of extreme rainfall and heat, rising sea-levels and increasing ocean acidification. In addition, although the risks are generally considered minimal, Kiribati could also be affected by a tsunami.
The social, economic and environmental ramifications of the observed and projected climatic changes and hazards are multiplied when overlaid with the high levels of vulnerability of people and their environment.
Climate change and disaster risks are being addressed in policies and strategies relating to population, water and sanitation, health and environment, and are progressively being incorporated into policies and strategies relating to fisheries, agriculture, labour, youth and education. However, only a few sectors have transferred strategic actions to address climate and disaster risks into their annual Sector Operational Plans and Ministerial Plans of Operations and budgeting. A climate change and disaster risk management rapid assessment report on
budgetary allocations for 2011, 2012 and 2013 revealed that, over this period, a total of AUD 83 million (about 9
15.7% of the national budget) was allocated to programs related to climate change while AUD 90 million (about 17% of the national budget) was allocated to disaster risk management programs. Further analyses showed
that between 2011 and 2013, the Consolidated Budget and Development Fund committed approximately AUD 82 million to addressing climate change and AUD 89 million to disaster risk management. Such budgetary commitments support the notion that, while measures to address climate change and disaster risks seem to be well integrated into key sectors, these efforts need to be maintained and upscaled in order to improve the resilience of the Kiribati population.
Development of the KJIP
The Government of the Republic of Kiribati, following consultation with regional technical advisory organisations, initiated the process of developing a Kiribati Joint National Action Plan on Climate Change and Disaster Risk Management (KJIP) in 2011.This document is designed to complement the National Disaster Risk Management Plan (GoK 2012b) and the National Framework for Climate Change and Climate Change Adaptation (GoK 2013). By identifying tangible, on-the-ground actions for resilience and measures that enable the Government to facilitate these, the plan will guide the implementation of these complementary policies in an integrated approach.
The main rationale for this approach is that a systematic and integrated plan, where tangible actions are identified, will maximise the efficiency and effectiveness of existing capacities and resources as well as ensuring new initiatives are well targeted and have maximum impact. In addition, the development of this plan was seen as a key vehicle for integration of climate change and disaster risks into all sectors, thus promoting a holistic approach that involves the cooperation of Government, civil society and the private sector.
Vision and goal
The vision of the 9 year KJIP (2014-2023) is that:
I-Kiribati unique culture, heritage and identity are upheld and safeguarded through enhanced resilience and sustainable development.
The goal of the KJIP is:
The KJIP identifies the following twelve major strategies:
1. strengthening good governance, policies, strategies and legislation;
2. improving knowledge and information generation, management and sharing;
3. strengthening and greening the private sector, including small-scale business;
4. increasing water and food security with integrated and sector-specific approaches and promoting healthy and resilient ecosystems;
5. strengthening health service delivery to address climate change impacts;
6. promoting sound and reliable infrastructure development and land management;
7. delivering appropriate education, training and awareness programs;
8. increasing effectiveness and efficiency of early warnings and disaster and emergency management;
9. promoting the use of sustainable, renewable sources of energy and energy efficiency;
10. strengthening capacity to access finance, monitor expenditures and maintain strong partnerships;
11. maintaining the existing sovereignty and unique identity of Kiribati; and
12. enhancing the participation and resilience of vulnerable groups.
Each strategy identifies results and a combination of outcome- and output-based indicators.
KJIP implementation arrangements – governance, coordination, communication and monitoring:
The KJIP is building on and intended to strengthen existing implementation, financing and monitoring functions by integrating them with climate change and disaster risk management considerations. In addition, it is designed to strengthen coordination and communication among the Office of te Beretitenti, Ministry of Finance and Economic Development, Ministry of Foreign Affairs and Immigration and line ministries as well as civil society and development partners.
The KJIP formalises the role of the newly established Kiribati National Expert Group on Climate Change and Disaster Risk Management (KNEG) to become the main advisory body and coordination mechanism as well as the entry point for climate change and disaster risk management initiatives. Furthermore, it is intended that a KJIP Secretariat will be established, with the main roles of: facilitating KNEG meetings; reviewing and monitoring KJIP implementation together with responsible lead agencies; and communicating with the general public, Parliament, Cabinet, development partners and the international community.The KJIP Secretariat will be under the guidance of the Development Coordinating Committee.
The KJIP vision, goal, strategies and results will be disseminated by all implementing partners through existing information sharing networks, media and forums at international, regional, national and local levels.This work will align with the Kiribati Climate Change and Climate Risk Communications Strategy that is currently being finalized.
The KJIP will be monitored through the Kiribati Development Plan Monitoring and Evaluation Framework (2012) in compliance with the Monitoring and Evaluation Policy. At the ministerial level, the KJIP strategies will be monitored through the annual Ministry Strategic Plans, which will have to incorporate relevant KJIP actions and outcome indicators.The KJIP is understood to be a living document and as such the KNEG can adjust it to meet emerging needs, to be approved by the Development Coordinating Committee.
Funding the KJIP
The implementation of the KJIP is to be financed through already existing strategies, ranging from the national budget to Overseas Development Assistance, including additional climate change funding and disaster related humanitarian aid.
The overall gross indicative value of the resources needed to implement the KJIP over the period 2014-2023 is estimated to be AUD 103,107,161. Of this total, it is estimated that the financial costs constitute 96%, as detailed in Table 1.
Table 1: Financial costs (rounded)
Financial costs (in 1,000 AUD) In %
Strategy 1 $6,697 6
Strategy 2 $5,555 5
Strategy 3 $4,932 4
Strategy 4 $4,694 4
Strategy 5 $473 2
Strategy 6 $52,477 50
Strategy 7 $7,478 7
Strategy 8 $4,508 4
Strategy 9 $15,340 11
Strategy 10 $354 2
Strategy 11 $181 1
Strategy 12 $417 2
TOTAL $103,107 100
1: Background
1.1 Key geographical and geological features
The Republic of Kiribati is made up of 33 scattered islands, dispersed over 3.6 million square kilometres in the Central Pacific Ocean. From north to south of the group, the distance is only 800 km, but from east to west, it is more than 3,210 km (see Figure 1).There are three main island groups: Gilbert, Phoenix and the Line Islands consisting of 32 low-lying atolls that rise to no more than 2-3 metres above sea level, apart from Banaba, a raised coral island with a highest point of 81m, which was once a rich source of phosphate.
Figure 1: Map of Kiribati
The Kiribati 2010 census determined that the total population was 103,058, of whom 50.7% were female and 49.3% male.This indicates an increase of 11.4% or 10,525 people over the five years since 2005, when the census recorded a population of 92,533.This increase represents an average annual rate of growth of 2.28% (KNSO 2010).
On the capital island South Tarawa (in the Gilbert Group) the population density is one of the highest at 3,173 people per square kilometre. It is here that 48.7% of the population of Kiribati resides, and that the population increased by 24% over the five years between 2005 and 2010 (ADB 2011). On the outer islands of the Gilbert Group the 2010 census recorded a population of 45,299, and another 7,577 in the islands of the Line and Phoenix Groups (MELAD ALD 2012).
More specifically, the populations in the islands of Teraina,Tamana, Butaritari, Kiritimati and North Tarawa increased from 2005 to 2010, whereas populations in Banaba, Makin,Tabuaeran, Nonouti and Onotoa decreased. High rates of population growth in urban centres have placed stress on water and sanitation infrastructure, causing a high incidence of water-borne disease (ADB 2009).
Youth represent more than 20% of the population of Kiribati and this percentage is projected to grow over the next decade (KNSO 2012).The mean age of the population is 24.9 years and 15.9% of the population is aged five years or younger, reflecting the high birth rate of 31,3 per 1,000 people per year (KNSO 2012).The latest Kiribati National Disability Survey identified 3,840 people with disabilities, with 23% of those under the age of
Geographical and Demographical Data
Geographic coordinates4 Lat. 4°N–3°S, long. 157°W–172°E
Total land area2 810,5 km2
Coastline4 1,410,000 km
Exclusive economic zone2 3,6 Mio km2
Geography2 33 islands, 21 inhabited; three island groups: Gilbert Islands, Line Islands and Phoenix Islands & one islolated volcanic island, Banaba
Population1 103,058
Female population1 52,262
Youth1 21,292 (males 10,824; females 10,468)
People with disabilities5 3,840 (males 2,122; females 1,718)
Population forecast (2015)2 110,280
Annual population growth rate2 2.26% (South Tarawa & Kiritimati: 4.1%6)
Population density2 142 people per km2 (South Tarawa: 3,184)
Infant mortality rate2 45 deaths before 1 year of age, per 1,000 life births
Life expectancy at birth2 63.2 (males 59.7, females 67.5)
Labour force participation rate2 59.3 % (male 66.8%, female 52.3%)
Climate3 Hot, humid, tropical
Nationality I-Kiribati
Language te-Kiribati, English
Religion2 Catholic 55.8%, Protestant 33.6%, Mormon 4.6%, Baha‘i 2.3%, Seventh-Day Adventist 2%, other 1.7%
Sources: 1KNSO 2012; 2KNSO & SPC 2012; 3KMS & BoM & CSIRO 2011; 4 ADB 2011; 5KNDSAC 2005
1.2 Environment and biodiversity
Kiribati ratified the United Nations Convention on Biological Diversity (UNCBD) in 1994 as well as the International Treaty of Plant Genetic Resources for Food and Agriculture (ITPGRFA) in 2005 and the Cartagena Protocol on Biosafety in 2004. It has a National Biodiversity Planning Committee (NPBC) which is made up of a multi- disciplinary team comprising of stakeholders from a variety of Government Ministries as well as Civil Society partners.
Ocean
With its large ocean territory, Kiribati has a rich marine biodiversity.The Phoenix Group is one of the largest marine parks in the world and in 2010 was added to the list of United Nations Educational, Scientific and Cultural Organization (UNESCO) World Heritage sites.There are two submerged reef systems in this protected area, the greater part of which is comprised of ocean floor with a water column averaging more than 4,000 metres deep and reaching a maximum at 6,147 metres. It is home to a number of predatory fish,
sea turtles, sea birds, corals, giant clams and coconut crabs, most of which have been depleted elsewhere in the region (MELAD ECD 2006).
The relatively rich variety of marine fauna (consisting of approximately 300 to 400 species) continues to provide the people of Kiribati with their main source of protein – fish.
Land
In contrast, the indigenous land-based flora and fauna of Kiribati are among the poorest on earth and there are few, if any, endemic species. Despite the limitations of land, soil and freshwater resources, the people of Kiribati have developed sophisticated subsistence agricultural systems based mainly on coconut, breadfruit, pandanus and swamp taro.
Kiritimati in the Line Group is the largest atoll in the world and holds a diversity of avifauna that is of both regional and international significance.The atoll provides nesting, roosting, feeding and migration sites for over
40 bird species (MELAD ECD 2006). 15
1.3 Current climate and climate variability
The climate data presented here are derived from temperature and rainfall records that were started between 1909 and 1950 up to 2009 and analysed by the Kiribati Meteorological Service (KMS), the Australian Bureau
of Meterology (BoM) and the Commonwealth Scientific and Industrial Research Organisation (CSIRO, 2011). Kiribati is operating five meteorological stations – in Tarawa for the Gilbert Group, in Kiritimati for the Line Group and in Beru, Kanton and Tabuaeran.
Current Climate
Kiribati has a hot, humid, tropical climate with an average air temperature of 28.3°C and average rainfall of about 2100 mm per year in Tarawa (1980–1999; Bell et al. 2011). Its climate is closely related to the temperature of the oceans surrounding the small islands and atolls. Across Kiribati the average temperature is relatively constant year round. From season to season the temperature changes by no more than about 1°C. Kiribati
has two seasons – te Au Maiaki, the dry season and te Au Meang, the wet season.The periods of the seasons vary from location to location and are strongly influenced by the seasonal movement of the South Pacific Convergence Zone (SPCZ) and the Intertropical Convergence Zone (ITCZ) (see Figure 2; KMS, BoM & CSIRO 2011 Vol 2).
Figure 2: Average positions of the major climate features from November to April
The arrows show near surface winds, the blue shading represents the bands of rainfall convergence zones, the dashed oval shows the West Pacific Warm Pool and H represents typical positions of moving high pressure systems.’ Source KMS, BoM & CSIRO 2011 Vol 1: 37
The six-month dry season (te Au Maiaki) for Tarawa starts in June, with the lowest mean rainfall in October.The wet season (te Au Meang) starts in November and lasts until April; the highest rainfall occurs from January to March, peaking with a mean of 268 mm in January.The highest rainfall usually occurs when the ITCZ is furthest south and closest to Tarawa; there are also high rainfalls, though to a lesser extent, when the SPCZ is strongest.
The average sea-surface temperature of oceans around Kiribati is 29.2°C (1980–1999).As Kiritimati is 2000 km to the east from Tarawa, its wet season starts at a different time, from January to June, with the wettest months being March and April (see Figure 3). Rainfall in the northeast of Kiribati is only affected by the ITCZ.
Maximum temperature Average temperature Minimum temperature Sea surface temperature Jan AprJ ul Oct Jan Apr JulO ct
Figure 3: Seasonal rainfall and temperature on Tarawa and Kiritimati
Grey bars: mean annual cycle of rainfall. Source: KMS, BoM & CSIRO 2011: Kiribati Country Brochure
Across Kiribati there is a change in mean monthly rainfall towards the end of the year. There is however, a large variation in mean annual rainfall across Kiribati. A notable zone of lower rainfall, less than 1500mm per year exists near the equator and extends eastwards from 170°E. On average,Tarawa at 1.1416ºN receives just under 2100mm, while the island of Butaritari at 3.1678ºN only 350km to the north, receives around 3000mm (KMS, BoM & CSIRO 2011).
Climate variability
The climate of Kiribati, especially rainfall, is highly variable from year to year. Tarawa, for example, receives more than 4000 mm of rainfall in the wettest years, but only 150 mm in the driest.This huge range is similar in Kiritimati and has enormous impacts on water availability and quality, crop production and health.
The main reason for this variability is the El Niño–Southern Oscillation (ENSO). Many Kiribati islands lie within the equatorial waters that warm significantly during an El Niño event and cool during a La Niña event. As a result rainfall is much higher than normal during an El Niño and much lower during a La Niña. Maximum air temperatures tend to be higher than normal during El Niño years, driven by the warmer oceans surrounding the islands, while in the dry season minimum air temperatures in El Niño years are below normal.At Kiritimati, El Niño events also bring wetter conditions in both seasons and La Niña events bring drought (KMS, BoM & CSIRO 2011;Vol. 2).
El Niño is generally associated with above-normal rainfall and strong westerly winds, while La Niña is associated with below-normal rainfall and the risk of drought.
1.4 Economy
Small scale
The natural resources of Kiribati provide a narrow production base, consisting largely of subsistence agriculture, copra and fish.The very limited natural resource base and infertile soil of atoll islands constrain agricultural development. Kiribati does, however, possess abundant ocean resources – principally fish, seaweed, manganese
nodules and cobalt-rich crusts.
The maritime and fisheries sector offers strong employment opportunities for I-Kiribati.Access agreements currently dictate I-Kiribati crewing requirements and I-Kiribati crew have built a strong regional reputation, particularly among Japanese fleets. It is estimated that approximately 325 I-Kiribati crew are working on Japanese fishing vessels and between 100 and 200 on Korean,Taiwanese and Chinese fleets (MFMRD 2013).
In addition, I-Kiribati are developing expertise and reputations as merchant seafarer with over 600 employed abroad.These maritime positions are now providing significant national income of over AUD 8 million for for Kiribati through remittances. Maritime training for I-Kiribati is a key development field.
The limited employment opportunities within the country have, however, forced skilled nationals to migrate abroad in search of jobs (Mendani et. al. 2008).Youth unemployment or underemployment is particularly high at 54% for those aged 15–24 years – more than double the rate of the broader Kiribati population (KNSO 2012).
Large scale
The public sector dominates the Kiribati economy. 34% of the paid labour force is employed by government and the government sector accounts for almost 31% of the gross domestic product (GDP). Agriculture and fishing account for 25 % followed by real estate with 12% of the GDP (real GDP in 2006 prices, MFED KNSO 2012 & KNSO & SPC 2012). Remittances and earnings from the Revenue Equalisation Reserve Fund are also important. Tourism plays a fairly modest role in the Gilbert Islands but for the Northern Line Islands, especially Kiritimati, tourism has a high priority (ADB 2009; Hay and Onorio 2006).
Economic information
Real GDP (2011)1 AUD 156,681,000
Real GDP per capita (2011)1 AUD 1,468
Real growth rate (2011)1 3.3%
Paid employment in labour force (2010)2 50.2 % (men 55%, women 45%)
Unpaid work in labour force (2010)2 19.2 % (men 61%, women 39%) Unemployment rate in labour force (2010 estimate)2 30.6% (men 27.6%, women 34.1%) Not in the labour force (2010)2 40 % (men 33%, women 48%) (Sources: 1MFED KNSO 2012; 2based on KNSO & SPC 2012)
Fishery resources are critically important to the Kiribati economy for revenue, employment and income.The combined value of all Kiribati lagoon, coastal and oceanic fisheries is estimated to exceed AUD 110 million per year (MFMRD 2013).The lagoons and rich oceanic waters of Kiribati are home to numerous artisanal and small-scale commercial fisheries, aquaculture operations and commercial joint ventures, as well as foreign distant water fishing fleets that fish in Kiribati’s exclusive economic zone (EEZ) and primarily land in foreign ports for foreign markets.
