United Nations Development Programme Country: Vanuatu

Project Document

Project Title: Vanuatu Parliament Support Project

UNDAF and Sub-regional Project Document Outcome: (i) Regional, national, local and traditional governance systems are strengthened and exercise the principles of good governance, respecting and upholding human rights, especially women’s rights, in line with international standards.

Expected Country Program Outcomes: (ii) Enhanced governance capacity to effectively plan, implement and monitor national and sector development policies.

Expected Country Program Output: (iii) National policy and legislation reform are supported to demonstrate and uphold the Forum Principles of Good Governance, Leadership and Accountability.

Executing Entity/Implementing Partner: UNDP

Implementing Entity/Responsible Partners: National Parliament of Vanuatu : (iii) Project Summary

UNDP has engaged with the Vanuatu Government for a number of years on a number of different issues in different fields. Since 2011, UNDP has been working with the Vanuatu Parliament to develop a comprehensive parliamentary support project to develop the capacity of the Parliament to fulfil its mandate in terms of oversight, legislating, budget scrutiny & approval and representation. In addition, UNDP worked with the Vanuatu Parliament to assist with the development of the Draft Parliament Corporate Plan for the period 2010-13. In 2013, UNDP supported specific components include organizing an Open Day as outreach for the public in Parliament including development of relevant resources for the day and a Youth practice Parliament. South-South co-operation using knowledge and solution exchange with other Pacific Island Parliaments is also part of this ongoing effort to establish cost-effective and sustainable approaches of outreach and communication that build capacities of Pacific Parliaments.

The theory of change inbuilt within the framework of this project will seek to reinforce UNDP’s engagement with Vanuatu Parliament and revalue the work that started back in 2011 on developing a comprehensive parliamentary support project to support the Parliament to fulfil its mandate in terms of oversight, legislature, budget scrutiny and its approval, and representation. This project will support the Government of Vanuatu through the following: i) Parliamentary Secretariat is strengthened to ensure efficient and high quality service delivery, ii) Oversight roles of MP’s to promote transparency, accountability, inclusive participation and representation enhanced, (iii) mechanisms in place and utilised to convene public hearings/consultations to discuss bills to be tabled in parliament and engagement of citizens and civil societies on national development. This project will capitalize on the in-country presence of the UN Joint Presence Office through the UNDP field officer for management and coordination support and ensuring the project is monitored and implemented effectively. At the

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end of this Project, as an exit strategy, it is envisaged that Members will have a stronger sense of the importance of their role “as parliamentarians” and are capacitated to better fulfil their legislative, oversight and representation mandates, and provided with support, to more effectively use parliamentary processes to progress a national vision for development and achievement of the MDGs and the post-2015 development agenda.

Programme Period: 2014 – 2016 Total resources required: USD1,505,000 Project Title: Vanuatu Parliamentary Support Total allocated resources: Project Key Result Area (strategic plan): Outcome 2: o Regular USD$100,000 o Citizen Expectations for voice, effective Other: development, rule of law, accountability are met by ▪ Government US$360,000 stronger systems of democratic governance. Unfunded budget: : USD$ 1, 1,060,000 Atlas Award ID: 00071705 In kind contribution: UNDP (PC) Start date: January 2014 USD$50,000 End Date: December 2016

PAC Meeting Date

Agreed by National Parliament of Vanuatu

Agreed by UNDP

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1. VANUATU COUNTRY PROFILE

1.1 Provincial Geography

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1.2 Socio-Political Context

The total population of Vanuatu is estimated to be more than 200,000 people. About 95% of the population is indigenous known as "Ni-Vanuatu". The other segment of the population includes people of different nationalities, such as Australians, New Zealanders, Europeans, Asians and other Pacific Islanders. Over 20% live in the two large cities of Port Vila and Luganville. More than 30,000 people live in the capital city of Port Vila.2

1 www.worldatlas.com accessed on 19 December, 2013. 2 Government of Vanuatu Website viewed on 12 December 2013. http://www.governmentofvanuatu.gov.vu/index.php/about-vanuatu 3

The Republic of Vanuatu is an independent parliamentary democracy, with 52 members of Parliament, for which general elections are held every 4 years. The most recent national election was held in 30 October 2012.3

The head of state is the President of the Republic, who is elected for a period of five years by an electoral college consisting of Members of Parliament and the Presidents of the Provincial Councils. The new President of the Republic of Vanuatu was elected in August 2004.

