initial directions report - geoscience australiachristmas island 2018: initial directions report...

&

Anthony Whitaker SPS

Christmas Island 2018 Plan Initial Directions Report

Shire of Christmas Island May 2010

This Report has been prepared for:

Shire of Christmas Island

This report has been prepared by:

C Change Sustainable Solutions

ABN: 17 416 837 533

Mob: 0414 868 191

Fax: 07 3878 9929

Web: www.cchange.net.au

Email: [email protected]

“Be the change you want to C in the world”

&

Anthony Whitaker Strategic Planning Services

ABN: 32938663749

PO Box 826

Stones Corner QLD 4120

Telephone/Fax: +61 7 33912950

Mobile: 0437 233 617

Email: [email protected]

Table of Contents

Summary of Initial Consultation for the Directions for the Christmas

Island: 2018 Plan ... . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

1 Introduction .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . 1

1.1 Background to Christmas Island: 2018 Plan .................................................................. 1

1.2 Purpose of the Initial Directions Report & Next Steps ...................................................... 3

1.3 Report Structure ....................................................................................................... 4

2 Summary of Feedback Received During On-Island Consultation . 5

2.1 General Views on the Christmas Island: 2018 Plan Project ............................................... 5

2.2 Factors Critical in Creating a Successful CI: 2018 Plan .................................................... 6

2.3 Visions / Aspirations for the Future of Christmas Island ................................................... 7

2.4 Priority Issues / Opportunities for the Future of Christmas Island ..................................... 8

2.5 Perceived Barriers to Successful Planning and Implementation ....................................... 10

2.6 Challenges and Opportunities in Community Engagement on Christmas Island ................. 11

3 Summary of Implications for the development of the Christmas

Island: 2018 Plan ... . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

3.1 Opportunities to Strengthen the Scope of Planning for Christmas Island .......................... 13

3.2 Draft Themes for Joint Vision Statement and Strategy Development ............................... 14

3.2.1 Draft themes for the development of a joint vision statement for Christmas Island14

3.2.2 Draft themes for the development of a strategy and action plan ........................ 16

3.3 Key Success Factor for the Development of the Plan (perceptions of key stakeholders) ...... 16

3.4 Strategic Questions to Guide the Development of the Plan ............................................. 17

3.5 The Planning Forum ................................................................................................ 18

3.5.1 Membership .............................................................................................. 18

3.5.2 Draft Terms of Reference for the Planning Forum ............................................ 19

3.6 Community Engagement and Capacity Building Opportunities ........................................ 20

4 Next Steps .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . 21

Appendix A – List of Individuals and Organisations Consulted .. . . . . . . 1

Appendix B: Summary of Current Plans and Reports for Christmas

Island ... . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . 1

Themed Plans / Reports ............................................................................................. 1

Jurisdictional Based Plans / Reports ............................................................................. 1

Disclaimer

This report has been prepared on behalf of Shire of Christmas Island. It was prepared by C Change - Sustainable Solutions Pty Ltd. Any representation,

statement, opinion or advice expressed or implied in this publication is made in good faith. C Change - Sustainable Solutions Pty Ltd is not liable to any

person or entity for any damage or loss that has or may occur in relation to that person or entity taking or not taking action in respect of any

representation, statement, opinion or advice referred to above.

Christmas Island 2018: Initial Directions Report

& Anthony Whitaker SPS P. 1 2010_2003 (001) CI Initial Directions Report - 05-24-10.doc

Summary of Initial Consultation for the Directions for the Christmas Island: 2018 Plan

In January 2010, the Shire of Christmas Island called for submissions from suitably

qualified consultants regarding the provision of ‘facilitation services’ over a 10 month

period. The purpose of the commission was to assist the Christmas Island Combined

Planning Forum and the Australian Government develop the ‘Christmas Island: 2018

Plan’. Upon commissioning of the project, it was found that the Christmas Island

Combined Planning Forum was yet to be established. Hence a key component of the

first stage of the project was to ensure that a workable and representative Forum

was established.

The Christmas Island: 2018 Plan (hereafter called ‘the Plan’) is required to clearly

articulate shared community directions for the future of the Island. The Plan is to

include key actions, milestones and time lines. Importantly, the Plan is to ensure

that outcomes are agreed upon and can be met. In addition to the Plan, the

successful consultants were required to assist the Planning Forum and the Australian

Government establish a mechanism for implementing and monitoring the delivery of

the agreed required outcomes.

Achieving implementation of the Christmas Island: 2018 Plan is both the single

biggest challenge for the project and the indicator most likely to give people

confidence that the process and its outputs were not a waste of time. Indeed, the

successful outcome of this project is likely to reinstate confidence in the people of

Christmas Island about future commissions and projects also.

For the majority of people interviewed by the consultants during their on-island visit,

implementation of the Plan meant a commitment of real resources by the various

agencies governing the island as an explicit and visible output of the planning

process.

The degree of cynicism met by the consultants is understandable, given Christmas

Island’s extensive history of visiting consultants and succession of reports, often with

repeated recommendations that have failed to be implemented time and time again.

Positively, however, despite the level of cynicism, many people are able to see

themselves and/or their families at a future time living on Christmas Island, and

aspirations are high. It is critical that a meaningful joint vision statement for the

future of the island be developed, and that strategies and actions to achieve this

vision are consistent with the principles and values that were consistently articulated

as part of people’s aspirations. Principles and values that were considered

instrumental from the stakeholders included:

Diversity;



Uniqueness;

Sustainability;

The concept of the island as a Home;

Self reliance; and

Accessibility.

A primary focus of the Christmas Island: 2018 Plan is economic diversification. The

identification of planning and development as a priority by many people interviewed

is a critical enabler to the successful economic development of Christmas Island;

particularly the identified priorities of land use and infrastructure planning, land

release and housing that were included in the economic development list. However,

it is equally important to note other priority issues identified by people, including

youth as the future of the island, climate change and community capacity building.

Indeed it is essential that development of the Plan acknowledges the complex and

integrated nature of community planning, and takes a broad, holistic and

generational view of development to ensure that strategies and actions create a

sustainable future for the people of Christmas Island. Accordingly, it is

recommended that development of the plan begins with consideration of high level

planning themes that include:

Economic diversification;

Land use planning;

Infrastructure planning and development;

Community capacity, health and wellbeing; and

Governance, institutional capacity and the process of getting things done.

The last theme is important to note, as it is the complex process of decision making

that many people see as a significant barrier to good planning and implementation

that will need to be addressed as part of the Christmas Island: 2018 Plan.

The detention centre bares specific mention as an important contextual element for

the development of the Plan. It is important on a number of levels:

It is a major contributor to the economy of Christmas Island;

It is likely to be part of the future of Christmas Island, at least within the

timeframes of this project;

It was identified by many people as both an opportunity and a threat to the

future of the island; and

It was identified by some people as a barrier to good planning and engagement

through its draw on people’s time, energy and resources.

It is also noted that the lack of an explicit public plan from DIAC concerning the

immigration processing and reception centre and its impacts on the community is a

current gap in planning for the island. Accordingly, engagement of DIAC in the

planning process will be important to the effectiveness of the Plan’s overall

development.



Finally, the success or otherwise of the Plan cannot be removed from the notion of

individual commitment and responsibility. Many people were frank with the

consultants in identifying the role of the individual and that of the community as a

whole in the success or otherwise of initiatives on Christmas Island. It was expressed

that the community could do a lot more to help itself and that individual

personalities, organisational politics, lack of ownership of issues and actions and a

culture of blame and expectation all got in the way of progress. While the Plan itself

has little scope to address such issues directly, it is hoped that the process of

developing the plan, the active and positive contributions of participants and

successful engagement of the broader community may provide opportunities for

individual capacity building and go some way to making a positive contribution to the

culture of “how things happen” on Christmas Island.

