Our Mission 

Our Vision 

As the primary government organization responsible for Agriculture, Energy, Trade and Investment in the Marshall Islands, the Ministry of Resources and Development will promote and assist the development of these sectors in a sustainable and productive manner, through activities which foster sustainable food production, provide alternative energy resources and income-generating opportunities for the people of the Marshall Islands.  Respect for the environment will be a top priority and special focus will be given to the outer-island communities in developing their agricultural, energy and economic sectors. 

History: 

The Ministry of Resources and Development was established in 1979 under the Constitution of the Marshall Islands.  The portfolio of the Ministry has undergone several changes during its history.  Primarily responsible for development of the economy through promoting agriculture, investment and trade and energy development, the Ministry has also been responsible for fisheries, tourism and public works in the past.  In 1997 The Marshall Islands Marine Resources Authority was established by an Act and mandated with the management of all marine resources in the RMI.  In 1997 The Marshall Islands Visitors Authority was created to focus on development of the tourism industry in the Marshalls.  While these remain the two greatest opportunities for economic development and export, the sectors within the Ministry remain critical for economic development of the young nation of the Marshall 

Islands.  In 1997 through the ADB-led public sector reform program, the Ministry of Public Works was incorporated into the Ministry of R&D.  It was subsequently separated out again in 2000.  

Lands and survey, planning and zoning functions and labor functions were also part of the Ministry in the past.  The Ministry has evolved over the years to its current set of responsibilities.  

Legislative Framework: 

There are several key pieces of legislation relating to the Ministry of Resources and Development. 

Facilities:

The Ministry of R&D works out of four facilities in Majuro, one in Ebeye and one in Arno.  

On Majuro, most of the divisions are located in a building shared with MIMRA in Delap. The Small Business Development Center offices are located at the Marshall Islands Development Bank (MIDB) building. 

The Quarantine division has an office on Ebeye located on the 1^st floor of the Kwajalein Atoll Local Government (KALGOV) building.  

R&D has two extension/demonstration facilities in Laura Village on Majuro; both are managed through a technical assistance program funded by the Republic of China (Taiwan).  

Office Space: 

There appears to be adequate office space for all of the staff at R&D. The staff has expressed interest in establishing an information center and library to house all R&D materials.  These would be accessible to R&D staff and to the general public.  

Transport: 

The Ministry has four double cab trucks and one car which is used exclusively by the Quarantine division. 

The Ministry formerly owned an inter island landing craft. It was transferred to the Ministry of Transportation & Communications two years ago.  The lack of access to an inter island vessel such as the landing craft has made it more difficult to move equipment such as agricultural tools, and has had a negative impact on outer island outreach programs. 

Heavy Equipment: 

The Agriculture Services division has in its possession various heavy equipment, including a tractor and backhoe loader. It also has shredding equipment and other types of equipment. Most of the equipment is located at the main R&D compound in Delap. 

Lab Equipment: 

The Agriculture Services division has lab equipment, but all of it is in storage or has been given to the CMI/ LandGrant program at Arrak. Today, R&D collaborates with CMI LandGrant and relies on their research. 

Information Technology: 

There is a computer network in the main offices in Delap, but not everyone has access to the network and it is slow and in need of an upgrade. The network is hooked up to the internet. Almost all of the offices have a desktop computer. However, reports, announcements and so forth are not always posted on the network.  

Service Provider: 

The Ministry describes itself as a Service Provider, primarily delivering services of Facilitation and Information.  In order to emphasize the role of service to the community and the people of the Marshall Islands, the Ministry has named the most relevant programs as “Services.” 

Facilitator:

The Ministry describes its role as a Facilitator as:  

We “listen” to the needs and wants of our key stakeholders and target groups 

Through meetings, consultation, surveys and observation, 

We process this information  

And respond by  

Organizing, planning, and acting as the liaison between stakeholders. 

Information

Manager: 

The Ministry describes its role as an Information Manager as the following: 

We collect, manage and disseminate relevant information  

Farmers: 

Several programs need to focus on providing services to farmers with an emphasis on development of skills in agriculture and in basic business planning and marketing of produce- including identifying what types of crops to grow, post-harvest handling and food safety.  Another major issue is providing this customer group with access to credit for tools, seeds etc.  All programs will rely heavily on the Agriculture Extension trips, leveraging these Outer-island visits to provide a broader range of services. 

Special Program: Farmers’ Markets 

A1: Agriculture Production Services 

C1: Microfinance 

C2: SBDC

Outer-Island Communities: 

A focus of the Ministry’s mission is the development of Outer-island communities.  The distances and difficulties of accessing the Outer Islands means that R&D will have to prioritize islands for development and for Extension activities.  All programs will rely heavily on the Agriculture Extension trips, leveraging these Outer Island visits to provide a broader range of services. 

A challenge for R&D will be to extend the range of services to Outer-island communities. 

Special Program: Coconut “Tree of Life” 

A1: Agriculture Production Services 

B1: Product Development Services 

C1: Microfinance 

C2: SBDC 

D1: Outer Island Electrification 

Business 

Community and Investors: 

Private sector development is one of the most important development strategies of the

RMI government.  The Ministry provides a range of services to potential and established businesses and investors, including: 

• Information and guidelines on establishing a business and investing in the RMI; 
• Contact information; 
• Assistance in business planning for small businesses; 
• Export facilitation (assisting businesses to meet export requirements); §       Facilitation of access to domestic and international markets; and §       Assistance in product development.

B1: Product Development Services B2: Domestic Marketing Services 

B3: International Marketing Services 

B4: Trade Facilitation Services  

C2: Small to Medium Business Services 

C3: Investment Information and Facilitation Services

There are many other stakeholders and customers for the Ministry, however, the groups listed above remain the primary focus of Ministry service delivery. 

Program Overview Table 

f o o d s e c u r i t y i n v e s t m e n t e l e c t r i f i c a t i o n p r o d u c t i v e p e o p l e

        s e l f - r e l i a n c e                                   o u t e r - i s l a n d s ^{j o b c r e a t i o n}

h o m e g r o w n h e a l t h y f o o d s

Objectives 

Established Farmers’ Markets in the urban centers of Majuro and Ebeye to encourage production and sale of locally grown and processed food and goods. 

Measures 

       Markets are established; 

 Number of producers participating in the market;  Number of consumers participating in the market; and 

       Value of goods exchanged in the market. 

Background 

A “farmers’ market” is a place where local people can come together and sell their local produce- fruit and vegetables, and also fresh fish and locally processed foods such as preserved Pandanus, roasted breadfruit and fish jerky.  It can also be a place to sell handicrafts or clothes.  For the consumers in the local community, the market will be a place to buy local, fresh and healthy foods, and would serve as a gathering and meeting place. 

Creating such markets will help achieve several development objectives for the Marshall Islands, including import replacement, healthier diets, increased self-reliance and incomegenerating opportunities for the community. 