Kiribati receives significant support from its development partners, which finances almost all the Government’s development expenditure. External grants in 2010 were estimated at AUD 55.8 million.The Government
also borrowed AUD 4 million for development projects in 2010. No donor provides direct budget support at present.The proportion of aid flows that are managed using national procedures is relatively low (MFED 2008).
Kiribati is highly exposed to external economic shocks, particularly surges in food and fuel commodity prices, due to its limited revenue base and high dependency on imports. Progress toward achieving the Millennium Development Goals is poor, even by regional standards, particularly in relation to certain aspects of health, water and sanitation. It is unlikely that Kiribati will achieve the target of halving poverty by 2015 (Hay and Onorio 2006;World Bank n.d.).
1.5 Communications and transport
Communication services remain limited throughout Kiribati and when they are available they are very expensive.Television service has been re-established recently.The radio is providing the main form of mass communication.There are currently two radio stations as well as a number of weekly print newspapers.
Internet penetration remains relatively weak, with just 4% of households having access to the internet in 2010 (see figure 4).This figure does, however, represent an increase from 2% of houeholds in 2005 (KNSO 2010). While those on the outer islands (almost half of the population) are unlikely to have access to an internet connection, even those based in the capital South Tarawa are constrained by high costs of services.
Figure 4: Ownership of transport and communication assets, Kiribati 2010
Source: KNSO & SPC 2012: 75
Access to telephones is also extremely limited. Just 29.9% of the households in 2010 owned a mobile phone and only 8.4% of households had a landline phone (KNSO & SPC 2012). In 2013 a 3G network was introduced on Tarawa.To some extent, the high costs and lack of access reflect how much the population of Kiribati relies on satellites for communication. However, neighbouring island nations that also rely on satellites have a stronger telecommunications private sector and have managed to keep costs to approximately a quarter of those in Kiribati (World Bank 2012).
In addition to limited access to communication technology, communication between islands, particularly outer islands, is difficult because of extreme geographical constraints including isolation and a lack of access to affordable transport. Only 6.5% of the population own a car, 21% a motorbike and 7.6% a boat of any kind. Bicycles are the main form of land transport, particularly in the outer islands where road infrastructure is limited (KNSO & SPC 2012).
The main island of South Tarawa is connected through commercial flights twice weekly to both Fiji Islands and Nauru. Kiritimati is connected to Fiji Islands once a week and there are domestic services offered by the two operating domestic carriers.These services are, however, limited to the Gilbert Group.Transport from the capital South Tarawa to the biggest atoll and key tourist destination, Kiritimati, requires international transit through Fiji Islands (World Bank 2012).There are also four inter-island ferry and shipping services and a number of small, higher-speed boats available for charter.
1.6 Government and governance
Formerly part of the British territory known as the Gilbert and Ellice Islands, Kiribati became an independent republic in 1979 and now enjoys full membership of the United Nations and all regional organisations.
The country is a member of the Commonwealth and adopted a blend of both the British and American parliamentary systems. It is a sovereign, democratic state with a 42-member Maneaba ni Maungatabu (House of Parliament), elected every four years.The Beretitenti (President) is elected nationally from among three or four candidates nominated by the Maneaba from its ranks.The Beretitenti chooses a 12-member cabinet from the
Maneaba. 19
The outer islands are well represented in Parliament, with 35 members representing the outer islands and six members for South Tarawa.Women make up just 4.3% of the members of the Kiribati Parliament, even though they represent 50% of the workforce (UNWomen n.d.).
There are 20 island councils and three urban councils. Members of the island councils have discretionary power through issuing licences for business development and setting prices such as bus fares (KILGA 2013). A number of councils have developed strategic and operational plans, including Betio Town Council, Eutan Council and Abaiang Council, and Teinainono Council has launched its plan.
Disability falls under the responsibility of the Ministry of Women,Youth and Social Affairs (MWYSA) although there is neither a dedicated budget nor a dedicated position for it. Neither the Ministry of Education (MoE) or Health and Medical Services (MHMS) has dedicated positions that focus on disability support (UNICEF 2010).
While some women hold significant positions in the public service, historically not many women have been involved in the highest level of decision-making. Women’s voice and issues at the community level are being heard and incorporated into planning where women participated or had their views voiced by the men.
2 Climate Change and Disaster Risk Context
As a result of its inherent characteristics as an atoll nation and a least developed country, Kiribati is extremely vulnerable to climate change and has very little capacity to cope with natural and man-made disasters.
Climate variability is causing and will continue to cause more frequent and increasingly intense weather events, and climate change will heighten existing socio-economic and environmental pressures.While some natural hazards are not climate related, such as tsunamis or oil spills, they share the common factors of vulnerability (including exposure) and the similar tools used to monitor, analyse and address adverse consequences.
Therefore, it makes sense to consider and address disaster risk management and climate change adaptation in a systematic and integrated manner.
While it must be acknowledged that there are barriers to addressing these concepts in a joint approach, the potential benefits of doing so are immense. Both disaster risk management and climate change adaptation and mitigation aim to improve the resilience of communities so an integrated approach will help to advance
sustainable national development, making better use of existing national and regional capacities and resources as well as more effectively targeting new initiatives to address multiple hazards and phenomena.
Chapter 2.1 to 2.2 report on the results of an analysis of the observed and predicted climatic changes and existing hazards Kiribati is exposed to. Chapter 2.3 highlights general and sector specific the socio-economic, physical and environmental sensitivities that Kiribati faces, and the observed as well as potential future impacts of its vulnerabilities. Chapter 4 presents responses to these challenges, with strategies and actions that address the vulnerabilities to increase resilience and offer ways of coping with potential impacts.
2.1 The changing climate of Kiribati
Most of the global emissions that contribute to climate change originate from burning fossil fuels for transportation, electricity, heating and industry in economically fast-growing and industrialised countries. Since the beginning of the 20th century, global industrial activity has grown by 40 times, and the emission of greenhouse gases has grown by 10 times. In addition, land use changes due to deforestation and agricultural production have contributed to the higher emissions.
Despite all international efforts to reduce emissions, the amount of carbon dioxide (CO2) in the atmosphere increased from around 280 parts per million (ppm) at the beginning of the century to 400 ppm in 2013 (Tans and Keeling 2013). According to scientists, the safe upper limit for CO2 is 350ppm. In addition, methane (CH4) rose from a pre-industrial atmospheric concentration of around 700 parts per billion (ppb) to about 1789 ppb by 2007 (see Figure 5).
Figure 5: Rising global mean surface temperatures
Source: NASA and Earth Observatory 2013
The climate of Kiribati is changing and will continue to change in the future. Steadily increasing emissions of greenhouse gases have enhanced the greenhouse effect, causing the climate to warm all around the world,
This trend is of great concern to Kiribati, as the increasing temperatures have a huge range of global implications. Due to the melting of land-based glaciers and ice sheets and the thermal expansion of the ocean, the sea level is rising. Rainfall patterns are changing and extreme weather events will get more frequent and intense. In addition, warmer oceans that take in more carbon dioxide impact on growth and productivity of marine life – in tropical areas, the effects are particularly negative for coral reef habitats.
The following subsections report on changes in climate in Kiribati – both those already observed and those predicted for the future.
Observed trends
Table 2 summarises the trends already observed in variables such as temperature, rainfall, sea level, extreme events and ocean acidification in Kiribati.
Table 2: Climate trends in Kiribati observed over a period from 1950 to 2009
Source: KMS, BoM & CSIRO 2011
Figure 6: Observed and projected sea-level change in Kiribati relative to 1990 levels
‘The observed sea-level records are indicated in dark blue (relative tidegauge observations) and light blue (the satellite record since 1993). Reconstructed estimates of sea level near Kiribati (since 1950) are shown in purple.The projections for the A1B (medium) emissions scenario (representing 90% of the range of models) are shown by the shaded green region from 1990 to 2100.The dashed lines are an estimate of 90% of the range of natural year-to-year variability in sea level.’
Source: KMS, BoM & CSIRO 2011
Projections based on Global Models
The projections for the climate of Kiribati in future presented here are based on up to 18 global climate models for up to three emission scenarios – low, medium and high – and three 20-year periods – centred on 2030, 2055 and 2090, relative to 1990 (see Figure 6,Table 3, 4 & 5).There is no single projected climate future for Kiribati, but rather a range of possible futures. Projections represent an average change over either the whole of Kiribati or over smaller but still broad geographic regions such as the Line Group. However, projections are not for specific locations such as towns (KMS, BoM & CSIRO 2011,Vol. 2).
The projections listed in Table 3 are presented along with confidence levels based on expert judgement by scientists who conducted the analysis.The levels range from very high, high and moderate to low confidence.
Table 3: Climate projections for Kiribati over the 21st century
Source: KMS, BoM & CSIRO 2011; Bell et al. 2011
Table 4: Climate change projections of parameters
Parameter (relative to 1990 baseline) Year
2025 2050 2075 2100
Temperature (mean in °C) 28.5 – 29 29 – 30.3 29.7 – 32 30 – 33
Precipitation (mean in mm) 2,171 – 2,322 2,338 – 2,714 2,540 – 3,252 2,683 – 3,702
Sea-level rise (mean in cm) 15 – 18.5 26 – 40.5 38 – 70 50.6 – 107
Source: Warrick et al. 2013
Table 5: Climate change projections of variables with different emission scenarios
Source: CSIRO 2013
2.2 Hazard profile for Kiribati
Traditionally disaster plans have focused on acute impact events, categorised as either ‘natural’ or ‘manmade’. However, chronic events that result from social, economic and environmental pressures have the potential to be as damaging to sustainable development and community vulnerability as acute impact events.
The National Disaster Risk Management Plan (NDRMP; GoK 2012b) identifies the following acute impact events threatening Kiribati that arise from ‘natural’ sources.
Inundation
As a result of ENSO events,Tarawa already experiences significant natural fluctuations in sea level of about
0.5 metres.These fluctuations will affect the inundation potential of the atoll, particularly when combined with storm surges and the projected increase in sea level.The low-lying places along the atolls have already experienced this.
Inundation is also experienced in the atoll islands as the result of unexpected extreme high tides.The extreme high tides, when they coincide with the spring tide, result in a threshold of >2.8 metres, as in 2010 when wave overtopping damaged infrastructure and properties.
Storm surges have been experienced as well due to strong low-pressure systems that were nearing the Kiribati borders. A number of houses were washed away at Marakei in 2008, providing an example that needs to be considered even though the low pressure resulting in cyclones does not affect the country.
Tsunami
The following general background information provides an overview of potential sources of tsunami threat and the history of tsunami in Kiribati. It is not, however, a comprehensive picture of tsunami hazard and vulnerability for Kiribati.The dispersed nature of the islands and the features of the seabed within the archipelago mean that exposure to tsunami and possible tsunami impacts are likely to vary from island to island and between island
Tsunami risk modelling and the limited historical records of tsunami events would suggest Kiribati has a lower tsunami risk relative to other Pacific Island countries and territories closer to subduction trenches, where earthquakes with the potential to generate tsunami can occur. Although the Kiribati population and Government have had no direct experience with tsunami impacts, they are aware of the susceptibility of low- lying atolls to rising sea levels associated with climate change and of the potential for tsunami impact.
Historical stories collected revealed that unusual historical sea behaviour may provide anecdotal evidence of tsunami. Felt earthquakes caused a cracked reef and large rocks deposited on two islands by a series of three
‘magic waves’ to southern islands (Tamana and Makin) and eastern islands (Kiritimati) facing tsunami risk. 25
Thomas, Burbidge and Cummins (2007) used scenarios for 8.5 Moment Magnitude (Mw) and 9.0 Mw earthquakes to investigate normalised offshore (to a notional depth of 50 metres) wave amplitudes for tsunami caused by earthquakes along subduction zones (see Figure 2 in Section 1.3.1). In this study, Kiribati’s maximum amplitude for all tide gauges for all Mw 9 tsunami was 99cm, with the most significant source region being Peru (amplitude greater than 75cm at 50m depth or single most significant source region if no amplitude exceeds 75cm). For a Mw 8.5 tsunami the maximum amplitude reduced to 49cm but Peru still remained the most significant source region.
The southern end of the South Solomon trench poses a threat to the eastern end of the Gilbert Islands. Only events of very large magnitude pose a significant threat.The islands have not experienced a measurable tsunami from this source in the past 20 years.The central section of the New Hebrides trench and the northern half
of the Tonga trench pose some limited threat to Kiribati. Although the tsunami energy is not anticipated to be directed specifically at the island groups, side lobe energy may result in detectable events.The last event that originated on the New Hebrides trench that was detected in Tarawa was in 1994.The Tarawa sea-level gauge has shown no records of tsunami impacting from the Tonga trench.
Since 1994 there have been three small events detected at the Tarawa sea-level gauge from the Kuril and Japan trench.These were 8.3 Mw events on 4 October 1994 and 15 November 2006 and a 9.0 Mw event on February 2012.Two events in 1994 and 2006 resulted in waves less than 10cm in height, while the 2012 event resulted in 20cm height recorded at the Tarawa tide gauge. Most recently, Kiribati has been place under a ‘tsunami warning’ by the Pacific Tsunami Warning Centre.
Drought
During La Niña events, the South Pacific Convergence Zone, which is associated with enhanced cloudiness (high rainfall), is shifted southwest of its normal position (away from the southern islands in Kiribati). As a result cloudiness is reduced, particularly over Nauru and western Kiribati. La Niña has historically been related to less precipitation (rainfall), and sometimes to drought, in the Kiribati region. In contrast, some parts of the Pacific such as Australia experience high rainfall during La Niña episodes.
Past La Niña events have shown that the impacts of droughts can be very severe in Kiribati. For example,
early 2009 severely affected the southern Kiribati islands and Banaba. During this period, groundwater turned brackish and the leaves of most plants turned yellow. Copra production, the main income source for people in the outer islands, declined. During the 1970–1971 drought, a complete loss of coconut palms was reported at Kenna village on Abemama in central Kiribati (KMS, BoM & CSIRO 2011).
Epidemics
Epidemics that have threatened the Kiribati population include severe acute respiratory syndrome (SARS) in 2002–2004 and H1N1 (‘swine flu’) in 2009. Both epidemics had a global impact, to which the Kiribati authorities responded by strengthening border control. Other epidemics have a stronger relationship with climate change such as water, food and vector-borne diseases and are expected to increase because of climate change.
Maritime disasters
Martime disasters are frequent in Kiribati due to the vastness of the ocean separating the islands as well as the population’s heavy dependence on marine resources for daily food needs.
With weather extremes becoming more severe due to climate change, Kiribati is at high risk of experiencing more intense storms and wave events, extreme rainfall, sea-level rise and increased temperatures and associated inundations and damage to buildings and infrastructure, plagues and epidemics, coastal erosion as well shortages of food and fresh water.
The impacts of all these hazards on Kiribati’s economy, environment and livelihoods are analysed in Section 2.3 below.
2.3 Vulnerabilities and Impacts
The social, economic and environmental ramifications of the observed and projected climatic changes and hazards presented above are amplified when overlaid with the vulnerability of the i-Kiribati people and their environment.This is reflected in Kiribati’s status as a least developed country under Annex 6 of the Cotonou Agreement and in its 11th out of 14 ranking on the Pacific Human Development Index.
Whilst the exposure of Kiribati and its people to climate and disaster risks is described in chapter 2.1, this chapter focuses on the sensitivity of Kiribati as a whole and in its relevant sectors. Furthermore, the present and predicted future impacts of climate change and disaster risks are described in this chapter.
The following factors are contributing to the nation’s vulnerability to climate change and disaster risks, which apply across the various sectors:
• A high population and growth rate on South Tarawa in the Gilbert Group (50,182 inhabitants with a population density of 3,184 persons per square kilometer) as well as on Kiritimati in the Line Islands Group (5,586 inhabitants; GoK 2010 & KNSO & SPC 2012), which is due to: a high proportion of children and youth, high levels of fertility, low rates of contraceptive use, and disparities between the different islands of Kiribati (resulting in internal migration, displacement, and urbanisation) (GoK 2012c).
• In fast-growing urban areas, especially South Tarawa with a growth rate of 4.4% and to a certain extent also North Tarawa and Kiritimati, (KNSO & SPC 2012), the population pressure and lifestyle changes have strained the already limited freshwater resources. In many areas, the freshwater consumption rates are
already exceeding the estimated sustainable yield of groundwater sources (such as in the Bonriki and Buota Water Reserves on South Tarawa).
• The increase in non-biodegradable waste usage in urban areas, as well as poor waste and sanitation management, result in limited access to unpolluted land and sea, degradation of land and ocean based ecosystems, and numerous isolated occurrences of diarrhoeal and vector borne diseases.
• Traditional food systems are declining in favour of imported food, and the number of people who preserve and apply traditional knowledge is decreasing.
• In rural outer islands, the people have limited access to employment opportunities, effective transport, communication, and community services such as education and health.These factors, combined with a high dependency on subsistence agriculture and coastal fisheries, make rural communities more vulnerable.
• Government revenue is declining and highly dependent on fisheries revenue (40–50%) with limited capacity to maximise the benefits of these resources (GoK 2012c).