This report’s aim was to:

Provide an overview of current plans and initiatives that may impact the future

direction of Christmas Island, particularly with respect to the development of a

sustainable economy;

Summarise initial feedback received from residents and other key stakeholders;

Identify the key success factors that will need to be in place for the Plan to be

successful;

Identify the key stakeholders that need to be engaged in the development of the

Plan; and

Outline the recommended process for establishing and implementing the

Planning Forum as the key point of reference for the consultants during the

development of the Plan.

While this summary outlines the key findings, the body of the report contains all the

above information. Following the dissemination of the report, the next step in the

development of the Plan is to hold the first meeting / workshop of the Planning

Forum with identified participants. This will take place during a visit to Christmas

Island by the consultants from the 29th May to 12th June 2010.

The purpose of the first forum will be to:

Review and discuss the issues and opportunities identified in the Initial

Directions Report;

Develop a draft joint vision statement; and,

Discuss and agree on the issues and opportunities that will form the basic

framework for developing the strategies and actions of the Plan.

In addition to the Planning Forum, the consultants will undertake a range of face to

face interviews and focus group sessions with representatives of the target groups

identified in the body of the report. We look forward to consulting again with

stakeholders on Christmas Island and assisting them develop the Christmas Island:

2018 Plan.



1 Introduction

1.1 Background to Christmas Island: 2018 Plan

In January 2010, the Shire of Christmas Island called for submissions from suitably

qualified consultants regarding the provision of ‘facilitation services’ over a 10 month

period. The purpose of the commission was to assist the Christmas Island Combined

Planning Forum and the Australian Government develop the ‘Christmas Island: 2018

Plan’. Upon commissioning of the project, it was found that the Christmas Island

Combined Planning Forum was yet to be established. Hence a key component of the

first stage of the project was to ensure that a workable and representative Forum

was established.

The Christmas Island: 2018 Plan (hereafter called ‘the Plan’) is required to clearly

articulate shared community directions for the future of the Island. The Plan is to

include key actions, milestones and time lines. Importantly, the Plan is to ensure

that outcomes are agreed upon and can be met. In addition to the Plan, the

successful consultants were required to assist the Planning Forum and the Australian

Government establish a mechanism for implementing and monitoring the delivery of

the agreed required outcomes.

In the Project Brief, it was noted that the Plan would build upon the vast array of

work completed in the past, and in particular incorporate the outcomes of the

‘Christmas Island Conversations’ that were held with over eighty residents of

Christmas Island in July 2008. The ‘Christmas Island Conversations’ were part of the

suite of projects hosted by the Shire of Christmas Island to celebrate the 50th

anniversary of the Islands Australian sovereignty. Upon commissioning of the

Christmas Island 2018 Plan, however, it was found that little recorded information

regarding the Conversations was present. As such, part of the current commission

was to again articulate the agreed directions for Christmas Island from a variety of

stakeholders.

A key aspect of the Plan is to ensure that strategies are community initiated and that

these strategies assist in developing long-term economic diversity for the Island’s

economy. In this regard previous economic development strategies and Christmas

Island’s Plan for the Future (adopted August 2009) will be instrumental in the


The Project Brief noted that over the ten months period, the successful team will

collaborate with the community of Christmas Island, the Shire, the Island

Administrator, the Indian Ocean Territories Attorney Generals Department,

Christmas Island businesses, the Union of Christmas Island Workers and members of

the Planning Forum to develop the Christmas Island: 2018 Plan.

This report is the first in a series of outputs for the Christmas Island: 2018 Plan.



From the Project Brief:

Aim:

The facilitation team will collaborate with the Planning Forum and the Australian

Government to co-create a Christmas Island: 2018 Plan

Key milestones

A time line

Agreed outcomes

A mechanism for implementing and monitoring the delivery of those outcomes.

Project Outputs:

A Christmas Island: 2018 directions discussion paper for distribution prior to the

initial workshop with the Planning Forum.

First draft of a detailed Christmas Island: 2018 directions planning paper, which

prioritises key milestones within a timeline

An implementation strategy for identified topics for immediate action within the

Christmas Island: 2018 plan.

A systemic template for dealing with future issues and ideas that may arise and a

method of evaluating their capacity to achieve the vision in the Christmas Island:

2018 plan.

Development of a set of protocols for all future community consultations and

consultants to communicate with the Planning Forum and a means to provide

feedback as a result of the consultation, to the wider community.

An agreed method to share information contained within the Christmas Island

2018 Plan across the community.



1.2 Purpose of the Initial Directions Report & Next Steps

This report represents a summary of current plans and related reports that pertain to

the future of Christmas Island. In addition, this report contains feedback received

during a visit to the island by the consultants from 14th to 22nd April, 2010.

Thus, this initial directions report was developed through the following tasks:

1. Review of existing plans and reports;

2. On-island consultation carried out from 13th to 21st April 2010:

a. A workshop with Councillors and Shire staff held on 15th April

b. Face to face interviews conducted with government and community

representatives (see Appendix A); and,

3. Drafting of the report based on an analysis and synthesis of stakeholder

feedback and key issues and aspirations identified in plans and reports.

The purpose of summarising this information was to provide an initial context for

stakeholders to directly participate in the development of the Plan. In this regard,

the objectives of this report were to:




Summarise initial feedback received from residents and other key stakeholders;

Identify the key success factors that will need to be in place for the Plan to be

successful;


Plan; and




Following the dissemination of the report, the next step in the development of the

Plan is to hold the first meeting / workshop of the Planning Forum with identified

participants. This will take place during a visit to Christmas Island by the consultants

from the 29th May to 12th June 2010.

The purpose of the first forum will be to:


Directions Report;

Develop a draft joint vision statement; and,


framework for developing the strategies and actions of the Plan.





identified in section 3.6 below.

1.3 Report Structure

The remainder of this report is divided into two (2) additional sections as follows:

Section 2 summarises feedback received through interviews and meetings during

the on-island visit.

Section 3 summarises the considerations for the development of the Christmas

Island: 2018 Plan.



2 Summary of Feedback Received During On-Island Consultation

2.1 General Views on the Christmas Island: 2018 Plan Project

The consultants conducting this study were aware that much consultation and

development of reports had occurred in the past regarding the potential future

directions for Christmas Island. Many reports had developed key recommendations

for the Island’s diversification and in some instances the recommendations had not

been implemented either at all or in a timely manner. As the achievement of the key

actions that will ultimately make up the Plan is inherently linked to the stakeholders’

commitment to implementation, it was considered necessary to consult with

stakeholders to determine their general views on the Christmas Island: 2018 Plan

Project.

A range of positive and negative views were expressed about the project. These are

summarised in figure 1 (below) which categorises these views according to the

degree of cynicism or positivity expressed by stakeholders.

Figure 1: Range of views expressed by stakeholders in relation to the Christmas

Island: 2018 Plan

CYNICAL

“It won’t work”

“Not another one”

“It’s been done before”

“I’ve been involved in those

before”

“Nothing will come out of it –

just another report to put on the

shelf”

CYNICAL but still HOPEFUL

“It would be a good thing for the

Island, but good luck making it

happen”



HOPEFUL

“Its an opportunity to do things

differently to how they always

happen – people are so

disillusioned right now”

POSITIVE

“It will be good to have an

overarching plan for CI that pulls

together everyone’s efforts and helps

to coordinate planning and

implementation”

“It would be good to have the Shire

and the Commonwealth working

together on important projects for

the future, like economic

development”

The above shows that there is a degree of cynicism in the development of the Plan

and this represents a risk for the success of the Plan. However, should the actions

included in the Plan be committed to by the appropriate stakeholders, and should

the Plan have some early ‘wins’, it is likely that this cynicism could be turned around.