Previous attempts have been made to establish such a market.  A building was established several years ago near the Ministry building but was subsequently appropriated for other uses.  The Ministry of R&D has highlighted this “Farmers’ Market “ program as a special focus area.  Its cross-cutting nature requires that resources be allocated from various departments in the Ministry, and also requires that the Ministry work in close cooperation with Farmers’ Associations, Local Governments and the private sector to establish a sustainable activity. 

Strategies 

• Facilitate the establishment of a fixed location for the market, with access to shelter, tables, water for cleaning and administration of market fees; 
• Encourage private sector involvement in the market in terms of ownership or management; 
• Facilitate the participation of existing and new local producers; 
• Facilitate access to transport and local agents for outer-islands producers to sell their produce or goods at the market; 
• Cooperate with MIMRA to include sale of fish at the market; and 
• Ensure post-harvest handling is done in accordance with food safety principles. 

Key 

Stakeholders and Partners 

Farmers, manufacturers, producers 

Laura Farmers Association 

Handicrafts Association 

MIMRA 

Majuro and Kwajalein Local Governments 

Private sector investors, owners and/or managers 

Activity

Carry out research to understand why the previous attempt at a market did not work 

Partners

MalGov 

MIMRA 

Timing

Yr 1 Q1 

Responsibility

Trade Promotion 

Officer 

Outputs/ Measures

Report describing “Lessons Learned” and recommendations 

Develop a detailed work plan for facilitating a monthly farmers market on Majuro  

Yr 1 Q1 

Trade Promotion 

Officer 

Chief, Agriculture 

Detailed work plan with commitment 

Facilitate a monthly farmers market on Majuro until permanent market can be established 

MalGov 

Laura Farmers’ Asn. 

Yr 1 Q1 

Trade Promotion 

Officer 

Chief, Agriculture 

Monthly farmers’ market held 

Establish permanent Farmers’ Market on Majuro 

Yr 1 Q4 

Deputy Secretary  

Market established and held weekly 

Establish Farmers’ Market on Ebeye 

Yr 2 Q4 

Deputy Secretary  

Market established and held weekly or bi-weekly 

Increased produce and goods being sold from outer islands 

Encourage agricultural production on Majuro and select outer islands to supply farmers market 

As part of Agriculture 

Production Services See Program A1. 

Chief, Agriculture 

Provide training to farmers in postharvest handling 

FAO/ SPC      Yr 1 Q4 

Chief, Agriculture 

# Farmers trained in post-harvest handling 

Advise farmers on which crops to grow 

                   Yr 1 Q4 

Trade Promotion 

Officer 

Facilitate transport from outer islands to urban centers by negotiating with transport operators 

Ministry of      Yr 1 

T&C              Ongoing 

Private operators 

Deputy Secretary 

# of visits of merchant/ supply boats to each outer island 

Objectives 

Increase the value of coconuts and coconut products to the Marshall Islands. 

Reduce dependence of outer islands on imported fuel and copra subsidies. 

Develop value-added coconut products for export. 

Measures 

    Increase in real value of coconuts and coconut products to the Marshall Islands (economic assessment); 

       Increase in use of coconut products on-island; 

 Increase in income or equivalent income for outer island communities (for example, if fuel costs are reduced, this can be considered equivalent income); and  Decrease in subsidy payments from the government. 

Background 

Since the 1850’s the Marshall Islands have been involved in Copra production, and the atolls are widely planted with coconut trees.  This is one of the most underutilized resources and an integrated approach to the development of coconut resources in the RMI has the potential to have a positive impact on the living standards of outer islanders while reducing the reliance on government subsidies for copra. 

The extraction of coconut oil can be decentralized and carried out on outer islands at relatively low cost.  The oil can then be used to run electricity generators (at significantly lower cost than solar power), diesel vehicles and outboard motors.  Electricity from the generator can be used to drive high-power machines such as refrigerators, irrigation pumps and power tools, thus opening up a range of income-generating opportunities. This is a particularly exciting possibility for Outer Island Electrification using a renewable energy source. (See Program D1:  Outer-Island Electrification).

All of this provides opportunity to increase subsistence and surplus production of fisheries and agricultural products. 

Coconut oil can also be used directly for cooking, or to develop value-added products such as beauty creams and oils. 

While parts of the coconut tree are already used for handicrafts, there are other parts whose economic value can be explored, such as the timber from the large population of senile trees (at the end of their productive life), and high-quality, high-value charcoal production from the coconut shell.  

The Ministry of R&D highlights the “Coconut Value Chain Development” as a high-priority program with the potential to have a real impact on the quality of life in the outer islands.  It is a cross-cutting program which requires allocation of resources from all departments in the Ministry; Agriculture, Trade and Business Development and Energy, as well as strong partnerships with many other stakeholders. 

Strategies 

• Establishment of a Multi-Agency Project Team; 
• Rehabilitation and replanting of coconut trees; 
• Value-added production and use of coconut products on outer islands, therefore reducing costs and losses from inter-island transport;  
• Refocus the coconut industry from copra-export to value added products and local use in fuel, cooking oil, livestock feed, and other uses; 
• Complete assessment of economic value chain to pinpoint development areas of focus; 
• Facilitation of access to small-scale processing equipment and access to credit for purchase of equipment; 
• Examination of different value-added products for export potential; and § Focus on development of coconut value-chain on outer islands. 

Key 

Stakeholders and Partners 

All divisions of R&D; Agriculture Services, Trade, Investment and Business Services and Energy Services  

Tobolar, PII 

SOPAC 

WAM (for possible uses of timber) 

FAO 

SPC 

APCC 

USDA Forestry Service 

Activity

Establish a “Coconut Value Chain” project team 

Partners

As above 

Timing

Yr 1 Q1 

Responsibility

Secretary 

Outputs/ Measures

Team established and Terms of Reference 

written 

Project plan developed 

Yr 1 Q2 

Secretary 

Published project plan 

Collect and compile information on possible uses of coconut products and by-products 

Yr 1 Q2 

TBD 

Information Compiled and made available  

Carry out economic assessment of possible uses of coconut in the Marshalls 

Yr 1 Q2 

TBD 

Economic assessment published 

Select outer islands for pilot project 

Yr 1 Q2 

Secretary 

Outer islands selected 

Establish replanting and rehabilitation program 

Yr 1 Q2 

Chief, Agriculture 

Plan developed and revised based on coconut census data (below) 

Coconut tree census 

CMI/ 

LandGrant 

Y1 Q2 

Chief, Agriculture 

Data showing quantity and ages (relative productivity) of coconut trees across the RMI 

Objectives 

Increase domestic food production. 

Ensure adequate production of raw materials for handicrafts, medicine, coconut products and other non-food production. 

Measures 

 Increase in agricultural production across the Marshall Islands ; and  Corresponding decrease in consumption of imported goods. 

Background 

Agriculture Production Services essentially provides extension support for agriculture in the RMI.  Of key relevance here is the Agriculture Sector Development Strategy and Action Plan for the RMI, developed with assistance from the ADB in 1997.  This document outlines particular approaches to developing agriculture for the RMI and should be referred to while developing detailed action plans from this 5-year plan. 