• Government programs, decision-making processes and budgets are centralised, with decision bottlenecks at all levels from national to local.The public finance management, reporting and monitoring system has been reviewed and changes are being implemented to meet development partner requirements for budget and sector-wide support.The development of an Island Council Strategic Plan will enhance the planning, budgeting and monitoring functions at the local government level.
• There are institutional challenges such as a high staff turnover rates in senior executive positions, limited sector specific training, and a lack of clarity on internal roles and responsibilities. Furthermore, there are constraints on knowledge sharing, coordination and collaboration among ministries as well as with non- governmental organisations (NGOs), the private sector, faith-based organisations and development partners. Yet, with the creation of the MWYSA there are increased opportunities for the community, especially women and youth, to participate in broader governance (GoK 2012c).
• There are knowledge, skill level and capacity gaps with regards to climate change adaptation and disaster risks throughout Kiribati society, particularly in the outer islands and among marginalised populations.A key challenge is to translate the climate science and predicted impacts into messages that the i-Kiribati
population can relate to. In some instances there are cultural and religious barriers to awareness and action, such as cultural practices of guarding traditional knowledge and religious beliefs.
• Many laws do not take into account sustainable management concerns, climate change predictions and disaster risks. Laws relevant to these topics need to be reviewed in order to mainstream such issues.
• The safety and emergency response capacities of Kiribati are limited. However, with the implementation of the NDRMP, issues such as a lack of a dedicated marine rescue service, the inaccessibility of fire trucks to densely populated areas on South Tarawa, and the lack of evacuation plans for emergencies, will be addressed.
• The low-lying atoll islands are already experiencing severe coastal erosion and inundation due to natural and human causes, leading to a loss of land, public and private buildings, and infrastructure.The Environmental
Impact Assessment under the Environment Act may need to be enforced on major projects throughout all 27
of Kiribati’s islands.This would help to curb the removal of mangroves and mining of sand and aggregates that contribute to erosion.
In the long-term, the most serious concern is that sea-level rise will threaten the very existence of Kiribati as a nation. But in the short to medium term, a number of other projected impacts are of immediate concern. Of particular note is the question as to whether the water supply and food production systems can continue to meet the needs of the rapidly increasing population of Kiribati (GoK 2013).
Past La Niña events have shown that the impacts of droughts can be very severe in Kiribati. For example, in 1971, 1985, 1998 and 1999, annual rainfall was less than 750mm.The recent drought from April 2007 to early 2009 severely affected the southern Kiribati islands and Banaba. During this period, copra production
significantly declined, depressing the outer island economies which rely on copra as a main income source.The groundwater also turned brackish and the leaves of most plants turned yellow. During the 1970–1971 drought, a complete loss of coconut palms was reported at Kenna village on Abemama in central Kiribati (KMS, BoM & CSIRO 2011).
The effects of climate change and disasters are felt first and most acutely by vulnerable and marginalised populations, including women, children, youth, people with disabilities, minorities, the elderly and the urban poor (GoK 2012c, Burton, D. et al. 2011).Violence against women and children is a widespread issue within Kiribati society, which can be exacerbated in times of disaster when normal social protection may be missing. In
addition, the population is facing stress due to the uncertainty over their livelihood, culture and homeland (GoK 2012c).
Climate variability, climate change and disaster risks, in combination with the factors that make Kiribati particularly vulnerable to them, are affecting the environment and all socio-economic sectors, including agriculture, education, fisheries, freshwater, health, infrastructure, trade and commerce. For an overview of sector-specific sensitivities and existing and potential future impacts in relation to climate change and disaster risks, see Tables 6 to 13 below.
Table 6: Sensitivity and impacts - environment
Sources: GoK 2012c; MELAD ECD 2006, MELAD 2007; Elrick and Kay 2009; KJIP Consultations 2013
Table 7: Sensitivity and impacts - economic development, trade and commerce
Sources: GoK 2012c; MFMRD 2013; Elrick and Kay 2009; KJIP Consultations 2013
Table 8: Sensitivity and impacts - infrastructure
Sources: GoK 2013; GoK 2012c; Elrick and Kay 2009, KJIP Consultation 2013
Table 9: Sensitivity and impacts - fresh water and sanitation
Sources: GoK 2008a; GoK 2008b; SOPAC et al. 2007; White et al. 1999; 2010, et al. 2012, Falkland 2011; KJIP Consultation 2013
Table 10: Sensitivity impacts - fisheries and food security
Sources: MFMRD 2013; Bell et al. 2011; KJIP Consultations 2013
Table 11: Sensitivity and impacts - agriculture and food security
Sources: MELAD-ALD 2012; MELAD-ALD & SPC & GIZ 2013; MELAD-ECD 2007; KJIP Consultations 2013
Table 12: Sensitivity and impacts - health
Sources: GoK, MHMS & WHO 2011; Hales et al. 1999; KJIP Consultations 2013
Table 13: Sensitivity and impacts - education and human resources
Sensitivity Observed and potential impacts
• In primary education, the net enrolment ratio has fallen from 92% to 84% for boys and from 93% to 87% for the girls between 2008 and 2010.
• More than a quarter of students do not make the transition to upper secondary levels.
• Gaps in professional standards of teachers.
• The Ministry of Education (MOE), Marine Training Centre (MTC), Kiribati Institute of Technology (KIT), Fisheries Training Centre (FTC), Kiribati Teachers College (KTC), schools, teachers and lecturers have insufficient capacities and resources to teach the students on matters relating to climate change (specifically on impacts and adaptation) and disaster risk management.
• Lack of training for police on preparedness and response to disasters, including operation of machinery such as fire trucks.
• Lack of effective early warning systems.
• Lack of disability-friendly resources on climate change and natural hazards and a lack of capacity to cope with and reduce risks among people with disabilities. • General uncertainty and feelings of helplessness among the population about their country’s future.
• Schools, students, teachers and trainers are affected by climate change and hazards in relation to their safety, food security, access to drinking water, ability to commute and health.
• School infrastructure might have to be relocated due to coastal erosion and retro-fitted to withstand harsher conditions such as drought, heavy rain or heavy storms.
• Increasing maintenance costs for school infrastructure (also due to salt spray and rising temperatures).
• Lower rates of enrolment and secondary education limit opportunities for human resource development and employment (including overseas).
• Potential loss of life and damage due to lack of early warning systems and limited capacity to cope, especially for vulnerable groups (such as children, people with disabilities and women).
Sources: GoK 2012c; MoE 2012; KJIP Consultations 2013 35
2.4 The current status of mainstreaming climate change and disaster risk management in sectoral policies and strategies
Climate change and disaster risks are being addressed in policies and strategies relating to population, water and sanitation, health and environment. Similarly disaster risk management is progressively being incorporated into policies and strategies relating to fisheries, agriculture, labour, youth and education.The new Kiribati Integrated Environment Policy encourages all government programs to collect, manage and use environmental data to safeguard the environment and strengthen resilience to climate change and disasters.
The National Energy Policy incorporates measures to mitigate carbon emissions by promoting renewable energies and energy efficiency.
Only a few sectors have transferred strategic actions to address climate and disaster risks into their annual Sector Operational Plans and Ministerial Plans of Operations and budgeting.
Policies and strategies relating to human resource development, minerals and foreshore development, private sector development, investment, transport, communications, tourism and minerals do not explicitly consider climate change and disaster risks.
Most laws need to be reviewed as, with the exception of the Disaster Management Act 1995, they do not
3 Development of the Kiribati Joint Implementation Plan on Climate Change and Disaster Risk Management
3.1 Rationale and guiding principles for the KJIP
The Government of the Republic of Kiribati, following consultation with regional technical advisory organisations, initiated the process to develop a joint national action plan on climate change and disaster risk management in 2012.This document is designed to complement the NDRMP (GoK 2012b) and the National Framework for Climate Change and Climate Change Adaptation (NFCCCCA; GoK 2013). By identifying tangible, on-the-ground actions for resilience, along with actions the Government can take to facilitate these, the plan will guide the implementation of these policies in an integrated approach.
The main rationale for this approach is that a systematic and integrated plan, identifiying tangible actions, will maximise the efficiency and effectiveness of existing capacities and resources as well as ensuring new initiatives are well targeted and have the maximum impact. In addition, the development of this plan was seen as a key vehicle for integrating climate change and disaster risks into all sectors, and promoting a whole-of-country approach that involves the cooperation of the Government, civil society and private sectors.
In recognition of the strong need to implement existing policies and to take more and stronger tangible actions to increase resilience, the Government of the Republic of Kiribati decided to call this action plan the Kiribati Joint Implementation Plan for Climate Change and Disaster Risk Management (KJIP) and agreed on the following principles:
• The KJIP is to reflect the recently endorsed NFCCCCA and NDRMP and relevant sector policies and strategies of line ministries, and identify actions for implementing them.
• The KJIP has to align to rules and procedures that the Government of the Republic of Kiribati must follow.
• Long-term consequences of climate change must be considered.
• Because climate change and disasters have negative impacts on welfare of I-Kiribati, the process needs to be consultative and inclusive of all people, including the most vulnerable and the outer island population.
• The KJIP is to be based on priorities identified during the development phase, reflect country priorities
and build on ongoing initiatives. 37
• To build resilience the KJIP needs to be implemented in the next 10 years or so.
• Priorities may change over time; hence regular reviews through a sound monitoring and evaluation framework are important.
• Adaptation to climate change is a long-term and ongoing task for Kiribati; hence, after the current KJIP has been implemented and a final evaluation has been conducted, a follow-up plan should be developed.
• The KJIP is to enhance and strengthen the sense of ownership by the Government, private sector, faith- based organisations, NGOs and communities.
It is expected that, as part of the process of developing and implementing the KJIP:
• required funds and resources for climate change and disaster risk management priority actions will be identified and planned, and required budgets allocated;
• access to financial resources and technical assistance will be increased;
• local capacities will be built and technologies transferred to plan, write and cost proposals and monitor implementation;
• roles and responsibilities of all stakeholders will be clarified, collaboration and coordination enhanced and the competition for resources reduced; and
• national, sectoral and community priority actions to cope with climate change and reduce disaster risks are communicated inside and outside of the country.
3.2 KJIP in the context of national development priorities
The Kiribati Development Plan (KDP) 2012–2015 is the overarching national development plan detailing national priorities (GoK 2012c).The KDP is linked to the Millennium Development Goals, the Pacific Plan and the Mauritius Strategy for Small Island Developing States (BPoA+10).
The KDP has six broad key policy areas (KPAs). Climate change is incorporated into KPA 4 on environment, providing the link to the KJIP. The key objective of KPA 4 is to facilitate sustainable development by mitigating the effects of climate change through approaches that protect biodiversity and support the reduction of environmental degradation by the year 2015.
The NFCCCCA highligths that climate change has more far-reaching implications than for the environment alone and that it has the potential to impact on all six KPAs of the current KDP (GoK 2013).
Legal functions and responsibility for climate change adaptation, disaster risk reduction and disaster responses and management continue to be vested in various agencies, as determined by national legislation. However,
The KJIP contributes to the realisation of the KDP outcomes and provides the implementation plan for the NFCCCCA (2013) and the NDRMP (2012). Figure 7 below shows how it links to these and other national frameworks.
The KJIP is leading in advocating and operationalising an integrated approach to including climate change and disaster risks in national and community development planning, implementation, monitoring and evaluations.
The Government of the Republic of Kiribati sees the KJIP as a means to prioritise actions on climate change and related disaster risks that are highlighted in national communications (see also chapter 3.3) and sector policies and action strategies impacted by climate change and disaster risks.
Figure 7 Linkages of the KJIP to national frameworks
3.3 KJIP linkages to relevant regional and international frameworks
This KJIP is part of the commitments Kiribati made under the Pacific Islands Framework for Action on Climate Change (PIFACC), the Regional Framework for Action on Disaster Risk Management endorsed by the Pacific Leaders in 2005 and the Pacific Islands Meteorological Strategy (PIMS) approved in 2012.The KJIP is consistent with these three inter-related regional frameworks, specifically in terms of the national priorities for actions.
The KJIP is also timely as the region moves towards an integrated regional framework, the Strategy for Climate and Disaster Resilient Development in the Pacific (SRDP), by 2016.
As party to the United Nations Framework Convention on Climate Change (UNFCCC; ratified in 1992), the Government sees the KJIP as its National Action Plan on climate change. Similarly, the KJIP is contributing to the implementaiton of the Hyogo Framework for Action (2005–2015) under the United Nations International Strategy on Disaster Risk Management (UNISDR) and the Climate Services priorities of the World Meteorological Organisation (WMO).
3.4 KJIP development methodology
The Office of te Beretitenti (OB) led the development of the KJIP. For this task, it established a Kiribati National Expert Group on Climate Change and Disaster Risk Management (KNEG), encompassing experts from core and line ministries, NGOs, the Kiribati Chamber of Commerce and Industries and other non-state actors.
A Regional Support Team (RST), led by the Secretariat of the Pacific Regional Environment Program (SPREP), supported the KNEG and the development of the KJIP. Other members of the RST were representatives of the Secretariat of the Pacific Community (SPC) and Deutsche Gesellschaft für Internationale Zusammenarbeit
(GIZ) (through the SPC/GIZ Coping with Climate Change in the Pacific Island Region program), United Nations Development Program (UNDP – Suva Office), United Nations Children’s Fund (UNICEF) and Department of
Table 14 below provides an overview of the steps involved in developing the KJIP from October 2012 to June 2014, along with the steps required following its development into the future.
Table 14: KJIP development methodology
3.5 Costing methodology
The estimated cost of the KJIP includes both the financial cost of actions and the in-kind contributions made by the Government of the Republic of Kiribati and partners (such as bilateral and multilateral development partners and the Council of Regional Organisations in the Pacific – CROP) to execute actions.The estimated costs include ongoing and future investments.The indicative cost was developed using various assumptions that were based on information from local suppliers as well as from government departments.
The following were the assumptions used:
• Costs of travel to the outer islands are for air travel only, except where agencies have their own boat in which cases the cost of fuel and rations are included.
• Lump sum estimates are being made on implementation of recommendations of reviews, studies or assessments.
• The cost of technical assistance differs between an overseas and a locally engaged consultants based on (i) experience and qualifications and (ii) travel costs and per diem.The use of only local rates to estimate the cost of consultants can therefore under-cost an activity if an appropriate local consultant is not available.
• Advertisement costs are being estimated on the 30-minute slots made by the Publication and Broadcasting Authority. In most instances, single messages may be provided at cheaper rates.
• The costings are estimates and the actual cost may be determined during the development of proposals when a relevant donor is being identified and interested in supporting that particular action.
• A number of actions were proposed to recruit short-term project position. If the agency wished the
4 The Kiribati Joint Implementation Plan for Climate Change and Disaster Risk Management
4.2 Strategies and key actions
To reduce vulnerabilities and respond to observed and likely impacts of climate change and disaster risks, the KJIP identifies 12 major strategies, as shown in Figure 8.
12 Enhancing the participation and resilience of vulnerable groups
Each strategy has one or more key actions, sub-actions, outcomes and performance indicators (outcome- and output-based) to address climate change and disaster risks in response to the identified vulnerabilities and impacts.Table 15 summarises the results of each strategy. For the detailed strategic plan with key actions,
sub-actions, results and performance indicators, lead and support agencies and partners associated with each strategy, see Annex 1.
All strategies and actions in the KJIP are inclusive of vulnerable groups, considering gender, youth and children, the elderly and people with disabilities.
Table 15: Overview of KJIP strategies and anticipated results
Strategy 10: Strengthening capacity to access finance, monitor expenditures and maintain strong partnerships
Results
10.1 Existing coordination and approval mechanisms are strengthened to review proposals from the perspective of climate change and disaster risk reduction, and the national and external finance to support climate change and disaster risk initiatives increases (as reflected in national budgets, overseas development assistance and additional climate change and disaster finance).
Strategy 11: Maintaining the existing sovereignty and unique identity of Kiribati
Results
11.1 The rights of Kiribati over its existing EEZ and the resources within it are protected forever for the people of Kiribati.
Strategy 12: Enhancing the participation and resilience of vulnerable groups
Results
12.1 Members of vulnerable groups are increasingly engaged in climate change and disaster risk management initiatives and their needs are addressed.
4.3 KJIP indicative costs
The overall gross indicative resource costs to implement the KJIP over the period 2013–2023 are estimated to be AUD 103,107,161. Of this total, it is estimated that financial cost constitutes 96% of overall costs while the in-kind contributions constitute 4%. Table 16 below details the estimated costs for each strategy of the KJIP.
Table 16: Overall costs by strategy
The single greatest cost arises in implementing Strategy 6: “Infrastructure”, which accounts consequently for 51% of the estimated cost of the entire KJIP. Followed by Strategy 9 (11%), Strategy 7 (7%), Strategy 1 (6%), Strategy 2 (5%), Strategies 3, 4, and 8 ( 4%), Strategies 5, 10 and 12 (2%) and Strategys 11 (1%), as shown in
Figure 9 below.
Figure 9 Share of costs per strategy
5 KJIP Implementation Arrangements
The Kiribati Joint Implementation Plan is to be implemented through existing mechanisms and aligned to rules and procedures that the Government of the Republic of Kiribati must follow.