This was reinforced below (refer Section 2.2), with people indicating that

implementation was the key way in convincing people that a Plan such as this is

worthwhile.

2.2 Factors Critical in Creating a Successful CI: 2018 Plan

As noted above, successful implementation was considered instrumental in ensuring

that the CI 2018 Plan was considered worthwhile. In addition to implementation,

factors such as full inclusion of Islanders, clear articulation of Commonwealth

intentions for the Island and independence in leadership for the Plan were also

considered highly important.



Figure 2: Factors that people said would give them confidence that the Plan would

make a positive difference to the future of Christmas Island

REQUIRED FACTORS FOR POSITIVE RESULTS

“That one idea comes to fruition and leads to permanent positive change”

“A commitment of resources for implementation”

“A socially inclusive process that gives a voice to people we don’t

normally hear from”

“A clear statement from Commonwealth department heads about the

future intention for the island – “what it is and where they want it to go””

“An independent chairperson for the forum”

2.3 Visions / Aspirations for the Future of Christmas Island

One of the key components in the next phase of the project is to develop a shared

vision statement for the Island. In order to assist the facilitation of this vision

statement, the initial consultation asked people what their visions/aspirations for the

Island were (Figure 3) . Many of the responses noted leadership, diversity (economic

and cultural), longevity, and maintenance of the safe environment as key to the

overall long term success / attractiveness of the Island. A sense of place was key in

many people’s responses, and statements such as ‘This is our home and we need to

protect it’ showed people’s level of attachment to the Island. Their wish for a

positive future for the Island was evident in the way they responded.

Figure 3: Aspirations for the future of Christmas Island

ASPIRATIONS

It is our home: “its our Island, we need to protect it.”

Would like to see Chinese and Malay people with confidence in their jobs

and in leadership positions

Need to avoid branding as ‘Detention Island’

An holistic view of development of the Island

Employment opportunities other than detention centre, government and

mine

More development

Cosmopolitan

Thriving tourism industry

More events and celebrations



Recognition that we are a diverse community with a diversity of views

Parliamentary representation

A safe place

2.4 Priority Issues / Opportunities for the Future of Christmas Island

When asked to nominate priorities for Christmas Island, people identified a range of

initiatives from outstanding projects yet to be implemented to new ideas. As the list

in Figure 4 shows, planning and development dominated people’s priorities;

particularly land use and infrastructure planning, land release and housing. Youth

and providing opportunities for them, was another significant priority. This was

consistent with many interviewees assertion that young people represented the

future of the island and should therefore feature heavily in this and other planning

processes. Other issues of note included climate change and the need for a focus on

community capacity building. Interesting comments were also made in relation to

taking an holistic approach to economic development of the Island not just a focus

on big industry; for example, providing assistance to home-based businesses.

Figure 4: Identified priority issues and opportunities for Christmas Island

PRIORITY ISSUES AND OPPORTUNITIES

General

Projects that haven’t been implemented

Planning and Development

A town plan

Land use and Infrastructure planning between the Shire, AGD and

National Parks

Infrastructure (generally)

Housing / accommodation supply

Land release – including foreshore / ocean view land for tourism

development

Increased capacity / expansion of trunk infrastructure (especially

sewerage and power to sites)

Infrastructure for ageing / retirement e.g retirement homes

Beautification of public spaces

Kampong Development



Economic Development

Alternative industries – e.g. fisheries

Overcoming constraints of labour market, particularly the draw of the

detention centre on local contractors and service delivery

On-island apprenticeships / traineeships

Assistance for home-based businesses

Take a bit more interest in the whole economy of the Island, not just big

industry

Community capacity building and health / wellbeing

Community capacity building projects

A social plan

Women’s health

Youth

Activities other than sport

Transport

18-25 yrs

Single bedsit accommodation

Increase in illegal drugs

A workshop for youth skills development

Music development

Environmental Sustainability

Recycling

Planning for climate change

Impact of sea levels on Kampong

Service Delivery

Align services with WA

Develop a service culture on CI

Update the community directory



2.5 Perceived Barriers to Successful Planning and Implementation

Figure 5 lists the range of responses people made when asked what they saw as the

major barriers to planning on Christmas Island and achieving implementation of

projects. The process of making decisions and getting things done on Christmas

Island was identified as the greatest barrier by the majority of people interviewed. In

particular, people highlighted the complex and seemingly convoluted processes that

seems to underpin even simple decision making, and the impact that a particular

person can make (positively and negatively) through their individual approach and

commitment to a job. Many people thought that the community could do a lot more

to help itself and that individual personalities, organisational politics, lack of

ownership of issues and actions and a culture of blame and expectation all got in the

way of progress. The detention centre was also mentioned by many people in the

context that while it had created employment and money making opportunities, it

also served as a distraction from thinking about the long-term sustainable future of

the Island.

Figure 5: Barriers to Successful Planning and Implementation on Christmas Island

BARRIERS TO SUCCESSFUL PLANNING AND IMPLEMENTATION

Leadership and Vision

Haven’t had strong community leadership on CI

Divided or incompatible visions – e.g. Galapagos vs. detention centre

Communication

There is a lack of effective communication on the island

The Commonwealth is not very good at communicating what it is doing

and what is has achieved

The Process of Making Decisions and Getting Things Done

Decision making and processes for getting things to happen on the island

are clumsy and cumbersome

Fundamentals are missing – difficult bureaucracy, legislation and policies

are extremely onerous (e.g. development)

Organisations and individuals make a lot of assumptions about what is

needed for the Island (they know what’s good for the Island)

A lot of planning focuses on the needs of business people on the Island –

“Business comes first before community.”

Personalities are a big part of why some things do or don’t happen on CI

Individuals don’t follow through on previous commitments when they



step into a role

Talk but no action

Grant applications take a long time for processing and notification – need

faster decisions

Working Together , Responsibility and Recognition

There is a lack of trust between organisations and between individuals

A lack of cohesion between community groups – “years of built up

issues”; “we would hold more power if we had a single voice.”

There is a culture of ‘expectation’ on the island – people don’t do enough

to help themselves

There’ is a culture of ‘complaint’ on the island but little recognition or

celebration when something good happens

Impact of the Detention Centre

Everything seems to be reactive to North West Point

Detention Centre has created a distraction for people’s time, energy and

resources

“The detention centre is good for business but not the future.”

Other

Isolation and cost of doing anything

2.6 Challenges and Opportunities in Community Engagement on Christmas Island

When asked to provide ideas for improving community engagement as part of the

Christmas Island: 2018 Plan, people generally started their responses by emphasising

the difficulty in actually getting people to participate. This was thought to be due to

a range of reasons, including apathy, day to day ‘busy-ness’ (particularly in relation

to the detention centre) and cynicism about consultation processes (as summarised

in Figure 1). Despite these barriers to engagement, people suggested some practical

advice for the success of the project; including putting on food for participants, good

upfront communication and follow up and ensuring that young people are included.



Figure 6: Considerations for Good Engagement Practices in Development of the

Plan.

COMMUNITY ENGAGEMENT CHALLENGES AND OPPORTUNITIES

‘Care Factor’ – getting people to participate is difficult

Usually the same people

Need to provide a learning environment for people

Chinese and Malay residents are under-represented at forums compared

with the size of their communities

Provide food for people

Engaging youth:

o Year 11 and 12

o Early 20’s

o Young people who have left the island and returned

o Engage through the school

Public meetings not very effective unless they are topical

People need to be kept informed – timely and accurate information



3 Summary of Implications for the development of the Christmas Island: 2018 Plan

As noted at the outset, as well as summarising the initial feedback from residents

and other key stakeholders and determining the key success factors that need to be

in place for the Plan to be successful (refer Section 2), other aims of the first phase

were to:





Plan; and




The following provides this information with reference to:

Opportunities to Strengthen the Scope of Planning for Christmas Island (section

3.1), which includes a review of current planning documents and reports;

Draft Themes for Joint Vision Statement and Strategy Development (section 3.2);

Reiteration of Key Success Factor for the Development of the Plan (perceptions

of key stakeholders) (section 3.3);

Strategic Questions to Guide the Development of the Plan (section 3.4); and

Membership and suggested draft terms of reference for the Planning Forum

(section 3.5).