Strategies 

• Improving the technical skill of farmers through extension services including hands-on demonstrations, access to training courses and “how-to” publications; 
• Increasing community participation in farming through demonstration plots, school gardens and by demonstrating the income generating potential of farming; 
• Increase the participation of women in farming; 
• Implement sustainable farming systems; 
• Composting (link composting to business opportunity and solid waste management); 
• Increased intensive production through integrating introduced crops to an existing farming system ; 
• Promotion of livestock farming; 
• Increase domestic/ local trade in agricultural products; 
• Sustainable management of agro-forest resources, including replanting and 

rehabilitation, particularly of senile coconut trees; 

• Focus on development of agriculture in outer islands; and 
• Establish and maintain nurseries for preservation of genetic resources and as a supply for farmers. 

Key 

Stakeholders and Partners 

FAO, SSC, SPC 

Farmers, NGOs, Women’s Groups, Churches, Schools, Farmers’ Associations .   

Activity

Develop extension manual, including procedures for data 

collection

Partners     Timing 

SPC-            Yr 1Q4 

DSAP 

project 

Responsibility

Chief, Agriculture 

Services 

Outputs/ Measures

Clear and effective extension manual 

Develop plans for outer-island visits 

                   Yr 1 Q2 

Chief, Agriculture Services 

Written plans for each outer-island visit 

Recruit and train local counterpart on selected atolls 

Local                   Yr 1 and 

Government       Ongoing 

Chief, Agriculture Services 

Counterparts recruited and trained 

Carry out visits to outer islands  

                   Yr 1 Q1 

and Ongoing 

Extension Agents 

# of visits carried out and reports of activities 

produced 

Nursery Program 

USDA            

Forestry 

Service           

FAO

Ongoing SPC-DSAP 

Chief, Agriculture Services 

Expand nursery on Majuro 

# of species maintained 

# of plants distributed 

Establish satellite nurseries on outerislands 

1 nursery established on each of the 5 target atolls 

# of plants in satellite nurseries 

Establish Livestock Breeding Program 

FAO/ SPC      Yr 3-5 

Chief, Agriculture Services 

TBD 

Operate Demonstration Farms 

TBD              TBD 

Chief, Agriculture Services 

TBD 

Develop “micro-gardening” in urban centers through awareness programs and demonstrations 

                   Yr 2 onwards 

Chief, Agriculture Services 

# of people with “microgardens” 

Plans for outer-island visits will include: 

    Which atoll and islands are to be visited, when, by who and the specific objectives of the visit. 

nclude:

Developing a local on-island counterpart; 

Collecting information on agricultural activities and needs, soil samples etc; 

Providing hands on training, information and awareness in the areas of: 

Crop production 

Agroforestry

Livestock production 

Pest and Disease control  

Providing information about other services offered by R&D especially: 

Business planning and training 

Facilitating access to credit 

Product development services 

Energy/ electrification services. 

Objectives will i

−

−

−

• ooo

−

• ooo

Objectives 

Prevent the introduction and further spread of injurious pests and diseases into and within the Marshall Islands. 

Safeguard agriculture, livestock  and the Marshalls’ natural biodiversity. 

Measures 

             Incidence of injurious pests and diseases in the Marshall Islands (from survey). 

Background 

The activities in Plant and Animal Protection Services are critical to the ongoing health of the Marshalls’ extraordinary natural biodiversity and agricultural activities, as well as current and future export and trade activities. 

Plant and Animal Protection Services carry out quarantine inspections and law enforcement on all incoming aircraft and vessels to the Marshall Islands.  In addition, the division will conduct surveys and monitoring of pests. 

It is essential that the Ministry of R&D maintains an internationally acceptable level and quality of activity.  

Strategies 

• Inspections according to regulations; 
• Eradication and control programs; 
• Public education and awareness to comply with quarantine laws: 

                 −     Increase awareness of bringing in pests and disease from overseas; 

                 −                 Increase awareness on the spread of pests and disease between 

islands;

                 −     Provide information on eradication and control procedures; 

• Monitoring and surveillance of fruit flies, mealy bug, coconut scale; 
• Capacity-building; improve the identification of species the quarantine officers do not know; and 
• Develop response plans. 

Key 

Stakeholders and Partners 

SPC  Plant Protection Micronesia Project 

FAO Pest Net 

RMI Ports Authority 

Airlines 

Importers and Exporters 

Ministry of Health 

Environment Protection Authority 

Community 

Activity

Review quarantine manual 

Partners

SPC 

Timing

Yr 1 Q4 

Responsibility

Head Quarantine 

Officer 

Outputs/ Measures

Updated quarantine manual 

Review quarantine regulations 

AG 

Yr 1 Q4 

Head Quarantine 

Officer 

Updated quarantine regulations 

Develop response plans for pest and disease outbreaks 

Chief Secretary’s 

Office, Ministry of Health, Ports 

Authority, 

RMIEPA, 

SPC 

Yr 2 

Head Quarantine 

Officer 

Mitigation plans in place 

Carry out enforcement of quarantine law (Ports inspections on Majuro and Kwajalein) 

Ongoing 

Quarantine Officers 

# and type of inspections 

# and type of confiscations 

Carry out extension activities- show people how to identify and eradicate pests and disease 

R&D 

Extension 

Officers 

Ongoing 

Head Quarantine 

Officer 

#, type and location of extension activities 

Produce and maintain brochures for public awareness 

SPC 

Ongoing 

Head Quarantine 

Officer 

# of brochures distributed 

Public Awareness campaign on quarantine and pests 

Ongoing 

Head Quarantine 

Officer 

# of radio announcements, pamphlets, conferences etc. 

Regular surveillance and monitoring (esp. fruit flies, mealy bug and coconut scale) 

SPC 

Ongoing 

Head Quarantine 

Officer 

Frequency and type of surveys 

Results of surveys 

Identification of previously unknown species 

CMI 

LandGrant, 

SPC, FAO PestNet

Ongoing 

Head Quarantine 

Officer 

# of species identified 

Carry out control/ eradication activities- Scheduled and Responsive 

Ongoing 

(Scheduled 

Quarterly) 

Head Quarantine 

Officer 

# and type of scheduled/ responsive  control activities 

Measure effectiveness through results of surveys 

Respond to requirements of 

Cartagena Protocol as required  

OEPPC 

As needed 

Secretary 

Regulations and manual updated to reflect compliance 

Establish an animal health/ paraveterinary service 

Yr 3 

Secretary 

Service established 

Develop a coordinated approach to plant and animal protection with USAKA (includes quarantine inspections on incoming military planes and vessels, control and eradication, incineration of confiscated goods etc.)

USAKA 

Yr 1 Q4 

Secretary 

Agreement made between 

RMI Government and USAKA on quarantine of military vessels 

Objectives 

Develop policy and plans for the effective development of agriculture in the Marshall Islands. 