The KJIP is building on and intended to strengthen existing implementation, financing and monitoring functions by integrating climate change and disaster risk management considerations.To strengthen coordination and communication among the Office of te Beretitenti, Ministry of Environment, Lands and Agriculture Development (MELAD), Ministry of Finance and Economic Development (MFED), Ministry of Foreign Affairs and Immigration (MFAI) and line ministries, as well as civil society and development partners, the KJIP formalises the role of
the newly established KNEG to become the main coordination mechanism and entry point for climate change and disaster risk management initiatives. Furthermore, it is intended that a KJIP Secretariat will be established, with the main roles of facilitating KNEG meetings; reviewing and monitoring KJIP implementation together with responsible lead agencies; and communicating with the general public, Parliament, Cabinet, development partners and the international community.The KJIP Secretariat will be under the guidance of the Development Coordinating Committee.
It is expected that the KJIP, the KJIP Secretariat and the KNEG will guide development partners and support the realisation of the Cairns Compact on Strengthening Development Coordination.The Pacific Islands Forum designed this Compact in 2009 to strengthen coordination and use of all development resources in the Pacific, in line with international best-practice as expressed in the Paris Declaration on Aid Effectiveness, the Accra Action Agenda and Principles on Aid Effectiveness.
Figure 10 Institutional arrangements under the KJIP
5.1 Institutional arrangements
The newly established KJIP Secretariat under the Office of the Beretitenti will facilitate the coordination, implementation and monitoring of the KJIP through the KNEG, guided by the Development Coordination Committee. Figure 10 provides an overview of the institutional arrangements under the KJIP.
The KJIP Secretariat
The KJIP Secretariat, hosted by the Office of te Beretitenti, will be responsible for coordinating the implementation, monitoring and reporting of the KJIP. It will convene and facilitate meetings of the KNEG and ensure that relevant information is shared with all KNEG members, partners, observers and the public. It will be a focal point for new climate change and disaster risk management initiatives and will act as a guiding partner for the KNEG and its members.
The KJIP Secretariat, through the KNEG, will collate priorities and progress reporting to be tabled to the Development Coordinating Committee, for discussion during biannual donor roundtables, and to Parliament as requested.
Before undertaking any new initiatives relating to climate change and disaster risk management, MFAI, MFED, line ministries, NGOs, faith-based organisations and development partners are asked to inform the KJIP Secretariat and consult with the KNEG.
The KJIP Secretariat will be housed within the Office of te Beretitenti and will compile reports to the Development Coordinating Committee through the Office of te Beretitenti.The KJIP Secretariat does not replace the Development Coordinating Committee Secretariat which is hosted in MFED.
The Kiribati National Expert Group
The KNEG will act as a coordination mechanism for climate change and disaster risk management initiatives. In particular, it will:
• ensure any initiatives are aligned to national development and KJIP priorities;
• guide and coordinate program implementation and monitoring;
• develop joint annual work plans on the KJIP and relevant initatives;
• provide institutional and advisory support to national agencies, beneficiaries and partners;
• help to mobilise current and future resources to support program implementation;
• share key results and outcomes annually; and
• exchange information and lessons learned regularly.
It can take an overall steering function for the design, implementation and monitoring of climate change and disaster risk management initiatives and also form sub-steering groups for sector-specific measures or integrated approaches targeting outer islands and community level (such as the Whole of Island Approach; WoI). It can be an entry point for new initiatives.
The KNEG is chaired by the Office of te Beretitenti and consists of representatives from MFED, MFAI, MIA and all line ministries, the private sector, NGOs and faith-based organisations.
5.2 Financing strategy
The implementation of the KJIP is to be financed through already existing strategies ranging from national budgets and other internal sources to overseas development assistance, additional climate change funding and humanitarian aid.
National budgets are being and will be used in all areas where climate change and disaster risks are mainstreamed into the budgets of Ministerial Plans of Operations and corresponding projects across
sectors. MFED will have a key role in ensuring climate change and disaster risks and response measures are 47
incorporated into project proposals, budgeting, reporting and monitoring procedures.The KJIP Secretariat and the KNEG meetings will increasingly be maintained through national budgets.The implementation of the KJIP is further enabled through in-kind contributions such as staff time. Furthermore, communities, NGOs and faith- based organisations may contribute by cost sharing for similar activities and fund-raising.
Development partners are invited to consider supporting KJIP strategies with programs such as budget support and strategy-wide approaches.The Government of the Republic of Kiribati would like to investigate the feasibility of a National Climate Change Fund. It wishes to acknowledge its partners for their support
in enhancing institutional capacities and performance requirements to ensure all ministries have robust management and financial systems in place.
Existing technical and financial assistance mechanisms should be used to support the implementation of the KJIP, including multilateral, international and bilateral development partners, CROP agencies, NGOs and faith-based organisations. Development partners need to consider national priorities and follow national procedures in making decisions on development assistance and also integrate the consideration of climate change and disaster risks into their development aid.
As the KJIP strategies represent both ongoing and new activities, the KJIP Secretariat and the KNEG will work to identify resource gaps to be presented to Kiribati development partners during biannual donor roundtables and respective funding and programming cycles of development partners. (This work includes direct exchange with line ministries.)
5.3 Communication strategy
All implementing partners will disseminate information about the KJIP and its vision, goal and strategies and results through existing information-sharing networks, media and forums at international, regional, national and local levels.
Tangible outputs, such as lessons learned, knowledge products, awareness and education materials, reports and media products, will be produced in most KJIP strategies.This information will also be made available to contribute to national and international best practice.
The Climate Change and Climate Risk Communications Strategy (currently being developed by the Office of te Beretitenti) aims to strengthen awareness, partnerships and practical actions to increase resilience of I-Kiribati in response to the impacts of climate change. In support of the KJIP, the Strategy outlines clear and targeted communications initiatives aimed to help the Government to promote priority actions. It identifies the key messages, channels and tools to reach national and community stakeholders, civil society organisations, agencies and development partners. Part of this work involves a media engagement strategy, products to promote the KJIP, a partnership mechanism to promote and build on existing and future opportunities, and a knowledge management system.
5.4 Monitoring and evaluation
The KJIP will be monitored through the KDP Monitoring and Evaluation Framework (2012) in compliance with the Monitoring and Evaluation Policy (expected to be endorsed).
At the ministerial level the KJIP strategies are to be monitored through the annual Ministry Strategic Plans, which will have to incorporate relevant KJIP actions and performance indicators. Detailed baselines and targets for the performance indicators will have to be identified by the respective national stakeholder (government or non-government) that has been identified as responsible lead agency.
The KJIP Secretariat through the KNEG will compile a biannual KJIP Progress Report. As the KJIP is a 10-year plan, it will be reviewed in alignment with the KDP period, with the first one due by 2015 (the second by 2019 and the third by 2023). Progress reports and reviews have to be approved by the Development Coordinating Committee before being endorsed by Cabinet.
The KJIP is understood to be a living document and as such the KNEG can adjust it to meet emerging needs, subject to the approval of the Development Coordinating Committee.
Glossary
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Strategy 1: Strengthening good governance, strategies and legislation
Actions and sub-actions Performance indicators Responsible lead agencies Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 1.2:Appropriate national and sector legislation is providing an enabling environment to enforce climate and disaster risk reduction.
Review and develop enabling legislation and enforcement mechanisms to support effective risk See page 60 Respective ministries, OB, KNEG Australia’s Aid Program, $3,793,167.00
reduction, legal responses to impacts (identified Office of New Zealand
legislation4). Attorney Aid Program,
• Seek ministerial approval for the review.
• Engage relevant resource personnel to lead the General USAID, EU, ADB,WB,
review. UNDP,
• Conduct public consultation of the draft policy WHO,WMO
(6 community consultations meetings – 3 in German
Outer Gilbert Island, 1 in Line and Phoenix, 2 in Development
Tarawa the second for MPs). Cooperation
• Finalise draft and submit for endorsement to FFA, SPC,
Cabinet and then, in case of Bill and Act, to Parliament. SPREP etc
Legislation to be reviewed; Biosecurity Act, Biosafety Regulation, Declaration for Water Reserves, Disaster Management Act, Environmental impact assessment licensing system, Fisheries Act, oreshore and Land Reclamation Ordinance, health impact assessment system (policy), Local Government Act, MCIC legislation, Public Health Ordinance, Quarantine Ordinance, regulations nderpinning levy for local agricultural produce,Tourism Act. Legislation to be developed; Energy Bill, Environment General Regulation, Kiribati Meteorology Bill, Marine Pollution Standards and other arine legislation, Minerals Development Act, Protected Areas Regulation, Protected Species Regulation.
Strategy 1: Strengthening good governance, strategies and legislations
Actions and sub-actions Performance indicators Responsible lead agencies Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 1.3: Climate change and disaster risk management initiatives are coordinated by government departments, island councils, NGOs, faith-based organisations and the private sector in a collaborative manner across sectors.
Establish and strengthen mechanisms to coordinate, communicate and collaborate climate change All ministries, outer island councils, the Kiribati Chamber of Commerce OB, KNEG MFED, private sector, NGOs, $305,338.31
and disaster risk management initiatives (KJIP and Industries, NGOs and faith-based community
Secretariat, climate change communication plan). organisations have nominated focal and
• Establish the KJIP Secretariat (to coordinate points for climate change and disaster vulnerable
the KNEG and Climate change and disaster risk management (DRM) initiatives) with resources and full equipment within the OB.
• Establish mechanisms for the KJIP Secretariat to risk management by 2014
Number of climate change and disaster risk management initiatives the KNEG groups, faith-based
organisations
regularly report on the KJIP implementation to decision-makers and the public.
• Establish mechanisms and processes for the has taken a steering function with.
Number of island councils strategic plans
KJIP Secretariat to formalise its linkages and and by-laws incorporating CCA & DRM
communications with KNEG, faith-based organisations, private sector, NGOs and issues
community groups.
• Coordinate and implement the Communications
Strategy on Climate Change and Disaster Risk
Management.
• Integration of CCA and DRM issues into island
councils strategic plans and by-laws.
Develop and implement a Climate Change and Climate Risks Communications Plans.
• Develop a Communications Plan based on wide Consultation reports
Number of Communication Plans OB All ministries, KNEG Australia’s Aid Program, EU; SPC (Global $32,361
consultations.
• Implement the Communication Plan, including approved and implemented Climate Change
capacity building and potentially equipment. Alliance), SPREP
Total Costs Strategy 1 $6,697,308
Linked to KDP KPA 4 Indicator: Number of joint climate change initiatives (programs, projects, committees etc).
Strategy 2: Improving knowledge and information generation, management and sharing
Actions and sub-actions Performance indicators Responsible lead agencies Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 2.1:An integrated and up-to-date national database providing all relevant information for resilient development is available and accessible for all.
Develop a National Data and Information Centre (including a geographic information system – GIS) to coordinate, share and manage information related to disaster risk and climate change A national database is accessible and provides up-to-date information
Increase of data availability and National Statistics Office (MFED) and MFMRD, MELAD, MIA, MPWU, KMS, MCTTD, MOE (all
line ministries), All development partners, especially SPC $200,854
for improved decision-making and increased effectiveness and efficiency (Centre to cover socio- frequent updates on climate change and disaster risk indicators on outer OB NGOs, faith-based organisations, media, (including Statistics),
economic, environmental and species migratory data, GIS and maps).
• Conduct a stocktake of available databases, islands.
The number of recruitments for telecommunications, etc. FFA, SPREP, USP and PIFS with existing
existing data sharing mechanisms (e.g. websites, CCA & DRM focal point position databases,
publications), responsibilities and needs. on outer islands and in strategic online portals
• Design a concept for data and information management based on the results of the stocktake and develop a national data sharing ministries and research programs
protocol for internal decision-making and
development needs.
• Establish the National Data and Information
Centre (potentially under existing National
Statistics Office, linked to existing national and
regional portals such as Pacific Disaster Net
and Pacific Climate Change Portal).
• Establish and support a Kiribati National Data
and Information Sharing Group.
• Establish a linkage mechanism between outer-
islands and national data information system
(including tools, instruments and training on
outer islands)
• Establish a formal communications link between
outer-island council, MIA and OB
• Recruitment of personnel in MIA and Island
councils to act as focal point and to provide and
coordinate monitoring and reporting of CC &
DRM (potentially reviewing and defining Island
Project Officer TOR)
Strategy 2: Improving knowledge and information generation, management and sharing
Actions and sub-actions Performance indicators Responsible lead agencies Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 2.2: Capacities to communicate science and best practices are strengthened by developing and disseminating effective and relevant information, communication and awareness products for decision-making and awareness raising across sectors and at all levels (see also Strategy 7).
Develop and interpret integrated data sets for dissemination to support planning and decision making at all levels (including information and awareness products).
• Analyse data sets based on needs.
• Amend the format of Household Income and Expenditure Surveys to effectively capture data related to climate change and disaster risk management.
• Develop and disseminate relevant information and awareness products for a range of uses (such as agricultural maps).
• Equip resource centres on outer islands with information products and low-cost means of communication. Needs-based weather and climate information is applied by a range of users in a timely manner OB and all ministries, NGOs,
faith-based organisations and private sector As on page 64 $156,180
Strategy 2: Improving knowledge and information generation, management and sharing
Actions and sub-actions Performance indicators Responsible lead agencies Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 2.3: Capacities for data collection, assessment, analysis, interpretation, monitoring and reporting are strengthened across sectors.
Strengthen the capacity of the Kiribati Meteorological Service (KMS) to collect and The number of needs-based weather and climate information is applied by KMS (OB) MPWU, MELAD, MFMRD, MHMS, MIA, Australia’s Aid Program $287,876
manage data and information on weather and climate variability – especially severe weather and natural hazard events and impacts. a range of users in a timely manner
The number of well-equiped weather outer island councils, NGOs, communities, faith-based (including Bureau of Meteorology,
- Modernize data logging for wind, solar, tidal, sea stations established and operational organisations, media, CSIRO,
level , sea surface temperature.
• Replace weather and climate services stations with newly established ones.
• Establish a well-equipped weather forecasting office. 24/7
Number of trained and qualified staff Effective communication network telecommunications, etc. COSPAC),
UN Office for the Coordination of
• Mobilise on-shift staff 24/7 at the main office and outer islands.
• Build capacity with weather forecasting, data established
Availability of special weather Humanitarian Affairs; WMO, SPREP
analysis and equipment maintenance.
• Enhance outreach and communication networks. bulletin to Fisheries
The use of seasonal forecast in (Finnish– Pacific Project), SPC,
• Set up an effective monitoring system to improve early warnings for all hazards. Research predicting the hot spot of highly migratory species (e.g Tuna species) USP etc.
and incorporation of traditional skills on seasonal and weather forecasting starting 2015
• Research and on-trial use of seasonal forecast
to predict movement of highly migratory
species (e.g Tuna )
Strategy 2: Improving knowledge and information generation, management and sharing
Actions and sub-actions Performance indicators Responsible lead agencies Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 2.3: Continued
Strengthen capacities to collect, analyse, monitor and manage environmental data to establish
the state of the environment, the trends and environmental outlook as a basis for decision Data management and monitoring capacity assessment report available
Regular monitoring and review, Environment and Conservation Division MPWU, MELAD, MFMRD, MHMS, MIA,
outer island councils, NGOs, communities, All development partners, SPREP, USP, $120,042
making and learning in climate change adaptation initiatives. outlook reports (MELAD) faith-based organisations, media, international and regional
• Conduct training on collecting and analysing telecommunications, environmental
environmental data.
• Ensure the availability of necessary monitoring etc. NGOs
and assessment equipment.
• Develop an accessible and regular
environmental outlook report.
• Review, update and manage environmental data.
• Review and update the environment outlook
report.
• Implementation of the assessment report
recommendations through training,
procurement of required monitoring equipment,
monitoring protocols and programmes.
Strategy 2: Improving knowledge and information generation, management and sharing
Actions and sub-actions Performance indicators Responsible lead agencies Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 2.3: Continued
Strengthen the capacity to collect, assess and analyse relevant agro-meteorological data and National surveys published on agro- meteorological data, crop modelling Agriculture and Livestock KMS, Environment and Conservation Kiribati development $309,466
impacts on crop yields, diversity and seasonality of local crops, agricultural pests and diseases, invasive species, soil productivity and livestock. applications
10 % of farmers use adaptive farming Division and Environment and Division (MELAD), MIA, communities partners such as Australia’s Aid Program,
• Conduct training on generating, analysing, interpreting and communicating real time produces Conservation Division USAID, UNDP,
FAO,Taiwan,
and accurate agro-meteorological data and information. (MELAD) EU, German Development
• Conduct national surveys (including data Cooperation;
collection on invasive species present on outer SPREP, SPC
islands, crop yield, diversity and seasonality and research
of crops, agricultural pest and diseases, soil institutions
productivity and livestock) with the use of GPS
• Ensure the availability of necessary equipment such as IFAD
including global positioning system (GPS), soil
health analysis, crop modelling software and
weather and climate forecasting equipment as
related to agricultural needs.
• Develop GIS that integrate weather/climate and
natural disasters information into soil type and
productivity, incursions of pests and diseases,
crop and livestock diversity, and seasonality
production of food crops.
• Conduct research, especially modelling
of impacts of climate change on coconut
productivity (copra production).
• Develop a self-help service for farmers on
climate change and natural disasters information
and data relevant for adaptive farming.
Strengthen the capacity to regularly monitor the salinity, water quality, and thickness of freshwater lenses in locations that are used for
water supplies (water reserves) on South Tarawa and the outer islands.
• Acquire monitoring equipment and train monitoring officers on the use of and standard operating procedures for equipment.
