2030 STRATEGIC PLAN OUR CHRISTMAS ISLAND - An Australian Treasure - The Department of ...
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OUR CHRISTMAS ISLAND
2030 STRATEGIC PLAN
NOVEMBER 2018
An Australian Treasure
STRATEGIC
PLAN
FOREWORD
Christmas Island has a long and proud history, a diverse
heritage, and a strong, dynamic multicultural community. It
also has a unique natural environment, characterised by natural
rainforest and dramatic beauty. These factors define the island
and its community. They also provide the framework for new
opportunities.
I congratulate the Indian Ocean Territories Regional Development
Organisation and the Administrator of Christmas Island, Mrs
Natasha Griggs, on this Strategic Plan and, importantly, their
leadership in working with the community, identifying issues and
developing solutions.
The Strategic Plan is a plan for the community, by the community,
to support economic sustainability and liveability. It captures your
views and aspirations, and reflects your goals for the future.
Christmas Island is going through a transition - this offers the
potential to do new things and to do the same things differently.
The Strategic Plan provides a sound framework to guide the
community and economy during this period of change.
Delivery of initiatives in the Strategic Plan will be led by the
Administrator and the Regional Development Organisation. While
the Administrator is a strong advocate of your community, this is
your Plan. Change requires leadership – at the local government,
business and community level. Change requires drive and
determination, entrepreneurship and a willingness to take on risk.
I encourage individuals to take on this leadership role and work
together with the Administrator and the Regional Development
Organisation to build a stronger economy and enhance liveability.
I, and the Australian Government, are committed to working in
partnership with you, the Administrator, the Regional Development
Organisation and the Shire of Christmas Island to deliver the
initiatives in the Strategic Plan, and to realise the potential of your
island.
The Hon Sussan Ley MP
Assistant Minister for Regional Development and Territories
PAGE 2
STRATEGIC
PLAN
Message from the Administrator and Chair of the Regional
Development Organisation, Mrs Natasha Griggs
I am delighted that we were able to deliver a practical plan that has identified a number of
priority actions for our community.
I would like to personally thank our consultants C Change Sustainable Solutions Pty Ltd
and Phil Gouldson for the excellent work they have done in the development of this plan.
My gratitude also to my fellow Regional Development Organisation members whose
contribution was invaluable, thanks to Eric Chong, Chris Su, Isa Minkom, Rik Soderlund,
Gordon Thomson, Mark Bennett, Ron Grant and Andrea Selvey.
This plan establishes a clear way forward. I am excited about the prospect that the Indian
Ocean Territories could be plastic free by 2030 leading the way in waste management or
that a strategic assessment of Commonwealth land could pave the way for fast tracking land
release and getting us investor ready.
I believe Christmas Island is indeed an Australian treasure and I look forward to doing all I
can to work towards us being a prosperous, resilient and sustainable island.
PAGE 3
STRATEGIC
PLAN
PAGE 4
TABLE OF
CONTENTS
Our Christmas Island, Strategic Plan 2030_______________________________________ 6
Where have we come from?_____________________________________________________ 11
Christmas Island today___________________________________________________________ 14
Consultation Outcomes__________________________________________________________ 16
Comparative Strengths and Weaknesses________________________________________ 24
Looking to the Future____________________________________________________________ 36
our vision_______________________________________________________________________ 37
our values______________________________________________________________________ 40
our themes_____________________________________________________________________ 43
our goals and KPIs_____________________________________________________________ 46
our actions_____________________________________________________________________ 48
GLOSSARY
ABF Australian Border Force
CIDHS Christmas Island District High School
CIP Christmas Island Phosphates
CITA Christmas Island Tourism Association
CKITA Cocos (Keeling) Islands Tourism Association
CKI Cocos (Keeling) Islands
CLA Chinese Literary Association
CRICOS Commonwealth Register of Institutions and Courses for Overseas Students
DAWR Department of Agriculture and Water Resources
DET Department of Education and Training
DFAT Department of Foreign Affairs and Trade
DIRDC Department of Infrastructure, Regional Development and Cities
DOEE Department of Environment and Energy
EPBC Act Environmental Protection and Biodiversity Conservation Act 1999
IDC North West Point Immigration Detention Centre
IOT Indian Ocean Territories
IOGTA Indian Ocean Group Training Association
KPIs Key Performance Indicators
ONA Office of Northern Australia
PA Parks Australia
PRL Phosphate Resources Limited
RDO Indian Ocean Territories Regional Development Organisation
SDA Service Delivery Arrangement
SOCI Shire of Christmas Island
SOCKI Shire of Cocos (Keeling) Islands
PAGE 5
STRATEGIC
PLAN
OUR CHRISTMAS ISLAND
STRATEGIC PLAN 2030
Our Christmas Island, Strategic Plan 2030
is the Christmas Island Community’s The Plan’s Mission
plan that provides a road map to ensure is to be a unified platform
a prosperous, sustainable and diverse that clearly notes the
future for Christmas Island. It has been aspirations of Christmas
led by the Indian Ocean Territories Islanders and provides
Regional Development Organisation a coordinated road map
(IOT RDO) in close collaboration with to assist in achieving the
the Christmas Island community, as well Island’s vision. It has a
as consultation with external service large focus on the regional
providers to the Island, government environment of the Indian
agencies and political representatives. Ocean Territories to
ensure maximum benefits
are achieved. A monitoring
strategy that includes
review mechanisms, is
included in the Plan to
enable the Plan to stay
current.
PAGE 6
STRATEGIC
PLAN
A TIMELY
INITIATIVE
Our Christmas Island, Strategic Plan 2030 is
a timely initiative. Currently, the Island’s two
economic pillars – the mining operations,
Christmas Island Phosphates (CIP) of Phosphate
Resources Limited (PRL), and the Immigration
Detention Centre (IDC) - are undergoing
transition.