Suggestions regarding community engagement and capacity building opportunities

are also discussed.

3.1 Opportunities to Strengthen the Scope of Planning for Christmas Island

In order to assist the development of the Christmas Island: 2018 Plan, a review of

current planning documents and reports was undertaken (see Appendix B). The

initial review included in this report will be built upon with input from stakeholders

in subsequent stages of the project.

The review of current planning documents and reports for Christmas Island revealed

a number of opportunities to strengthen strategies and actions governing



community capacity, health and wellbeing when compared with mainstream

planning themes such as infrastructure, land use and economic development.

Specific identified opportunities include:

Organisational capacity building

Social infrastructure planning

o Human services

o Community facilities

o Community networks

Community cultural development

These identified opportunities should be considered in the development of the Plan.

It is also noted that the lack of an explicit public plan from DIAC concerning the

immigration processing and reception centre and its impacts on the community is a

considered a deficit in the upfront planning context for undertaking the development

of the Christmas Island: 2018 Plan. Engagement of DIAC in the planning process will

be important to the effectiveness of the Plan’s overall development.

3.2 Draft Themes for Joint Vision Statement and Strategy Development

3.2.1 Draft themes for the development of a joint vision statement for Christmas Island

The following themes and sub-headings have been extrapolated and interpreted

from an analysis of explicit vision statements in existing plans and studies (see

Appendix B) and from expressed aspirations of individuals consulted during initial on-

Island consultation. The largely values / principles based themes are presented here

as a starting point to stimulate thinking about and facilitate the development of a

joint vision statement with the Planning Forum during an upcoming visit by the

consultants. There are many ways of articulating a vision statement, and some of

these will be discussed at the upcoming Planning Forum workshop. However,

regardless of format, a vision statement should convey something about who we are

as a community, where we want to go, and express our values that underpin the way

we do things (our shared culture).



Figure 7: Draft themes and sub-themes to assist in the development of a joint

vision statement for Christmas Island

DRAFT THEMES AND SUB-THEMES FOR THE DEVELOPMENT OF A JOINT

VISION STATEMENT

Diversity

o Cultural

o Economic

o Co-existence of diverse views and aspirations

Uniqueness

o The people

o Preservation of culture and cultural traditions

o Natural environment

o Visitor experience

o International reputation

Sustainability

o Population

o Sustainable resources

o Social, cultural and environmental values

o Sensitive to the environment

o Impact of climate change

o Sustainable economy

o Future generations

o Balance and holism in our approach to development

Our Island our Home

o A place for young people

o A place for older people

o A place for families

o A safe and hospitable place

o A place to celebrate

o Cosmopolitan

o Vibrant

Self reliance

o Producing locally

o Working together

o Taking responsibility

o Self determining

Accessibility

o Air



o Freight

3.2.2 Draft themes for the development of a strategy and action plan

The following high level themes in Figure 8 are presented here as a starting point to

stimulate thinking about the structure and scope of the Christmas Island: 2018 Plan.

It is noted that while a primary objective of the Plan is economic diversification, it is

not possible to achieve and sustain this as a future outcome without a holistic view

of planning, development and sustainability of the islands natural, human, physical,

social and cultural resources.

Figure 8: Draft high level themes for the development of strategies and actions for

the Christmas Island: 2018 Plan

DRAFT HIGH LEVEL THEMES FOR STRATEGIES AND ACTIONS

Economic diversification

Land use planning

Infrastructure planning and development

Community capacity, health and wellbeing

Governance, institutional capacity and the process of getting

things done

3.3 Key Success Factor for the Development of the Plan (perceptions of key stakeholders)

Given the list of constraints to undertaking the development of the Plan that was

emphasised by most people interviewed and noted in Section 2, it was important to

understand what people perceived as factors for success of the project. As shown in

Figure 9 (below), the main success factors identified related to the Plan’s ability to

provide clarity of direction for the people of Christmas Island and a sense of

ownership of the plan. Some general and specific comments were also made in

relation to the make-up and process for the Planning Forum. These are essential

starting points to be noted when developing the Plan.



Figure 9: Key success factors for the development of strategies and actions for the

Christmas Island: 2018 Plan

KEY SUCCESS FACTORS

Clarity of Direction

It must establish the direction for where we want to go

o A clear, understandable statement of the vision

o A guide for people’s work

We must first get big decisions out of the way, e.g. the future

of the mine, what is the government’s plans for the future of

the island, including maximum planned population

Ownership

We need to be clear on ownership of the plan – Shire, joint,

multi-jurisdictional?

People must receive a sense of empowerment

The Planning Forum

Must be a functional committee with people prepared to

drive the Plan

Need to capture the ‘decision makers’

Individuals should send a proxy if they can’t attend

Need to overcome language barrier for people with English as

a second language

Consider young people as the future of the island and engage

them accordingly in development of the Plan

3.4 Strategic Questions to Guide the Development of the Plan

Given the consultation that occurred, it appeared to be a widely held assertion that

developing and implementing a plan such as Christmas Island 2018 is a complex and

challenging process. To acknowledge these complexities and create an intention to

systematically address them as part of the planning process, a number of strategic

questions have been posed as part of the initial direction report.

Is the Plan about ‘big picture’ strategic projects, smaller community driven

projects, or both? How will stakeholders’ differing expectations about what

the plan should do and the determination of priorities be managed?



What structures and processes need to be put in place to ensure effective

implementation of the CI 2018 Plan?

What status will the Plan hold with the various agencies that will be

responsible for the implementation of key strategies? How will the Plan

relate to other key strategic documents of the Shire, ADG, Parks Australia,

CIP and other relevant agencies in a consistent, coherent and meaningful

manner?

How can the realisation of a combined vision for Christmas Island successfully

and pragmatically address the tensions that inherently exist in planning for

multiple and sometimes contrary futures; including, mining, ecological

conservation, tourism, human settlement and a detention centre.

Answering these questions with stakeholders present will be a key component of the

next Phase of the project.

3.5 The Planning Forum

Given that the Planning Forum was not established at the commencement of the

project, a key aim of the first phase was to determine an appropriate membership

and terms of reference for the group. Details regarding these elements are noted

below.

3.5.1 Membership

At a project meeting with the Christmas Island Shire Councillors on April 15, 2010, it

was resolved that membership of the planning forum would be comprised to

represent the major authorities and organisations on Christmas Island. Membership

of the Planning Forum has been invited from the following organisations / groups.


o Executive

o Councillors

Commonwealth

o Administrator of Christmas Island

o Attorney-General’s Department

o Parks Australia

o DIAC

Community

o Malay Association

o Chinese Literary Association

o Islamic Council

o Women’s Association

o Cricket and Sporting Club



Business / Industry

o Christmas Island Tourism Association

o Christmas Island Economic Development Coordination Group

o Christmas Island Phosphates

o Union of Christmas Island Workers

3.5.2 Draft Terms of Reference for the Planning Forum

One of the earliest tasks of the Planning Forum when it formally meets will be to

agree on the purpose of the forum, the scope of task it will undertake, and how it

will undertake these tasks. The following draft terms of reference (Figure 10) are

offered as a starting point for considering these issues.