• Review and strengthen equipment monitoring.
• Conduct training on analysing of data and provide support for reporting on the monitoring data.
• Develop a water reserves management plan.
• Develop an annual report on status of water lens and water protection zones. Appropriate training programs and evaluation
Number of staff trained and reports on monitoring results presented to Cabinet
Number of reserves mapped, stocktakes undertaken, management plans in place and implemented MPWU MHMS All $760,307
Strategy 2: Improving knowledge and information generation, management and sharing
Actions and sub-actions Performance indicators Responsible lead agencies Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 2.3: Continued
Develop a national hub for GIS information to improve decision-making on sustainable development in the context of disaster risk
reduction and climate change impacts (especially minerals, land use planning and management, and fisheries planning and management).
• Establish a GIS system for the Mineral Division and Fisheries Division to facilitate access to data.
• Establish ‘geodetic benchmarks’ on selected islands of Kiribati for monitoring coastal movement land erosion/accretion in relation Spatial data is made readily available either as web or server based applications
Benchmarks on islands are in place that could further be utilised to determine the extent of coastl erosion/accretion
Number of Deep Sea Minerals reports released Minerals Division, Fisheries Division (MFMRD),
Lands (MELAD) National Statistics Office, , OB Kiribati development partners such as USAID,
Japan; CROP members such as SPC (SOPAC
Division); research institutions $441,887
to climate change and sea-level rise – including Kiritimati,Tabuaeran and Kanton (procure global positioning system (GPS) including software and upgrading package with installation system, considering compatibility Number of relevant staff included in on the job training and other relevant trainings and relevant reports released
with existing software and equipment).
• Develop a website and staff to manage these
monitoring activities in order to provide
government bodies, partners and interested
audience with regular updates on Mineral, Lands
and Fisheries data and establish a virtual library
to improve access to Ministry and Government
e-reports to assist decision-making.
• Conduct monitoring surveys using established
geodetic control benchmarks on selected
islands of Kiribati for monitoring coastal
movement – land erosion/accretion in relation
to climate change and sea-level rise – (procure
global navigational satellite system performance
system, software and upgrading package, and
install system, considering compatibility with
existing software and equipment).
• Conduct and develop a Kiribati National Deep
Sea Minerals Report.
• Train MFMRD staff on data entry and analysis
to support decisions to achieve sustainable
development of natural resources.
• Establish a virtual library to improve access to
Ministry and Government e-reports to assist
decision-making.
• Provide ongoing institutional strengthening and
support for staff managing web page to be able
to keep up with current relevant software etc.
• Collate reports from different regional
organisations, government ministries etc.,
convert to e-copies and add to the virtual
library.
• Collate existing GIS data and place on MD GIS
system.
Strategy 2: Improving knowledge and information generation, management and sharing
Actions and sub-actions Performance indicators Responsible lead agencies Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 2.3: Continued
Establish and formalise an interdepartmental national monitoring team on coastal changes. Number of monitoring surveys on coral bleaching in PIPA and at Minerals Division, All ministries Kiribati development $3,278,636
• Undertake national consultation to identify least 2 islands in Kiribati (excluding Fisheries partners such
current skills, areas of work and gaps in mapping and monitoring efforts.
• Develop a Cabinet paper to seek approval for Abemama) published.
Ciguatera outbreak sites are Division (MFMRD),
Lands; MHMS, as USAID,
Japan; CROP members such
establishment of national monitoring team. communicated to Island MELAD as, SPREP and
• Establish a national monitoring team to map Development Councils and among (Phoenix SPC (SOPAC
coral, seagrass, benthic habitats, water quality, ciguatera etc.
• Examine how well major contributors to reef island sediment such as corals and foraminifera will cope with climate change effects such as increased temperature, salinity and acidity of Ministries on a regular basis.
Number of ciguatera cases reduced by 10% by 2020
Number of thematic island Islands Protected Area Office) Division); research institutions
seawater. maps showing unique habitats
• Conduct surveys and monitoring of marine and ecosystems (e.g. coral reef
life and coral bleaching at Phoenix Islands ecosystem, seagrass, benthic habitats
Protected Area6 and in the Kiribati Islands.
• Establish a natural marine science laboratory in Kanton7. etc.).
Scientific report on the impact of
• Establish a monitoring and mapping system for ocean temperature, salinity and
ciguatera sites, and strengthen public awareness acidity on corals and foraminifera in
of how to identify potential ciguatoxic fish species and locations.
• Provide regular reports to policy advisers to Kiribati.
All outer islands have access to
improve decision-making. relevant awareness materials on
• Translate science and key adaptation actions coastal changes (erosion, marine and
into awareness materials in te-Kiribati for the wider I-Kiribati community to increase land-based habitats) in te-Kiribati
understanding of the impacts of climate change
on marine resources.
Total Costs Strategy 2 $5,555,242
Source: Phoenix Islands Protected Area SAP 2.7 (climate change). Source: Phoenix Islands Protected Area SAP 1.10 (research & science).
Strategy 3: Strengthening and greening the private sector, including small-scale business
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost
Result (Outcome/Output) 3.1:The number of small-scale businesses that process local produce for domestic and export markets (fish produce, agricultural produce, livestock, handicraft) increases.
Strengthen and achieve ‘greening’ of local processing business to add value to local produce and develop small- to medium-scale businesses Income generation of local producers increased by 10 % through better processed and MELAD, MFMRD, MCIC, KHLP, MIA, KCCI,
private sector, NGOs Australia’s Aid Program, USAID, New $2,062,633
(using crops, fish, livestock and handicraft and focusing on niche markets).
• Identify and promote crops and species of marketed products.
Number of small to medium scale MLHRD Zealand Aid Program, GIZ/ German
livestock, fruit and fish that are more resilient businesses involved in greening of Development
to the impacts of climate change.
• Promote processing of and adding value to selected crops, fruits, nuts, livestock, fish and local processing/value adding.
Increase in productivity of crops, Cooperation, SPC,
international
other products that are resilient to the impacts of climate change (this can include preserving food e.g. dried tuna or processing food like livestock and fish farming
Number and variety of locally NGOs
virgin coconut oil and coconut sap sugar). produced and processed food and
(Note: review Kiribati Handicraft and Local other products for domestic and
Produce company’s capacity to process fruit and to take over the operation of the fruit export markets
processing factory at Temwaiku.)
• Investigate how private sector can get engaged
in meeting the demands for organically
processed food and other local products
(marine and agricultural products). Procure and
deliver required and suitable equipment and
machinery for processing (e.g. Direct Micro
Expeller for virgin coconut oil processing, pots
for producing coconut sap sugar, solar dryers
for breadfruit, fish).
• Develop and provide training on processing
and marketing of ‘climate resilient products’ (on
Tarawa and outer islands).
Strategy 3: Strengthening and greening the private sector, including small-scale business
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost
Result (Outcome/Output) 3.1: Continued
Strengthen capacities of existing export companies to increase export of locally made products.
• Improve capacities of existing export companies to increase their exports (such as Kiribati Copra Mill Company Ltd and Kiribati Fish Ltd, private sector businesses).
• Facilitate and promote establishment of new processing and manufacturing businesses to venture into new products that have niche markets.
• Strengthen the Kiribati Handicrafts and Local Products Marketing Authority (in charge of marketing) to facilitate domestic markets (local products) and exports. % increase in volume of exports
Number of new processing and manufacturing businesses established MCIC MFMRD, MELAD, MLHRD All partners $389,811
Result (Output) 3.2: Private sector implements greening initiatives (in areas such as tourism, trade, transport, import/export).
Explore and implement opportunities of greening import-based private sector (especially in South Tarawa and Kiritimati).
• Consult and raise awareness on green growth (including climate change and disaster risks) with private sector to identify opportunities (e.g. low-impact products, green technologies, minimum energy performance standards and labelling). Increase in number of businesses adopting greening initiatives
Number of ecotourism businesses (that also support CC adaptation and DRM).
Number of selected green tourism products being promoted. KCCI, private sector MELAD, KNEG All partners, international NGOs,
foreign green businesses $87,878
Strengthen and achieve ecotourism initiatives that support CCA and DRM (e.g bonefish tourism)
• Review and analyse existing and new potential tourism destinations and products (building on existing studies).
• Work with tourism companies and guest houses to develop and promote selected green tourism products (for all islands, including bonefishing on Kiritimati and Nonouti).
• Encourage people to establish ecotourism businesses, and provide guidance on tourist demands as well as greening and marketing tourism projects. MCTTD,
private sector MOE, OB, MIA,
outer island councils, MELAD and other concerned ministries All partners, South Pacific Tourism Organisation, SPREP, SPC $768,227
Strategy 3: Strengthening and greening the private sector, including small-scale business
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost
Result (Output) 3.2: Continued
Develop and strengthen local businesses and artisanal fisheries to capitalise on the likely increase in skipjack tuna stocks and to better use bycatch for food security.
• Develop Transshipment and Secondary Services Business Plan (for baitfish, local machine shops, salt etc.), covering prohibition and enforcement of all transshipments at-sea in EEZ (including longline8).
• Identify viable market niches for tuna species of less than 10 kg in weight and concomitantly develop viable products processed from such tuna.
• Establish Bait-Catching Units (Bagans) at relevant locations in lagoonal islands to complement supply of bait for small-scale artisanal fishers to use in their fishing operations targeting skipjack, yellowfin and bigeye tuna species9.
• Establish and maintain effective and well- resourced Competent Authority, with expertise and resources to develop and certify chain
of custody processes (important for enabling the export of seafood products to European markets).
• Implement Parties to Nauru Agreement Vessel Day Scheme and other commitments through access/licensing agreements. At least 10 Bait-Catching-Units established on outer islands by 2020.
A Competent Authority is fully operational by 2018
% of integration of national commitment in compliance to PNA MFMRD National tuna fishing associations,
fishers’ cooperatives (inclusive of women), KCCI and private sector, MCIC, urban councils, and others Kiribati development partners such as Australia’s Aid Program, EU, New Zealand Aid Program, World Bank, etc.; CROP members such as SPC, FFA; Parties to Nauru Agreement Secretariat $1,122,005
MFMRD (2013).
Source: MFMRD (2013).
Strategy 3: Strengthening and greening the private sector, including small-scale business
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost
Result (Output) 3.2: Continued
Develop Fisheries Management Plans for key commercial species, including: beche-de-mer, aquarium, bonefish (sport fishing and subsistence), arc shells, giant clams, seaweed etc., to strengthen Proportion of fish stocks within their safe biological limits
Restoration of 10% of ‘te bun’ stock MFMRD MIA, MELAD, Office of Auditor-General, island councils,
and other relevant All partners, SPC, FFA $261,260
sustainable management and resilience and at selected pilot MPA sites (such as ministries, fishers’
considering likely effects of climate change and Teaoraereke- Nanikai and Abaiang) association (including
disaster risks on these commercial resources.
• Develop Management Plans (including by 2017 women)
consultations).
• Develop regulations (including consultations).
• Gain approval from Cabinet.
• Implement Management Plans and enforce
regulations.
• (Potentially restore the fishery for arc shell (te
bun) in Tarawa.)
Review aquaculture activities and develop aquaculture development strategy to maximise food security and to benefit livelihoods. Increase in aquaculture productivity by 20 % in 2018. MFMRD MIA, island councils, Taiwan Technical Mission, Eco-Farm, Kiribati development partners such $27,440
• Review and conduct feasibility study on existing Kiribati Fish Ltd, as Australia’s
aquaculture context in Kiribati to determine fishers’ associations Aid Program,
constraints and potential for enhancing (including women), New Zealand
economic growth, employment and food security (including existing pond infrastructure private sectors Aid Program, FAO,Taiwan
of Tarawa and Kiritimati). Government,
• Formulate national aquaculture development etc.; CROP
strategy. members such
• Implement the national aquaculture as SPC, FFA;
development strategy by 2015. international NGOs such as
WorldFish
Strategy 3: Strengthening and greening the private sector, including small-scale business
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost
Result (Output) 3.3: Private sector incoporates climate change & disaster risks into its strategic & business plans (and assesses feasability of insurance).
Incorporate the consideration of risks and responses to climate change and hazards into strategic and business plans and explore options to transfer risks to the third parties (micro insurance) to protect local businesses from loss of business and/or profit due to damage caused by Increase in percentage of businesses incorporating climate change and disaster risk in their strategic and business plans including insurance by 2018 MCIC,
Kiribati Insurance Corporation MFED, private sector, KCCI, OB Reinsurance companies, all partners $212,989
fire, inundations, storms, coastal erosion and
tsunami.
• Develop guidance on integrating adaptations
and risk-reducing measures into business
operation plans (as a baseline).
• Conduct a feasibility study on introducing
micro insurance schemes (potentially product
development, training and promotion through
Kiribati Insurance Corporation).
Total Costs Strategy 3 $4,932,242
Strategy 4: Increasing water and food security with integrated and sector-specific approaches and promoting healthy and resilient ecosystems
Actions and sub-actions Performance Indicator Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 4.1: Communities with island councils manage and implement climate change adaptation and disaster risk reduction measures as an integral part of their development efforts and inclusive of vulnerable groups.
Develop and implement a program for community based integrated vulnerability assessment, climate Kiribati Integrated Vulnerability Framework developed and approved MELAD, MFMRD, OB, KNEG MFED,
National Statistics Australia’s Aid Program, $757,990
change adaptation and disaster risk management (such as the Whole of Island Approach,WoI).
• Develop a national community-based integrated vulnerability assessment framework (indicators, by 2014
Number of Island Council Strategic Plans and island council steering MIA, MPWU,
outer island councils Office, Kiribati Local Government Association, NGOs, faith-based New Zealand Aid Program, USAID, GIZ/
German
survey approach, planning and costing of actions), building on the Government’s existing vulnerability assessment framework (2011).
• Pilot new or continue applying existing committees that consider CC & CCA and DRM
Kiribati approaches to community- organisations Development Cooperation, EU,ADB,WB, UNDP, SPC,
approaches on selected outer islands. based climate change adaptation and SPREP, USP,
• Establish local steering function at outer island council level and focal point. disaster risk management (integrated and sector-specific) are being INGO
• Conduct integrated and participatory replicated based on lessons learned
vulnerability assessments to identify adaptation and best practice reviews on at least
and disaster risk reduction actions, building on existing assessments.
• Develop a local adaptation and DRM plan and/ six outer islands by 2015
Increased share of outer island
or respectively integrate identified actions into council strategic plans incorporate
Island Council Strategic Plans and Island Council climate change adaptation and DRM
Operational Plans (annual). (baseline: in 2013 Abaiang,Teinainano
• Raise awareness and conduct training on climate Urban Council and Betio Town
change and DRM, targeting outer island council Council have strategic plans, with
members, outer island chief executive officers Betio Town Council considering
and treasurers, and extension officers, NGOs, climate change; target to have all
youth and women, private sector and faith- outer island councils incorporating
based organisations’ representatives. Exchange climate change adaptation and DRM
information on and replicate good practices on further outer islands.
• Monitor and evaluate achievements. into their plans by end of 2015)
Biosecurity Act is incorporated into
• Exchange information on and replicate good the island councils’ bylaws on all
practices on further outer islands. outer islands by 2023 (baseline 2013:
• Review of the Whole of Island Approach (WoI) (selection criteria, lessons learnt,...)
• Develop a whole of country plan for replication Abaiang is done)
Lessons learned and best practices
of “WOI” from whole-of-island approach to climate change and DRM are
published by 2016
Strategy 4: Increasing water and food security with integrated and sector-specific approaches and promoting healthy and resilient ecosystems
Actions and sub-actions Performance Indicator Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 4.1: Continued
Develop community-based protected areas and protect species at outer island level. The number of community-based protected areas and protected Environment and Kiribati Local Government All development $132,970
• Develop outer island community-based protected areas.
• Undertake control and eradication measures to combat invasive species.
• Develop networking and outer island counterparts with communities to enhance local participation in maintaining and reporting on species established on outer islands.
The number of controls that have been applied to address the issue on invasive species.
Invasive species have been generally Conservation Division (MELAD) Association, NGOs, faith-based organisations, Island Councils,ALD, partners, SPREP,
international NGOs
the status of invasive species, and impacts on environmental problems affecting community- based protected areas and protected species. reduced by 10% by 2020.
The number of invasive species
• Identify local counterpart to be trained on network battlers and outer island
environmental issues to carry out invasive alien species monitoring system in outer islands.
• Integrate community-based protected areas and invasive species reporters established.
The number of trained local
protected species into outer island bylaws. counterparts that participated in
• Conserve island biodiversity through controlling invasive alien species (mynah bird) on all outer islands (starting with Onotoa and Tab North). invasive species monitoring.
The Island council bylaw integrates the provisions for community-based
protected areas and protected
species by 2020
Invasive alien species (mynah birds)
are reduced on Onotoa & Tab-North
by 10% by 2020.
Strategy 4: Increasing water and food security with integrated and sector-specific approaches and promoting healthy and resilient ecosystems
Actions and sub-actions Performance Indicator Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 4.2: Salt, drought, rain & heat-stress resilient crops, fruit, vegetables & livestock breeds are identified & promoted and communities preserve local food (fruit trees and seefood).