By the end of 2018, the IDC will be in ‘hot
contingency’, meaning that while the asset will be
maintained in case it is needed by the Australian
Government, the regular day to day activity with Our Strategic Plan’s Aim:
the operation of the facility as a detention centre The Strategic Plan’s overall aim is
will cease. In the 2016 census, around 100 people to ensure that we maximise our
indicated that they worked in correctional and prosperity and resilience, and in so
detention services on Christmas Island. These doing, become a much more self-
positions will cease in hot contingency. Estimates sustaining Island.
from the Department of Home Affairs expects
that around 30 or so local jobs will be available in We acknowledge the support we
maintaining the facility through hot contingency,
currently receive from the Australian
and so marginally compensate the loss.
Government and know that we will
continue to require further support
PRL has indicated that given the extent of
into the future.
current resources, CIP operations are only
likely to continue into the late 2020s. Currently,
the main operations of CIP employs around However, a large part of this Plan
130 personnel, and PRL’s subsidiaries around is dedicated to getting the Island
43. Given the support for mining from a large ‘business ready’ so we can further
component of the community, trying to ensure develop our private sector. This
mining continues on the Island forms an will allow us to become more self-
important part of this Strategic Plan. sustaining and therefore decrease
our reliance on the Australian
In total, the cessation of both these important Government.
economic drivers could see the loss of over 230
jobs on the Island, or between a quarter and a We look forward to working with
third of employment on the 2016 base. When all key stakeholders, including
the industry linkages are taken into account, it is the Australian Government, to
more likely that employment losses could double maximise our Island’s prosperity,
if diversification of the economy does not occur. resilience and economic, social and
environmental sustainability.
PAGE 7
STRATEGIC
PLAN
1
Where are we now?
Environmental Scan:
› Statistical review
› Previous reports
› SWOT analysis
Clear identification of
Issues and Challenges
Measuring Where do we
Success want to go?
› Clear setting of KPIs
THE
PROCESS
› Community values/
4 › Monitoring and aspirations 2
review framework › Business intentions
› Timely review and › Government intentions
updating
Vision and Objectives
Keeping the Plan
Current & Useful
How do we
get there?
› Analyse information to date
› Set Strategies / Themes
› Actions & Implementation measures – assign
responsibilities
Clear Accountable Road
Map for Action
3
PAGE 8
STRATEGIC
PLAN
A PLAN FOR THE COMMUNITY
BY THE COMMUNITY
To have the greatest chance of success Over 40 individual meetings
›
we were very clear that the Strategic Plan with politicians, businesses and
needed to be a plan for the community government representatives on
from the community. To ensure this Christmas Island, in Canberra and in
occurred a four stage approach was Perth;
adopted (refer diagram on previous A community survey, developed in
›
page). English, and translated into Mandarin
The Plan was determined from a and Malay, was completed by 139
combination of statistical analysis, respondents; and,
reviews of previous plans and the Special activities conducted with
›
outcomes of the comprehensive the Christmas Island District High
consultation program, which included: School’s primary school children to
show what they love about Christmas
Six community forums, representing
› Island. Pictures showing what the
Christmas Island’s Seniors, wellbeing children value about the Island are
groups, sport and recreational groups, interspersed throughout this report.
tourism and hospitality industry, the
Chinese community and Christmas In total, there were over 528
Island Women’s Association. Each contributions to these consultation
activities. This was an incredible result
forum hosted between 10 and 33
given that the population of Christmas
participants with a total of 114 people
Island at 2018 is likely to be less than
in attendance. Over 50 groups on
1600 people. Given the range of groups
Christmas Island were represented; represented, we are confident that this
Two meetings with the Malay
› represents the vast range of Christmas
Community, and a further meeting Islanders’ views.
with the Chinese Community; The output of the consultation by
Two youth forums with 10 attendees
› stakeholder group can be found at Our
at the first meeting and 12 at the Christmas Island: An Australian Treasure.
second; Strategic Plan 2030, Consultation Report:
June to August 2018.
PAGE 9
STRATEGIC
PLAN
HOW THE CHRISTMAS ISLAND
STRATEGIC PLAN WILL SUCCEED
To succeed, we are clear that the Christmas Island Strategic Plan will need to have the
following attributes:
LOGICAL COMMITMENT COMMUNITY IMPLEMENT ACCOUNTABLE
LOGICAL AND CLARITY AND COMMUNITY IMPLEMENTABLE ACCOUNTABLE:
EVIDENCE BASED: COMMITMENT: OWNED: AND OUTCOMES Our Monitoring
Any actions included The clarity of Ensuring that this BASED: Framework
in this Plan need to be responsibility and Plan is - and stays Actions included ensures that all
logical and evidence the commitment - “a Plan for the are outcomes stakeholders
based. There has of the political, Community by based and all continue to input
been substantial bureaucratic, the Community” aimed at achieving into the Strategic
investigation into industry and underpins its the overall vision Plan. We have
data, previous community leaders success. We will and goals noted in included actions to
research and actions to deliver the Plan’s ensure that there the Plan. We will reflect and report
to determine the vision is essential. is an ongoing role implement actions on progress, as
current actions At every step we will for the community that count. well as actions to
included. We note be aiming to ensure in reviewing the review the Plan to
that ongoing analysis that all key players actions /progress ensure the Plan
and revision is are on board and to keep the Plan remains current.
essential for the willing to implement current and
longevity of the Plan. key actions. relevant.
Through the IOT RDO’s Regional Investment Officer, the RDO will continue to provide the
coordination role for the Strategic Plan. It is essential to note, however, that the plan will
ONLY succeed if each and every stakeholder commits to and implements their part of
the plan. Only when we work together as a whole will we realise the immense benefits
this plan can bring to our community.
PAGE 10STRATEGIC
PLAN
WHERE HAVE
WE COME FROM?
In 1958 Christmas Island became an external territory of Australia. Together with Cocos
(Keeling) Islands, they are known as the Indian Ocean Territories (IOT) of Australia. The
Island has had an interesting and somewhat turbulent history at times, having had no
indigenous population, but rather a population established in the late 1800s based on
mining phosphate. The first settlement was a British Colony that imported indentured
labour from South East Asia. Through the late 1970s and early 1980s, citizenship rights
for Asian residents were established, as were equality of working and living conditions for
all on the Island.