The Prime Minister and the 12 co-members of the council of ministers oversee the administration of Vanuatu's 13 government ministries.

The Constitution provides for executive and legislative arms of government, and the judiciary. The President is Vanuatu's Head of State. The judiciary consists of the Supreme Court with a Chief Justice and a Magistrates Court.

Vanuatu is a full member of the British Commonwealth, the French League of Nations, the United Nations, Agence de Co-operation Culturelle et Technique, the South Pacific Bureau for Economic Co-operation (SPEC), the Secretariat of the Pacific Community, the World Bank and the Asian Development Bank (which has its regional headquarters here in Port Vila).

2. SITUATION ANALYSIS

2.0: ANALYSIS OF THE POLITICAL, AND SOCIAL CONTEXT IN VANUATU:

2.1.1 Current State of Vanuatu Parliament

The current state of Parliament in Vanuatu is characterised with instability since the 1990’s. Although relatively stable in the early years following independence, in the new millennium Vanuatu’s national context has been marked by political/parliamentary instability. Over recent years, numerous no confidence motions have been moved and the use of motions of no confidence has been a central feature of a power struggle among the political parties who are anxious to take up leadership in the formation of national government. Since the recent election in 2012, the Government has been replaced twice. This instability has been identified by political participants and observers alike as a major concern for the country that needs to be addressed.

In recent years the number of political parties has increased significantly, as have the number of independent candidates. Many of the independent candidates choose who to affiliate with amongst the larger parties during the process of government formation. It is also believed by many that the commitment of party members to strong party ideologies has weakened over the years hence the influx of independent candidates, with the result that party membership is much more fluid and the political party coalitions which have resulted in government formation are regularly changed. Traditionally there had been four main political parties (Vanua’aku Party, National United Party, Union of Moderate Parties and Vanuatu Republican Party). However, in recent years there has been a proliferation of smaller parties, all of which have also played a role in the process of coalition formation. Although political parties are required to register with the Electoral Commission, there is no minimum criterion

3 International Foundation for Electoral Systems, accessed 12 December 2013. http://www.electionguide.org/countries/id/230/ 4

which must be met in order to merit registration. Notably, the National Priority Action Agenda (PAA) Governance Pillar 2011-15 specifically prioritises the need to “promote political stability through constitutional changes, political parties legislation, and other changes to support stability” (Strategy 3.1.5).

More generally, it is a notable feature of Vanuatu’s Westminster-style parliamentary system that Parliament is largely dominated by the Executive. MPs and political commentators alike have observed that Parliament is not commonly viewed as a strong national institution, but rather, operates to rubber stamp the Executive’s decisions and actions and/or as a place to wrestle over government formation.

2.1.2 State of the Parliamentary Secretariat

In terms of the Parliament Secretariat, the Standing Orders of Parliament and the Parliament (Administration) Act 2005 establish that the Speaker is the head of the parliamentary branch of government. The Act makes it explicit that staff of the Office of the Speaker are to be appointed by the Speaker alone and not by the Parliament Management Board (see below for more). The Act also clarifies that the Clerk “must perform all duties in the service of Parliament as are assigned to him or her by….the office of the Speaker”.

The Parliament (Administration) Act also establishes the Parliamentary Management Board (PMB), which comprises the Speaker, the Prime Minister, the Leader of the Opposition, the Parliamentary Counsel, and the Clerk of Parliament as Secretary. The PMB is mandated to: (a) oversee the efficient and effective management of Parliament; (b) determine the terms and conditions of appointment (including dismissal and suspension) of the Clerk, Assistant Clerks and other staff of Parliament; (c) oversee the management and operation of the Committees of Parliament. Under the Act, the Clerk and the staff of Parliament (hereafter referred to as the “Parliamentary Secretariat”) are not employed by the Public Service Commission, but are employees of the Parliament Management Board.