Conduct agricultural research programs on sustainable and resilient food crop and livestock Increase in household access to fruit trees, roots and tuber crops, Agriculture and Livestock MFED, MFMRD,
MIA, Environment Australia’s Aid Program, $1,133,098
production systems (including soil–water vegetables, chicken and cross-breed Division and Conservation USAID, EU,
management techniques in vegetable production, grey water use and wastewater treatment, livestock waste management, pest and disease control, pigs that are considered resilient to climate extremes and salinity by 2016 and on an ongoing basis (baseline: (MELAD) Division and Lands (MELAD) FAO, UNDP,
German Development
construction, wetlands). based on the 2010 National Census, Cooperation;
• Upgrade the Agriculture and Livestock Division average access to food crops is six SPC (Land
and its Centre of Excellence research stations crops per household and to livestock Resources
and facilities for research related to crops and (pigs and chickens) is six pigs and/or Division and
livestock – Tanaea,Abatao and Butaritari stations chickens per household; target is to SOPAC);
(including research and diagnostic equipment for and staff training on field research and analysis).
• Identify sources and conduct trials and increase these figures by 70%)
Agricultural central and outer islands ACIAR, IFAD, USP
experiments on resilient crops and livestock research and major producing
breeds and evaluate them for their tolerance and stations are well equipped and
resistance to climate change impacts.
• Develop capacity of field and research staff of Agriculture and Livestock Division for established with planting materials
Diagnostic and soil mini laboratory
conducting agricultural and climate change research.
• Improve diagnostic facilities and personnel of upgraded at ALD.
ALD staff conducts diagnostics and
Agriculture and Livestock Division to deal with research on pest and diseases and
both crop and livestock pests and diseases. climate change in relation to crop
• Conduct a trial on aquaponic food production system at the Centre of Excellence
• Establish revolving funds within community and livestock.
Evaluation report on aquaponic food
based cooperatives for agricultural activities production system results published. Revolving funds established
Strategy 4: Increasing water and food security with integrated and sector-specific approaches and promoting healthy and resilient ecosystems
Actions and sub-actions Performance Indicator Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 4.2: Continued
Design, test, implement and evaluate agriculture production systems to establish food-secure communities in the face of climate changes and disaster risks at community level. Increase in people trained on preservation on food
Increase in number of households Agriculture and Livestock Division and Environment MIA, OB, KMS,Water
Engineering Unit (MPWU), MFMRD, KNEG, MCIC, Australia’s Aid Program, USAID, EU, FAO, UNDP, $1,020,556
• Identify and select community pilot sites highly impacted by climate change.
• Establish a multi-sensing and monitoring system preserving traditional staple foods
Reports, documents, and other and Conservation Division MCTTD, NGOs German Development Cooperation;
for acquiring significant parameters related to agriculture and climate change (e.g. temperature, awareness and promotional materials on traditional knowledge of food (MELAD) SPC (Land Resources
humidity, solar radiation, soil pH, soil moisture, preservation techniques produced Division and
leaf wetness, pest and disease accounting, carbon dioxide concentration, soil and water salinity).
• Carry out climate change vulnerability assessments and adaptive capacities in and promoted
Number of communities and research stations at OIs with SOPAC); ACIAR, IFAD, USP
agriculture at selected farming communities. multi-sensing and monitoring
• Document traditional knowledge, among men system established and piloted (in
and women, of cultivation, preparation and preservation techniques for traditional food crops and fruit trees. collaboration with KMS)
Number of OIs demonstration sites
• Develop community and outer islands awareness and pilot communities practiced
program and demonstration sites to promote or trialed climate-resilient crop
climate-resilient crop and livestock production and livestock production systems
systems (taking into consideration traditional established (2 sites or communities
and contemporary knowledge and practices, at each Island of different groups/
such as agroforestry, drought/salinity-resilient crops and livestock, sustainable management regions to produce per year)
practices).
• Implement identified actions and monitor
progress (such as promotion and enhancement
of household agroforestry systems, re-planting
of traditional and climate resilient staple food
crops (e.g. coconut trees, cassava, sweet potato,
etc), upgrading island nurseries, practice of
organic and conservation agriculture,composting,
mulching and cover crops).
• Evaluate agriculture programs to identify best
practices and lessons learned.
• Replicate good practices on all outer island.
Strategy 4: Increasing water and food security with integrated and sector-specific approaches and promoting healthy and resilient ecosystems
Actions and sub-actions Performance Indicator Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 4.2: Continued
Improve agriculture services to promote sustainable Livestock production is maintained Agriculture MIA, OB, KMS,Water USAID, (Included in
agriculture management systems and resilient crops and livestock.
• Repair the chicken facility, the feed storage shed and the piggery, and implement water tanks to enhance production. or increases in spite of climate change (within sustainable limits)
Increase in number of livestock (pigs and chickens) distributed to OIs and Livestock Division (MELAD) Engineering Unit (MPWU), MFMRD, KNEG, MCIC, MCTTD, NGOs Australia’s Aid Program, German Development Cooperation, above total)
• Develop and conserve adapted local pig and chicken breeds and feed.
• Improve and promote animal waste management (Baseline need to establish by 2014)
Increase in number of chicken and UNDP, FAO, SPC (SOPAC, Land
technologies. pig pens/houses and number of Resources
• Enhance livestock and crop distribution mechanism to outer islands.
• Develop and distribute livestock and agricultural stocks maintained for breeding and improvement Division), IFAD
management guidelines.
• Establish a revolving fund within Agriculture
and Livestock Division to maintain the livestock
facility.
Strategy 4: Increasing water and food security with integrated and sector-specific approaches and promoting healthy and resilient ecosystems
Actions and sub-actions Performance Indicator Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 4.3: Communities manage coastal fisheries taking into consideration sustainability of marine resources as well as climate change and disaster risks.
Implement Community Based Fisheries Increase in household access to Agriculture MIA, OB, KMS,Water USAID, (Included in
Management (CBFM) in three pilot communities10 to increase resilience to climate change and make use of potential benefits (such as likely increase of skipjack tuna).
• Identify pilot communities for CBFM.
• Conduct fisheries-specific vulnerability assessment to plan adaptation activities. oceanic and aquaculture seafood
At least three vulnerability assessment on fisheries reports published.
Traditional knowledge and scientific and Livestock Division (MELAD) Engineering Unit (MPWU), MFMRD, KNEG, MCIC, MCTTD, NGOs Australia’s Aid Program, German Development Cooperation, UNDP, FAO, SPC above total)
• Document traditional knowledge on fishing, and adaptation messages published as (SOPAC, Land
navigation and preservation techniques. awareness materials and distributed Resources
• Develop community and outer islands awareness program and demonstration sites to promote CBFM (taking into consideration traditional and to target communities
Adoption of best practices to new Division), IFAD
contemporary knowledge and practices).
• Implement identified actions and monitor identified sites
progress (such as artificial reefs, preservation
of seafood, deployment of nearshore fish
aggregating devices (FADs), management plans,
establishment of marine protected area, farming
of clams, etc.).
• Evaluate CBFM programs to identify best
practices and lessons learned.
• Exchange information on and replicate best
practices.
Strategy 4: Increasing water and food security with integrated and sector-specific approaches and promoting healthy and resilient ecosystems
Actions and sub-actions Performance Indicator Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 4.3: Continued
Deploy networks of nearshore FADs11 to increase access to pelagic fish and reduce pressure on Increased access of households to oceanic and aquaculture seafood MFMRD MIA, MELAD, island councils, MCIC, OB, Australia’s Aid Program, $385,170
coastal fisheries. FAD deployed in at least 5 locations KNEG, private sector UNDP, EU,
• Identify FAD deployment priority locations and FAD number/budget (i.e. deploy and maintain 50–100 FADs for five years) and ratio of each year.
Monitoring reports on FADs effects (such as Kiribati Fish Ltd) and NGOs, fishers (men and GIZ / German Development Cooperation;
nearshore and deepwater FADs based on a on increasing fish catches and women, communities SPC, FFA,
country-wide cost–benefit analysis. maintenance costs published every and artisanal ANCORS,
• Identify indicators and develop research plan to monitor FAD impacts/benefits and implement monitoring of catches. 2cd year. fisheries) WorldFish, ACIAR
• Identify and secure funding for continuous FAD
deployment and maintenance program, with
contribution from access agreement condition
funding.
• Deploy and maintain FADs, with monitoring of
impact indicators.
Strategy 4: Increasing water and food security with integrated and sector-specific approaches and promoting healthy and resilient ecosystems
Actions and sub-actions Performance Indicator Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 4.4: Communities have constant access to basic food commodities.
Ensure constant availability of basic food commodities (such as rice, sugar and flour) to increase food security on Tarawa and outer islands. Reduction in number of times that MCIC has to ration basic
commodities by 2016 (baseline 2013: MCIC, MCTTD KCCI, NGO, MFED,
shipping lines, private sector (commerce All $245,469
• Review current national quota for basic food commodities (rice, flour and sugar) to ensure it meets the population’s needs.
• Negotiate a better shipping route through arrangements with shipping agencies to ensure that the frequency of landing is compulsory (agreement could be part of the licensing arrangement). rationing required once to twice a year)
Annual review conducted Number of agreement made.
Regular and consistent order placed and trade), MELAD
• Conduct ongoing monitoring of minimum order levels to ensure major importers place monthly orders well in advance. from overseas
National Reserve for basic food
• Establish a reserve for basic food commodities to cater for shortage of cargoes in case of delays in imports and emergency cases (sugar, commodities established
National cargo warehouse
rice, flour) – often caused by severe weather conditions.
• Construct cargo warehouse (basic food reserve/ constructed
Logistical and economic cost benefit
buffer).
• Identify options to improve the cargo shipping analysis published.
arrivals from overseas and subsequent
distribution in Kiribati (delays caused by bad
weather conditions).
• Conduct logistical and economic cost–benefit
analysis of existing private and public shipping
lines to identify constraints and needs, prioritise
strategic actions (note: private businesses
prefer catering for neighbouring islands while
government should look after long distance
routes, unless subsidised) and enhance transport
services.
• Implement prioritised strategic actions.
Strategy 4: Increasing water and food security with integrated and sector-specific approaches and promoting healthy and resilient ecosystems
Actions and sub-actions Performance Indicator Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 4.4: Continued
Develop incentives and strategies for engaging local communities in protecting water sources for
public water supply and form village water and sanitation committees.
• Conduct cost–benefit analysis for providing free water to the landowners where the reserves are located
• Implement the results of the cost–benefit analysis.
• Develop and conduct education and community awareness programs on protecting water sources in Kiribati Cost-benefit analysis report on providing free water to land owners conducted.
Number of villages that received awareness materials on the protection of water sources.
All outer islands have drought response plans in place by 2016 (baseline 2013: a drought response plan is in place in South Tarawa)
Decrease of reported emergencies coused by droughts.
Review carried out on drought methodology for South Tarawa
The proportion of water quality samples with excess WHO standards for parameters such as coliform counts and nitrates is reduced (baselines and targets are parameter specific and will be established at the National Water Quality Monitoring Committee level) MPWU OB, MFED, MELAD All $196,288
Strengthen management of water resource during drought.
• Develop drought management plans for all islands of Kiribati.
• Implement drought response activities for affected islands.
• Develop a water use Sector Operational Plan during drought for all islands.
• Review drought methodology for South Tarawa.
• Support timely response of National Disaster Council and Drought Committee during droughts. MPWU National Water Quality Monitoring Committee All $796,746
Total Costs Strategy 4 $4,693,577
Strategy 5: Strengthening health service delivery to address climate change impacts
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 5.1:The public is aware of water safety and proactively reduces the spread of vector-, water- and food-borne diseases.
Develop and provide communities with health information necessary to address health risks of climate change (including specific information targeting young people, people with disabilities, women and men).
• Develop and commence implementation of a communication plan.
• Prepare communication tools e.g. web portal, brochures, fact sheets, posters.
• Develop health-related materials that can be used in the ongoing school curriculum revision.
• Develop public/household awareness and education materials. An information system for environmental health parameters and disease outbreaks and a reliable system to record and archive environmental health data are in place MHMS MISA, MOE, Faith-
based Organisations, NGO EU,WHO, UNICEF, SPC (GCCA) 58,940,00
Result (Output) 5.2: Routine systems for surveillance of environmental health hazards and climate-sensitive diseases are strengthened.
Strengthen routine systems for surveillance of environmental hazards and climate-sensitive diseases. See above
25% increase in outer islands that MHMS MFMRD, MELAD, MPWU, MIA EU,WHO, UNICEF,
SPC (Global $164,133
• Conduct training in environmental health are engaged in regular environmental Climate
monitoring and data analysis (courses, health surveillance activities (target Change
attachments, on-the-job).
• Establish environmental health information system (under discussion).
• Refurbish and equip environmental health and baseline to be established by the end 2015)
% decrease in the incidence of Alliance)
laboratory including equipment, reagents and climate-related diseases (target and
computers.
• Procure vehicular transportation for baseline to be established by 2016)
environmental health monitoring and response.
Strategy 5: Strengthening health service delivery to address climate change impacts
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 5.3: Capacities are enhanced and equipment provided to the MHMS Central Laboratory and Environmental Health Laboratory to test water and food, conduct vector control activities and analyse results.
Strengthen preparedness for response to outbreaks of climate-sensitive diseases. A national outbreak preparedness and response plan and a sectoral MHMS KNEG EU,WHO, UNICEF, $157,487
• Review and revise processes and procedures of environmental health plan, which SPC (Global
Environmental Health Unit and the Surveillance incorporates surveillance and Climate
Committee for responding to disease outbreaks. response to climate-sensitive Change
• Ensure Environmental Health Unit is equipped with response equipment e.g. vector control kits.
• Establish national outbreak preparedness and diseases, are in place the end of 201512
The EH capacity is strengthened Alliance)
response plan. to control vector-related disease
• Strengthen diagnostic capacity to identify food poisoning cases (ciguatoxins vs food poisoning) outbreaks
Data available differentiating specific
food poisoning cases
Result (Outcome): 5.4 I-Kiribati population’s general health status is enhanced to be more resilient to climate-related diseases.
Reduce incidence of noncommunicable diseases (research and publicise nutrition content of local foods).
• Conduct research on the nutrient content of local foods (mai, babai, kumara).
• Create awareness of the nutritional value of Overall health indicators improved using 2004 as a baseline
Baseline survey completed
The people are aware of the health- MHMS MELAD, MFMRD, MCIC, KCCI EU,WHO, UNICEF, SPC
(Global Climate Change Alliance) $52,107
local foods.
• Relate pricing of imported food items to their nutritional values. related importance of food
Increased cost to unhealthy foods and reduced cost of healthy food
Result (Output) 5.5:A national outbreak preparedness and response plan and a sectoral environmental health plan, which incorporate surveillance and response to climate-sensitive diseases, are in place.
Strengthen coordination, planning and budgeting mechanism within the health sector. Increased number of qualified health sector staff as compared with 2011 MHMS OB, MFED EU,WHO, UNICEF, $40,080
• Employ two qualified staff to drive and implement the project.
• Prepare a maintenance and financing plan for roster
Environmental health information SPC (Global Climate Change
beyond project life.
• Integrate environmental health information into the MHMS information management system. is captured in the national health database Alliance)
Total Costs Strategy 5 $472,747
Source: Logframe MHMS and SPC Global Climate Change Alliance 2013.
Strategy 6: Promoting sound and reliable infrastructure development and land management
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 6.1:The livelihood of I-Kiribati is improved through public buildings, infrastructure and utilities that are well maintained and resilient to climate change and disasters (climate proofing).
Retrofit school infrastructure where required to withstand extreme weather events (climate proofing) and relocate if required.
• Assess the vulnerability of the infrastructure of each school in Tarawa and outer islands by end of 2013 (ongoing).
• Develop a plan and implement in stages, starting from northern islands and most vulnerable schools (together with the community where the schools are located). % of school buildings either relocated or retrofitted after being assessed as at high risk (70% of high risk school buildings by 2016/17) MOE MPWU, Lands (MELAD), MIA, MFED World Bank, EU,ADB,
Australia’s Aid Program $1,551,054
Establish a revolving fund (not the Revenue Equalisation Reserve Fund) to sustain infrastructure projects and their resilience to climate change and hazards.
• Develop an option paper for infrastructure maintenance (linked to the action and sub- actions above), which can be used in discussions to identify the most feasible and sustainable option for approval.
• Consider and develop a Cabinet concept paper on the establishment of a revolving fund (linked to the most appropriate option) to present to Cabinet (including consultation on scope, fees, types of infrastructure projects, management and operation) for public infrastructures maintenance. % of maintenance costs of public buildings and coastal and water infrastructure covered by the revolving fund (percentage to be established) MFED OB, KNEG PIFS,Australia’s Aid Program, EU $525,805
Strategy 6: Promoting sound and reliable infrastructure development and land management
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 6.1: Continued
Retrofit coastal infrastructure (roads, causeways, jetties) to sustain it against threats of climate change and disaster risks. Increase in the % of coastal infrastructure that has been retrofitted after being assessed as MPWU, MCTTD To be defined Any interested partner $499,340
(actual retrofitting
• Assess the current status of roads, causeways vulnerable to climate change and costs to be
and jetties in the context of current variability disasters(assessment needs to be established
and future trend of climate change and disaster risks.
• Design suitable retrofitting alternatives to carried by 2014) after assessment)
strengthen coastal infrastructure that is at high
risk.
• Implement pilot retrofitting alternatives to
coastal infrastructure that is at high risk.
