1 Executive Summary The Ministry felt that many of the issues and indicators for 2016-2019 were not reflected in the KV20. The SOE’s business plans were also not included in the Ministry’s Strategic Plan 2016-2019 but remain vital for the Ministry’s strategic operations to achieve the desired goals set by Government. This new edition of the MSP has new content and has incorporated those missing links from the Ministry’s SOEs towards the overarching plan, as well it aims to promote the use of support services that the Ministry is endowed with, provided its diverse nature. The Strategic Plan sets the direction for the MICTTD and its SOEs over the next four years. It identifies a Vision, Goal, Guiding Principles and Strategic Objectives - describing what the Ministry expects to achieve and identifies Strategic Actions and Indicative Activities for implementation in order to achieve its goals. It includes Indicators and Targets as a basis for monitoring progress towards the Strategic Objectives. It also signals the need for a strong multi-sector coordination in order to effectively implement the Strategic Plan. The initial sections of the Strategic Plan outline its scope, provide some strategic context and summarises population needs administered under this Ministry in Kiribati. A Vision and Goal for the Strategic Plan are then defined, also, a set of Guiding Principles to guide decisions on implementation priorities. The Strategic Objectives and their associated Strategic Actions, Indicators and Targets form the focus of the Strategic Plan 2020-2023 and are outlined on pages 17-29. Taken together, these describe what the Ministry wants to do (the results), how it will do it (the activities to implement), and how to know when achieved (monitoring progress). Details are set out as Indicative Activities in the Implementation Plan in Annex A. The Implementation Plan can be used as a basis and tool for annual Divisions’ MOPs and can also be used by the Ministry to record and monitor for results the SOEs progresses on their business plans (SOIs). The Strategic Plan emphasises the importance of relationships, partnerships and inter-sectoral coordination and collaboration to the effective delivery of the plan. This includes relationships with domestic partners, including other Kiribati Government departments and agencies, and NGOs and community-based groups. It promotes partnership and good relationships with numerous bi-lateral and international development partners. The Strategic Plan notes specific initiatives on which the Ministry needs to work with domestic and development partners. It also promotes the use of the MICTTD’s Development Coordinating Committee (MDCC) as an effective mechanism for supporting the implementation of this Strategic Plan. 1