Measures 

             Agriculture development plan for RMI produced; 

             Atoll-based development plans produced; 

             Agricultural information available; and 

             Long-term: Socio-economic impact on the population of the RMI. 

Background 

An agriculture policy was developed in 1996 with the assistance of the Asian  Development Bank.  There is a need to develop capacity for agriculture planning, and to develop plans that are based on information.  This program focuses on gathering information, developing national and local agriculture plans and ensuring that the institutional framework is conducive to agriculture development. 

There is also a need to improve work planning and data gathering within the agriculture division to increase the effectiveness of the Ministry’s activities in this area. 

Strategies 

• Improve agriculture information collection and management; 
• Develop a national plan, and detailed plans for agriculture development on atolls based on the information; 
• Build capacity in agriculture policy and planning; and 
• Ensure legislation and government policy is conducive to the development of agriculture. 

Key 

Stakeholders and Partners 

FAO 

SPC 

EPPSO 

Lands and Survey (Ministry of Internal Affairs), MEC 

Activity

Conduct agriculture census 

Partners

FAO 

Consultant 

Timing

Yr 1 Q3 

Responsibility

Chief, Agriculture 

Services 

Outputs/ Measures

Completed report of 

results of agriculture 

census 

Create Agriculture Development Plan 

Chief, Agriculture 

Services 

National

FAO, SPC 

Yr 2 

National Agriculture Development Plan 

Atoll-based

As req’d 

Atoll-specific agriculture development plans 

Establish GIS System for Agriculture Planning 

SPC 

RMIEPA, 

MIMRA, 

Lands and 

Survey (IA), 

MEC 

Yr 3 

Chief, Agriculture Services 

GIS System with agriculture information in place 

Collect and maintain agricultural information/ census information during extension activities 

FAO, SPC 

Yr 1 Q4 

Chief, Agriculture Services 

Data submitted from all outer-island visits 

Select 5 target atolls for each year 

Yr 1 Q1 and annually 

Secretary 

5 atolls selected for focus each year 

Develop Agriculture Program for Majuro and Kwajalein 

Yr 2 

Chief, Agriculture Services 

Written Plan for Agriculture on Majuro and Kwajalein 

Review government policy and legislation and make recommendations to facilitate agriculture development 

FAO, SPC 

As required 

Secretary 

Recommendations to cabinet/ revised legislation 

Objectives 

Improve quality and increase quantity of manufactured products; 

Develop new products (Increase the number and type of manufactured products); 

Ensure the safety of products especially products for consumption; 

Ensure manufacturing of products for export meets all export requirements; and 

Improve packaging and labeling to be more attractive, and to meet requirements of importing countries. 

Measures 

             Number of different local products available for local consumption; and 

             Number of local products that meet export standards for quality and reliability. 

Background 

As part of an overall strategy to provide income-generating opportunities for the people of the Marshall Islands, the Ministry will provide support for the development of manufactured and processed products for local consumption and for export. 

The efforts will be focused on providing training, workshops and other information to encourage the development of new products, and to improve the production of existing products, especially for cottage-scale operations. 

Products to be developed may include handicrafts, processed foods such as preserved fish and pandanus, traditional medicine such as the Noni juice and other products made from local raw materials. 

This program is one part of the Ministry’s overall strategy to increase consumption of domestic products, thus decreasing dependence on imports and increasing the selfreliance of Marshallese families and communities. 

Strategies 

• Business             development;       encourage           small      and medium enterprises         in 

manufacturing/ value-added production; 

• Facilitate access to training in manufacturing technology, food production, product development, HACCP and packaging and labeling; 
• Target training for small cottage-scale production; 
• Have a food technologist/ HACCP expert in house; 
• Identify local products that can replace imports for product development; 
• Develop a showcase of Marshallese and Pacific Island Products; 
• Ensure products meet labeling requirements of importing countries. 

Key 

Stakeholders and Partners 

Handicrafts Association 

Noni Juice/ Arno Oil company 

Tobolar 

MIMRA 

WAM 

WUTMI 

Farmers’ Associations 

FAO 

Activity

Identify specific business opportunities in manufacturing and feed into SBDC 

Partners

Timing

Yr 1 Q1 

Ongoing 

Responsibility

Trade Promotion 

Officer 

Outputs/ Measures

Descriptions of suggested business opportunities and basis for inclusion 

Identify quality and labeling requirements for importing countries and develop appropriate training material 

FAO 

Trade Promotion 

Officer 

Identify specific types of products on which to focus development each year 

Yr 1 Q1 & Annually 

Trade Promotion 

Officer 

List of product development focus each year 

Develop a list of specific training needs and identify local trainers, if available 

Yr 1 Q1 

Trade Promotion 

Officer 

List of specific training needs 

Apply to regional or international agencies for assistance in training 

Yr 1 Q2 

Ongoing 

Trade Promotion 

Officer 

Written requests for assistance to appropriate agencies 

Schedule training sessions to coincide with conferences 

Yr 1 Q4 

Trade Promotion 

Officer 

Schedule of training 

Advertise training sessions on radio, in paper and through meetings of interest groups 

Yr 2  

Trade Promotion 

Officer 

Advertisements and brochures 

Organize and host training sessions 

Yr 2 

Trade Promotion 

Officer 

# and type of training sessions annually # of people trained 

Objective 

Increase domestic consumption of local products. 

Measures 

             Value of domestic products sold domestically. 

Background 

Development of a domestic market is essentially increasing the demand from domestic consumers for locally produced goods and services.  The development of a domestic market for local products will help achieve several development objectives for the Marshall Islands including providing income for producers and manufacturers of local goods, reducing the dependence on imports, and improving the health of the community through the consumption of locally-grown healthy foods. 

There are various strategies for the development of the domestic market.  It is important to ensure that the production and availability of local products grows alongside the demand that this program will generate. 

This means increasing agricultural production and also value-added products, and importantly, ensuring that these products have transport to bring them from their place of origin to the market, which will primarily be in the urban centers of Majuro and Ebeye. 

Strategies 

Facilitating Access to Market 

• Facilitate the establishment of local Farmers’ Markets on Majuro and Ebeye (see Special Program: Farmers’ Markets); 
• Encourage investment in transportation; and 
• Facilitate transportation from outer islands to urban centers through negotiation with transport companies. Market Research 
• Understand the local market through market research; find out why people prefer imported products and respond to that. Active Promotions  
• Hold local “Made in the Marshalls” trade fairs ; 
• Promote “Be Marshallese…. Buy Marshallese” / “ Juon Ri-Majol…. Wia Menin 

Majol”;

• Have all information on products available; and 
• Be a role model- have coconuts, local produce featured in all R&D functions . 

Trade Policy 

• Develop policy and recommendations on pricing of local products; and 
• Utilize allowances for “infant industries” and “negative lists” under the Pacific Island Countries Trade Agreement (PICTA) to encourage local industry. 