• Assess and recommend appropriate retrofitting
techniques to all public buildings that are under
threat from climate change and disaster risks.
Retrofit or relocate public, essential services buildings and emergencies and evacuation centres (including power, fuel and renewable energy installations and facilities).
• Review and assess the building code and/or Safety standards for infrastructure and construction sectors are adopted by 2020
% of buildings and infrastructure MPWU, OB All ministries, Kiribati Oil Company Ltd, Public Utilities Board, Energy Planning Unit Any interested partner $550,993
(actual retrofitting costs to be established
minimal standards used and status of public and essential services buildings and infrastructure in the context of climate variability and disaster risks. complying with new safety standards by 2023 (target and baseline to be established in the assessment) (MPWU) after assessment)
• Implement priority recommendations for
retrofitting including design, material and
techniques to public buildings and infrastructure
that are at high risk.
Strategy 6: Promoting sound and reliable infrastructure development and land management
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 6.1: Continued
Enhance air transport infrastructure and security to better withstand impacts of climate change and disaster risks.
• Construct runway seawall and runway end safety area to protect runway from sea-level rise and erosion and to accommodate relief plane in times of disaster.
• Strengthen navigational capacity through calibration of navigational requirements and installation of navigational aids at every international and domestic airport.
• Improve/rehabilitate all airports (including Canton and Fanning). Kiribati international airport meets basic international standards after rehabilitation
Navigational aids installed and being used in 100% of airports nationally MCTTD MPWU WB,ADB ,
Any interested partner $19,874,352
Enhance sea transport infrastructure to better withstand climate change and disaster risks.
• Procure and install navigational/radio equipment (including Kiritimati).
• Include risk reduction considerations in rehabilitation of Kiritimati Port. Navigational/ radio equipment installed in x % of all ships by 2020 Disaster risks incorporated into the design of the rehabilitated Kiritimati Port. MCTTD MCTTD, MPWU,
Ministry of Line and Phoenix
Development, Office of Attorney-General EU,Any interested partner $249,245
(not including costs for rehabilitation of Kiritimati Port)
Strategy 6: Promoting sound and reliable infrastructure development and land management
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 6.2: Land planning and management for all islands that provides clear regulations on land development with competent planning authorities strengthened to implement & enforce land use regulatory frameworks and water regulations (see also Strategy 1).
Formulation of land use plans and development guidelines for all Kiribati islands and strengthen competent land planning authorities at the central and local levels for effective management of contemporary land planning issues considering CC and DRM.
• Strengthen & develop capacity of land planning authority at the central and local levels with relevant trainings, appropriate equipment and software are procured for producing realistic land use plans
• Conduct training for all appropriate officers from island councils with formulation of land use plans and land development guidelines for outer islands.
• Review of existing land use plans & urban development guideline incorporating elements of CCA & DRM where necessary.
• Adoption and implementation of land use plans & land planning development guidelines for all islands in Kiribati
• Urban/rural profiling studies for development of Rural Land Development Plan promoting the Outer Islands Growth Centre Concept
~investigate utilisation of neglected lands at the outer islands to address key issues of food security & decentralisation
• Designing & implement land planning for resilient communities (urban/rural/highly vulnerable communities) with ability & coping capacity to reduce damages & recover from unpredictable disaster & disturbances. Publicly owned land is clearly demarcated by 2017
Land use plans & development guidelines incorporating CCA & DRM are endorsed and implemented for all outer islands by 2016
Planning authorities are provided with adequate trainings and are fully functional in performing delegated planning roles by 2016
Rural Land Development Roadmap is prepared for endorsement by 2015. This Roadmap will complement the Urbanisation Policy (Strategy 1) and outer islands land use planning
Communities are better prepared for uncertainties and able to adapt & respond to disasters & changing conditions Lands (MELAD) MPWU, MELAD
Agriculture, OB Any interested partner $4,317,052
Strategy 6: Promoting sound and reliable infrastructure development and land management
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 6.3:Water reserves are protected and communities have access to sufficient and adequate fresh water at all times (including during extreme events such as drought, heavy rain and storm surges; see also Strategy 4) and to improved sanitation facilities.
Identify and assess potential groundwater sources (and capacity), taking into consideration current Water reserve assessments conducted and data on sustainable MPWU, MIA MOE, MHMS,
MELAD, faith-based EU,Australia’s Aid Program, $4,205,972
variability and climate change projects on all islands14.
• Conduct water reserve assessments on all the yield available for all islands
GIS being used for water resource organisations (e.g. Mormons) ADB, UNICEF, SPC (SOPAC)
islands of Kiribati including Line and Phoenix Groups (including sustainable yield estimation of major groundwater resources). management and monitoring
Water maps developed with
• Provide training on the application of inundation integrated seasonal climate
models developed for the Bonriki water reserve and its applicability to other similar water reserves or water protection zones. predictions and water availability
The number of communities made
• Establish and provide training on GIS applications for water resource management aware of dangers of over-pumping
and monitoring of water quality and potential
yield of groundwater resources on all islands.
• Develop water maps that integrate seasonal
climate predictions and water availability
• Implement appropriate water sources in 18
pilot sites.
• Conduct education campaign to explain the
results of assessments and dangers of over-
pumping to communities.
Ongoing with KIRIWATSAN, USSKAP, and past work of KAPII (North Tarawa,Tab North and Tamana).
Strategy 6: Promoting sound and reliable infrastructure development and land management
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 6.3: Continued
Identify and implement most appropriate technological and sustainable management measures to increase water safety (quality and quantity) at village level based on assessments of groundwater resources (see action above) and assessment of rainwater catchment capacity
on outer islands (private households, public buildings such as schools, government offices, health centres, churches and maneaba).
• Identify most appropriate water sources and technological actions such as infiltration galleries; protection of household wells from wave overtopping, contamination and heavy
rain; rainwater harvesting; desalination plants.
• Conduct cost–benefit analysis for the different options to select the most appropriate one.
• Implement appropriate selected actions, including but not exclusively the following:
– Establish a selection of guidelines and asset management plans for the delivery and maintenance of rainwater harvesting schemes to every household.
– Provide rainwater harvesting facility to households in compliance with the building code through loans scheme.
– Install infiltration galleries at village level on outer islands.
– Implement appropriate water sources in 18 pilot sites. The number of water sources and technologies identified
Cost-benefit analysis report produced
15% increase in the number of households and public buildings with rainwater catchments by 2013 and a 30% increase by 2018
50% increase in number of households and community systems that are connected to the public water supply by 2018 MPWU MHMS Any interested donors $6,894,140
Strategy 6: Promoting sound and reliable infrastructure development and land management
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 6.3: Continued
Reduce water wastage and losses and rehabilitate and increase the coverage of reticulated water supply on South Tarawa (including protection and refurbishment of the Bonriki Water Reserve).
• Provide training and equipment to Public Utilities Board in leakage detection.
• Detect and repair losses in transmission and distribution lines.
• Deploy water meters on all connections to encourage water conservation.
• Replace pumps at existing infiltration galleries and install additional infiltration gallery at Bonriki, treat chlorine gases with powered chlorine system, and aerate and rehabilitate chambers. Training and equipment provided for leakage detection
% of detected and repaired losses in transmission and distribution lines
% of water metre connections coverage
% of pumps replaced Public Utilities Board Betio Town Council, MPWU, MOE, KIT
and private sector Australia’s Aid Program, EU, World Bank, ADB, UN, any interested partners, SPC $ 3,554,652
Develop sanitation and an open defecation-free environment for improved health in support of adaptation initiatives. (SMEC project)
• Rehabilitate existing sanitation infrastructure on South Tarawa (including outfalls, pumping stations, saltwater supply system).
• Develop appropriate, acceptable and affordable on-site sanitation designs for non-sewered water supply systems for South Tarawa.
• Incorporate on-site sanitation designs in the building code and implement inspection and monitoring of impacts.
• Implement initiatives to eliminate open defecation on both South Tarawa and outer islands and support island councils in this task.
• Construct and support community and school toilets and handwash facilities. Indicators of sanitation markedly improved from a 2004 baseline
Baseline survey completed using improved national indicators
Sanitation infrastructure rehabilitated
Appropriate sanitation designs developed and incorporated in building codes
% of outer-islands adopting the elimination of open defecation initiatives (Kiribati to be ODF- Open Defecation Free by 2015)
The number of communities and schools with handwash and toilet facilities MPWU, MIA MHMS, MELAD Any interested partners $43,268
Strategy 6: Promoting sound and reliable infrastructure development and land management
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 6.3: Continued
Develop and implement asset management plans for water and sanitation resources
• Gather data for development of asset management plans.
• Develop asset management plans
• Conduct capacity building (training) on implementation of plans.
• Establish and support revolving fund for ongoing maintenance of community water and sanitation systems. Asset management plans are in place for all community and government infrastructure by 2018 (baseline 2013: number of government assets with asset management plans ) MPWU, MIA MHMS, MELAD Any interested partners $10,210,640
Total Costs Strategy 6 $52,476,513
Strategy 7. Delivering appropriate education, training and awareness programs
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 7.1: Students and professionals have capacities to take action on adaptation, and risk reduction and coping strategies before, during and after disasters and emission mitigation.
Define, specify and monitor climate change and disaster risk management learning outcomes and content in the new syllabus for formal primary and secondary education, including agriculture and livestock, fisheries, water, environment and health (based on Education for Sustainable Development principles – ongoing).
• Incorporate relevant topics, learning outcomes and content on climate change and DRM, along with other areas, into syllabus of Years 3–6,Years 7–9 and Years 10–12 based on consultation outcomes and framework (including quality assurance).
• Consult on the new syllabus in the Gilbert and Line Groups (Kiritimati).
• Develop teaching materials and incorporate relevant content and methods into teacher guides (including quality assurance). Climate change and disaster risk management elements are integrated into the national curriculum for primary schools, junior secondary schools by 2017
Increase in number of extra-curricular activities on climate change and disaster risk management conducted by schools (target and baseline to be established by 2015)
KTC lecturers have incorporated knowledge gained in Professional Development (PD) trainings on climate change, DRM and related areas into teacher guides by end of term 2 of 2014
Pre-service and TPD training materials and facilitators guides writing on CC DRM and related areas for different Year levels completed by end of term 3 2014
Kiribati teachers have incorporated knowledge gained in PD workshops on climate change, DRM and related areas and on delivery approaches and strategies into lesson plans for:
• Year 1, 2, & 3 by end of term 3 2015
• Year 4, 5 & 6 by end of term 3 2016
• Year 7 , 8 & 9 by end of term 3 2017
New pre-service courses in delivering CC, DRM and related areas developed:
• Teaching Primary by 2014
• Teaching JSS by 2016
Student and teacher resources are available for the different Year levels:
• Year 1, 2 & 3 by end of term 3 2014
• Year 4, 5 & 6 by end of term 3 2015
• Year 7, 8 & 9 by end of term 3 2016 MOE
(Curriculum Development and Resource Centre) MELAD, OB, MFMRD, MPWU, MHMS, MLHRD, KNEG,
Sandwatch Network, FSPKI, other NGOs Australia’s Aid Program, German Development Cooperation, UNESCO, UNICEF, SPC, SPREP,
international NGOs such as Plan International $1,263,877
Incorporate climate change, DRM and other related areas such as agriculture, livestock, environment, fisheries, water and health into KTC’s pre-service primary, junior secondary and senior secondary teacher training program and teacher professional development training (in-service programs – ongoing).
• Train KTC lecturers on climate change, DRM and related areas and on teaching and delivery approaches and strategies to these subjects.
• Write pre-service and TPD courses, training materials and facilitator guides.
• Conduct teacher professional development trainings for all in-service teachers in South Tarawa and on all outer islands.
• Train student teachers at KTC based on revised courses in line with the new curriculum including climate change, DRM and related areas (pre- service).15
• Provision of resources to support the delivery of CC, DRM and related areas for Pre-service and in-service programs MOE (KTC) MELAD, OB, MFMRD, MPWU, MHMS, MLHRD, KNEG,
Sandwatch Network, FSPKI, other NGOs Australia’s Aid Program, German Development Cooperation, UNESCO, UNICEF, SPC, SPREP, USP;
international NGOs such as Plan International $3,218,949
Based on new syllabus, national teaching materials and teacher guides and the picture-based teaching resource ‘Learning about Climate Change the Pacific Way’ (SPC/GIZ 2013), the Kiribati imate Change Framework for primary, junior secondary and senior secondary levels (UNESCO 2012) and other resources.
Strategy 7. Delivering appropriate education, training and awareness programs
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 7.1: Continued
Integrate relevant climate change and disaster risk management content and skills into Technical and Climate change and disaster risk management elements are integrated MLHRD (KIT, FTC, MTC), Apprenticeship Board, MTC, FTC, Australia’s Aid Program, $1,500,026
Vocational Education and Training (TVET).
• Conduct awareness campaign for new TVET policy (partly ongoing). into the TVET syllabus by 2015
Assessment results show that MHMS (School of Nurses), Kiribati Police KIT, regional TVET bodies New Zealand Aid Program, German
• Integrate already identified competencies and learning outcomes into existing training students achieve competencies for climate change and disaster risk Service Development Cooperation,
programs of Fisheries Training Centre, Marine Training Centre, School of Nursing and Kiribati Police Service. management UNESCO, SPC, SPREP, USP
• Conduct training need analyses with relevant
TVET training providers.
• Train lecturers on strategies for teaching about
climate change and DRM.
• Develop and/or provide sector-specific and
generic training materials on climate change and
DRM.
Develop and implement a human resource development plan to support long-term climate change adaptation and DRM.
• Assess capacity gaps and needs for climate change adaptation and DRM.
• Identify training programs and resource needs, and align to pre-service and public service training programs on climate change adaptation and disaster risk management skills (water engineers, coastal engineers, ocean modellers, climatologists, meteorologists, entomologists, psychologists).
• Develop new human resource development policy for NSA procedures, along with a training manual. Increase in the number of I-Kiribati with qualifications related to climate change and disaster risk management by 2018 (tertiary qualifications, professional on-the-job training certificates, attachment certificates; target and baseline to be established by 2015) Public Service Office OB, KNEG Any interested partners $269,330
Strategy 7. Delivering appropriate education, training and awareness programs
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 7.2:The I-Kiribati population is well informed and all stakeholders have access to up-to-date and accurate, contemporary and traditional information on climate change and disaster risk management (see also Strategy 2) and communities take voluntary action to reduce climate change and disaster risks.
Strengthen the capacity of community-based organisations to provide training and awareness on Increase in number of community- based organisations providing training NGOs such as KiriCan, KNEG Australia’s Aid Program, $533,420
climate change and disaster risk management to to communities on climate change Pacific Calling German
communities (churches, NGOs, etc.). and disaster risk management Partnership, Development
• Train NGO staff with training of trainers initiatives (target and baseline to be Caritas, Cooperation,
approach on community-based climate change and DRM (including integration of climate change and DRM in the design, implementation established 2015)
All new climate change and disaster EcoCare, FSPKI,
Sandwatch UNESCO, UNICEF, New
Zealand Aid
and evaluation of projects with communities; risk management awareness, Network,Te Program; SPC,
inclusive of vulnerable groups).
• Conduct awareness workshop in villages education and training materials include up-to-date and accurate, ToaMatoa, MIA SPREP, USP;
international
(outreach). locally relevant, contemporary and NGOs such
• Improve planning to make programs sustainable by developing NGO Action Plan with long-term objectives and providing grant-writing training traditional knowledge as Plan International
to long-term projects.
• Build advocacy skills on climate change and
DRM among community-based organisations.
Strengthen capacities of media outlets, government departments, NGOs and faith-based organisations Media outlets, government departments, NGOs and faith- OB, KJIP
Secretariat MIA Australia’s Aid Program, $90,240
to deliver messages on climate change and DRM. based organisations use common Environment EU, UNESCO,
• Messages follow the Kiribati CC and DRM key messages for CC and DRM and UNICEF, New
Communications Strategy currently being finalized
• The Strategy is implemented according to the communications in Kiribati
The Kiribati CC and DRM Conservation Division (MELAD), Zealand Aid Program, German
activities outlined in the workplan Communications Strategy is Kiribati Development
• Develop a media program to convey climate change and DRM issues based on the Strategy implemented Broadcasting, Youth Group Cooperation, SPC (Global
in radio, newspaper and television.
• Develop plays or dramas on climate change and Caritas Climate Change
DRM based on the key messages outlined in the Alliance),
Strategy. SPREP, USP;
international NGOs
Strategy 7. Delivering appropriate education, training and awareness programs
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output) 7.3:The I-Kiribati population (inclusive of vulnerable groups) are well qualified with formal and TVET forms of qualification to get employment outside of Kiribati.
Generate further employment opportunities in international markets.
• Form a task force across key ministries, training institutions and the private sector.
• Conduct a tracer survey for Kiribati people Increase in remittances from this overseas employment (target to be established)
Increase in number of I-Kiribati MLHRD, MCIC, MFAI OB, KNEG, MOE,
MHMS, MTC, Kiribati Australia Nursing Initiative, KIT, FTC, KCCI, MHMS, Australia’s Aid Program, New Zealand Aid Program,
UNESCO, SPC, $602,638
with significant vocational qualifications. employed overseas (target to be Apprenticeship USP, South
• Analyse skill gaps for international labour market requirements against existing vocational established) Board, private sector Pacific Tourism Organisation,
training. FFA, Fiji
• Re-design vocational courses with assistance National
from local technical experts.