The Vanuatu Parliament currently has a total of eight Standing Committees whose members are selected by the Prime Minister and the Leader of the Opposition. The committees are namely Standing Orders Review Committees; Committee Institution; Privelege Committee; Committee on Economic Policy; Public Accounts Committee; Committee on Social Policy; Committee on the Members of Parliament Ethics and Intergrity; and Committee on Foreign Affairs and External Trade. Each committee has a maximum of seven members who appoint their own Chairman. The chairman of the committee has the same power and duties as the speaker of Parliament on all matters which Parliament refers to that committee. 4

In accordance with the Government’s financial management requirements, the Parliament is required to produce 3-year Corporate Plans. In October 2010, a draft Parliament Corporate Plan 2011-13 was produced after stakeholder consultations. However, this was never officially endorsed by the PMB. In August 2013, the Parliament was in the process of revising and updating this corporate plan for the period 2014-19. The Corporate Plan recognised that the capacity of the Secretariat is very limited, primarily because of a severe lack of staff. By 2013, only two out of four Assistant Clerks required under the Parliament

4 Vanuatu Parliament Website accessed on 19 December, 2013. 5

(Administration) Act have been appointed.5 In fact, only one staff member is available to service the Parliament’s eight Standing Committees and no staffs at all are employed in the House and Procedures Division. Such roles and functions are done on ad hoc basis with the current staff. The official Parliamentary Counsel resides with the State Law Office, such that no counsel is available directly to the Speaker or MPs on daily basis to offer advice on legal issues in the parliament. There is no public outreach staff employed at all within the Parliamentary Secretariat presently.

The result of the limited staffing of the Secretariat is that services to MPs are limited. Nonetheless, a librarian is available to assist with research, and there is a member of staff responsible for improving ICT services within the Parliament with limited services rendered in actual improvement of the IT systems. Despite only one Committee Clerk being on staff, Committees do meet (though not all) and it is understood that reports are usually produced at the conclusion of committee hearings. In addition, some training has been provided for both staff and MPs (see section 1.3 below for more).

2.1.3 Current State of Public Engagement with Parliament

One of the fundamental aspects of this project is enable enhanced public participation and involvement for inclusive decision making process. There have been very limited and unsustainable approaches of outreach and public engagement with the Parliament. The recent Youth Parliament convened from 14 – 18 October 2013 with capacity building programs conducted on various topics under civic education involved participants who were informed of their roles, rights and duties in supporting a democratic culture. The final day, the 24th of October was dedicated to a Parliament Open Day program for the general public to learn about the Parliament with the main theme, “Parliament to the People”. The objective was to encourage an open dialogue among the citizens.

UNDP in collaboration with Transparency International Vanuatu (TIV), Vanuatu Parliament and National Youth Council of Vanuatu supported the participation of 52 youth members from the six provinces in the first Youth Parliament and a public outreach activity. About 33% of the participants were female candidates and 50% were from the provinces that represented their constituents. The empowerment of youths through the Vanuatu Youth Parliament created a space and opportunity for youth voices to be heard and to be more informed about the impacts of MDG Acceleration Framework and its relevance to human development. As a result of this engagement, youths were given the opportunity to experience (in Parliament Chambers) processes for parliamentary democracy, discussions on the Penal Code Bill, understand how a parliamentary system functions, its structure, procedures and organization of the Parliament. The youth participants also had first-hand experience on how decisions made in the Parliament could impact development and human rights issues in Vanuatu. The Youth Parliament was covered in the local media, i.e. the Vanuatu Broadcasting and Television (VBTV) for nearly two weeks where their opinions were shared among the general public. Discussions through social media such as a Face book generated a lot of interests among the youth participants and other young people in the whole political dynamics. The Phase 2 of the project is necessary to maintain and ensure the continuation of these achievements and the relationships enhanced, building on lessons learnt and addressing the significant gaps identified in the phase 1.