Key 

Stakeholders and Partners 

Local business/ retailers 

Farmers, manufacturers, producers 

Laura Farmers’ Association 

Handicrafts Association 

Transport operators, AMI, Ministry of T&C 

Chambers of Commerce 

Forum Secretariat, PIC, PITIC (Aus, NZ) 

Activity

Establish data collection for domestic products sold 

Partners

EPPSO 

Timing

Responsibility

Trade Promotion 

Officer 

Outputs/ Measures

Collected data on value of domestic products 

sold 

Carry out economic assessment of transporting produce from outer islands to urban markets and provide investors with information to facilitate development of transport infrastructure 

EPPSO 

UNESCAP 

Yr 1 

Trade and 

Investment 

Policy Officer 

Information provided to transport operators on economics of transport 

Design and carry out basic market research to understand consumer preferences 

Yr 1 & as required 

Trade Promotion Officer 

Market research report on selected products 

Develop and run “Be 

Marshallese… Buy Marshallese” 

Campaign

Trade Promotion 

Officer 

Campaign outputs such as brochures, newspaper ads, radio ads and programs,       T-shirts, events. 

Develop and maintain catalogue or product info sheets of all Marshallese products  

Yr 1 & ongoing 

Trade Promotion Officer 

Up-to-date Catalogue/ Product Info Sheets 

Develop and maintain Website with product info as above 

Yr 2 & ongoing 

Trade Promotion 

Officer 

Up-to-date Website 

Develop handicrafts catalogue 

UNDP 

Livelihoods 

Program 

Yr 1 Q1 

Trade Promotion 

Officer 

Handicrafts Catalogue 

Hold local “Made in the Marshalls” Trade Fair for domestic market 

Yr 1 & annually 

Deputy Secretary 

Fair held annually 

Satisfaction survey of participants 

Establish calendar of international and local conferences to coordinate with marketing events 

Yr 1 Q1 & update as required 

Trade Promotion Officer 

Objective 

Increase exports of niche/ value-added products. 

Measures 

             Number and type of products being exported; 

 Quantity and value of products being exported;  and  Profitability of products being exported. 

Background 

While the development of an export market for Marshallese products has been a priority for R&D, this strategic planning process allowed us to rethink its strategic importance to the Marshall Islands.  As a result, the overall emphasis of this plan is on domestic product and market development, and import substitution. 

However, it remains that the Marshalls has some unique and important products that require the development of a niche international market.  These products currently include handicrafts and Noni juice (and other products made from Noni) and may also include other products over time. 

The Marshall’s primary exports currently are copra oil and processed fish.  The strategic plan for R&D does not focus on fish, leaving fish as the primary responsibility of MIMRA.  Copra oil prices have been consistently low and it has not been profitable recently as an export product (once subsidy is taken into account), therefore R&D are redirecting efforts on Copra to maximize value domestically (see Special Program: Coconut Value Chain Development). 

Strategies 

Market Research 

• Identify Markets; 
• Contact Management – ensure that regular and professional contact is maintained with international buyers or potential buyers; and 
• Understand the market through market research; find out what the market requires in terms of quality, quantity and type of product. 

Active Promotions  

• Attend international trade fairs; and 
• Have all information on products available. 

Key 

Stakeholders and Partners 

Local business/ retailers 

Manufacturers, producers 

Handicrafts Association 

Pacific Business Center, UH Honolulu 

Key contacts (for example Mary Lou Foley) Forum Secretariat, PIC, PITIC (Aus, NZ)

Activity

Establish and maintain a database of international buyers or potential buyers 

Partners

Timing

Yr 1 Q1 & 

Ongoing 

Responsibility

Trade Promotion 

Officer

Outputs/ Measures

Database of buyers 

Maintain regular communication with international buyers about products via email 

Ongoing 

Trade Promotion 

Officer 

# of communications to buyers 

Develop and maintain catalogue or product info sheets of all Marshallese products  

Yr 1 & ongoing 

Trade Promotion Officer 

Up-to-date Catalogue/ Product Info Sheets 

Develop and maintain Website with product info as above 

Yr 2 & ongoing 

Trade Promotion Officer 

Up-to-date Website 

Develop handicrafts catalogue 

UNDP 

Livelihoods 

Program 

Yr 1 Q1 

Trade Promotion 

Officer 

Handicrafts Catalogue 

Attend international trade fairs as appropriate 

Ongoing 

As appropriate 

# of events attended 

# of enquiries/ contacts added to database 

Objectives 

Ensure export products meet international requirements; 

Have smooth and efficient export permit processes; and 

Facilitate trade by ensuring RMI meets import and export standards . 

Measures 

             #  and type of products that meet export requirements. 

Background 

Trade Facilitation Services will essentially provide support to manufacturers and exporters in meeting import / export requirements.  This will include compliance of manufactured products with international safety standards (Codex Alimentarius and HACCP), issuance of certificates of origin and streamlining of import and export documentation processes. 

Strategies 

• Export certificate of origin (Ensure pest list is updated); 
• Recruitment or development of a sufficiently skilled person; 
• Become a member of Codex Alimentarius; 
• Utilize membership of Codex Alimentarius to gain access to training; 
• HACCP and Codex Alimentarius training to manufacturers; 
• Improve trade documentation, issuing import/ export certificates, certificates of origin; and 
• Ensure all necessary information about products is documented.  Plans to develop some processed food and medicine products means the Quarantine service will need to develop capacity in HACCP certification to ensure the quality and safety of exported food products. 

Key 

Stakeholders and Partners 

Food and Nutrition Task Force (Ministry of Health) 

Customs 

Transport Operators 

MIMRA  

FAO 

Codex Alimentarius 

WHO 

USDA 

Importers/ Exporters 

WTO  

Activity

Harmonize quarantine regulations with FSM and Palau  

Partners

FAO and 

partners in 

Palau and 

FSM 

Timing

Yr 2 

Responsibility

Secretary 

Outputs/ Measures

Quarantine regulations 

Recommend to Cabinet that RMI become a member of the Codex Alimentarius 

Food & 

Nutrition 

Task Force 

Yr 1 Q3 

Secretary 

Recommendation to Cabinet 

Develop a national approach to HACCP and Codex Alimentarius compliance for export  

Food & 

Nutrition 

Task Force 

Yr 2  

Secretary 

Documented national approach outlining roles and responsibilities of different agencies 

Ensure pest list is up-to-date 

(refer also to Program A2) 

SPC USDA 

Yr 1 Q4 

Head Quarantine 

Officer 

Updated Pest List maintained 

Create and maintain registry of importers and exporters 

Yr 1 Q3 

Trade Promotion 

Officer 

Registry of importers and exporters 

Improve process of issuing certificates of origin and import/ export permits 

Yr 2 

Head Quarantine 

Officer 

Clear documented procedures for the issuance of these 

Objective 

Encourage economic growth through providing access to small loans and credit, particularly for those in the community who have difficulty accessing current credit facilities. 

