COOK ISLANDS

Te Kaveinga Nui

(Pathway for Sustainable Development in the Cook Islands)

Living the Cook Islands Vision – A 2020 Challenge

National Sustainable Development Plan  (2007- 2010)

FOREWORD

“Te Kaveinga Nui” was developed to guide our national development into the future. It is a pathway that sets out a 15 year visionary framework called ‘Living the Cook Islands Vision – A 2020 Challenge’. The starting point for meeting our long term vision is the National Sustainable Development Plan (NSDP) 2007-2010. While comprehensive, “Te Kaveinga Nui” re-affirms our commitment to our international and regional partners through the World Summit on Sustainable Development (WSSD), Mauritius Declaration, Millennium Development Goals (MDGs), CEDAW, Multilateral Environmental Agreements (MEAs), Pacific Plan, PICTA, PACER amongst other Conventions. This ensures our development efforts are balanced across the three pillars of sustainable development: economic, environment and social growth. 

We are now better positioned not only to oversee the process of national development but, also, provide direction as well as bring greater focus and coordination to our nation building programs. We have emerged from a painful decade of structural and institutional adjustments as a result of national economic reforms.  Moreover, new challenges facing us all have emerged as result of changing socio-economic environment, rapidly increasing globalization, an expanding private sector, resource constraints and declining national population. Government’s reliance on its annual planning process as the basis for national budget allocation was deemed inadequate.

As a consequence of these experiences, government needs to take a long-term view of its development initiatives in order to better plan for these as well as emerging challenges. This would give our people real options to address their needs and dreams.  

“Te Kaveinga Nui” promises to help us move beyond the limits of political intervention. “Te Kaveinga Nui” provides a long-term view of continuously advancing our political status, both in maintaining and strengthening our strong relationship with New Zealand as well as with existing and new relationships. 

Guided by the principles of good governance, it is clear that opportunities exist to achieve our national priorities through more systematic national efforts, complemented by harmonized and coordinated development partners assistance and CROP support. The Cook Islands Government believes that “Te Kaveinga Nui” provide the platform for doing so. As such, I am calling our people to acknowledge their roles and responsibilities as identified in the plan and to help implement it as we move forward in building our nation.

Finally, I wish to acknowledge the kind assistance of our development partners, local communities, institutions, leaders, consultants, advisors and planners who worked tirelessly to produce this plan. 

Kia Manuia

..........................................................................

The Honorable Jim Marurai. MP

PRIME MINISTER

Signed this Wednesday, 24^th day of January 2007

ACKNOWLEDGEMENT

The Office of the Prime Minister in conjunction with the Ministry of Finance and Economic Management gratefully expressed our gratitude to the following institutions and committees who kindly gave valuable assistance during the consultations and compilation of this plan.  

1. House of Ariki and Te Koutu Nui 

2. National Task Force (2003-2004)

3. NSDP Advisory Committee 

4. Project Management Unit (2003-2004)

5. Cook Islands Chamber of Commerce and the Private Sector

6. Cook Islands Association of Non-Government Organizations (CIANGO)

7. Government agencies

8. Local communities, organizations, leaders and experts

9. New Zealand Agency for International Development (NZAID) 

10. United Nations Development Programme (UNDP)

11. Pacific Islands Forum Secretariat (PIFS)

12. South Pacific Regional Environmental Programme (SPREP)

13. Asian Development Bank (ADB)

14. Australia Agency for International Development (AusAID)

15. United Nations Department of Economic and Social Affairs (UNDESA)

This report was prepared by the Central Planning and Policy Office (Office of the Prime Minister) and the Economic Policy Division (Ministry of Finance and Economic Management) Government of the Cook Islands

Parts of this publication may be reproduced or copied without any written authorization from the authors provided acknowledgement is extended to the Government of the Cook Islands.

ACROYNMS

ADB Asian Development Bank AusAID Australia Agency for International Development BPOA Barbados Programme of Action CISNOC Cook Islands Sports and National Olympic Committee CIANGO Cook Islands Association of Non Governmental Organizations CINDC Cook Islands National Disability Council CINCW Cook Islands National Council of Women CIRC Cook Islands Red Cross CROP Council of Regional Organizations of the Pacific DAT Disability Action Team EEZ Exclusive Economic Zone EMCI Emergency Management Cook Islands ERP Economic Reform Programme EU European Union FATF Financial Action Task Force FEMM Forum Economic Ministers Meeting GDP Gross Domestic Product GEF Global Environment Facility ICT Information and Communication Technology IPR Intellectual Property Rights MDG Millennium Development Goals MEAs Multilateral Environmental Agreements NCEA National Certificate of Educational Achievements  NGO Non Governmental Organizations NSDP National Sustainable Development Plan NZAID New Zealand Agency for International Development OECD Organization for Economic Co-operation and Development OPM Office of the Prime Minister NGOs Non Government Organisations PERCA Public Expenditure Review Committee Act PIFS Pacific Islands Forum Secretariat PMU Process Management Unit PSC Public Service Commission SBEC Small Business Enterprise Centre UNDP United Nations Development Programme VAT Value-Added Tax WSSD World Summit on Sustainable Development

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TABLE OF CONTENTS

FOREWORD ............................................................................................................. 2

ACKNOWLEDGEMENTS ......................................................................................... 3 

1. THE COOK ISLANDS .................................................................................... 6 

2. 'TE KAVEINGA NUI' - A VISIONARY FRAMEWORK…………………………

2.1 Introduction…………………………………………………………………………. 

2.2 Our National Vision………………………………………………………………….7

3. LIVING THE COOK ISLANDS VISION – A 2020 CHALLENGE ................... 8 

3.1 Our Strategic Outcomes………………………………………………………………8

3.2 Achieving the Challenge……………………………………………………………...9

4. NATIONAL SUSTAINABLE DEVELOPMENT PLAN (NSDP) 2007-2010 .. 10

4.1 The Objective of the NSDP………………………………………………………….10

4.2 Strategic Goals……………………………………………………………………….10

4.3 A Living and Working Document…………………………………………………...11

5. NSDP STRATEGIC PRIORITY AREAS FOR IMPLEMENTATION ............. 12

5.1 Goal 1………………………………………………………………………………...12

5.2 Goal 2………………………………………………………………………………...22

5.3 Goal 3………………………………………………………………………………...27

5.4 Goal 4………………………………………………………………………………...32

5.5 Goal 5………………………………………………………………………………...37

5.6 Goal 6………………………………………………………………………………...41

5.7 Goal 7………………………………………………………………………………...44

5.8 Goal 8………………………………………………………………………………...48

APPENDIX .............................................................................................................. 51

A. NSDP DEVELOPMENT FRAMEWORK ...................................................... 51

B. NSDP IMPLEMENTATION STRUCTURE.................................................... 56

C. NSDP FORMULATION AND DEVELOPMENT PROCESS.........................57

1. THE COOK ISLANDS

The Cook Islands consists of 15 small islands scattered over 2 million square kilometres of the Pacific Ocean. They lie in the centre of the Polynesian Triangle, flanked by Fiji 2,300 km to the west, Tahiti 1,140 km to the east, Hawaii 4,730 km north and New Zealand 3,010 km southwest.