5 Namely, the Clerk Assistant (Corporate Services) and the Clerk Assistant (Committee Services). The Clerk Assistant (House and Procedure) and Clerk Assistant (Reporting Service) positions are vacant. 6

2.2 Relationship to MDG Acceleration Framework (MAF) and Post 2015 Agenda

Vanuatu was one of the three Pacific countries selected to prepare the MDG Acceleration Framework (MAF) in the run-up to the December 2012 Summit. The UNDP’s MAF provides United Nations Member States with a methodological framework to assist countries in identifying obstacles and solutions to achievement of the goals. It is recognised that there is a need to develop a programme strategy that focuses on the continued strengthening of national institutions and a tailored MDG target. The MAF is a strategic vehicle for prioritization, focus, streamlining, cohesive programming, considering the best possible combination for highest impact. The MDG Acceleration Framework in Vanuatu has focused on the tailored MDG 5: which is to address the target of improving reproductive health (MDG 5.B) with emphasis on reducing the adolescent birth rate (Indicator 5.4), especially in rural areas, and reducing the unmet need for family planning (Indicator 5.6). In 2013/2014, the Government of Vanuatu aims to implement the MAF with the support from UNDP in the following areas relating to the identified key priority areas and related selected interventions: 1) Policy Advisory Services; 2) MDG Planning and Monitoring; 3) MAF Advocacy & the Post- 2015 agenda; 4) Programme Management and M&E; and 5) Resource Mobilization for the Implementation of the MAF. Regarding the post-2015 agenda MAF will support the Parliamentarians to facilitate national consultations among all relevant stakeholders on the pertinent issues. This will be a major opportunity for a wide variety of stakeholders in Vanuatu to influence the shape of the next agenda from its country and regional perspective. The results of these efforts particularly the findings of consultations related to governance and accountability frameworks are directly linked to strengthening democratic governance in Vanuatu.

The implementation of the Vanuatu MAF Plan in 2014 will support as much as possible the parliament project. Educating MPs of the formulation and adoption of pro-poor policies and legislation (bills) that relate to MDGs and the post-2015 agenda is expected to have strong positive impact on achieving the MDGs and the chosen targets in Vanuatu. achievement. The MDG Planning and Acceleration projects focus on data collection, awareness raising and advocacy and evidence based policy formulation. The link with the parliament project is that it will provide an opportunity and space to dialogue, discuss and debate the findings (data).

2.3 Past Interventions & Current Partnership Strategies:

Although this Project is the first large-scale Project to be implemented with the Parliament for some time, nonetheless, a range of assistance has been provided to the Parliament from a range of partners. Most notably: ➢ The United Nations: The UNDP has engaged with the Vanuatu Parliament for some time. Back in 2001, the UNDP commissioned a Legislative Needs Assessment of the Parliament. More recently, in cooperation with the Centre for Democratic Institutions (CDI), UNDP supported the 2008 Induction Seminar for MPs following the 2008 national elections and the recent elections in 2012. UNDP also facilitated the development of the 2011-13 Parliament Corporate Plan. Other UN agencies have also engaged in training with the Parliament. Most recently, both UNFPA and UN Women held workshops with the parliament in 2010 on population and socio-development issues and gender equality

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respectively to address issues in such areas and advocate for the importance of women participation in the development process. ➢ The Parliaments of Australia / Commonwealth Parliamentary Association (CPA) Australia Region: The Federal Parliament of Australia has provided assistance to the Vanuatu Parliament for some time under the CPA Education Trust Fund it administers. Support has included equipment, training for both MPs and Parliamentary Secretariat staff, parliamentary exchanges and technical advice on specific parliamentary issues. More recently, as part of the Australia-Pacific Parliament Twinning Programme, the Parliament of Queensland, with whom the Vanuatu Parliament is twinned, has provided laptop computers for the use of all MPs and is in discussions regarding future technical assistance. ➢ Centre for Democratic Institutions (CDI): CDI, which is based in at the Australian National University in Canberra, has a mandate to work with Melanesia parliaments, and Vanuatu has long been a priority country for their work. Over the years, CDI has provided in-country training for MPs as well as staff, as well as supporting exchanges, funding participation in training courses and providing technical advice on specific parliamentary issues. In 2012, CDI provided an induction course for MPs following elections.

In addition to support from the three above mentioned organisations, ad hoc support has also been made available to the Parliamentary Secretariat. For example, the European Union has also provided the Parliament with computers, China has provided small infrastructure assistance and at one point, the UK assisted with technical assistance to develop the Parliamentary Handbook and the French Embassy has recently provided audio equipment for the Chamber. The Parliament also accesses support from, and participates as a member of, the CPA and the Association de Parliaments Francophone.