• Make a marketing/promotional visit to University
Australian employers for employment
opportunities in accommodation, cotton, sugar
cane and aquaculture industries.
• Negotiate with Technical and Further Education
South Australia for future employment
opportunities for KIT graduates.
• Integrate labour mobility goals into trade
agreements and strengthen MCIC in
negotiations.
• Undertake labour marketing/promotion in
overseas markets.
Total Cost Strategy 7 $7,478,480
Strategy 8: Increasing effectiveness and efficiency of early warnings and disaster and emergency management
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 8.1: Damage to infrastructure and properties, and injuries and loss of life are reduced.
Enhance governance institutional arrangements for disaster management at national and local levels Increase in number of island and town council Strategic Plans OB, National Economic MIA, outer island councils, MOE, faith- EU,World Bank, SPC, $1,811,041
(National Disaster Management Office; Island that incorporate climate change Planning based organisations, SPREP, any
Disaster Committee).
• Formalise a policy for the National Disaster Council to provide a quarterly report to the Development Coordination Committee and disaster risk management considerations by 2015
Infrastructure losses due to disasters Office MHMS, NGOs,
Kiribati Police Service interested partners
meetings.
• Establish the National Disaster Management Office with full-time staff and resources within are reduced by 2023
Reported cases of injuries and
government structure. fatalities due to disasters are reduced
• Establish Island Disaster Committee in close (baseline to be established, to be
collaboration with island councils. disaggregated by sex, age and people with disabilities)
Strategy 8: Increasing effectiveness and efficiency of early warnings and disaster and emergency management
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 8.1: Continued
Strengthen effective preparedness, response and recovery arrangements by reviewing the airport Increase in number of island and town council Strategic Plans OB, Kiribati Police Service, MIA, Outer Island Councils, MOE, faith- EU,World Bank, SPC, $2,586,395
and other communication; developing Sector that incorporate climate change all ministries, based organisations, SPREP, any
Operational Plans, hazard support plans, training and disaster risk management Kiribati Red MHMS, NGOs, ,OB, interested
and awareness campaigns; and establishing stock distribution centres, emergency evacuation plans and trialling. considerations by 2015
Infrastructure losses due to disasters Cross Society MCTTD partners (NZ Navy, Australian
• Construct a permanent National Disaster Risk Management Office with all appropriate equipment.
• Review airports/airstrips and ensure they are reduced by 2023
Reported cases of injuries and fatalities due to disasters are reduced Navy for the Police
Maritime Unit)
are functioning with relief support and (baseline to be established, to be
communication equipment in the outer islands disaggregated by sex, age and people
that can be used to issue early warning and disaster response. with disabilities)
• Develop and consistently test Standard
Operating Procedures for the National
Emergency Operation Centre.
• Develop hazard support plans and models of
key hazards that pose threats (drought, fire, loss
at sea, tsunami, and storm surges).
• Develop models that can better assist in
understanding hazards (tsunami, storm surges).
• Conduct capacity building programs to enhance
staff performance in disaster risk management.
• Develop community disaster plans in pilot
villages to guide community response in
disasters.
• Conduct community awareness campaigns and
training for community leaders, women, youth
and other groups (considering community roles
of women and men) on all hazards, in local
languages.
Strategy 8: Increasing effectiveness and efficiency of early warnings and disaster and emergency management
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 8.1: Continued
• Establish and stock distribution centres of non- food items in collaboration with Red Cross
• Develop a strong disaster information system that can enhance information sharing between National Emergency Operation Centre and outer islands in Gilbert, Line and Phoenix Groups.
• Develop and test emergency evacuation plans for businesses, offices, schools, hotels, guest houses and hospitals for fast-onset hazards (fire and tsunami) and establish annual drill programs in all sectors.
• Strengthen inter-operability of emergency services (Police, Health and National Disaster Management Office). Increase in number of island and town council Strategic Plans that incorporate climate change and disaster risk management considerations by 2015
Infrastructure losses due to disasters are reduced by 2023
Reported cases of injuries and fatalities due to disasters are reduced (baseline to be established, to be disaggregated by sex, age and people with disabilities) OB, Kiribati Police Service, all ministries, Kiribati Red Cross Society MIA, Outer Island Councils, MOE, faith- based organisations, MHMS, NGOs, ,OB, MCTTD EU,World Bank, SPC, SPREP, any interested partners (NZ Navy, Australian Navy for the Police
Maritime Unit) $2,586,395
• Review the capacity of the Police Service and
implement fire-fighting priorities.
• Facilitate process for Kiribati Fire Service to
become member of Pacific Islands Fire Services
Association.
• Work with community policing and develop
community awareness of fire safety.
• Conduct in-country training on search and
rescue for both maritime and land-based
rescues.
• Improve the skills of the Police Maritime Unit to
include management and leadership training.
• Upgrade equipment to perform search and
rescue, including communications equipment for
all operations of the patrol boat.
Strategy 8: Increasing effectiveness and efficiency of early warnings and disaster and emergency management
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 8.1: Continued
Increase the capacity of services to address the specific needs of people with disabilities during times of emergency (training, shelter availability, disability mainstreamed in disaster action plan).
• Provide training for carers, families and teachers on first aid (including men and women).
• Provide training for emergency personnel on mobilising people with disabilities (including gender considerations). Increase in number of island and town council Strategic Plans that incorporate climate change and disaster risk management considerations by 2015
Infrastructure losses due to disasters are reduced by 2023 MHMS,
Kiribati Police Service, MIA, OB Red Cross, Marine Training Centre, FTC, Kiribati Rehabilitation Centre, churches, businesses, village councils EU,World Bank, UNICEF, SPC, SPREP,
any interested partners $63,831
• Designate a safe space where people with disabilities can go in disasters (including gender considerations).
• Develop an island-specific disaster plan in consultation with people with disabilities, including provision of rations, water, blankets and emergency equipment as required, taking Reported cases of injuries and fatalities due to disasters are reduced (baseline to be established, to be disaggregated by sex, age and people with disabilities)
into account traditional protocols and governing
systems.
Ensure all emergency and disaster management initiatives are responsive to gender. MIA, MWYSA OB EU,World Bank, UNICEF, $47,210
• Develop and deliver gender sensitivity training SPC, SPREP,
for all emergency and disaster management any interested
personnel. partners
Total Costs Strategy 8 $4,508,477
Strategy 9: Promoting the use of sustainable renewable sources of energy and energy efficiency
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome) 9.1: Continued
Increase use of renewable energy for off-grid electrification on all outer islands Rural electrification roadmap developed for utilising renewable MPWU
(Energy MFED, Ministry of Line and Phoenix Australia’s Aid Program, $8,809,500
• Solar Kits for lighting in all rural households.
• Outer Island Council PV- mini grid system
• Mereang Tabwai Secondary School PV-mini grid energy sources.
Rural household access to clean and Planning Unit) Development, MIA, Kiribati Solar Energy Company EU,ADB,
New Zealand Aid Program,
• PV-mini grid system for Southern Kiribati Hospital
• Junior secondary school solar system adequate lighting reaches 100%
All island councils utilise pv-grid All Ministry stakeholders German Development Cooperation;
• Outer Island Fish Center PV-grid
• Desalination plant for vulnerable rural community
• Outer island Police station solar water system habilitation
• Outer island clinic solar system rehabilitation systems
MTSS fuel reduction. SKH fuel reduction.
All rural JSS utilise solar power for SPC, PIFS; SPREP,
International Renewable Energy Agency
office duties and study venue at night.
All OI Fish Centers achieve
significant fuel reduction.
All vulnerable communities have
access to portable water
All OI Police post solar systems
rehabilitated
All OI clinics solar systems
rehabilitated.
Strategy 9: Promoting the use of sustainable renewable sources of energy and energy efficiency
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome): 9.2 Energy efficiency and conservation measures increase.
Promote energy efficiency and conservation.
• Develop a policy to guide and enforce the efficient use of energy in the transport sector and power sector.
• Develop a policy to minimise the importation of second-hand vehicles that are not environmentally friendly and fuel efficient.
• Develop a financing mechanism for energy efficiency (energy efficiency revolving fund).
• Install a pre-paid meter system to conserve Legislation for minimum energy performance standards and labelling approved
Decrease in number of imported used and inefficient vehicles by 2020
Revolving fund established. Number of pre-payment meters MPWU
(Energy Planning Unit), Public Utilities Board MFED, MCTTD, MOE, NGOs Australia’s Aid Program, EU, ADB, New
Zealand Aid Program; SPC, PIFS; SPREP,
International Renewable Energy Agency $2,766,313
energy. installed in residential and
• Establish standards and labelling for minimum energy performance of electrical appliances.
• Develop best practice guidelines for supply side commercial grid customers.
Standards and labelling guidelines
management.
• Develop and implement public awareness and educational programs for: developed and enforced
Reduction in intensity of
• good transport management; conventional energy used 6690kJ/
• electricity use; and
• energy efficiency and conservation. GDP in 2012.
Result 9.3 (Output): Renewable energy and energy efficiency are supported by appropriate policy, legislation and regulation.
Strengthen energy governance through review and creation of appropriate policies and regulations.
• Establish a Kiribati National Energy KNECC formalised and established.
Related energy Acts reviewed to MPWU
(Energy Planning Unit), MFED, MCCTT, MoE, NGO Australia’s Aid Program, EU, ADB, New $136,660
Coordinating Committee (KNECC). be conducive for renewable energy Public Utilities Zealand Aid
• Review existing incentives, regulations and policies relating to energy and propose changes where there are disincentives for renewable transition.
Increase in number of professionally Board Program; SPC, PIFS, SPREP,
International
energy.
• Review human resources and technical capacity needed in the energy sector. trained staff in the energy sector
KSEC performing and competing in Renewable Energy Agency
• Review the Kiribati Solar Energy Company business model. the local market.
Total Costs Strategy 9 $15,340,322
Strategy 10: Strengthening capacity to access finance, monitor expenditures and maintain strong partnerships
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome/Output) 10.1: Existing coordination and approval mechanisms are strengthened to review proposals from the perspective of climate change and disaster risk reduction and national and external finance to support climate change and disaster risk initiatives increases (as reflected in national budgets, overseas development assistance and additional climate change and disaster finance).
Include climate change and DRM in the implementation of the public finance and fiscal reform program (MFED Strategic Plan, Action 7) All sectoral and corporate plans and annual budgets explicitly reflect climate change and DRM MFED OB, KNEG, all ministries Kiribati development partners such $90,465 to facilitate budget support and to monitor expenditure on climate change and DRM.
• Adapt and strengthen existing database to considerations Increase in expenditure on climate as EU,World Bank,ADB, Australia’s Aid include climate change and DRM (.g. coding). change adaptation and disaster Program, UN/
• Include climate change and DRM in risk management as an achievable UNDP, New
improvement of reporting systems (actions, result indicators, expenditure).
• Strengthen communication mechanism between percentage of GDP
Increase in funds sourced from Zealand Aid Program
OB and MFED so both are aware of key successful resource mobilisation with
donors for climate change and disaster risk a focus on climate change adaptation
management.
• Train MFED staff on climate change and DRM. (KDP KPA 4).
Strengthen the integration of climate change and DRM into monitoring and evaluation at national The monitoring and evaluation system under MFED provides MFED, MIA OB, all Line Ministries, KNEG, Australia’s Aid Program, New $258,829 and local levels within MFED, line ministries, MIA regular reports against KJIP outcome National Statistics Zealand Aid and KJIP Secretariat.
• Incorporate climate change and DRM Performance Indicators and sector level performance Indicators that Office, NGOs Program, EU, ADB,World
considerations into MFED Strategic Action 10 to improve management for development relate to the KJIP Bank, USAID, German results through capacity development for Development monitoring and evaluation and results based Cooperation,management. UN, PIFS, SPC,
• Assess capacity needs broadly to monitor and SPREP, FFA,evaluate climate change and DRM initiatives USP, South
• Train identified government, outer island and Pacific Tourism NGO staff.
• Develop and integrate climate change DRM Organisation indicators for monitoring and evaluating across
sectors, local government programs and MFED project proposal templates.
• Link monitoring and evaluating of climate change and DRM indicators to the National Data Centre and respective sector-specific data monitoring systems (see Strategy 2).
• Conduct mid-term and final review and evaluation of KJIP (KJIP Secretariat).
Strategy 10: Strengthening capacity to access finance, monitor expenditures and maintain strong partnerships
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Outcome/Output) 10.1: Continued
Improve aid coordination and donor harmonisation for climate change adaptation and DRM.
• Table climate change and DRM KJIP reports See above and Strategy 1
Effective and efficient financing MFED, MFAI, MIA, NGO OB (KNEG),
international NGOs Australia’s Aid Program, New Zealand Aid $5,046
and resource gaps during biannual donor modality for external climate change Program, EU,
roundtables.
• Establish a coordination mechanism for adaptation and DRM fund ADB,World Bank, USAID,
international NGOs. German Development
Cooperation, ,
UN, PIFS, SPC,
SPREP, FFA,
USP, South
Pacific Tourism
Organisation
Total Costs Strategy 10 $354,340
Strategy 11: Maintaining the existing sovereignty and unique identity of Kiribati
Actions and sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost (AUD)
Result (Output/Outcome) 11.1:The rights of Kiribati over its existing EEZ and the resources within it are protected forever for the people of Kiribati.
Safeguard Kiribati sovereignty (EEZ) on impacts of sea-level rise, Research and policy review completed with recommendations for MFMRD,
Office of
EU,World Bank,ADB, $180,532
• Develop project to conduct research on the the EEZ as related to climate change Attorney Australia’s Aid
impacts of sea-level rise as a result of climate An internationally recognised General, OB, Program, UN/
change on Kiribati EEZ base points.
• Assess the UNCLOS and its implications on Kiribati EEZ in the context of climate change impacts (sea-level rise). agreement between UNCLOS members to safeguard Kiribati’s EEZ MFAI UNDP, New
Zealand Aid Program; PIFS
• Review existing Kiribati Constitution and
relevant legislation affecting the EEZ and
the provisions of the UNCLOS and provide
recommendations to Government on how to
protect Kiribati sovereignty and extend current
EEZ.
• Seek other low-lying countries that would be
affected by this issue to gain support on issue
at the international arena.
• Submit national report on issues to UNCLOS
secretariat.
• Amend national constitution and legislation as
appropriate to safeguard Kiribati sovereignty.
Total Costs Strategy 11 $180,532
Strategy 12: Enhancing the participation and resilience of vulnerable group
Actions and Sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost
Result (Outcome/Output) 12.1: Members of vulnerable groups are increasingly engaged in climate change and disaster risk management initiatives and their needs are addressed.
Facilitate the participation of children and young people in climate change adaptation and disaster risk management initiatives and conduct youth empowerment.
• Train young people (girls and boys), using training of trainers method, on climate change adaptation and DRM to deliver child- and youth-friendly information and training, including in outer islands.
• Establish youth representation on climate change working groups and committees in order to facilitate youth to youth communication and integrate into climate change adaptation and DRM planning.
• Deliver support to youth and child-led adaptation project, with a focus on youth-to- youth and child-to-child knowledge sharing and capacity building.
• Develop communication strategies with the involvement of both young men and young women. Communications strategies should involve the delivery of messages through the school curricula, extra-curricular activities, advisory/support services in schools as
well as through community-based and non- governmental organisations (KNYP 3.2).
• Develop and implement strategies with young people to promote mental health for young people (KNYP 3.3) and address anxiety about uncertain future related to climate change.
• Explore opportunities to develop markets and provide livelihoods and training for young people based on Kiribati cultures and traditions, in order to build resilience to climate change (KNYP 2.3). Increase in number of vulnerable groups effectively engaged in climate change and disaster risk initiatives Sector Disaster Risk Reduction plans consider the needs of vulnerable groups MIA – Youth Division, MELAD, MOE Pacific Youth Council, Kiribati National Youth Council, FSPKI, 350.org, KiriCAN UNICEF, all partners; SPC, SPREP; USP;
international NGOs $200,016
Strategy 12: Enhancing the participation and resilience of vulnerable group
Actions and Sub-actions Performance indicators Responsible lead agency Support agencies Development partners
and CROP members Indicative cost
Result (Outcome/Output) 12.1: Continued
Promote the equal participation of women and men in climate change and DRM initiatives.
• Develop a gender sensitivity indicator/ Gender sensitivity toolkit produced and being applied MIA KNEG UNICEF,
UNDP, all partners; SPC, To be estimated
measure/ toolkit. SPREP; USP;
international
NGOs
Develop conduct-appropriate training and awareness programs targeting communities and specifically women, youth, people with disabilities, MIA – Youth Division Pacific Youth Council, Kiribati National Youth Council, FSPKI, $76,642
on climate change and disaster risk management linked to safety, security and livelihoods 350.org, KiriCAN
Increase knowledge and awareness of climate change and DRM among people with disabilities in CC and DRM initiatives: Ministry of Education/MIA Toamatoa, School and centre for children with special $140,717
• Deliver disaster preparedness training for people with disabilities and those that are needs Kiribati
supporting them
Total Costs Strategy 12 $417,375
OVERALL TOTAL COSTS 103,107,161
Government of Kiribati Office of Te Beretitenti
P.O. Box 68, Bairiki Tarawa, Republic of Kiribati
Telephone: (686) 21183 • Fax: (686) 21902