2. TE KAVEINGA NUI – A VISIONARY FRAMEWORK

2.1 INTRODUCTION

Today, the Cook Islands are at the crossroads as we determine our future direction after forty years of self-government. There are many challenges that we as a nation face. The world in which we live is constantly changing with globalisation and the new challenges that it presents. Our nation must be prepared to face these challenges as we embrace our future while also being mindful of our rich cultural past.  ‘Te Kaveinga Nui’ is the process that will guide our future progress as a nation as we strive for sustainable development.  

Te Kaveinga Nui is likened to a voyage, our voyage towards the future that we as nation desire. To provide directions for this voyage is ‘Living the Cook Islands Vision – A 2020 Challenge’. The directions provided by ‘Living in the Cook Islands

– A 2020 Challenge’ carry the long-term hopes and dreams of our people. In order to realise these hopes and dreams, we must know what we as a nation want to achieve in the long-term and plan diligently the journey that will lead to our future goals.  

To provide the vital starting point on this journey is the National Sustainable Development Plan 2007-2010.  This plan provides the outline of our short to medium term strategic targets, and the strategies that we must take to realise these targets.  By embarking on the ‘Te Kaveinga Nui’ and following the directions of ‘Living the Cook Islands Vision – A 2020 Challenge’ and with the National Sustainable Development Plan to power this voyage, we will reach our National Vision.

2.2 OUR NATIONAL VISION 

The Cook Islands National Vision was created and adopted by the National Retreat Forum at the Rarotongan Beach Resort in 1997, during a time when our nation was facing severe economic difficulties. Whilst our nation has made a significant recovery since then, the vision adopted at the time continues to embody the aspirations of our people. This is the vision that we strive for in the “Te Kaveinga Nui”.

Our National Vision is:

“To enjoy the highest quality of life consistent with the aspirations of our people, and in harmony with our culture and environment.”

“Te oraanga tu rangatira kia tau ki te anoano o te iti tangata, e kia tau ki ta tatou peu Maori e te aotini taporoporoia o te basileia”

 3. LIVING THE COOK ISLANDS VISION – A 2020 CHALLENGE

’Living the Cook Islands Vision – A 2020 Challenge’ is a 15 year visionary framework that provides guidance for the realisation of the long-term hopes and dreams of our people.  It provides the directions that we as a nation must follow on our journey of ‘Te Kaveinga Nui’ to enable us to reach our National Vision. It asserts the strategic outcomes that we hope to accomplish during the process of Te Kaveinga Nui.

3.1 OUR STRATEGIC OUTCOMES

STRATEGIC OUTCOME 1. WELL EDUCATED, HEALTHY AND PRODUCTIVE PEOPLE AND RESILIENT COMMUNITIES

¾    We envisage that by 2020, we will achieve population sustainability with population of no less than 25,000 people. 

¾    We envisage that by 2020, all Cook Islanders will have universal access to quality cost-effective formal and non-formal education.

¾    We envisage that by 2020, all Cook Islanders will have universal access to quality health services.

¾    We envisage that by 2020, the development of the Cook Islands will be led by Cook Islanders.

STRATEGIC OUTCOME 2. A SECURE SOCIETY BUILT ON LAW AND ORDER, AND GOOD GOVERNANCE  

¾    We envisage that by 2020, the 8 principles of ‘good governance’ – participation; rule of law; transparency; responsiveness; consensus orientation; equity and inclusiveness; effectiveness and efficiency; and accountability, will be entrenched at all levels of society.

¾    We envisage that by 2020, we will have a strengthened national justice system that is expeditious and fair.

¾ We envisage that by 2020, our national justice system will be complimented by strengthened national security to adequately deal with national and trans­boundary security issues.

STRATEGIC OUTCOME 3. SUSTAINABLE ECONOMIC GROWTH IN HARMONY WITH OUR SOCIAL VALUES, CULTURE AND ENVIRONMENT

¾    We envisage that by 2020, our largely private sector-led GDP will reach $0.6 billion based on sustainable development principles.

¾    We envisage that by 2020, all islands will have achieved the minimum standards set for basic infrastructure, transport and utilities to support their economic development.

¾    We envisage by 2020, there will be a more equitable distribution of the benefits of economic growth across all islands. 

STRATEGIC OUTCOME 4. RESPONSIBLE AND MATURE FOREIGN RELATIONS WITH NEW ZEALAND AND OTHER REGIONAL AND INTERNATIONAL

COMMUNITIES IN THE INTERESTS OF THE PEOPLE OF THE COOK ISLANDS

¾ We envisage that by 2020, the peoples of the Cook Islands and New Zealand will have a strong commitment towards each other under a Treaty relationship. ¾ We envisage that by 2020, the Cook Islands will be an equal and effective member of the United Nations.

¾    We envisage that by 2020, the Cook Islands will have taken full advantage of its membership of the Pacific community and its international relationships to achieve our sustainable development goals.

STRATEGIC OUTCOME 5. ENHANCED CULTURAL AND ENVIRONMENTAL VALUES

¾    We envisage that by 2020, we will have increased respect for our Cook Islands Maori culture and traditions and be responsive to the importance of essential cultural knowledge in both nation building and cultural development.

¾    We envisage that by 2020, we will have a firm respect for our natural environment through increased conservation efforts that are consistent with the principles of sustainable development ensuring the protection of our natural environment for future generations.

3.2 ACHIEVING THE CHALLENGE

The strategic outcomes of ‘Living the Cook Islands Vision – A 2020 Challenge’ highlight the need to address our human resource development needs, the improvement of social sector with particular attention to health and education services; enhancing law and order and good governance; strengthening our national economy; developing effective foreign affairs; while at the same time supporting our cultural values and ensuring that future generations have the opportunity to enjoy our natural environment. We must therefore develop strategies and strategic targets that endeavour to meet the strategic outcomes of ‘Living in the Cook Islands Vision – A 2020 Challenge’.  This is our focus in planning our short to medium term strategies and strategic targets in the National Sustainable Development Plan 2007-2010.