Figure 10: Draft terms of reference for the Planning Forum

DRAFT TERMS OF REFERENCE

Project Outputs and Outcomes

1. To jointly develop a shared vision statement for the future of Christmas

Island

2. T o develop integrated strategies and an implementation plan for priority

projects to achieve the shared vision for Christmas Island

3. To develop a protocol for community engagement by visiting consultants

and government representatives

4. To determine an appropriate mechanism for the ongoing monitoring,

evaluation and reporting on the implementation of the Christmas Island:

2018 Plan.

Process

5. To actively participate in meetings and workshops

6. To send a proxy representative if unable to attend meetings and

workshops

7. To disseminate information from the Planning Forum to broader

community organisations and networks and provide any subsequent

feedback to the Planning Forum

8. To assist the consultants to undertake broader community consultation

9. To provide comments and feedback to the consultants on written project

outputs



3.6 Community Engagement and Capacity Building Opportunities

In addition to working with the Planning Forum, the consultants will be

implementing a range of consultative processes to engage with individuals and

organisations that have been identified as often missing out on engagement and

planning processes. These include:

Youth at school aged 15-17

Youth post school and on-island aged 16-19

Youth in 20s who have left island for further education and made a decision

to return

Families who live on the mainland and are waiting for an opportunity to

come back and settle on the island

Older people past working age

Parents and in particular mothers

As part of the development of the Plan, broader community consultative processes

will be conducted in July/August to ensure that all individuals and organisations on

Christmas Island have an opportunity to be heard and help shape the structure and

content of the Plan. The consultants will work with members of the Planning Forum

and other community representatives to build capacity around good community

engagement processes and to jointly develop and implement these broader

consultative processes. These processes will be documented in due course such that

repeat consultations can be conducted by the Forum in the future without the aid of

consultants.



4 Next Steps

This initial Directions Report was prepared to ensure that the consultation that was

undertaken in the initial visit by the consultants clearly articulated the messages

noted by stakeholders. As noted at the outset, following the dissemination of the

report, the next step in the development of the Plan is to hold the first meeting /

workshop of the Planning Forum with identified participants. This will take place

during a visit to Christmas Island by the consultants from the 29th May to 12th June

2010. The purpose of this first forum will be to:


Directions Report

Develop a draft joint vision statement


framework for developing the strategies and actions of the Plan



identified in section 3.6 above.

We look forward to consulting again with stakeholders on Christmas Island and

assisting them develop the Christmas Island: 2018 Plan.



Appendix A – List of Individuals and Organisations Consulted

Workshop with Shire Councillors – 15 April 2010

David Nielson - CEO

Cr Foo Kee Heng

Cr Chin Soon Chew

Cr Chin Soon Kheong (individual interview also)

Cr Nora Koh

Cr Azmi Yon

Cr Rosnah Pal

Cr Kamarazaman Ismail

Cr Mahmood Ismail

Individual / Group Interviews

Brian Lacey

Administrator of Christmas Island

Charlene Thompson

Social Worker

Christmas Island Neighbourhood Centre

Chris Su

Community Liaison Officer


Christmas Island Tourism Association

Lisa Preston

Katrina Bird

Linda Cash

David Nielsen

CEO


Cr Gordon Thomson

President


Ian Francis

Principal

Christmas Island District High School



Kane Martin

Commercial and Risk Service Manager

Christmas Island Phosphates

Katherine Wildermuth

Director

Indian Ocean Territories Administration

Attorney General’s Department

Malay Association

Asmi Yon (President)

Hassi Hassim

Marjory Gant

Government Conservator

Christmas Island National Park

Mike Misso

Planning Officer

Christmas Island National Park

Simon Milcock

Economic Development Officer

Indian Ocean Territories

Attorney-General's Department

Simon Princess

CI Divers

Zainal Abdul Majid

President

Islamic Council of Christmas Island

Other Residents

Suzane Chan

Alicia Tan

Rhiannon Bird


& Anthony Whitaker SPS P. 1 2010_2003 (001) CI Initial Directions

Report - 05-24-10.doc

Appendix B: Summary of Current Plans and Reports for Christmas Island

Note: The list of plans and reports summarised below is not exhaustive. It represents the documents that were identified by and accessible to

the consultants for the drafting of this report. The consultants believe the list of documents covers the majority of plans and reports that are

current and have a focus on the future development of Christmas Island. The list may be amended as a result of feedback received during the

initial workshop with the Planning Forum.

Themed Plans / Reports

Plan / Report Purpose /

Description

Elements of Christmas

Island Vision

Priority Initiatives / Recommendations Primary

Responsibility




Draft Strategic Plan 2010-

2015

The IOT Economic

Development Strategy is to

provide an agreed set of

targets and outcomes which

provide direction for a unified

approach to the development

of actions, monitoring and

evaluation by the IOT

community on achieving this

vision.

The Indian Ocean Territories

have sustainable diversified

economies that are sensitive

to the environment and the

impacts of climate change.

Community Capacity Assessment

Housing / tourism accommodation report (long-term needs)

Aged care needs

Marketing Plan

Outline Development Plans (urban design master plans)

Education – research and development of economic development

opportunities (e.g. export education – ‘school of excellence)

Tourism – EOI process for a CI resort

Next Budget

Community Leadership program

CI Economic

Development

Consultative Group




Feasibility of IOTs

Horticultural Industries 2010

(SGS Economics and

Planning)

Investigation into the

development of a

horticultural industry in the


(IOTs) of Christmas Island and

Cocos (Keeling) Islands. As per

the terms of reference, critical

components of the study will

include:

A review of previous

studies, as well as prior

successes and failures of

the horticultural industry

in the IOT;

Investigation of and

reporting on relevant

research initiatives;

Investigation of and

reporting on initiatives on

similar island horticultural

efforts;

A community consultation

process;

Risk assessment and

mitigation considerations;

Development of costed

‘The IOTs will be largely self-

reliant on fresh, affordable

produce from sustainable

local horticulture by 2020,

with the cost of produce in-

line with mainland prices’

Achievement of this vision will require:

the collaboration and commitment of government, private enterprise,

regional bodies, and community organizations committed to

sustainable food production;

the avoidance of waste; and,

improvements to the economic and environmental sustainability of IOT

communities.

Importantly, it will require a system that ‘closes the loop’ on key

nutrient resources, land use, local food production and water

management to provide multiple economic, environmental and social

benefits.




scenarios to reduce the

import and increase the

export of horticultural

produce from the IOT.

Aquaculture Study (Draft in

2005, pending finalisation)

No information available Dept Fisheries, WA

Inquiry into the changing

economic environment in

the Indian Ocean Territories

2010 (Joint Standing

Committee on the National

Capital and External

Territories)

An enquiry to examine the

issues associated with

economic development in the

IOTs in the context of the

service delivery of

communications, transport,

housing, the operation of

business and preparation to

deal with the impact of

climate change.

Summary of Recommendations

Economic Environment of the IOTs

1. A focus on tourism development as part of economic

diversification in response to possible permanent closure of CIP

mine.

2. Funding for economic modelling of the impact of the detention

centre on the CI economy

3. A program of price monitoring for the IOTs

4. Application of Corporations Law to the IOTs asap.

5. Government agencies should ensure payment of accounts within

30 days for goods and services sourced within the IOTs.

6. A health and safety inspectorate for CI.

7. Review building codes to ensure suitability for physical

environment and climate

8. Funding for establishment of local economic development

officers within the shires

9. Provision of discretionary grant approval authority to the

respective EDCGs for approval of individual grants under the




economic development funding program; and former IOT

incorporated advisory bodies be dissolved

10. Review and streamline application process for the economic

development funding program

11. Increase the amount of funds available under the ED funding

program to $150,000 per annum for each territory

12. Funds be made available for the upgrade of the road to the

Detention Centre as soon as feasibility study is completed

13. Shires to develop a practical administrative complaints handling

process + provision of funding for secretariat support for this

purpose.