Measures 

             Number of small loans provided to individuals and credits; 

            Default rate on loans; 

             Total value of loans provided; and 

             Economic development on outer islands linked to access to credit. 

Background 

A key obstacle to the development of income-generating opportunities and small-scale businesses, particularly on the outer islands, is a lack of access to credit.  Access to microfinance can enable individuals or families to purchase basic tools and equipment to then generate income, such as tools for farming, small boats for fishing or tools and other equipment. 

Various examples of the success of these programs in economic development can be seen around the world, including the famous Grameen bank in Bangladesh. 

This program requires considerable attention from the Ministry to facilitate the establishment of a micro-finance facility in the Marshall Islands, that can provide access to outer- island communities in particular. 

Strategies 

§ Investigate possible institutional arrangements for a micro-finance service; and § Work with key stakeholders to develop an approach to microfinancing. 

Key 

Stakeholders and Partners 

Marshall Islands Development Bank (MIDB) 

United States Department of Agriculture (USDA)

Small Business Administration (SBA-US) 

Activity

Investigate and facilitate the establishment of micro-credit facilities in the RMI 

Partners

MIDB 

USDA 

SBA 

Timing

Yr 2 

Responsibility

Secretary R&D 

Outputs/ Measures

Micro-credit facility established 

Facilitate the MIDB to provide commercial loans (i.e. not secured by allotments) 

MIDB 

Yr 2 

Secretary R&D 

MIDB provided loans unsecured by salary allotments 

Objectives 

Enhance employment growth in the private sector through business creation/ expansion; 

Encourage economic growth through sustainable business development; and 

Start to promote export-oriented growth through expansion/ diversification of the markets. 

Measures 

             Number of jobs created and sustained as a result of SBDC activities; 

 Number, type and size of businesses established or developed through SBDC activities; and 

             Impact on outer island, low-income or disadvantaged communities. 

Background 

The Small Business Development Center has been established under a technical assistance program from the US Small Business Administration.   

Strategies 

• Provide high-quality one-on-one counseling sessions to deliver management and technical assistance to existing and prospective businesses; 
• Provide workshops that cover the basics of starting and running a business; 
• Identifying business opportunities in the RMI including the areas of: o Agriculture 
  • Aquaculture and fisheries 
  • Tourism 
  • Small-scale m anufacturing o           Handicrafts o       Retail outlets  o       Service industries 
  • Identify and facilitate access to sources of capital and credit including the MIDB and other banks, and also private investors or business partners- to focus on outer islands or similarly disadvantaged communities;  
  • Actively network in the business community through the Chamber of Commerce and other business-oriented associations; and 
  • Leverage agriculture extension visits to outer islands as a way to deliver information about services. 

Key 

Stakeholders and Partners 

Small Business Administration (SBA-US) 

Pacific Island Small Business Development Center Network (PISBDCN) 

Majuro Chamber of Commerce 

Ebeye Chamber of Commerce 

Marshall Islands Development Bank 

Pacific Business Center, UH Honolulu 

Activity

Develop and maintain a list of business opportunities or areas of market demand  

Partners

Timing

Yr 1 Q2 

Responsibility

Director, SBDC 

Outputs/ Measures

List produced 

Assist businesses in obtaining financing through preparation of business plans and loan applications 

MIDB 

Ongoing 

Director, SBDC 

# and type of business plans 

Develop and distribute calendar of events  

Yr 1 Q1 

Director, SBDC 

Calendar produced 

Advertise and promote services and workshops through radio, press, associations and directly to clients 

Ongoing 

Director, SBDC 

# of radio 

announcements 

# of newspaper articles and announcements 

Deliver one-on-one management and technical counseling 

Ongoing 

Director, SBDC 

# of clients 

# of counseling sessions 

Sponsor or deliver training workshops in business 

Ongoing 

Director, SBDC 

# of workshops 

Provide the Young Entrepreneur Training Course 

Twice annually 

Director, SBDC 

Workshops run 

Seek funding from external sources and retain government funding 

Ongoing 

Director, SBDC 

Amount of funding  

Establish and maintain information  center 

Yr 1 Q2 

Director, SBDC 

Information center established 

Objectives 

Increase foreign and domestic investment in the Marshall Islands; and 

Facilitate the administrative processes for investment 

Measures 

             Amount of foreign investment in the RMI, by business type; 

             # of Foreign Investment Business License issued by type and amount; 

             # of local business licenses issued (by atoll); 

            # of jobs created locally; 

    # of joint local/ foreign investment partnerships; and      Increase in number of queries. 

Background 

This program is designed to facilitate and promote foreign and domestic investment in the Marshall Islands to achieve greater self-sufficiency, alleviation of poverty, increased employment opportunities and the other social benefits of greater economic activity, such as improved education and health systems. 

A focus of this program is to identify and reduce administrative barriers to investment. 

Strategies 

• Develop economic partnerships between foreign and local companies ; 
• Develop policies that encourage investment; 
• Provide clear, succinct and up-to-date information to investors; 
• Streamline investment-related administrative processes; 
• Track investment activities through collection and management of information  (Info Mgt Strategy); 
• Actively promote the Marshall Islands’ investment opportunities and investment climate to potential investors; 
• Encourage sustainable development by assessing investments for their social, environmental and economic impact (coordinating with RMIEPA and EPPSO); 
• Provide assistance in obtaining administrative approvals to investors on an ongoing basis; and 
• Develop local awareness of foreign investment. 

Key 

Stakeholders and Partners 

EPPSO 

Attorney-General’s Office 

Foreign Investment Advisory Service (FIAS- Australia, World Bank, Forum Secretariat) 

Activity

Identify local and foreign potential investors 

Partners

Timing

Yr 1 Q2 

Responsibility

Investment 

Promotion Officer 

Outputs/ Measures

Establish and maintain a database 

or contact management system for potential foreign and local 

investors

Ongoing 

Investment 

Promotion Officer 

Database established 

Send information about changes in policy, investment environment or investment opportunities to contacts, as appropriate 

Ongoing 

Investment 

Promotion Officer 

# and type of communications 

Develop clear and concise guidelines for establishing a foreign investment business or a local business

AG 

Yr 1 Q2 

Investment 

Promotion Officer 

Process reviewed and improved and clear guidelines published 

Disseminate information on foreign investments, business license regulations, and other related information for foreign investors 

Ongoing 

Investment 

Promotion Officer 

Information communicated 

Actively network in the business community through the Chambers of Commerce and other businessoriented associations 

Chamber of Commerce 

Ongoing 

Investment 

Promotion Officer 

# of Chamber events attended 

# of activities arising from networking (i.e. responses to queries) 

Objective 

Develop Trade and Investment Policies to contribute to the economic development of the RMI. 

Measures 

             Increase in investment in the RMI. 

Background 

While Trade and Investment Policy is a critical part of private sector development in the RMI, there is limited capacity to carry out effective policy development.  The Ministry will need to focus on recruiting, developing and retaining human resources to fill this role. 