4. NATIONAL SUSTAINABLE DEVELOPMENT PLAN (NSDP) 2007-2010

The NSDP 2007-2010 is a four-year strategic framework for achieving our strategic outcomes in ‘Living the Cook Islands Vision – A 2020 Challenge’ and paves the way to realising our National Vision. This is the first leg of our ‘Te Kaveinga Nui’ journey.

4.1 THE OBJECTIVE OF THE NSDP

To build a sustainable future that meets our economic and social needs without compromising prudent economic management, environmental integrity, social stability, and our Cook Islands Maori culture, and the needs of future generations. 

4.2 STRATEGIC GOALS

To achieve the NSDP objective, eight (8) strategic goals are identified below. 

Strategic Goal 1

Equal opportunities for education, health, and other social services towards maintaining an inclusive, vibrant, resilient and productive society in harmony with our culture (Strategic Outcomes 1 &5)

Strategic Goal 2

A society built on law and order and good governance at all levels (Strategic Outcomes 2 & 3)

Strategic Goal 3

Innovative and well-managed private sector-led economy (Strategic Outcomes 1 & 3)

Strategic Goal 4

Sustainable use and management of our environment and natural resources

(Strategic Outcomes 1 & 5)

Strategic Goal 5

A strong basic infrastructure base to support national development (Strategic Outcomes 1 & 3)

Strategic Goal 6

A safe, secure and resilient community (Strategic Outcomes 1, 2, 3 & 5)

Strategic Goal 7

A foreign affairs policy that meets the needs and aspirations of the Cook Islands people (Strategic Outcomes 4,1,2,3 & 5)

Strategic Goal 8

Strengthened National Coordination and Institutional Support Systems for Development Planning, Evaluation and Monitoring (Strategic Outcomes 1, 2, 3, 4 & 5)

4.3 NSDP 2007-2010: A Living and Working Document

To address each strategic goal, a number of strategies are identified.  Furthermore, in the absence of sector plans, corporate plans and or baseline information, limited planning capacity at the sectoral level, and in the presence of resource constraints, effort has been made to at least identify strategic initiatives, specific activities and or targets that could be achieved by 2010 against each strategy.  It must be noted that the strategies, specific activities and or targets in the NSDP 2007-2010 have yet to be cost and prioritised.  It is hoped that this first leg of our ‘Te Kaveinga Nui’ journey will lay the foundation to subsequent National Sustainable Development Plans and that the shortcomings in this present NSDP will be addressed as we progress.  The NSDP 2007-2010 is therefore a living and working document; it is the start towards better planning the future of our nation.

5. NSDP STRATEGIC PRIORITY AREAS FOR IMPLEMENTATION

5.1 GOAL 1: EQUAL OPPORTUNITIES FOR EDUCATION, HEALTH, OTHER SOCIAL SERVICES AND CULTURAL VALUES TOWARDS MAINTAINING AN INCLUSIVE, VIBRANT, RESILIENT AND PRODUCTIVE SOCIETY

Performance Overview and Strategic Outlook

Cook Islanders hold New Zealand citizenship and therefore have unrestricted migratory access to both New Zealand and Australia. This has resulted in high levels of out-migration from the Cook Islands to these destinations.  This is particularly apparent in the outer islands where social and economic fabrics have been severely affected since 1995.  Continuing depopulation is possibly the biggest threat to the long-term sustainable development of the Cook Islands. 

The large Cook Islands population residing in New Zealand, and elsewhere, and their strong family ties back in the Cook Islands, could provide a solid foundation for building stronger economic partnerships between local and ‘expatriate’ Cook Islanders. However, the free movement of skilled and unskilled labour, together with a net migration of outer islanders to Rarotonga, poses particular challenges for both national and outer islands development.  

This highlights the need to consider policies that will provide incentives for families to remain in the country or to encourage return migration. Although Government plays a fundamental role in creating the environment that will encourage population retention and return migration, it is imperative that society as a whole must work together to ensure the population sustainability of the Cook Islands.  At the heart of efforts to enhance the Cook Islands population and human resource development needs, is the necessity to target improvements in the social sector.  

Education remains a key focus of Government’s commitment to the long-term development of the Cook Islands.  Government’s commitment to education is demonstrated in the annual budgetary increases since 1995 to all schools including private schools. The NSDP recognises that efforts towards quality education must be enhanced through the strengthening of the education system throughout the entire Cook Islands to produce not only equal educational opportunities for all Cook Islanders but also a well­educated people. 

Enhancing education in the Cook Islands is not merely confined to those at school age or formal education.  The Cook Islands Human Resource Development Strategy is focused on increasing the basic trade and foundational skills of all people in the Cook Islands. This will eventuate through improving the quality and accreditation of non-formal education services targeting the vocational and technical training needs of the country. 

A strong health sector is central to the development of our human resources.  Government recognises that the entire Cook Islands health system requires strengthening and service delivery improved significantly in order that Cook Islanders receive quality health services. Also playing a pivotal role in addressing the health concerns of the nation are the Non-Government Organisations dedicated to improving the well-being of all our people and also those who target the vulnerable in society.  Achievement of our strategic targets in health requires the cooperation between the Ministry of Health and related Government agencies; NGOs that target health needs and our people as a whole.  

Enhancing our development efforts also means that intervention programmes focusing on other social services such as labour and consumer programmes, gender equality-related activities, vulnerable communities (disabled, destitute & infirm, migrant workers, children and families at risk, unemployed, elderly, and women) and censorship will be intensified with the setting of new policies, programmes and benchmarks. 

Government recognises the development of young people as a vital area for strategic consideration and action. 

The Cook Islands will host the Mini South Pacific Games in 2009 and other international sporting fixtures. These events provide valuable opportunities to not only upgrade local sporting facilities but also to ensure that local communities actively participate in sports with a view towards attaining healthy lifestyles.  

The protection, preservation and promotion of our cultural resources, language, traditional values, knowledge and practices are important to us as Cook Islanders.  These are essential in maintaining our identity as Maori and Cook Islands people as well enhance the value of our cultural heritage through other key development sectors such as tourism.

CHALLENGES: 

Continuing decline in the national population especially in the outer islands.

Need to improve educational outcomes (e.g. literacy, numeracy, upper secondary retention and achievement).

Labour and work skills shortages.

Systematic approach towards recruitment and treatment of foreign workers.

Increase in unit cost of basic social and health services delivery.

Risks of lower quality delivery of basic social and health services.

Limited access to quality health services for women and young adults.

Increasing number of people affected by non­communicable diseases.

Low representation of women in politics, high level decision making positions, policymaking and other leadership roles.