Emerging Industries

14. Examine the feasibility of implementing a tourist or short-stay

visa waiver scheme

15. CITA and ADG to develop an SDA with Tourism Australia to

review, revise and implement the CI Destination Development

Report

16. Establish renewable energy sources to supplement power needs

of IOTs

17. Draft and implement a land release and development plan

18. Transfer ownership of Quarantine Station on West Island to Shire

of Cocos (Keeling) Islands

19. Acknowledge potential effects of climate change, brief

stakeholders and build appropriate risk evaluation to any

proposals relating to ED

Information Communication Technology

20. Department of Broadband, Communications and Digital Economy

to review the operation of the Australian Broadband Guarantee




as it applies to the IOTs

21. Subsidise improvements to the satellite link for the IOTs to

enable improved communication links with mainland

22. Provide assistance for the upgrade of telephony infrastructure

and services in line with mainland metropolitan standards

23. Explore possibility of ‘self help’ transmitters to the IOTs to enable

live sporting events

Transportation

24. Government provide a subsidy aimed at reducing cost of sea

freight and shipping services

25. Government continue to underwrite domestic air services

26. Cabotage restrictions should be removed for the IOTs

Tourism

Tourism - General Land use planning

Accommodation investment

Further development of infrastructure to access the parks (visitor

servicing)

Various

Christmas Island Tourism

Plan 2008 – 2012 (Planning

for People)

This Christmas Island

Tourism Association Plan

has been prepared to guide

the management,

development and

promotion of tourism on

Christmas Island for the

period 2008-2012. It should

By the year 2012, we want Christmas Island to be recognised as a great destination for tourism. We want to be recognised as having a unique suite of tourism products focused on the Island’s natural and cultural strengths. We want to be known for our hospitality which reflects

For the period 2008-2012, the main priorities for CITA in the development

of the tourism industry on Christmas Island will be to:

Build on the existing known tourism products which are already

attracting visitors;

Match the tourism products with identified target markets, ensuring

that marketing material and promotions are directly targeted to those

market segments, and that tourism operators and businesses are aware

of those markets and their preferences;

CITA




be read in conjunction with

the Christmas Island

Destination Development

Report.

This plan will guide the

ongoing activities of the

Shire of Christmas Island,

CITA and other stakeholders

in improving the overall

tourism product and

experience for the current

market to the Island

the diversity of our culture and demonstrates high quality customer service. We want tourism to be making a greater contribution to the Island’s economy whilst not detracting from other values. We want all the community to see tourism as a vibrant and positive way to sustain the social, cultural and environmental values of the island for future generations.

Develop both the tourism products and the tourism experience to meet

market expectations including improving the presentation and services

on the island to deliver a high quality all round experience for visitors;

Develop mutually beneficial relationships between the main

stakeholders in the future of tourism on the Island including CITA, the

Shire, the Mine, and the entire Island community as well as with

external stakeholders such as Tourism Australia, Tourism WA and Cocos

Island.

Strategies are proposed under the following headings:

Infrastructure Development

Product Development

Visitor Services

Marketing and Promotion

Organisation and Communication

Partnerships

Training and capacity building

Funding & Resources

Christmas Island Destination

Development Plan

The overall aims of the

Christmas Island Destination

Development plan are

to:

1. Increase the attraction of

the island with a focus on low

volume, high

yield tourism as a basis for

enhancing tourism’s long term

A destination recognised

as an eco friendly,

unspoiled and culturally

rich island providing a

unique and high standard

tourism offer that includes

a diverse range of natural

and cultural experiences

that foster local business

Access – improving air services, airport upgrade and attracting eco-

cruise ships;

Accommodation – increasing the range of accommodation through the

development of camp sites, and considering old building re-use (e.g. CI

Club);

Attractions and Experiences – expanding the nature-based product

range, cultural tourism product, interpretation plan and considering the

alternative future uses of mines sites;

Infrastructure and Amenities – improving the streetscapes, visitor

CITA




contribution to

the economy of Christmas

Island;

2. Ensure that the products

and experiences on offer align

with the brand.

opportunities, protection

of natural and cultural

assets and a vibrant and

sustainable economy.

centre, road management, lookouts, signage, walking tracks, mountain

bike trails and toilet facilities;

Training and Development – capacity building and tourism industry

development; and

Conservation and the Environment – developing alternative Park

management methods and environmental sustainability initiatives.

Land Use Planning

Report for Crown Land

Management Plan for the


Christmas Island

September 2009

The main objective of the

project is to assess Crown

land on the Indian Ocean

Territories (IOT) and enable

informed decisions to be

made on its most suitable

future uses which will lead

to the overall better

management of Crown

land.

The identified Crown land

was assessed for

conservation, economic,

cultural and social values.

This assessment provided

the basis for a plan of

management, which

includes recommendations

The following actions are considered the key priorities focussed on tangible outcomes on the Island:

1. AGD undertakes, as a matter of priority, the assessment of the Island’s basalt geology and profile in order to identify the extent and capacity of the Island’s groundwater source catchment.

2. AGD, the Shire, and interested parties should reach an agreement to formulate an ODP that would lead to a restructure of the existing land holdings and the creation a new subdivision to allow the orderly expansion of the existing LIA and facilitation of direct vehicular movements between the LIA, the airport and the port.

3. The Shire and AGD to initiate the creation of an Urban Design Master Plan (UDMP) for the Gaze Road Tourism and Commercial Precinct, in conjunction with the Christmas Island Tourism Association and local businesses. This UDMP should incorporate the removal of the Gaze Road fuel tanks, the long term location of the tourist bureau/visitor interpretive centre, heritage and environmental considerations and streetscape improvements within the entire Precinct.

4. AGD to consider the modification of lease agreements, through an open tender process, to allow the progressive establishment of agricultural practices on mining leases, subject to water availability.

5. AGD encourages the Shire to initiate the review of the Town Planning Scheme as soon as the Local Planning Strategy is

AGD




on the appropriate future

uses of land, land

development priorities (i.e.

short term, medium term,

long term), and

management options for

those lands.

endorsed by the Western Australian Planning Commission under regulation 12B of the Town Planning Regulations 1967 (WA) and the Federal Minister for Home Affairs.

Two further key enabling priorities are:

1. To create an on-island Working Group with representatives from AGD, SOCI, CIP, Parks and the Economic Development Consultative Group to progress the implementation of the CLMP and the Town Planning Scheme review process.

2. AGD initiates forward planning of targeted land uses in appropriate locations and obtain approvals as a prerequisite to the activation of marketing activities and negotiation with prospective investors and developers.

Christmas Island Local

Planning Strategy 2009

(Koltasz Smith)

To provide a shared,

comprehensive strategic

vision for the long term

planning and development

of Christmas Island.

Need to diversify the economic base of the Island, and particularly eco-

tourism is most likely to be

the base of the long term economic future of Christmas Island;

Need for a holistic approach in dealing with conservation and

development;

Future urban development should replicate the current urban

development form, separated by major landform features;

Land use planning for the Island needs to provide for a long term

population of 10,000;

From a climate perspective, the preferred location for residential

development is on the central plateau;

Urgent need to undertake a Risk Assessment of rock fall events in Flying

Fish Cove;

Christmas Island District High School (CIDHS) requires expansion;

Increased tourist growth will require service provision for a range of

accommodation and visitor facilities;

Provision of an Enterprise Development Area;

SOCI




Encouragement of on-island horticultural production and the provision

of ‘commonages’ where residents may grow their own produce;

Resolution of National Park boundaries;

Provision of a dedicated container handling area near the airport; and

The existing landfill site is located within the perched aquifer recharge

area.