2.4 Rationale for Phase 2: UNDP’s Experience with Pacific Parliamentary Support

UNDP recognises that, in reality, the links between democracy and human development have not always developed automatically. Strengthening democratic institutions and encouraging the incorporation of democratic values into traditional and local governance frameworks are an essential component of poverty reduction and sustainable development activities. Globally, there is an increasing recognition that long-term democratic development must extend to strengthening governance institutions and basic electoral support. In this context, it is clear that a capable, vibrant parliament is essential to the development process. Parliaments have a crucial role to play in national and local development activities. Parliamentarians – with respect to their law-making, oversight and representative functions – can actively engage in the development and implementation of pro-poor laws and policies and the promotion of good governance.

UNDP’s parliamentary development programme comprises activities that aim to strengthen the role of the parliament within the overall governance framework of a country. This assistance usually seeks to enhance the representative, legislative and/or oversight capacity of the parliament. These interventions can be long or short term and can have various entry points depending on the nature of activities undertaken. The establishment and consolidation of democracy require capacitated parliamentary institutions which empower ordinary people to participate in the policies that shape their lives. Parliaments play a fundamental role in establishing the rule of law, protecting human rights, overseeing 8

transparent governance processes, and ensuring national compliance with international obligations.6

UNDP’s engagement in parliamentary support activities recognizes that support to the Executive needs to be complemented with support to parliaments and parliamentarians to discharge their functions and duties effectively. The interaction of these governance institutions together offer checks and balances on the arbitrary use and misuse of power. Specifically, an effective and active parliament can ensure that:

o Laws proposed by the Executive are properly scrutinised in the legislature and the committee to ensure they are economically and socially appropriate, and are debated publicly before being passed; o Budget planning is responsive and properly directed to national priorities and expenditure of government agencies is scrutinized and kept accountable, for example, via an active parliamentary Budget Estimates Committee or Public Accounts Committee; o National development policies are scrutinised and debated publicly, including specific policies in areas such as promoting the MDGs, gender issues or human rights, for example, via an active parliamentary committee; o Potential sources of conflict are aired, debated and addressed publicly and in a bi-/multi-partisan manner; o The view of constituents are represented in parliamentary debates and reflected in parliamentary outcomes.

Between 2000 and 2003 Legislative Needs Assessments (LNAs) were carried out for eight Pacific Island countries, including Vanuatu through the UNDP Project, “Governance for Livelihoods Development” (GOLD). This showed that while Pacific Island countries have different systems in place, different colonial histories, and are of different sizes, they were unified by shared obstacles to good parliamentary governance.7 Since that time, UNDP has developed and mobilised parliamentary support projects in Palau, Kiribati, Tuvalu, Tonga, Solomon Islands, Marshall Islands, Samoa, Fiji (now closed) and PNG (now closed).

6 UNDP Parliamentary Development Practice Note, April 2003 7 UNDP, 2003, Report on Strengthening Pacific Parliaments: Legislative Reform Programme for PIC, viewed, 20 August 2007, http://regionalcentrepacific.undp.org.fj/Files/JAN23073.pdf/. 9

2.5 Relationship with UNDP Strategic Plan 2014-2017 and the UNDAF 2013-2017

VANUATU PARLIAMENT SUPPORT PROJECT (VPSP)

Activity Result 1 Activity Result 2: Activity Result 3: Activity Result 4: Parliamentary Oversight role of Mechanisms in Project managed Secretariat Members of place, and utilized and monitored strengthened to Parliament to convene public effectively ensure efficient strengthened to hearings/consultati and high quality service delivery promote ons to encourage accountability, citizen voices and

inclusive inclusive

participation and participation representation enhanced

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2.6 Theory of Change

The theory of change inbuilt within the framework of this project will seek to reinforce UNDP’s engagement with Vanuatu Parliament and revalue the work that started back in 2011 on developing a comprehensive parliamentary support project to support the Parliament to fulfil its mandate in terms of oversight, legislature, budget scrutiny and its approval, and representation. The theory of change will work in parallel with the activity results of the project in ensuring that the Parliament Secretariat is strengthened with adequate resources to ensure efficient and effective high quality of service is provided to the MPs; that the oversight role of MPs is strengthened to promote transparency, accountability, inclusive participation and that representation is enhanced; and that there is an effective mechanism in place and utilised to convene public hearings/consultations to discuss bills to be tabled in parliament and there is strong engagement of citizens and civil societies on national development.