Marginalisation of people with disabilities, their families and caregivers.

Source: Ministry of Health, Cook Islands MDG Report 2005, Cook Islands Government Census 2001, Ministry of Cultural Development, Cook Islands Sports National Olympic Committee, Police, Justice, Public Service Commission, Ministry Of Education,

Low priority situation on youth, children and their families that may be at risk resulting from socio-economic deprivation.

 Inadequate consumer protection.

Limited Government support in terms of allocating adequate funding and resources for intervention programmes currently delivered by respective NGOs. 

Limited welfare services.

Welfare support not aligned with the increasing cost of living.

Increasing numbers of non-communicable diseases.

Low recognition of the role and participation of youth in development.

Lack of recognition of sport as an industry, which enhances opportunities for employment, education, tourism and basic human health.

Protection, preservation and promotion of our Maori language, traditional and cultural heritage.  

Establishing our culture as a key development area.

Legislate, implement and managing robust IPR and research policies.

5.2 GOAL 2: A SOCIETY BUILT ON LAW AND ORDER AND GOOD GOVERNANCE AT ALL LEVELS 

Performance Overview and Strategic Outlook

Our environment and the circumstances that we face as a nation have changed significantly since self-government in 1965.  Political reform is now necessary and must be based on the current representative needs of communities around the nation.  In this NSDP, the need to strengthen the Cook Islands parliamentary processes to improve legislative action and oversight is highlighted. In recent times, frequent changes in the number of Governments per electoral period have reduced the confidence of our people and possibly foreign investors in our governing systems. Strengthening of policies and capacities related to the fostering of political and leadership integrity in Parliament and the senior management level of the public service is a priority.

The 1996 Economic Reform Program underlined the need for public sector reform.  Once, again, our existing structures are inadequate to meet the demands of our constantly changing environment.  The structure of the public service requires review to ensure accountability and performance to maintain the confidence of the community in the machinery of government.  With the help of our development partners, concerns relating to the delivery of service provided by the public sector will be addressed to ensure that the community receives ‘value for money’ for their investment in the public service. 

It is also essential that Government, through a strong Central Agencies Committee and PERCA, ensure that its policies and decisions are successfully implemented and comply with the Constitution and the rule of law, and where necessary, introduce legislation to implement such policies.

Good governance in the outer islands provides some challenges.  Limited economic opportunities have restricted the achievement of equitable development in the outer islands.  Services on the outer islands are for the most part administered by an Outer Island Administration, which runs parallel with the elected Island Councils or ‘Konitara’. This situation has resulted in the lack of coordination between the various administrative arms of government. The effects of political influence, policy inconsistency, poor parliamentary oversight and other related factors have further compounded the challenges faced by the outer islands. This highlights the need to streamline local government structures such as Island Councils and Islands Administrations, including also the Vaka Councils on Rarotonga to reflect ongoing commitment to delivery of essential services to local communities and revitalisation of local island economies. 

The Cook Islands Police Department implementation of the recent police review recommendations is aimed at further strengthening our community, national and international policing programmes. The implementation of national programmes is required for increasing the effectiveness of the judicial system and the Cook Islands Police Force to address increasing transnational crimes, petty crime, white collar crimes, drug related crimes and e-crimes within the Cook Islands.

Our efforts and initiatives in strengthening national law and order and good governance programmes must be integrated with international structures for increasing the integrity of the law and order and judicial systems and governance institutions.

CHALLENGES: 

Regular changes in the number of Governments per electoral period.

Weaknesses in compliance with good governance principles and commitments, including the Forum 8 Principles of Accountability.

Poor delivery of certain public services.

Agencies and governing institutions involved in outer island administration lack coordination.

Weak provision of public services to, and in, the outer islands.

Accountability and transparency in public financial management need to be strengthened.

The judicial system and the Cook Islands Police Department need to be strengthened to address increasing crime rate.

5.3 GOAL 3: INNOVATIVE AND WELL MANAGED PRIVATE SECTOR LED ECONOMY 

Performance Overview and Strategic Outlook

Over the seventeen years to 2005, the economy has grown at an average rate of 3.6% per year.  There have been three distinct phases during this period.

Between 1988 and 1994 economic growth averaged 5.5% per year.  While growth partly reflected strong increases in visitor arrivals, it was also fuelled by unsustainable growth in government spending.

Between 1994 and 1998, the economy contracted by an average 1.7% per year.  The economy went into recession in 1995 and a package of economic reforms was instituted commencing in 1996.

From 1998 to 2005 the economy grew by 5.1% per year.  After very strong growth in 2000 reflecting a period of catch-up following the recession, the economy has now returned to more sustainable growth rates.

The Cook Islands has one of the better performing private sector led economies in the region following the implementation of the 1996 Economic Reform Programme (ERP). The economy is, however, based on very few industries and is highly susceptible to external forces. The Cook Islands has limited scope to expand or diversify its economic base although there may be potential for deep-sea mining of manganese nodules. 

It is essential that the policy framework for private sector led economic growth is enhanced to meet the Government’s goal of economic growth averaging at least 3.5% per year over the medium and long term in order to double GDP (to NZD 0.6 Billion) by 2020. It is generally recognised that for the economy to continue to grow, private sector-led development must be strengthened with the Government providing a favorable macroeconomic environment, critical physical and social infrastructure, institutional and political stability while maintaining law and order.

In addition to maintaining prudent fiscal management of the economy and public sector spending, Government must continue to provide consistent and effective support to allow the private sector to continue to lead the economy into the future.  The benefits of economic growth must be distributed more fairly amongst all sectors of the community.  As a matter of priority, Government will encourage the revitalization of each individual island’s economy in promoting equity to ensure that all sectors of the community benefit from economic development.

The economy is based primarily on the tourism industry, which generates receipts of about 40 percent of gross domestic product (GDP), or around $120 million annually. Tourism also contributes significantly to a number of other industries including retail trade, agricultural production for the domestic market and construction activity.  The other major export industries are offshore financial services, the offshore tuna fisheries and the black pearl industry, with the latter two together generating about 5 percent of GDP annually.

The Cook Islands Tourism Master Plan will form the platform for strategic tourism development over the next decade. Emphasis will also be placed on strengthening tourism infrastructural support and to ensure that sustainable tourism development is integrated with other sectors.   

The Chamber of Commerce has been supportive of the development and implementation of a Private Sector Development Strategy. This framework will guide future structural changes in private sector and Government contributions to national development as well as increase productivity.  