Now a harmonious community, Christmas Island truly is an Australian Treasure. It has a
wonderfully generous community that is deeply committed to Australian values.
PAGE 11STRATEGIC
PLAN
ACHIEVEMENTS
OVER THE LAST 10 YEARS
CROWN LAND RELEASE
Successful commencement of the Crown Land Release process for the
purposes of economic development
INVESTMENT BY THE AUSTRALIAN GOVERNMENT
Substantial investment in infrastructure and services from the
Australian Government: Over the last 5 years this has totalled in
excess of $570 million for the IOTs
INVESTMENT IN STRATEGIC PROJECTS
Strategic Projects by the Australian Government: $27.3 million over 3
years to replace the crane and mooring system on Christmas Island;
$19.6 million over the next four years to continue to underwrite air
services to the IOTs; $7.6 million for the extension of Flying Fish Cove
jetty in 2014; and (together with SOCI) development of Senior Citizens
Centre and the Tea Gardens Community Park
LOCAL PLANNING SCHEME
An updated Local Planning Scheme for the Shire of Christmas Island;
and the designation of 9,000sqm of zoned industrial land
WATER RESOURCES
Early investigation into water resources of the Island and the
understanding that growth for at least double 2018’s population is not
constrained by water resources
TOURISM POSITIVES
Christmas Island recognised by Tourism Australia; Establishment of
Extra Divers Christmas Island and Swell Lodge Eco Village; Inclusion
of low impact tourism as a key component of the Christmas Island
National Park Management Plan; The introduction of two northern
charter flights
CONTINUED PROTECTION OF ENVIRONMENTAL
RESOURCES
Continued successful management of the National Park and a
reduction in over 800 feral cats on the Island
PAGE 12STRATEGIC
PLAN
60TH ANNIVERSARY
Successful hosting of the Celebrations for the 60th Anniversary of
Christmas Island becoming an Australian Territory
AGRICULTURE SECTOR
Success in the early investigation of the agriculture sector on
Christmas Island with the commencement of Hidden Garden
Sustainable Farms, and the MINTOPE project
AWARDS
Winning the Peter Maclean Award for Cemeteries Heritage
Management in 2016, winning the GWN Best video promotion award
for small Islands in 2018
PAGE 13STRATEGIC
PLAN
CHRISTMAS ISLAND
TODAY
Our Island Home: The Island comprises
136 square kilometres and is located some
2,650 kilometres north-west of Perth. It is full
of natural wonders. With 63 percent of the
Island as National Park, the Island supports
the unique annual red crab migration,
rare and endemic birds, glorious deserted
beaches, azure waters hiding coral reefs, as
well as tall verdant rainforests.
Christmas Island’s economy is directly
connected to its industry sectors and often suffers from a boom-bust cycle of activity. With
mining having been its mainstay throughout history, Christmas Island has also seen the rise
and fall of the economy associated with the opening and closing of initiatives – the mine
closure in the late 1980s for 3 years, saw the population dip below 1000 people, a casino
economy in the mid 1990s saw a rise to around 2000, only to fall again once the operation
closed, and now a detention centre economy through the early 2000s to 2018 where the
population peaked at over 2000 people and is now likely to be around 1600 or less. Due to
the boom - bust cycle, we are all acutely aware of the necessity to diversify the economy to
ensure that we are not relying on one industry or business.
The cultural characteristics of the Christmas Island community are still reminiscent of its past
- the community is comprised of mainly Asian and European cultures, and over 63 percent of
people speak a language other than English at home. This diverse community brings life to
our Island, and a uniqueness that is found nowhere else in Australia.
NATURAL ENVIRONMENT
63% 256 80+ 600+ 110 Significant nesting
National park endemic species of crabs fish species protected species colonies of Indian
species Ocean birds
SCENIC
2 Ramsar
Wetlands of International
landscapes and seascapes
that could rival many
Geomorphological prominence.
One of only two Anchialine cave
Importance areas around the world systems in Australia
PAGE 14STRATEGIC
PLAN
Settlement Settlement
Christmas North West
Flying Fish
Silver City
Island Point
Lily Cove
Beach
Airport
Poon
Saan
Dolly
Egeria The Beach
Point Blowholes
Drumsite
South Point
POPULATION
ECONOMY – RELIANT ON
GOVERNMENT & NARROW RANGE
39 Population at
2016 Census 61 OF BUSINESSES
percent
female 1843 people
percent
male
% of employed residents 30%
Prominent Industry Sectors
25%
POPULATION FLUCTUATIONS 20%
15%
Christmas Island Population 10%
2500 ? 5%
2000 0%
? Mining
Public Admin Education
+ Safety
Construction
1500
? ■ 2006 ■ 2011 ■ 2016
1000 ?
500 HIGH INCOMES
0 Income 2016 ($/weekly)
1991 1996 2001 2006 2011 2016 2021
MEDIAN TOTAL MEDIAN TOTAL MEDIAN TOTAL
• Population in 2018 has been estimated as being anywhere between 1200-1600
PERSONAL FAMILY HOUSEHOLD
CI: $1,164 CI: $2,389 CI: $2,141
(WA: $724) (WA: $1,910) (WA: $1,595)
Jobs – virtually no unemployment... until now?