Town Planning Scheme 2001

(O’Brien Planning

Consultants)

The Shire of Christmas Island

Town Planning Scheme No 1

(TPS1) is the planning scheme

currently in effect on

Christmas Island. It was

gazetted in 2002 and now

incorporates one amendment

to zoning of several sites in

Settlement (February 2004).

The Scheme governs the way

land may be used and

developed through land use

zoning and defines what

development is acceptable

within those zones.

From GHD Crown Land Study

AGD encourages the Shire to initiate the review of the Town Planning

Scheme as soon as the Local Planning Strategy is endorsed by the

Western Australian Planning Commission under regulation 12B of the

Town Planning Regulations 1967 (WA) and the Federal Minister for

Home Affairs.

Infrastructure

Christmas Island Water

Management Plan (1999)

A plan for the management of water on Christmas Island. Part of the process included an extensive groundwater investigation and monitoring program

The existing developed sources (Jedda and Waterfall) provide ample

supply for current population levels and environmental needs. Water

from these sources should be maximised and utilised in a sustainable

manner before any investment to develop new sources is considered;




Improvements to the Waterfall Spring should be undertaken as a

priority item, followed by improvements to the other two springs

(Freshwater and Jones) that feed the Waterfall pumping system.

As an important component of the WMP, groundwater protection

measures should include:

o land use controls, including total or partial restriction of

development in areas which may impact on vulnerable groundwater

resources;

o use of effluent discharge standards; and

o the control of storage and transmission of chemical substances.

Given the shortage of land on the Island, the restrictions on sea

dumping, and the costs of back loading materials to the mainland, it is

important that waste for landfill be minimised and that every cubic

metre of waste landfill space is used efficiently. This requires

appropriate planning, design and funding. Issues of waste separation,

incineration of hospital waste, and alternative arrangements for

handling toxic and hazardous waste need to be carefully addressed.

Ongoing monitoring for pollution is as an essential ingredient to water

supply security. If pollution was detected at a water source (e.g. Jedda,

Waterfall), then the source would need to be closed at least until re-

testing was undertaken. Where pollution continued, the Island would

have a significant water supply problem. Alternative sources would

need to be brought on line and remedial steps taken to decontaminate

the groundwater. The possibility of such difficult and expensive actions

underlines the real need to prevent contamination of water resources.

Climate Change

Climate Change Risk Assessment for the

To research, identify, Evaluate, prioritise, synthesise

The report identified that Among the most important impacts of climate change were possible threats and effects on Kampong, Flying Fish Cove and




Australian Indian Ocean Territories 2009 (Maunsell)

.

and report

on the future impacts of

climate change in the

Territories.

coastal infrastructure from storm surges and shoreline erosion. Recommendations

Ensure all port facilities are operational and maintained for climate

change conditions;

Develop a range of specific climate change design and maintenance

criteria for insertion in tender documents for infrastructure assets;

Secure power supply to water pumping stations by placing above

ground power supply underground;

Develop an integrated Emergency Management Plan and increase

communication and scenario planning including key community

leaders;

Develop a strategic nature-based tourism development plan for

Christmas Island, and develop tourism training opportunities;

Develop and deliver a capacity building program for Christmas Island;

Develop and deliver a community education program to build

community resilience;

Develop a Climate Change overlay for planning development in

Christmas Island including a longer term transition plan for Kampong

and Settlement; and

Develop a Bushfire Management Plan for Christmas Island, and

introduce basic bushfire training programs for Council and other

emergency management personnel.

Community Capacity, Health and Wellbeing

Sport and Recreation

Strategic Plan Christmas

Island 2009 (Govt of

Western Australia,

A 5 year strategic sport and

recreation plan to:

Encourage CI residents to

be more physically active.

How can CI be made a better

place to live?

Access – cheaper flights,

increased frequency of

Key findings

CI is a safe place to live.

Unique and sensitive culture issues of the Malay community exist.

SOCI Recreation Centre is under-utilised.

SOCI




Department of Sport and

Recreation)

Strengthen the capacity of

CI sport and recreation

organisations.

Promote sound

infrastructure planning

and sustainable facilities.

flights, reduction in

freight costs

Working together –

improve communication

Public service mentality –

Federal MP

representation (on

island)

IOTs strategic plan

Cheaper cost of goods

and services

Integrated planning

strategy

Upgrade key facilities i.e.

airport and port (cruise

ship stop-over)

Increase permanent

resident population

Lighting of active reserve

Equipment trailer for the

CI HHH

Opportunities exist for a variety of physical activities utilising the

natural environment.

Enthusiasm is growing for soccer participation and overseas

competition.

A need for a multi-purpose, rectangular playing field on Phosphate Hill

with lighting to both training and competition standards.

A need to build the capacity for coaches, especially in the area of skill

development.

A need for after-school programs.

A need to expand the volunteer base to relieve the pressure on the

‘few’.

Recommendations

It is recommended that the SOCI adopts the following broad strategy

statements, which provide a framework for a five year action plan:

‘Whole of government’ approach is adopted.

Develop additional sport and recreation facilities, in keeping with

existing and future needs.

Provide safe, convenient and accessible sport and recreation facilities.

Maximise utilisation of sport and recreation infrastructure through

encouraging multi-use of facilities and co-locating compatible activities.

Ensure provision of a range of quality sport and recreation

opportunities suitable for young people.

Ensure a range of sport and recreation opportunities suitable for the

elderly.

Ensure sport and recreation facilities are appropriately managed and

maintained.

Optimise sport and recreation opportunities associated with the unique

natural assets existing on the island.




Encourage community involvement in the planning, development,

management and maintenance of their sport and recreation

opportunities.

Ensure the contents of the sport and recreation plan are regularly

reviewed and updated.

Establish a sport and recreation advisory group.

A key capacity building recommendation to facilitate the implementation

of specific recommendations is the creation of a Manager Recreation

Services position in SOCI to oversee sport and recreation on the island. This

position would not be limited to the work undertaken in the recreation

centre.




Jurisdictional Based Plans / Reports


Description


Island Vision


Responsibility



Strategic Plan 2002 -

2006Plan for the Future 1

July 2009 to 30 June 2013

The plan builds on the 4

areas of the Strategic Plan

Governance (G)

the Social

Environment (S)

the Economic

Environment (E)

the Physical

Environment (P).

The Plan contains:

A description of the future

principal and significant

activities proposed to be

commenced or continued

for a minimum period of

two financial years;

An explanation of why

they are being carried out,

the expected costs, how

Council’s vision as

described in the Strategic

Plan and enunciated

through the Strategic

Plan’s objectives remains

current. Key aspects of the

vision are:

Cultural harmony and

preservation of culture

and cultural traditions;

Preservation of CI’s

unique natural

environment;

Build a sustainable

economy based on

culture and environment;

Enhance infrastructure

(port to accommodate

cruise ships,

Governance & Corporate Development

Welfare Services

Community Amenities

Waste Management

Town Planning & Development

Recreation & Culture

Transport

• Public Health

SOCI





Description


Island Vision


Responsibility

they are expected to be

funded and how

performance will be

assessed; and

An estimated total income

and expenditure for each

year affected by the plan.

communications

to promote education

services, research and

finance services, tourist

attractions, boardwalks

etc);

Attract international

events

Commonwealth of Australia

Attorney General’s

Department

Strategic Priorities as

Identified in the GHD Crown

Land Management Report

(developed at a workshop

held in Perth, Western

Australia on 26 February

2009)

Potable Water

The main priority is to protect and diversify the current potable water

supply on the Island.

Waste Water

relocation and/or expansion potential of pipeline infrastructure

preparation of a business case for the re-use of waste water for uses

such as agriculture or ecological support.