Government will continue to assist the Development Investment Board (DIB) in improving the management and monitoring of foreign enterprises. DIB will also identify particular growth areas for trade, development and investment within and outside of the Cook Islands. The Cook Islands Investment Corporation (CIIC) will continue to promote the efficient, profitable and professional management of Crown assets and Statutory Corporations and give due consideration to government’s social responsibility policy.

The Cook Islands is a signatory to the Pacific Islands Trade Agreement (PICTA) and the Pacific Agreement on Closer Economic Relations (PACER). These regional agreements, while offering opportunities for market expansion, may cause further erosion of traditional export markets and reduced competitiveness for domestic industries engaged in import substitution if the Cook Islands fail to strengthen its economic competitiveness. 

In 2000, the Cook Islands joined with the members of the African Caribbean Pacific (ACP) region in signing the Cotonou Agreement with the European Union (EU). The Cotonou Agreement provides for the negotiation of new trading arrangements in the form of Economic Partnership Agreements between the ACP region and the EU. These new trading arrangements, which will span 20 years, will come into force in January 2008. The Cook Islands is participating actively in these negotiations to ensure that benefits are secured for the country.  

An Offshore Industry Committee (OIC) was set up by Government in March 2006 consisting of members from both the private and public sectors to provide policy advice with regards to growing the offshore financial services industry.  OIC will continue to provide this advice in developing a forward-looking strategy promoting sustainable growth in the Cook Islands jurisdiction.  

The Financial Services Commission (FSC) and Financial Investigations Unit (FIU) will continue to provide regulatory and monitoring support to the financial sector consistent with Financial Stability Forum (FSF), Organization for Economic Co-operation and Development (OECD), Financial Action Task Force (FATF) and other relevant international and regional laws and commitments.

Government will also ensure an appropriate policy framework to address expected future labour requirements, especially those needed to support new economic growth in technical and specialised areas.  This is covered in more detail under goal 1 (education and health).

CHALLENGES:

Limited population base and increasing reliance on foreign workers.

Limited skilled workers in technical and specialised fields.

Inefficient public investment programs.

Increased demand of limited infrastructure services.

Heavy reliance on tourism sector.

Limited natural resources for developing competitive export options.

Limited competition in some sectors.

Need to review current and future economic settings.

Limited access to entrepreneurial financing mechanisms.

Small domestic market where purchasing power is low.

Expensive transport and communication services such as telephone and internet services.

Costly and or unreliable utility services.

Land tenure problems.

High Cost operating environment. 

5.4 GOAL 4: SUSTAINABLE USE AND MANAGEMENT OF OUR ENVIRONMENT AND NATURAL RESOURCES 

Performance Overview and Strategic Outlook

The Cook Islands natural environment provides the foundation for the long-term economic and social well being of our nation. Tourism as the Cook Islands key industry is reliant upon the attractive natural environment of the islands. Other industries such as agriculture, pearl and fisheries are also directly dependent on a healthy ecosystem.   

Whilst the growth in tourism has been strong, other industries have suffered.  The pearl industry was valued at $18 million prior to 2002. Currently its value has declined to about $2-3 million annually.  This decline is due to increases in international supply and more significantly to the declining worth of Cook Island pearls caused by poor water quality in pearl farming areas. 

The offshore tuna fishing industry is influenced by the health of the regional tuna stock as well as migration of tuna through the Cook Islands EEZ.  Success in this industry is also to great extent, subject to the effects of climate change and associated El Nino and La Nina weather patterns.

The agriculture sector has been struggling over the last decade to regain its position as a key economic driver. The potential for agricultural development to expand has been restricted due to, amongst other things, limited agricultural land availability especially on Rarotonga, limited market access, the high costs of fuel for local production combined with high shipping costs and competition from international producers. Nevertheless, there is potential for the revival of agriculture as the economic driver of the outer islands in the Southern Group where agricultural land is currently underutilised. The Government will continue to concentrate on developing niche markets for viable crops and commodities for domestic use; import substitution; and/or export; as well as strengthen biosecurity policies and control structures.

To achieve the desired growth in tourism, and other industries reliant on the environment and natural resources, the people of the Cook Islands need explore ways in which resources can be sustainably utilised, while respecting communal rights, the rights of traditional landowners, and maintaining biodiversity and environmental quality. 

Traditional land tenure systems differ from island to island; hence this must be considered in the use and management of natural resources. An island specific management approach will be essential if the desired outcomes of economic development and resource conservation are to be achieved.  The National Environment Strategic Framework (NESAF) will continue to be the leading framework for management of the Cook Islands natural environment.

To ensure sustainability of the Cook Islands natural environment, the issue of waste disposal requires urgent redress.  The Cook Islands needs to strengthen its waste strategies to support waste-related programmes nationwide including operations of new landfills and recycling centers on Aitutaki and Rarotonga.

Water is a vital natural resource.  Ensuring the supply and quality of water requires the overall upgrading and management of networks, holding capacities and intakes.  Additionally, the Water Works Department is currently developing the Water Safety Plan, and participating in regional programmes such as the Water Demand Management as part of institutional strengthening programmes. The establishment of a national authority to improve the management of public water resources and networks requires consideration.

Overall, the national economy and the well-being of current and future generations cannot be assured without adopting a balanced approach to economic and social development, and environmental management, involving all stakeholders.

CHALLENGES:

Declining yields and profits of offshore tuna fisheries and the pearl industries.

High cost restricting the economic development of marine opportunities on outer islands.

Community acceptance and support for the need for resource management.

Increasing value-added products from local fisheries and marine resources.

Unsustainable pearl industry structures. 

Lack of an inshore fishery development structures.

Reduced land availability on Rarotonga and lack of agricultural infrastructure in the outer islands to improve agricultural production levels.

Increased reliance on agricultural imports as agricultural and livestock production levels decline nationwide.

Limited promotion of conservation of biodiversity and natural resources on all islands.

Weak land use policies.

Increased risk of introduction and establishment of foreign plant and animal pests and diseases.

Lack of coordinated inter-sectoral management of natural resources and environmental programmes.

Impact of waste and man-made pollutants on the environment.

Weak structural and organisational capacities and capabilities amongst key agencies managing our natural resources.

Resource services and availability constraints such as water, construction aggregates, etc.

5.5 GOAL 5: A STRONG BASIC INFRASTRUCTURE BASE TO SUPPORT NATIONAL DEVELOPMENT

Performance Overview and Strategic Outlook

The Cook Islands because of its scattered population distributed across sparsely located islands presents challenges for infrastructure development.  In addition, the management of infrastructure in the Cook Islands is spread across various levels of government agencies.  In January 2007, the Cook Islands 20-year Preventive Infrastructure Master Plan (IMP) was launched.  The IMP provides the framework that will guide infrastructure development in the Cook Islands.  Infrastructural developments targeted in the IMP include improvements to roads, airports and harbours, air and shipping services, energy, ICT and waste disposal.

