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&
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.
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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;
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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.
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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.
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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
development of the Plan.
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.
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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.
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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:
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.
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.
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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 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.
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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”
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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.
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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
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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
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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
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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
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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.
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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
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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:
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;
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.
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
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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).
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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
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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.
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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?
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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.
Shire of Christmas Island
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
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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
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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.
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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:
Review and discuss the issues and opportunities identified in the Initial
Directions Report
Develop a draft joint vision statement
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 section 3.6 above.
We look forward to consulting again with stakeholders on Christmas Island and
assisting them develop the Christmas Island: 2018 Plan.
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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
Shire of Christmas Island
Christmas Island Tourism Association
Lisa Preston
Katrina Bird
Linda Cash
David Nielsen
CEO
Shire of Christmas Island
Cr Gordon Thomson
President
Shire of Christmas Island
Ian Francis
Principal
Christmas Island District High School
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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
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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
Economic Development
Indian Ocean Territories
Economic Development
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
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Feasibility of IOTs
Horticultural Industries 2010
(SGS Economics and
Planning)
Investigation into the
development of a
horticultural industry in the
Indian Ocean Territories
(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.
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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
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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
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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
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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
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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
Indian Ocean Territories
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
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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
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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;
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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
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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
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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.
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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.
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Jurisdictional Based Plans / Reports
Plan / Report Purpose /
Description
Elements of Christmas
Island Vision
Priority Initiatives / Recommendations Primary
Responsibility
Shire of Christmas Island
Shire of Christmas Island
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
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Plan / Report Purpose /
Description
Elements of Christmas
Island Vision
Priority Initiatives / Recommendations Primary
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
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Plan / Report Purpose /
Description
Elements of Christmas
Island Vision
Priority Initiatives / Recommendations Primary
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
Christmas Island 2018: Initial Directions Report
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Plan / Report Purpose /
Description
Elements of Christmas
Island Vision
Priority Initiatives / Recommendations Primary
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
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Plan / Report Purpose /
Description
Elements of Christmas
Island Vision
Priority Initiatives / Recommendations Primary
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:
Christmas Island 2018: Initial Directions Report
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Plan / Report Purpose /
Description
Elements of Christmas
Island Vision
Priority Initiatives / Recommendations Primary
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
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Plan / Report Purpose /
Description
Elements of Christmas
Island Vision
Priority Initiatives / Recommendations Primary
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.
Christmas Island 2018: Initial Directions Report
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Plan / Report Purpose /
Description
Elements of Christmas
Island Vision
Priority Initiatives / Recommendations Primary
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:
Christmas Island 2018: Initial Directions Report
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Plan / Report Purpose /
Description
Elements of Christmas
Island Vision
Priority Initiatives / Recommendations Primary
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.