Waste

preparation of a Waste Avoidance Strategy and a Waste Management

Strategy for Christmas Island

investigation of options for the use of waste or waste by-products (e.g.

methane) for energy production or other uses.

investigation into waste transfer quarantine requirements for the

mainland.

Energy





Description


Island Vision


Responsibility

The assessment of the carbon footprint of the current energy supply is

required as new emission reporting legislation comes into effect.

The investigation of the risk of diesel fuel pipes in such close proximity

to the school to ensure both the safety of the school occupants and

that appropriate standards are adhered to.

The identification of an alternative location for the domestic fuel tanks

so they can be relocated out of the tourism/commercial precinct for

both safety and aesthetic reasons.

Mining

the re-use of mine sites relinquished to the Commonwealth needs to

be examined and the diversification of current opportunities

investigated.

Tourism

The promotion and development of the connectivity between

Christmas Island and the Cocos (Keeling) Islands is desirable.

The establishment of a commercial/government precinct for Phosphate

Hill, subject to the assessment of the suitability and viability of such a

concept.

The regeneration and updating of the Gaze Road Tourism and

Commercial Precinct.

Transport

Improvement of container handling areas on the Island.

Continuity of regular, reliable and competitively priced flights to and

from the mainland.

Extension of the runway is supported to accommodate long term





Description


Island Vision


Responsibility

socioeconomic growth where this has been shown by empirical

evidence.

Parks Australia

Christmas Island National

Park Management Plan

(2010-2020)

The Director of National Parks

is responsible for managing

Commonwealth reserves

including Christmas Island

National Park. Under the

Environment Protection and

Biodiversity Conservation Act

1999 (EPBC Act) the Director

must prepare a management

plan for the park every 10

years.

Christmas Island National

Park is internationally

recognised for its

conservation, scientific and

nature based tourism values

as a place where:

Natural environments

and their species are

protected, conserved and

restored

Visitors have

inspirational, unique and

rewarding experiences

Stakeholders and the

community are engaged

in and value the park’s

conservation

Still in draft form – to be released soon

Parks Australia – Christmas

Island Recovery Plan Working

Group

To assist with reducing threats

to Christmas Islands

ecosystems, threatened

species, habitats and

ecological processes and to

support effective

1. Protecting the integrity of the island and better environmental

governance

Upgrade of quarantine management on the island commensurate with

biodiversity values

Bring environmental governance under a single authority with the

power and resources to be effective





Description


Island Vision


Responsibility

conservation management

decision making and

coordination

2. Management of the island’s ecological processes so as to prevent

further loss of biodiversity

Continue crazy ant baiting with greatly enhanced monitoring of non-

target effects

Acceleration of biological control trials for scale insect

Aggressive maintenance of red crab migration routes

Continue monitoring of biodiversity condition and trends but with a

high priority for continuous improvement and adaptive management

that is informed by independent scientific advice

Acquire more information on the biology and population ecology of

Red Crabs

Sampling to establish baseline levels of prevalence of pathogens,

disease and parasites in selected endemic animals and plants

Sampling of disease (including parasites) levels in exotic plants and

animals now present on Christmas Island

3. Management actions which can be taken to prevent immediate

biodiversity loss

Christmas Island Pipistrelle

Highly threatened endemic reptiles – blue-tailed skin and forest skink

Giant centipedes and African Land Snails

Scale insect – Yellow Crazy Ant nexus

Minister for Home Affairs

Capital Works Commitments $3.5M cruise ship mooring upgrade A total of 76 capital works projects worth $10.8M will be funded in 2009-10, being the first year of the current Five Year Capital Works Program. Individual projects include:





Description


Island Vision


Responsibility

$2.61 million to improve ports facilities on Christmas and Cocos

(Keeling) Islands

$2.0 million for water and wastewater infrastructure upgrades

$1.88 million has also been allocated to replace the key marine vessels

which form the critical supply line from the mainland

$500,000 for new health equipment

$200,000 for refurbishments to Christmas Island High School.

Australian Government

Taskforce (Sept 2009)

The establishment of an Australian Government Taskforce to ensure an

environmentally and economically sustainable future for Christmas and

Cocos (Keeling) Islands.

The taskforce of Australian Government agencies, to be chaired by

Attorney-General’s Department Deputy Secretary Ian Govey, will develop a

practical approach to economic and environmental sustainability for

Christmas and Cocos (Keeling) Islands, including addressing the likely

effects of climate change on the Islands.

RDO, Dept

Immigration,

AGD, National

Parks

Minister for Immigration and

Citizenship

Detention Centre

Press release, 16 December

2009

The Minister reiterated the Government’s commitment to mandatory

detention and offshore processing of irregular maritime arrivals on

Christmas Island as an essential component of strong border control

and important elements in ensuring the integrity of Australia’s

immigration program.

Minister for Environment

Protection, Heritage and the

Christmas Island Mining

Press release, 10 July 2009

The Minister invited the public to comment on information relating to

a supplementary submission by PRL for the proposed phosphate





Description


Island Vision


Responsibility

Arts mining expansion on Christmas Island. A fresh assessment was

required due to a 2008 Federal Court ruling that a decision by the

previous environment minister to refuse the expansion be set aside

because of administrative errors.

Press release, 1 July 2009 The Australian Government will invest $1.5M to begin the rescue of

Christmas Island’s ecosystem, including a mission to capture the last

remaining pipistrelle bats for captive breeding. The Minister said he

agreed the island’s conservation problems are pervasive, chronic and

increasing.”

Press release, 12 May 2009 The Australian Government will invest an additional $26M over 4 years

to manage the Commonwealth’s iconic national parks and improve

park facilities and infrastructure. “Christmas Island’s unique red crabs,

Kadadu’s stunning birdlife and wetlands and Uluru Kata Tjuta’s awe-

inspiring red desert landscapes are all contributors to regional

economies.”

Christmas Island Phosphates

Christmas Island Phosphates Crown Land Management Plan

CIP is supportive of and committed to the process

Environment

CIP’s 5 year plan is to:

o Relinquish the central and north-western mining leases to Parks; and

o Relinquish Mining Leases 121 and 124 to Parks.





Description


Island Vision


Responsibility

CIP are still experiencing major delays obtaining clearing permits from

the Western Australian Department of Environment and Conservation

(DEC). The approval of these clearing permits is critical to the

immediate continuation of mining operations.

Buffer zones are prohibiting access to valuable stockpiles. The

clarification of the nature and extent of these buffers is critical.

New Mining Leases

CIP’s strategic objective is to obtain Federal Government approval for

eight new mining leases. CIP’s objective is to upgrade the existing

mining lease agreement and to incorporate both the existing and

new leases into one new agreement.

If successful, CIP will provide $30 million to a trust fund to be held on-

Island. Allocation of trust funds would be decided by the Shire,

AGD, Parks and CIP together. CIP has provided suggestions for the

allocation of these funds e.g. agricultural land (community gardens)

east of the runway.

Mining Resources & Economic Development

An exit strategy is required to better prepare the future conversion of

mining leases into other uses. A new endorsed land use plan by all

parties is needed to support the CIP exit strategy.

Any future development on the Island should consider the extraction of

phosphate prior to construction/implementation to avoid loss of

valuable phosphate resources.

The CIP board has concerns over their future investments on the

Island:





Description


Island Vision


Responsibility

o Red and ‘green’ tape;

o Construction costs;

o Maintenance of assets (labour costs); and

o Lack of consensus within the community.

Cocos (Keeling) Island

CIP would consider supplying phosphate to Cocos (Keeling) Islands to

facilitate agriculture endeavours.

Mine Management

The partial surrender of leases will be conducted on a site by site basis.

CIP has already explored opportunities to release areas for community

involvement in agricultural activities north of the airport.

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