The development of infrastructure as specified by the IMP is a significant investment by Government and development partners towards improving the livelihoods of the Cook Islands people.  Government acknowledges that such an investment requires effective management structures to ensure its sustainability.  Effective management will guarantee budgeting for future maintenance costs and also climate-proofing infrastructure as a safeguard against the impact of weather related phenomenons. It is also important that infrastructure developments are accessible to both able-bodied and disabled people.

Although Government plays a fundamental role in infrastructure development, it also needs to work in partnership with the private sector.  The adoption of a Public-Private Partnership (PPP) approach to the development of land, air and sea transportation infrastructure and services is important to the long-term sustainability of key economic sectors and outer islands communities.

The Cook Islands will continue to strengthen its aviation, shipping and ports, to ensure that these meet the necessary safety and security obligations, as mandated by international and regional Conventions. Government will reconsider its policies regarding intervention in the transportation sector especially in the outer islands as a measure of revitalizing island economies. 

Several cyclone damaged harbours and airports have been prioritised for reconstruction and upgrade. In addition, the construction of cyclone shelters on atolls in the Northern Group islands is also a key priority for Government.

The Cook Islands will seek to become one of the most advanced ICT connected islands communities in the Pacific. Government will provide support to the private sector in expanding ICT-related business products and support services. The e-Government initiative will drive some of these changes through capacity building, efficient delivery and lowering of unit costs of much needed public services to the outer islands.

The increasing costs of fossil fuel and risks of future supply and storage capacity problems affecting the economy, continues to warrant Government’s serious consideration. At the same time, these issues highlight the need to examine renewable energy alternatives and the need for investment in renewable energy infrastructure.

The efforts in infrastructure development will ensure that the nation has the basic infrastructure required for social and economic progress as well as minimising the effects of both man-made and natural disasters on our environment.  

CHALLENGES: 

Deteriorating infrastructure, including public buildings, roads, airports and harbours.

Reliance on imported fossil fuel.

Increasing prices of fossil fuel, identifying economically viable renewable energy options and decreasing consumption of non-renewable energy.

Limited access to cost effective ICT services.

Heavily subsidised costs of ICT infrastructure and services in the outer islands.

Weak institutional arrangements for cross-sectoral management of infrastructure programmes.

Better provision of safe, efficient and affordable land, air and sea transport services and infrastructure on all islands.

Lack of Government incentive to support the transportation sector in rebuilding economies on outer islands.

5.6 GOAL 6: A SAFE, SECURE AND RESILIENT COMMUNITY

Performance Overview and Strategic Outlook

The Cook Islands is highly vulnerable to natural disasters. Recent years have seen an increase in both intensity and frequency of extreme climatic events. In 2005, five cyclones in a span of two months caused over $10 million worth of damages.  Such incidences, no doubt, undermine the country’s resilience to natural disasters.  In addition, man-made hazards/risks poses considerable threat to the country.  The Cook Islands require sound and effective preparedness, and strategies to mitigate as well as respond to both natural and man-made threats. 

Establishing effective national disaster preparedness, awareness and response systems to enhance resilience to natural and man-made disasters is paramount. There is also increasing concerns about the introduction of pests and diseases including the possible occurrence of pandemics. An all hazards approach to national disasters requires advocacy to minimise and manage residual risk to guarantee rapid recovery.

National Disaster Risk Reduction and Disaster Management plan, policies and legislation have been adopted to provide support to Emergency Management Cook Islands (EMCI) programmes in collaboration with other relevant stakeholders.  These collaborative efforts require strengthening to ensure their success.

To prepare and mitigate against the impact of cyclones, the Government is committed to constructing community cyclone shelters in the outer islands, particularly on Pukapuka, Nassau, Palmerston, Rakahanga and Penrhyn. 

In further enhancing the safety of the Cook Islands, priorities for national security have shifted focus from traditional policing programmes to a more managed integrated approach necessitated by the events surrounding September 11, 2001. The Cook Islands border security management has been upgraded and improvement is continuing under the framework of the Combined Law Agencies Group concept.    

Airport security systems have also been upgraded and continue to be enhanced with X-ray machines and iron scans for baggage security installed and other necessary measures implemented.  The Cook Islands immigration service is in the process of installing a computerised border management system at our international ports with assistance from AusAID and NZAID.

EEZ surveillance and management by the Police Maritime Surveillance Centre is far from adequate. Problems are still being experienced in high operational costs, logistical difficulties and lack of funding.  This is another area that requires further improvement.

Drug transshipment is a major concern and capacities in dealing with random checks at Cook Islands international ports of call are currently inadequate. Capacity building in this area and other drug detection measures are required.  

The cooperation of the Cook Islands community as a whole is required to ensure that the Cook Islands is a safe, secure and resilient nation.

CHALLENGES:

Resourcing and strengthening the national institutional capacity for coordinated disaster risk management.

Weak disaster management structures.

Little financial control on disaster response and rehabilitation.

Absence of resources to improve collaboration between law and border enforcement agencies and processes.

Lack of institutional capacity to respond and manage health related disasters such as pandemics.

GOAL 7: A FOREIGN AFFAIRS POLICY THAT MEETS THE NEEDS AND ASPIRATIONS OF THE COOK

ISLANDS PEOPLE

Performance Overview and Strategic Outlook

Over the past 10 years the Cook Islands has continued to grow and mature in terms of statehood. In 2001, the Governments of the Cook Islands and New Zealand clarified their responsibilities to each other through the adoption of a Joint Centenary Declaration on the principles of their relationship. In turn, this declaration provided for the development and expansion of the Cook Islands foreign policy. The Cook Islands will endeavor to further strengthen its relationship with New Zealand through seeking a permanent Treaty relationship between the peoples of the Cook Islands and New Zealand.

The Cook Islands continues to manage full diplomatic missions with New Zealand and Consulate offices with France, European Union, UK and Germany. A network of honorary representatives has also been established in countries of economic and geographical importance to the Cook Islands.

To ensure that the Cook Islands continue to gain benefits from its interaction with the international community, it is imperative that the Ministry of Foreign Affairs has the capacity to service, provide guidance and leadership to all stakeholders in terms of our bilateral and multi-lateral relationships. 

The Ministry of Foreign Affairs and Immigration regularly interacts with donors from New Zealand, Australia, China, Europe and the European Union as well as institutions such as the ADB, World Bank, United Nations and regional organisations. 