Strategies 

• Solicit technical assistance for policy development from international agencies (listed here as stakeholders); 
• Identify and remove barriers to investment; 
• Identify opportunities to develop Marshallese industry using policy tools (such as trade tariffs) while still complying with necessary trade agreements; 
• Carefully assess the costs and benefits of international trade agreements for the RMI. 

Key 

Stakeholders and Partners 

UNESCAP 

UNIDO 

WTO 

FIAS/ ADB 

Forum Secretariat 

Customs 

Quarantine 

Activity 

Partners 

Timing 

Responsibility 

Outputs/ Measures

Identify administrative barriers and develop actions to address these 

FIAS (ADB) 

Attorney- General

Trade and 

Investment Policy 

Officer 

Report identifying barriers and recommendations Barriers removed 

Establish an investment committee to discuss investment related issues 

EPPSO 

AG 

Chambers 

Key 

Business People

Yr 1 Q4 

Trade and 

Investment Policy 

Officer 

Investment committee meets on a regular basis 

Revise and publish the National Investment Policy 

Depending on policy changes 

Trade and 

Investment Policy 

Officer 

Revised policy document 

Establish a process for assessing the economic, social and environmental sustainability of investments 

EPPSO 

RMIEPA 

Yr 3-5 

Trade and 

Investment Policy 

Officer 

Process documented 

Process implemented 

Develop “negative list”  and “Infant industries” list for the RMI and recommend policy options to protect these local products (i.e. 

tariffs)

Yr 1 Q1  & update as required 

Trade and 

Investment Policy 

Officer 

Policy recommendation on “negative” trade list

Develop policy recommendations for pricing control for domestic products to increase their competitiveness 

IA 

EPPSO 

Trade and 

Investment Policy 

Officer 

Recommendations made 

to Cabinet on pricing of local products 

Objectives 

Providing access to electricity in the outer islands in a way which contributes to real economic development of outer island communities. 

Measures 

    Number of outer island households with access to electricity; and  Impact on quality of life (need measures here). 

Background 

Access to electricity is important for economic and social development  in the Outer Islands of the RMI.  This program will develop appropriate strategies for Outer-island electrification, and access to other sources of power such as fuel.  The approach requires significant rethinking of electrification strategies up to this point, including the costs, benefits and lessons learned from solar electrification.

The program is strongly supported by SOPAC under the Forum Secretariat.  This program also links very strongly with Special Program 1: Coconut Value Chain Development. 

Strategies 

• Careful assessment of needs and uses of outer islands for electricity and development of appropriate electrification strategies;  
• Integration with Coconut Value Chain Development Project; and 
• Focus on developing fuel sources in the form of coconut oil processed on-island. 

Key 

Stakeholders and Partners 

SOPAC 

MEC 

Local Governments 

Private sector 

Activity

Capacity Building for Energy 

Planner - attachment to SOPAC, Professional Networking and understanding regional and international sources of assistance 

Partners

SOPAC 

Timing

Yr 1 Q2 & ongoing 

Responsibility

Energy Planner 

Outputs/ Measures

Individual has enhanced understanding of energy policy issues and has a network of people and resources regionally 

Economic assessment of Coconut Value Chain & 

comparison of rural electrification options 

SOPAC 

Yr 1 Q3 

Energy Planner 

Report containing economic assessment 

Review electrification work     todate on Namdrik and lessons learned- including the impact of the project on poverty alleviation 

SOPAC 

Namdrik LG 

Yr 1 Q3 

Energy Planner 

Report containing review, lessons learned, recommendations 

Develop of Outer-Island Electrification Strategy with renewed focus on poverty alleviation 

SOPAC 

Yr 1 Q4 

Energy Planner 

Outer-Island 

Electrification Strategy 

Document 

Establish and maintain inventory of electricity systems and projects on all outer islands 

Ministry of 

Internal 

Affairs 

Yr 1 Q2 

Energy Planner 

Database of outer-island electricity systems 

Objectives 

Provide energy policy development and other energy services in a way that contributes to the social and economic development of the Marshall Islands. 

Measures 

             Production and dissemination of policy documents. 

Background 

RMI is heavily dependent on imported fuel for its energy supply. Currently, a gallon of gas costs $3 on island and $5-$7 in the outer islands. Preliminary figures show that power generated from copra oil costs around 40 cents/kWh, while solar electricity costs three times this amount, about $1.20/kWh.  

There is a strong need to re-evaluate current fuel pricing policies and other related regulations in order to provide recommendations for policy development.  

Strategies 

• Policy development and implementation;  
• Education and awareness campaigns; and 
• Information management to assist in policy development. 

Key 

Stakeholders and Partners 

MEC 

SOPAC 

Local Governments 

Private sector 

#

Activity

Public awareness campaigns on: 

−        Energy Efficiency −           Petroleum products safety 

Partners

Ag 

Extension officers 

Timing

Yr 1 for materials 

Yr 2 for dissemination 

Responsibility

Energy Planner 

Outputs/ Measures

Campaign materials such as brochures, radio spots,  

Investigate and develop policy on vehicle taxes/ duties covering fuel consumption and disposal levy 

MoFinance 

Yr 2 

Energy Planner 

Policy recommendation 

Monitor and maintain data on copra oil prices and landed diesel prices, usage statistics and other useful statistics. 

Tobolar 

MEC 

Mobil 

EPPSO 

MoFinance 

Yr 1 Q1 

Energy Planner 

Database of useful statistics, updated 

Develop Fuel Pricing Policy for Majuro and Outer Islands 

Yr 2 

Energy Planner 

Fuel Pricing Policy recommendations to Cabinet 

Review of National Energy Policy 

Yr 3 

Energy Planner 

Revised National Energy Policy  

Objectives 

Have a documented Staff Performance Management System that is used by all staff; 

Personal performance plans and work plans are clearly linked to the Strategic Plan; 

Staff and supervisors have skill and comfort in using the system- in developing plans and in giving and receiving feedback; and 

A recruitment plan that will ensure the Ministry has the required skills and competencies in the future. 

Measures 

 Improved staff satisfaction with performance management system (as distinct from the current PSC evaluation system);  Improved job satisfaction; and  Decreased absenteeism. 

Background 

The Ministry of R & D recognizes that Capacity-building is about improving the skills and competence of Ministry staff, and that it is also about utilizing the current skills more fully through improved work planning and motivation.      

Performance Management is a process by which staff members are able to clarify work objectives and learning is promoted.  Skills are developed to contribute to the broader goals of the organization.  The aim is to create a work environment that enables and supports employees. 

Through explicit processes, negotiation and mutual agreement the organization’s goals are more effectively met and staff members are enabled and involved.  Individual staff members develop skills and knowledge in identified areas.  They are supported in planning for personal and career aspirations. 

In the near future the Ministry needs to recruit and retain staff with professional-level skills in Agriculture, Business, Economics and Trade, HACCP or Food Technology and Resource Management.   