485 38yo 47% 2006 2011 2016
dwellings: 49% separate Median age Families with Labour force 714 814 840
dwellings (WA 79%) CI: 38; WA: 36 children
(WA: 39%) Unemployed 5% 1% 2%
Contributions by Phosphate Resources Limited:
29% 9%
Volunteered in 2016 (WA: 21%) Over 65 (WA: 14%)
$22m $8m $22m
To Government To Community In On-Island
CULTURALLY DIVERSE (2017) Organisations And Wages
Local Businesses
(2017)
Christmas Island Economy
• Chinese
• Malay 63% Common Languages other
than English spoken:
GROSS REGIONAL
PRODUCT
2009
2012
(WITH IDC)
2018+
• Caucasian Language other • Mandarin • Malay Estimate $71 MIL $126 MIL ??
than English • Cantonese • Hokkien
(WA: 19%) • Indonesian
PAGE 15STRATEGIC
PLAN
CONSULTATION OUTCOMES
54%
WHAT WE HEARD Community
Our voices: As previously noted, a comprehensive
consultation process was conducted between June and
August in 2018 to feed into the development of this Plan. A
key part of the consultations was a community survey which
71%
was completed by 139 people. The following few pages note
the outcomes from the Community Survey. The ‘Stakeholder
Feedback’ page summarises key messages from other Natural
consultation processes. Environment
What we love about Christmas Island:
43% 33% 18% 17%
Peaceful, safe, Multicultural Lifestyle Climate /fresh
freedom air /tropical
10% 9% 7% 5% 5%
Beauty,
Nature based Everything is Uniqueness History /
sunsets, views,
activity so close heritage
landscapes
Other responses that were under 5% included:
Employment
› Diversity
› Settlement
›
Remoteness/isolation
› Affordable/great services
› Financial prosperity
›
The Cove
› Unique flora and fauna
› Links to Asia
›
Fishing
› The Mine
› The Cinema
›
The School
› Cleanliness
›
PAGE 16STRATEGIC
PLAN
PAGE 17STRATEGIC
PLAN
66
What Christmas Island does well:
%
Community -
Harmony / Spirit
30% 20% 20%
National Park School / Cultural
/ Natural opportunities activities and
Environment for youth celebrations
16% 14% 12% 8%
Safety / Low
Government Activities and Nothing
crime
and Community Organisations
Services
8% 6% Other responses that were under
5% included:
Clean environment
›
Mining -
Employment Lifestyle Tourism
›
Flight options
›
Mine working with Parks, mine tours
›
Low unemployment
›
6% 5% Access
›
Maintenance of roads
›
Community involvement
›
Communication / Inclusion
›
Resilience Volunteering /
Fundraising Local Business / Generosity
›
Move towards Sustainability
›
Free access to tourist sites
›
Information provided
›
Farm vegetables
›
PAGE 18STRATEGIC
PLAN
What Christmas Island
could do better:
30% 24% 21%
33% Flights
Tourism and Governance / Infrastructure
promotion Local decisions improvements
16% 15% 14% 12%
Waste Support Fresh Beautification / Local
Management produce Amenity Employment /
Youth options
10% 8% 8% 7% 7% 6%
Reduce cost Better Tourism Food and Local Shire More
of living services infrastructure dining options / Improvements Activities
coordination
Those 5% or below Community working
› Get rid of IDC
›
Protect heritage and
› together No Mining
›
history Communications
› Public Transport
›
Protect flora and fauna
› infrastructure World showcase
›
Accommodation
› Casino
› Fishing regulations
›
Youth activities
› Environmental initiatives
› › Reduce discrimination
Freight options
› / clean energy › Maintaining culture
Continue mining
› Housing - Affordable /
› More funds for
›
Clear communications
› Modern community organisations
Flying Fish Cove
› Plan for future
› › More imports
Diverse retail
› › Training
Keep IDC
› › Self determination
PAGE 19STRATEGIC
PLAN
LOOKING TO
58%
THE FUTURE Tourism
What do we want CI known for in 10 years
60%
Natural
18% 15% 15% Environment
Cultural Sustainable Safe, free, family,
diversity / Economy peaceful, happy
harmony
13% 12% 12% 11%
Community Beautiful, Activities - Uniqueness
clean, paradise Nature and
Recreational
based
10% 9% 7% 7% 7% 6%
Affordable Education Environmentally Local food Sustainable History and
and reliable hub friendly / production, mining heritage
food, freight, showcase agriculture
flights
Other responses less than 5 percent included:
Effective governance
› Increased military presence
›
Health services, including aged care and
› Links to Asia
›
retirement living Great infrastructure
›
Coastline
›
PAGE 20STRATEGIC
PLAN
What could be done to improve business, What would improve the experience for
industry, education & training tourists and/or increase tourism numbers
What would you like to see to improve the
What would improve Health, Well-being, appreciation / management / protection of
Liveability CI’s natural environment
What would improve the quality of
Government Services provided to CI
PAGE 21STRATEGIC
PLAN
STAKEHOLDER Youth Needs
FEEDBACK More jobs
Nightlife
Youth Council
Public transport
Youth drop in centre Dogs / pets
Youth facilities & activities
Amenities
YOUTH
More safe water access
Affordable housing
We Value
Vision
Nature, Environment Pets
Diverse tourism
Community, Cultural diversity
Festivals, Celebrations
Safety, Peaceful Beaches, Sunsets Diverse retail, Cafes More jobs
History Heritage Customer service
Opportunities School Community Affordable
Infrastructure
SENIORS
SPORT AND REC
Important
Actions Needs
Aged care home Unified Sports and
Aged care services Recreation Voice
Fresh local food Coordinated Communication
Coordinated and promotion
Universal Senior’s Events Calendar
access to New Events
discounts
areas Facilities maintenance
Maintain temples and new facilities
Luggage
to arrive Respect from Broadening experience
non-locals for Youth
Medicines to
be available
BUSINESSES
Needs
Many support Need people to buy locally -
More people, sustainable hard to compete with on-line
more jobs, more mining, tourism Heritage conflicts need to be sorted
industries Recruitment is an issue (and no pets contribute to this)
Need a business /
Access to finance
community voice
PAGE 22STRATEGIC
PLAN
Vision
Leave no Trace Tourism
WELL-BEING CI a leader in Waste Avoidance, Waste
Reduction, Waste Management
GROUPS World Heritage
Status
Plastic Free CI
Potential for Tourism Levy