In enhancing the relationships that the Cook Islands maintains regionally and internationally, it has adopted a focused approach to its development initiatives that are consistent with various international commitments, including the Millennium Declaration, WSSD and various regional obligations endorsed by the South Pacific Forum leaders.  

Government recognises that the support it receives from development partners and the Council of Regional Organizations in the Pacific (CROP) should be harmonised with national development objectives to better target areas requiring assistance and that aid is effectively coordinated and efficiently managed to maximize benefits.

The Cook Islands Government acknowledges that as a member of the South Pacific Forum, its national priorities need to be aligned with the Pacific Plan for Regional Cooperation and Integration.  It is therefore supportive of sustaining a national monitoring and reporting mechanism for regional agencies programmes for increased regional cooperation and collaboration under the auspices of the South Pacific Forum and the Pacific Plan.

The Aid Management Strategy will consider increases in targeted national capacity development programmes and focus on the reduction of transaction costs in developing, monitoring and reporting of development partner funds and funded projects to the Cook Islands.

To achieve a foreign affairs policy that meets the needs and aspirations of the Cook Islands people, all stakeholders must be involved. The cooperation between Government, the private sector, development partners and the community as a whole is essential.

Challenges:

Continued positive interaction with the international community.

Developing and maintaining the Cook Islands international identity.

The establishment of strategic and economic relationships with bilateral and international partners in the interest of the Cook Islands.

Proactive interaction and more effective engagement with CROP agencies.

Proactive interaction with international organisations and bilateral governments in the promotion of international policies conducive to the continued development of the Cook Islands.

The maintenance and strengthening of existing and future international relationships.

5.8 GOAL 8: STRENGTHENED NATIONAL COORDINATION AND INSTITUTIONAL SUPPORT SYSTEMS FOR

DEVELOPMENT PLANNING, MONITORING AND EVALUATION

Performance Overview and Strategic Outlook

Since the 1996 economic reform process (ERP), the Cook Islands government has not had a central planning office. In the absence of robust national, sectoral and cross-sectoral planning capacities since 1996, the process for national planning revolves around the annual budget process.  A key deficiency of this process is the concentration of budgetary allocations on annual work programmes without serious regard to a national medium-term strategy, which should guide the annual budget process.   Individual Government ministries and agencies were therefore planning on an ad hoc basis with very little effective coordination, sharing of information and long-term stewardship.

The Government acknowledges the importance of developing a national medium and long-term strategic plan to guide the development of the Cook Islands.  Furthermore, Government recognises the importance of aligning its national development planning efforts with the key guiding principles articulated by its various international and regional commitments.  The establishment of the ‘Te Kaveinga Nui’ process and in particular the National Sustainable Development Plan 2007-2010, provides the means of addressing both the medium and long-term direction of the Cook Islands and incorporating the country’s regional and international commitments into its national development planning efforts. 

The Office of the Prime Minister is mandated to establish the Central Planning and Policy Division to coordinate national development activities.  It is therefore crucial that this Division receives adequate technical assistance, training and resources to provide policy, planning, assessment, monitoring and evaluation support to all of Government, Non-Government Organisations and the private sector.

The country is disadvantaged by limited capacity, both at individual level as well as organisational /institutional level, to deal with the complex issues that require cross-sectoral and interdisciplinary developmental approaches.  There is concern regarding limited capacity in the use of expert systems and technical tools such as Geographical Information System (GIS) for planning purposes. Government needs to strengthen local capacity in using expert systems and technical tools to support planning, policy formulation and decision-making activities. 

Limited availability of quality information further compounds the difficulties faced in identifying appropriate responses needed to address the country’s development goals.  An effective information system will underpin robust, evidence-based, decision-making. It will also facilitate the provision of information for performance monitoring, evaluation and reporting. Difficulties in universally accessing quality data from core government departments are exacerbated by limited computer databases, functional local area networks and skills in developing these systems.  Moreover, there are areas where biogeophysical and socioeconomic data is deficient due to weak collation mechanisms, standards and the lack of proper guidelines. Poor linkages between the Cook Islands

Statistics Office and key social, economic and infrastructure sectors highlights the need for better networking of computer systems, consistent data collation methodologies and processes.

Appendices A1, A2, B and C further highlight in detail priority areas requiring attention in terms of the NSDP development, implementation, and other support activities. 

CHALLENGES:

No Central Planning Office to coordinate national development planning activities.

Weak institutional arrangements and capacities for sectoral and national policy, planning development and coordination. 

Lack of quantitative, sectoral, and gender based baseline data. 

Weak information networking systems and data collation, management programmes.

Lack of robust data systems.

Methodologies and processes for sectoral data collation lack National Statistics Office clearance.

Lack of financial support to sustain the delivery of supportive programs implemented by community based agencies. 

APPENDIX

A. NSDP DEVELOPMENT FRAMEWORK

It is imperative that the process whereby the current and future National Sustainable Development Plans are formulated, implemented and monitored is adequately addressed and supported.  Central to this process is consultation and cooperation to foster understanding of the procedures undertaken between and amongst all stakeholders to ensure successful formulation, implementation and monitoring of this and subsequent NSDPs. The following sections in addition to the PMU Reports such as

“Process for the NSDP”, “Plan for the NSDP” and “Considerations for the NSDP”

highlight issues which are crucial in the development process and support mechanisms of the NSDP.

A.1 NSDP DEVELOPMENT AND IMPLEMENTATION PROCESS

PREPARATIONS

This NSDP sets the blueprint for sustainable development in the Cook Islands for the period 2007 - 2010. The process was initiated in August 2003 with the mandate for its inception provided via a National Forum in November 2003. In January 2007, a National Forum endorsed the draft NSDP with implementation initiated thereafter.

Preparation for the NSDP 2011 – 2015 will commence on January 2009, with final endorsement expected before December 2010, again via a National Forum coinciding and guiding the government budget preparation processes of 2011. 

FORMULATION and DRAFTING

Formulation and drafting of the NSDP 2007-2010 involved many community wide consultative processes.

The Central Planning and Policy Office of the Office of the Prime Minister (OPM) is responsible for the drafting of this and subsequent NSDPs. The NSDP Advisory Committee has and will continue to provide advice and guidance to the drafting team. 

Technical assistance from CROP agencies, donor and development partners were also forthcoming to the OPM during the drafting process.

IMPLEMENTATION

The OPM Central Planning and Policy Division will develop a Plan of Action for coordinating and monitoring the implementation of the NSDP. A critical component of the implementation of the NSDP is that all other sectoral and Government agencies planning must be aligned to the NSDP strategies. 