Strategies 

Staff Performance Management System 

• Performance management system that focuses on employee development and 

accountability;

• Development of management skills in coaching, motivating staff, and in managing underperformance; and  
• Improving recognition and reward systems, including salaries, but also the supervisors’ acknowledgement and praise of staff. 

Strategic Recruitment 

• Recruiting people with appropriate skills; 
• Recommending areas for study to the scholarship board and linking scholarships with internships and jobs upon completion of studies; and § Providing internships to undergraduate students. Professional Development 
• Screening for training courses; and 
• Strong commitment to ongoing professional development of staff through overseas attachments, long-term ex-patriate counterparts and formal study. 

Key 

Stakeholders and Partners 

All Ministry staff and management 

Scholarship Board 

CMI, high schools, Ministry of Education 

All regional and international organizations that can assist with Capacity-building 

Activity

Develop guidelines for 

Performance Management and incorporate into policy 

Partners

Timing

Yr 1 Q1 

Responsibility

Secretary 

Outputs/ Measures

Document describing policies and processes 

Develop an Employee Performance Plan for each employee 

Yr 1 Q2 

Each Supervisor 

Plans developed for all employees 

Develop a Personal Development Plan for each employee 

Yr 1 Q2 

Each Supervisor 

Personal Development 

plans developed for all employees 

Link performance to salary increases in HR policy 

PSC 

Yr 2 

Secretary 

Policy linking performance to salary is documented 

Carry out quarterly progress meetings with each employee 

Yr 1 Q2 and Ongoing 

Each Supervisor 

Number of progress and review meetings carried out 

Carry out annual review meetings with each employee 

Yr 1 Q4 and annually 

Each Supervisor 

Review meetings for all employees 

Review Performance 

Management System annually 

Secretary 

System reviewed 

Establish appropriate filing system for personnel files- both hard copy and electronic copy 

Yr 1 Q1 

Chief, 

Administration 

Filing System established and all supervisors trained in using the system 

Establish internship and College 

Work-study program within the Ministry 

CMI 

USP 

Yr 1 Q2 

Chief, 

Administration 

1 College Work-study and 2 Summer Interns per year 

Develop a list of required professional skills for the next 310 years, and arrange for scholarships in these areas 

Scholarship Board 

Yr 1 Q2 

Secretary 

List of professional skills and scholarships arranged 

Visit schools to promote careers with the Ministry of R&D. 

Ministry of 

Education/ 

Schools 

TBD 

TBD 

# school visits and career days 

Actively recruit young people for these scholarships through advertising 

Scholarship Board 

During scholarship cycle 

Secretary 

Young people studying 

the identified professional needs 

Objectives 

Develop and maintain a working strategic plan for the Ministry of R&D, that is accepted by staff and stakeholders; 

Develop and maintain annual program plans and budgets that clearly correspond to the strategic plan; and 

Effectively report against the strategic and annual program plans to key stakeholders, including the requirements for Compact reporting. 

Measures 

             Strategic plan published and signed-off by all staff; 

             Program/ operational plans developed for all activities in the current year; 

    Increased focus and satisfaction of staff (qualitative by staff survey); and      Written program plans that are reviewed and updated annually. 

Background 

Essential to effective operation of any organization is the development of shared goals and objectives, and the development of plans or “roadmaps” to help achieve those objectives.  This document forms one output of the strategic planning process and will be supported by more detailed project and program plans. 

It is necessary for the Ministry of R&D to have an ongoing focus on the planning process, monitoring or progress against plans, and the review of plans. 

Strategies 

• Develop organization-wide skills in strategic and project/ program planning;  
• Regular review of plans; 
• Have consistent management and Ministerial focus upon the achievement of the plan; and 
• Develop skills in performance-based budgeting. 

Key 

Stakeholders and Partners 

US Department of Interior/ JEMFAC (Performance-Based Budget) 

EPPSO

Ministry of Finance (Budget Office) 

Activity

Develop and sign-off on strategic plan 

Partners

Consultant 

Timing

Yr 1 Q1 

Responsibility

Secretary 

Outputs/ Measures

Strategic plan signedoff by all staff and 

Board members 

Review and Sign-off on strategic plan 

Yr 1 Q4 & Annually 

Secretary 

Develop new strategic plan 

Consultant 

Year 3 to 5 

Secretary 

Strategic Plan Document 

Develop and maintain annual work plans 

Yr 1 Q1 

Each Supervisor 

Written plans for each department 

Develop and maintain annual performance-based budget 

Dept.of Interior 

Consultant 

According to budget cycle 

Secretary 

Chief, 

Administration 

Performance-based budget submitted 

Collect baseline data for each of the measures and targets in the strategic plan 

Consultant 

Yr 1 Q1 

Chief, 

Administration 

Baseline measures for appropriate areas 

Review measures and monitoring mechanisms based on availability of data and ease of collection 

Consultant 

Yr 1 Q2 

Secretary 

Revised list of measures 

Collect measures annually 

Consultant 

Annually 

Chief, 

Administration 

Measures collected and recorded 

Report on measures against plan 

Consultant 

Annually 

Chief, 

Administration 

Report on 

achievements against the plan 

Hold weekly department meetings for work planning- every Monday morning 

Weekly 

Each Supervisor 

Weekly work plans and minutes 

Possible 

Issues/ 

Constraints

The effectiveness of this program underlies all of the Ministry’s work and will depend very much on the continued focus from and attention of the Secretary and the Minister, as well as ongoing support to develop staff planning skills. 

As the measures are collected over the first couple of years, they will need to be reviewed as some will be inappropriate or too difficult to quantify. 

Measures 

             Staff satisfaction with information management (by survey) 

Background 

Information management is a core organizational process; that is, a basic function of an organization that allows it to achieve its objectives.  Information and the management of information is an essential part of organizational capacity, along with Human Resources and Planning and Management.  Information management will enable the Ministry and its customers to make informed, information-based decisions. 

The implementation of this strategy will involve establishing basic services such as a library and electronic and hard copy filing systems. 

Information management is the responsibility of all departments and employees. 

Strategies 

• Hold reference material and research to meet future needs in decisions and policy development; 
• Electronic shared file system; 
• Upgrading of computer network; and 
• Catalogued library of hard-copy resources from all sources. 

Key 

Stakeholders and Partners 

Provider of IT services 

Activity 

Partners 

Timing 

Responsibility 

Outputs/ Measures

Computer network in place and functioning 

Upgrade computer network  

Contractor 

Yr 1 Q2 

Chief, 

Administration 

Establish individual email addresses for employees and an internal mail system 

Yr 1 Q2 

Set up protocol for file sharing and a shared electronic file management system 

Yr 1 Q1 

Chief, 

Administration 

File management and document control 

protocol in place and documented 

Set up protocol for hard-copy files, especially for personnel files 

Yr 1 Q1 

Chief, 

Administration 

Create functional hard-copy library 

Yr 1 Q4 

All relevant hard copy publications and 

documents catalogued 

in library