Biosecurity essential
Vision
ENVIRONMENTAL
Environmental sustainability
Nature, World
TOURISM GROUPS
Heritage Listing Celebration
of culture
Aged care facilities & services
Tourism, Integrated Resort
Development, Wellness, Vision
EcoTourism, Casino
Sustainable economy
Fresh Food Affordability Safe, happy, Clean & green environment,
Environmental Health Officer integrated and World Heritage Listed,
harmonious Leave no Trace
Good infrastructure
multi-cultural Beautiful &
Investment
community vibrant physical
Public Transport
environment
Campgrounds
MALAY COMMUNITY
More safe access
to water
Vision
CHINESE Foster local
growth and skills
More employment
on-Island
COMMUNITY Christmas Island’s most valuable asset is its People
Create employment pathways for
Islanders
Vision
An Island Paradise with SHIRE
Nature’s gifts galore OF CI CI - Singapore
Back to basics Needs Partnership 2015
Warm, safe opportunities, Casino licence
adventure
and friendly Apology, to Soft Star, visas, mining,
Island international education, flights
community vote on self-
Industries: determination, Infrastructure - Sports,
Tourism, A must visit place Crown land to Firefighting at airport,
Mining Shire, Cabinet Trails implemented, water
Plan, Grants mapping, waste management
Infrastructure
and services reviewed Health services, aged care
home, Commonwealth
assets, rent-to-buy
PAGE 23STRATEGIC
PLAN
IN SUMMARY
COMPARATIVE STRENGTHS
& WEAKNESSES
Currently, Christmas Island’s economy Throughout consultation and through an
is reliant on industries that require understanding of comparative advantages,
Australian Government decisions: we believe that by 2030, our most
Access to mining leases requires the prominent industry sectors should be:
Department of Environment’s approval
and the extent to which the Immigration › Tourism
Detention Centre is active is dependent International Education, Research and
›
upon border protection policies. These Development
industries are still important to us, but › Food and Agri-business
we are acutely aware that to be resilient
and sustainable, our economy needs to
be broadened and also include private In addition, there is considerable support
sector industries that do not require for mining to continue, so long as it is
ongoing government assistance/approval. on a sustainable basis and is not at the
expense of our National Park.
The need for at least a ‘tripod’ economy
is evident – spreading our economic There are many reasons why these
prosperity across a number of sectors industries have been chosen. A
means that we increase our resilience and discussion of Christmas Island’s strengths
our economy can better withstand global and challenges is provided on the
or domestic ‘shocks’ and/or changes. following pages.
PAGE 24STRATEGIC
PLAN
STRENGTHS International Education Generally,
Research and Development
Tourism › Given our harmonious and multi-
Christmas Island has such natural
› cultural community, coupled with our
advantages with our pristine proximity to Asia, the IOTs are uniquely
positioned to host international
environment that sustainable and
students. The understanding and
sensitive opportunities for tourism are
respect for the Muslim community
only limited by our imagination.
and Chinese culture make Christmas
In addition, we have such a wonderfully
› Island a perfect ‘stepping stone’ for
unique and generous multi-cultural people wanting to learn English prior to
community. Broadening our studying in Western Universities.
tourism offer to incorporate cultural Christmas Island also has unique
›
experiences can produce significant attributes that make it a logical
benefits. place to capitalize on research and
We are located 900km away from
› development opportunities. There are
another Australian Treasure – Cocos clear opportunities capitalizing on our
(Keeling) Islands and together the IOTs environment through the development
have even stronger, more diverse and of an Environment Centre of
unique offerings. Excellence, and also opportunities
to have extension projects with
We have over 600 million potential
› Universities and TAFEs in agriculture,
tourists at our doorstep when we look horticulture, social sciences and
to the North and capitalise on the sustainable living. Established links,
South East Asian market. past and present, with Universities
In the last few years we have seen
› such as Murdoch, Notre Dame and
two new operators, one of which Edith Cowan should be built upon, and
has opened in the National Park. new networks with other universities
Consultation outcomes indicate that and TAFEs established.
there are other potential investors out In addition to International Education,
›
there, should the Island be business research and development, there
ready. are opportunities for Christmas
Parks Australia has indicated that they
› Island to further develop capacity
are ‘open for business’ if proposals can in education generally through
developing a boarding school / billeting
show minimal impact on our precious
arrangement with Cocos (Keeling)
environment and ensure visitor safety.
Islands for years 11 and 12. Currently,
Tourism is a key focus of Austrade
› schooling on Cocos (Keeling) Islands
and was a key focus of the Office of is offered until Year 10, at which stage
Northern Australia in their 2017 forum. children generally attend school on the
Thus, linking with these partnerships mainland of Australia. Investigating
will benefit our Island. the interest in completing school on
Christmas Island would be beneficial
for both Islands.
PAGE 25STRATEGIC
PLAN
Food and Agri-Business high level of health and wellbeing
Food is the cornerstone of well being
› benefits;
for many communities. Not only does • Provide the impetus to develop a
it provide a nutritional basis to ensure Christmas Island ‘brand’ and cottage
the health of people can flourish, food industries utilising the fresh produce;
can also bring people together in a
spirit of celebration. • Provide export opportunities to our
Asian neighbours, particularly to
Food on Christmas Island is treasured.