Furthermore, the NSDP must also be aligned with the nation’s regional and international commitments such as the Millennium Development Goals, Mauritius Strategy, Pacific Plan, etc. These international obligations also play an important role in the development of the Cook Islands. In the same way, it is vital that the NSDP strategies as national priorities are reflected and supported through these regional and international policy instruments.

MONITORING AND EVALUATION

To gauge the success of the NSDP an effective monitoring and evaluation framework will be developed.  A current challenge in this NSDP is the lack of adequate quantifiable targets and indicators due to the lack of available and accessible baseline data.  While some the NSDP contains some measurable targets and indicators, which will be used to determine achievements, again these require further scrutiny and testing due to lack of baseline data for support.  This highlights deficiencies across the whole of Government in relation to the collation, analysis, storage and accessibility of essential data required for planning processes.  Capacity building in this area is essential.  

Despite these misgivings, the Central Planning and Policy Office will strive to improve key national and sectoral indicators and ensure that these are relevant and useful to all stakeholders. Other monitoring mechanisms include the Government Annual Budgetary Appropriations process and report, MFEM economic reports and Statistics Cook Islands bulletin reports. The information obtained from National Census and Household Expenditure Survey will also be utilised in the evaluation and assessment process of the NSDP. Moreover, as Sectoral plans are developed these will be adopted as monitoring tools.

A mid-term review of the NSDP 2007-2010 is to be conducted at the end of two years to monitor progress. This first mid-term review is therefore set for January 2009.

Due to alignment of the NSDP to the Cook Islands regional and international commitments, monitoring and evaluation of the NSDP will provide essential data of the progress made by the country to external obligations of which the Cook Islands is a signatory of (e.g. the Millennium Development Goals and the Pacific Plan).

REPORTING

Reporting of the progress of implementation of the NSDP will be noted via the following national reporting processes.

ƒ National Budget Policy Statementƒ Government Annual Budgetary Appropriations ƒ MFEM Economic Reports – Annual/Half Year  ƒ Government Ministries and State Owned Enterprises Annual Reports ƒ Statistics Cook Islands – quarterly bulletin reports  ƒ Parliamentary reports ƒ National, sectoral and community reports and forums. ƒ National reports to regional and international Conventions

A.2 NSDP SUPPORT MECHANISMS

Policy Framework

The formulation of the NSDP is supported by the MFEM Act 1995-96 and the Cook Islands commitments to international conventions such as 1992 WSSD Convention. At present there is no national sustainable development legislative framework in place to support the NSDP.  In addition, there are presently, major gaps in terms of supporting policies and planning capacities at the national, sectoral and community levels.  It is imperative that policy, planning and legislative support is reviewed and/or developed for the achievement of the NSDP.

Currently, each government agency prepares an annual business plan, which is then used as the basis for a national budget submission and funding allocation.  The intention under the NSDP is for coordinating agencies to develop medium term corporate plans and to ensure the alignment of these plans to sector strategies and to the NSDP. 

In developing appropriate strategies for various sectors, the NSDP provides sufficient direction to ensure alignment and consistency with national guiding principles and regional and international commitments made by the Cook Islands Government without being overly prescriptive.

Finance/Budget Allocation

The national budget together with developing partners will fund the development initiatives of the NSDP.   The following are some of the funding sources of the NSDP:

ƒPreparation of financing and budgeting for the implementation of strategies of the NSDP will follow the Government Annual budget preparation process and vice versa;

ƒ Long term development concessional loans will be sourced to finance major development projects;

ƒ Co-financing strategies with development partners;

ƒ Community-financed development initiatives; 

ƒ Private sector funding.

National resources will be committed to the achievement of NSDP.  Similarly, CROP and development partners’ support must be coordinated and harmonised to complement the commitment of national resources towards the NSDP.

We will also seek to fund specific projects in the NSDP through new partnership arrangements with development partners. Realistic and appropriate multi-year costing of strategies in this NSDP are not provided but will be pursued through the annual budgetary process and sectoral strategies. 

Administration and Co-ordination

The Central Planning and Policy Office within the Office of the Prime Minister (OPM) is responsible for the administration and co-ordination of the implementation of the NSDP.

This division will facilitate broader discussions and debate, organise technical, and/or administrative inputs from other relevant agencies as required by the NSDP. 

It is imperative that planning capacity and capabilities within all sectors and agencies are strengthened. All government agencies must have the necessary planning capacity responsible for sector and corporate plans. 

The delivery of the NSDP will depend on the coordinated and harmonised efforts of all stakeholders – the public and private sectors, NGOs, development partners and society as a whole.

Capacity Building/Institutional Strengthening

The strengthening of planning capacities in all sectors will lead to better development and prioritising of sectoral activities, which are appropriately sequenced and coordinated to achieve the desired sectoral outcome in the most cost effective manner.

Information Communication Technology/Promotion Awareness

Promotion of the NSDP to the community will utilise all forms of media including newspapers, Internet, radio, television, stakeholder workshops and forums. 

It is obvious that better methodology in collecting accurate statistical information is required. To support the implementation of NSDP there is a need to provide the necessary training for proper analysis and interpretation of data. To successfully implement the NSDP, it is important that the Cook Islands Statistics Office, as the central agency be responsible for receiving, compiling, and analysing data and information. 

At present, the current database systems within Government ministries are on a stand-alone basis using various standards and at different stages of development. The e-Government Project would assist in developing; integrating and networking these databases and using standardised protocols.

The Government Information and Communication Office as well as all Government ministries and agencies play a critical role in promoting the NSDP.  Additionally, NGOs, private sector and civil society as vital stakeholders will also play in important responsibility in promotion of the NSDP.

The NSDP would also be supported in terms of promotion and awareness through MDG, Pacific Plan, WSSD, BPOA, MEAs promotional programs and other regional and international mechanisms.

Regional/International Commitments/Conventions

The implementation, monitoring and evaluation of the NSDP and other national reports including associated sector reports will provide a means of determining the progress made by the Cook Islands regarding its international and regional commitments. 

Gauging national progress made towards international and regional obligations can be ascertained at two levels.  Firstly, at the national level, the NSDP strategic goals and targets reflect certain international or regional targets albeit at a broad policy level.

Secondly, the national goals and targets will be replicated in much more detail at the sector level where performance indicators are more specific and localised.

Partnership Support for NSDP

The NSDP and the aligned sector strategies provide the platform for negotiating for appropriate support with development partners and CROP agencies.

In seeking appropriate support, the Central Planning and Policy Office in conjunction with other parties concerned would negotiate collectively.  Assistance sought from development partners and CROP agencies will target the achievement of both sector and national targets and goals.   

C. NSDP FORMULATION AND DEVELOPMENT PROCESS