› areas that have a focus on ‘clean and
Our local Chinese and Malay cuisine, green’ produce (such as Singapore).
together with our fresh fish, seafood
and local ‘treats’ such as papaya, • Be a ‘food security’ showcase to all
banana and mango are often prized other isolated communities.
experiences on the Island. Food and agri-business is a focus for
›
However, given the lack of arable soil,
› Austrade and was a key focus of the
the harsh weather and pest conditions, Office of Northern Australia in their
we are only in the embryotic stages 2017 forum.
of securing our local sources of fresh
food and produce. Resources
Many people on Christmas Island are
› Apart from the brief time periods in
›
lucky to have relatively high incomes, which mining was not in operation
and can therefore pay the high food (during WW2 and 1987-1990),
cost (albeit at the expense of other phosphate mining has been the
purchases). Other Island communities mainstay of the economy of Christmas
around the world are not so lucky and Island. Many families on the Island
cannot afford high food costs, which today have generational links to the
heightens statistics in nutritionally resource sector on the Island.
based diseases like diabetes, heart Many of Christmas Island Phosphate’s
›
disease and obesity. Nonetheless, due employees, their families and their
to the quality and price, Christmas friends have an affinity with mining
Islanders have indicated that they eat due to the equality struggles that
less fresh produce than they would occurred in the late 1970s and 1980s.
like, and much less than what they These struggles provided all Christmas
would if local nutritional, affordable Islanders with equality in working and
fresh food was available. living conditions, and provided all parts
Developing food and agri-businesses
› of the community access to citizenship
as a clear industry will have many rights.
benefits for Christmas Island and Phosphate Resources Ltd, the owner
›
indeed the Region. It will: of Christmas Island Phosphates, as
• P
rovide affordable and good quality well as their subsidiaries Indian Ocean
food year round, bringing not Oil Company and Christmas Island
only economic benefits but also a Maintenance Services, has shown
dedication to the Island in many ways.
PAGE 26STRATEGIC
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Economically it contributes over $30 tourism to replace the contribution
million per annum to the economy mining brings to the economy, 15,500
of Christmas Island, and it is a firm visitors per annum would be required.
supporter of local businesses and Currently, tourism numbers per annum
organisations. Estimates produced by are around 1,200.
Acil Tasman in 2009 indicate that for
PAGE 27STRATEGIC
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CHALLENGES For example:
• While the Release of Crown Land has
Despite there being clear reasons why been a welcomed initiative, currently
tourism, international education, food and the process and timeframes from
agriculture and mining will lead us into EOI through to the start of the
a successful future, there are challenges development process are unknown.
ahead. Actions included in the Strategic Extended time periods for approvals
Plan are aimed at overcoming these can convert into high costs and a
challenges so we can prosper in the disincentive to prospective investors.
future.
• In addition, it would appear
that the release of crown land
Shipping does not necessarily equate to
In virtually all consultations and
› unencumbered land parcels, as
investigations undertaken for the heritage and environment may still
strategic plan, the reliance on one render parcels ‘undevelopable’ –
carrier to the IOTs, coupled with the either in full or part - due to the
expense and unreliability of deliveries, EPBC Act or Heritage requirements.
was seen as a major obstacle to And the uncertainty of how heritage
business and industry development. may be dealt with is not confined to
Investigation into how we can ensure only crown land.
reliable and affordable shipping to the
• Discussions with stakeholders
IOTs underpin a prosperous Christmas
also indicated that even if some
Island.
environmental assessments are
approved through the EPBC Act,
Investment Ready WA requirements may necessitate
Consultation conducted as part of this
› further assessments, and therefore,
Plan indicated that there are investors further delays and additional costs.
interested in Christmas Island, but that There are a number of underlying
›
in order to invest, the Island needs to infrastructure requirements that, if
be business ready. implemented, would support a range
Currently land release and
› of industries as well as the community
development processes are not clear generally. However, presently there
and do not have clearly specified is no comprehensive prioritised
timeframes. This acts as a significant infrastructure plan for the Island.
obstacle as it produces a high level of
uncertainty.
PAGE 28STRATEGIC
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Tourism Lack of representation in State-wide
›
Most Christmas Islanders would agree tourism campaigns (due to the IOTs
that tourism has huge potential, lack of State Government). The
particularly if we focus our marketing Tourism Associations in the IOTs
efforts to the north, take an IOT region- have recently been acknowledged by
wide perspective, widen our scope to Tourism Australia and this is proving
include many different tourism markets, beneficial. Further access to national
and provide a diversity of experiences marketing campaigns and forums
on the Island. However, there are many would greatly assist and fruitful
challenges associated with this occurring, discussions with Tourism Australia are
including: occurring.
Cabotage is the transport of goods or
› Limited diversity in tourism products,
›
passengers between two places in the accommodation and underlying
same country by a transport operator infrastructure. For example, there
from another country. Australia’s are no 5 star resorts on the Island,
restrictions on cabotage prevent no premises that currently serves
foreign airlines carrying domestic breakfast or provides a full service,
passengers on flights between a limited ‘service’ mentality, by some
Australia’s IOTs. Thus the charter operators, particularly in peak periods,
flights to Christmas Island from Asian little coordination between service
airports are restricted to one domestic providers, a limited number of tourism
stop and therefore cannot include sites that are easily accessible, and a
Cocos (Keeling) Islands. Passengers constant need for maintenance and
travelling to Christmas Island from upkeep, particularly given our weather
northern destinations must use our and climate.
domestic flights to travel onto Cocos Marketing of our Island has been in
›
(Keeling) Islands. This is unlikely to the past focused almost solely on
occur for the following reasons; our natural assets. While this our
• he unreliability of flight times (and
T natural drawcards will always be one
therefore connections) between of the main reasons people visit, the
Christmas Island and Cocos tourism forum conducted as part of
(Keeling) Islands due to weather the Strategic Plan identified a range of
events, and technical issues; additional markets that would benefit
• he difficulty in securing overnight
T the Island. Marketing of events also
accommodation on Christmas featured strongly in the tourism forum
Island while waiting for connections as well as in the sport and recreation
(which is required due to Virgin forum. A number of key tourism
operating on a Friday and Tuesday, opportunities were also noted, and
and charter flights to the north these have been passed on to the
operating on different days) Christmas Island Tourism Association
and the Regional Investment Officer.
• he cost of securing flights on
T
separate carriers.
PAGE 29STRATEGIC
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The types of International Education
›
envisaged for Christmas Island would
Key IOT’s Tourism Markets*
be akin to a ‘stepping stone’ approach
› Nature based for students wishing to engage in
› Event based tertiary studies on the Mainland, but
› Ex-Islanders needing to gain better English skills
› Adventure / Extreme to be most effective. In this sense,
› Wellness/detox a Language school for international
› Photography students, either post secondary level,
or in combination with attendance
› Experiential / Volunteers
at the CIDHS would be ideal. This
› Families could be run by either a private or
› Yachties government funded operation.
› Cultural
› It is noted that the WA Government has
› Ghost / Dark Tourism a large focus on International Education.
› Island collectors However, consultation conducted
› Bucket Listers as part of this Plan’s development
› Cruises indicated that the IOT’s Service Delivery
› Food Buffs Arrangements with the Western
Australian Government precludes
› Backpackers
Western Australia from providing
› Gamblers support to the IOTs in any area where,
› Edu-tourism to do so, would put the IOTs in direct
› Train buffs competition with Western Australia’s
› Religious tourism markets. In addition, there seems to be
› Women’s tourism some uncertainty regarding how.
› Reality TV Shows Given the Island’s multi-cultural
›
› Mine tourism composition, its safe and harmonious
community, its unique environmental
attributes and its remote location
* as identified by the Tourism Forum conducted
through Consultation from the Mainland but proximity
to Asia, we would argue that there
are no comparable areas within
International Education Western Australia that could attract
In order to implement opportunities
› the types of international education
in International Education, institutions being espoused by Christmas Island.
are required to have a Cricos number. Therefore Christmas Island could be
While Christmas Island has had one viewed as an ‘additional’ market for
in the past, neither the Christmas Western Australia. In fact, should
Island District High School (CIDHS) international education be allowed
nor the Indian Ocean Group Training on Christmas Island in the way we are
Association currently have access to a envisaging, then this could provide
CRICOS number. ‘ready made’ international students for
PAGE 30STRATEGIC
PLAN
the Western Australia market (as well controlled growing systems utilized
as other areas on the Mainland). to produce food on a large scale.
Food and Agri-business However, controlled growing systems
are expensive and access to finance
There are many obstacles associated
› difficult. These challenges need to be
with growing fresh produce on overcome if we are going to secure a
Christmas Island. nutritional pathway for our future.
• There is little topsoil or arable soil.
• P
ests such as fruit fly and Resources
grasshoppers are a large issue that
precludes open row growing of many CIP has indicated that their current
›
types of produce on a large scale. resources will enable mining only until
the late 2020s. Given the downturn
• Weather events are unpredictable in the economy, it may now be time
and often severe. for discussions around ‘how’ a win-win
Due to these challenges it is essential
› situation can result for the community-
that pest management is seen as environment-mine.
a high priority, and that there are
PAGE 31STRATEGIC
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OTHER ISSUES AND Access to Finance
Access to finance was also indicated
›
OPPORTUNITIES as very difficult on the Island. The
requirements for loans for start up
Regional Content and Locals First businesses (and houses) are much
Major projects have the opportunity
› more stringent in the IOTs due to our
to add substantially to the economy of economy being reliant on a narrow
Christmas Island, and indeed the IOTs range of sectors.
generally. Given the investment in the
Island (including the recent $27 million Affordable Training
upgrade for the port infrastructure), Due to our complex governance
›
local content clauses could contribute arrangements, training carried out in
significantly to the Island’s economy. the IOTs needs to abide with national
Furthermore, the Cocos (Keeling) Airport standards. This means that the
Runway Upgrade is currently considering IOTs must use nationally accredited
its tender process, there is a proposed Registered Training Organisations,
resort development on Cocos (Keeling) (RTOs) which limits the number of WA
Islands, and if some of the actions RTOs that can be utilised. Sourcing
included in this plan are enacted, a major RTOs from the East Coast of Australia
resort development with a casino might adds to the cost of delivering training.
also be on the horizon for Christmas
Island. However, currently there is no Clarity, Accountability and
pre-specified requirement for regional Transparency
content in major projects. Regional › The governance arrangements of the
content, such as a proportion of regional IOTs are complex.
(IOTs) employment required in any › Consultation found that many in the
project, should be a pre-requisite in any community would like more clarity
major project. about the roles and responsibilities of
As well as regional content, social and
› Ministers, the Administrator, Senators,
economic impact assessments should Federal Members of Parliament,
also occur prior to sign off on major Government Department Staff, the
projects to understand and mitigate any Shire and major contractors to the
potential negative impacts and enhance Islands.
any opportunities for the region. › In addition, many views were
Wherever possible, major projects expressed about wanting to ensure
should be required to deliver local that there was value for money
benefits and add value to the underlying associated with the millions spent on
infrastructure on the Island. the Island.
Government purchasing practices
› › Many people questioned why the IOTs
sometimes preclude local purchases had DIRDC staff in Perth, rather than
of goods and services. For small having them on-Island. Moving the
exemptions in these ‘rules’ huge benefits Perth IOTs office to Christmas Island
to the economy and businesses in the was seen as beneficial in two ways.
IOTs could result. Firstly, it would stimulate the economy
Retail businesses are also struggling
› by having more people on the Island,
to compete with on-line shopping. and secondly, it would ensure that
Conducting a ‘local’s first’ campaign the local issues and requirements on
and investigating innovative means of Christmas Island were more clearly
assisting people to ‘shop locally’ would understood and delivered.
go a long way in sustaining Christmas
Island’s retail tenancies.
PAGE 32STRATEGIC
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A Global Opportunity -
Waste Management & Governance arrangements in the IOTs
Environmental Initiatives › C hristmas Island is an external territory of
In many of the consultations,
› Australia. The Australian Government has the
the issue of waste power to make laws for the government of
any territory, including Christmas Island, under
management came up time
section 122 of the Australian Constitution.
and time again. Many people
on the Island understand that › Christmas Island has no state-level of
our practices around local government, which means the Australian
Government is responsible for the provision of
waste can be vastly improved,
state-type laws and services to the territory.
as well as Christmas Island
acknowledging the ‘global’ › The IOTs are administered by the
Commonwealth through the Department of
waste issue. Many in the
Infrastructure, Regional Development and
community wanted a key part Cities. Most of the state-type services are
of the Strategic Plan to have provided by the Western Australian government
laudable goals around waste under Service Delivery Arrangements with
management and to take a the Commonwealth. The Service Delivery
pro-active stance to improve Arrangements Information Kit (2005) indicates
the understanding and a more detailed outline. However, some state-
actions around global waste type services are also provided by the Indian
management. Ocean Territories Administration, for example
health services, staff housing, public housing,
As well as recycling, which was
›
power, as well as licensing and responsibility for
seen to be clearly linked with some community infrastructure on Christmas
waste management, there Island. Local Government operations are run
was also a high proportion through the respective Shires on each of the
of support for other Islands, with part of the funding for the Shires
environmental initiatives also being provided by the Department.
such as green energy and › The Federal Assistant Minister for Regional
showcasing sustainability. Development and Territories has responsibility
Moving towards World for administering the Territories. The
Heritage Status was also Department of Infrastructure, Regional
suggested by many in the Development and Cities delivers services
community. directly and also enters into arrangements
with the private sector and the Western
Health and Wellbeing Australian Government to deliver services. The
Many in the community
› Administrator appointed by the Governor-
were also concerned about General is the most senior Australian
the extent to which people Government representative in the Territories.
smoked and drank alcohol. › IOTs’ Residents are represented in the House
The lack of anti-smoking and of Representatives by the Division of Lingiari
anti-drinking campaigns, in the Northern Territory and in the Senate by
coupled with the cheap prices Northern Territory senators.
of alcohol and tobacco, were › The Shire Council of Christmas Island has the
noted as compromising the same responsibilities as a local government
health and wellbeing of the on the Australian mainland under the Local
community. Government Act 1995 (WA)(CI).
PAGE 33STRATEGIC
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IN SUMMARY
COMPARATIVE STRENGTHS
& WEAKNESSES
Comparative
Advantages
Significant unique fauna and flora Proximity to Asia, links with Northern
species, including unique events such Australia and Mainland Australia. Also
as the annual red crab migration on links to Europe and Japan through
Christmas Island, Ramsar environment diving
(international wetlands convention),
beautiful National Park A proactive and innovative community
who are dedicated to the Island and
Unique marine environments with interested in new opportunities
significant numbers of species and
excellent conditions for snorkelling, Duty free and GST free status, and
diving and recreational fishing a high speed internet network that
opens up industry, research and
Multi-cultural community with the training opportunities
open and inclusive Chinese and Malay
cultures on Christmas Island Excellent level of social services for a
remote area
Interesting and varied history
– culturally, economically, Ideal position to be a leader in
environmentally global waste management and
environmental sustainability, and a
Safe environment with Australian supportive community who want to
standard facilities. Tolerant and make a difference
harmonious community for all
PAGE 34STRATEGIC
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Comparative
Weaknesses/ Issues
Dependency on imports, and The lack of clarity of development
therefore tied to aviation, shipping and processes, and inherent conflicts and/
the associated expenses and reliability or uncertainty about environment and
issues heritage issues. The Island is not yet
‘Ready for Business’
A population base tied to major
employers and/or government Reliance on volunteers in many cases,
services: The finite life of Christmas and lack of coordination of economic
Island Phosphates for Christmas development efforts in some cases
Island, and the Detention Centre in
‘hot contingency’ Absence of direct state government
level resourcing and in some cases
A need to develop tourism – but restricted access to economic
the need for significant underlying development assistance programs and
infrastructure funding
Impediments to international Need for renewal / diversity and
education currently through lack of additional infrastructure to support
support from regulatory authorities economic development opportunities
Unclear approvals processes and land Need for beautification works and a
development timelines focus on amenity generally
PAGE 35STRATEGIC
PLAN
LOOKING TO
THE FUTURE
PAGE 36STRATEGIC
PLAN
CHRISTMAS ISLAND
Our Vision at 2030
A prosperous, resilient and
sustainable Island
Our
Vision
Our
Values
Our
Themes
Our Goals
and KPIs
PAGE 37PAGE 38
STRATEGIC
PLAN
OUR VISION AT 2030
Christmas Island is now a tripod economy, cared for and has a focus on amenity - we
with significant and stable employment in could easily be regarded as a tidy town.
tourism, international education and The Island is progressively implementing
agriculture. Mining is still active on the its Masterplans in key areas.
Island, and its contribution to the Island’s
social and economic fabric, past and Our governance is clearly defined and
present, are celebrated and remembered. in place to serve Christmas Islanders well.
Employment opportunities are available Governance arrangements and processes
to all cohorts of the population. contribute to ensuring that economic
development initiatives can be efficient
Our community is safe and harmonious and effective. Several key projects have
and all aspects of the community are commenced, including an International
well catered for in terms of services Language School and an environmentally
and facilities. Our Chinese and Malay sensitive 5 Star Resort, and all of these
cultures are considered an Australian have achieved substantial benefits for
Treasure and cultural festivals are now the local community. Numerous other
a key component of the Island’s tourism. smaller projects have been implemented
Health and wellbeing are highly and their contribution to the Island’s
regarded and our community is more economy is well recognised.
active than it’s ever been. The ability to
source fresh food and produce is taken Our partnerships with our neighbours
for granted. Generosity of spirit is still are effective and mutually beneficial.
‘king’ amongst true Islanders. In all of our projects we look for regional
benefits for Cocos (Keeling) Islands,
Our natural environment is and likewise, they do for us. Our
treasured, appreciated, experienced connections with the Office of Northern
and protected. We are well on our way Australia and Austrade have opened
towards World Heritage Status and up pathways to an extensive market
coordination between the National Park to the north of Australia, and we have
and other players from around the world constant interest from our connections in
have created environmentally sensitive South East Asia.
and highly successful showcases of
eco-tourism. We truly are an Australian Treasure,
and a showcase to the world that while
Christmas Island is at the forefront of we may be small, we are a wonderfully
global initiatives for Waste Avoidance inspiring example of a prosperous,
and Management, as well as green resilient and sustainable Island.
energy. Our built environment is well
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