The theory of change will be prototyped based on the following model to ensure the project clearly identifies the problem being faced, the entry points available for UNDP, selection of the interventions to aid in the change process, defining the outputs of the project and linking it to the desired outcomes and long-term associated impacts of the support project.

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THEORY OF CHANGE PROCESS

I N T E R Improve Secretariat Training for MPs to Strengthened Effective Project V Structure through increase oversight Mechanism for Management and Recruitment, training, E and inclusive Public M&E undertaken upgrade Secretariat representation (Eg. Engagement (Eg. N facilities, Committee Legislative/ Public Open Days, T roles & Handbook) leadership training Mock Parliament) I O N S O Secretariat fully staffed, MPs and Standing Civic engagement activities, U facilities for staff and MPs Committees fully Mock/ Youth Parliament upgraded, library T trained on oversight Regular broadcasting of services improved, staff roles, legislative proceedings, Parliamentary P reviews conducted, IT processes, Open Day, Updated Options U services upgraded leadership and Paper for Public engagement T Handbook. S

O U Positive changes in attitudes Enhanced public Improved systems and Efficient delivery of project T and capacity of members of participation in decision processes leading to efficient with transformative results C parliament whether they are in making process due to delivery of services to MPs (evidenced based) O government or part of the increased understanding of and Secretariat staff. M opposition. law-making processes and E MP roles. S

Long-term impact: Vanuatu Women, Men, Girls and Boys exercise the principles of good governance and respect and uphold human rights especially women’s’ rights in line with international standards

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3. STRATEGIES

This project will support the Government of Vanuatu through the following i) the Parliamentary Secretariat is strengthened to ensure efficient and high quality service delivery. ii) Oversight roles of MP’s to promote transparency, accountability, inclusive participation and representation enhanced, iii) mechanisms in place and utilised to convene public hearings/consultations to discuss bills to be tabled in parliament and engagement of citizens and civil societies on national development. This project will capitalize on the in-country presence of the UN Joint Presence Office through the UNDP field officer for management and coordination support and ensuring the project is monitored and implemented effectively.

3.1. Key Implementation Principles

This Project is directly based on the priorities identified in the 2011-13 Parliament Corporate Plan and the revised Corporate Plan 2014-2019. The Corporate Plan was developed and owned by the Parliament, and therefore the plan and its successor should guide any and all development partners’ support to the Parliament, including support from the UNDP. When implementing this Project, UNDP will be guided by the following key priorities/principles:

➢ Responding flexibly and sensitively to the changing political context As noted in the Situation Analysis above, the political context in Vanuatu has been fluid and challenging in recent years. In that context, it is absolutely essential that the Project is implemented in a neutral, impartial, independent way, which reassures all parties and stakeholders of the non-partisan support to be provided by the Project. To this end, the Project will rely heavily on the PMB as a locally-owned multi-stakeholder decision-making forum. At an operational level, care will be taken to adopt a very open, transparent and participatory implementation strategy for all activities, which facilitates multi-party buy-in for the Project.

➢ Working in partnership with other support providers to maximise eventual sustainability As described under section 1.3 above, a number of institutions are already involved in providing assistance in support of the Parliament. It is a fundamental tenet of this Project that the Project will be implemented through genuine partnerships with other service providers. To that end, the Project has been developed based on feedback not only from in-country parliamentary stakeholders, but also from existing parliamentary support partners, notably CDI, the Australian Federal Parliament and the Queensland Parliament, as well as sister UN agencies, such as UNICEF, UNFPA and UN Women.

➢ Facilitating South-South experience-sharing within the Pacific UNDP has been supporting national parliamentary strengthening projects in the Pacific for numerous years. One of the most successful projects has been the Solomon Islands Parliamentary Strengthening Project, which has significantly improved the capacity of the Solomon Islands Parliamentary Secretariat to service MPs. Recognising the similarities between the state of the Solomon Islands Parliamentary Secretariat prior to their Project and the Vanuatu Parliamentary Secretariat today, UNDP has identified the value of promoting South-South exchanges between the two Parliaments. To this end, UNDP facilitated a staff visit from Vanuatu to Solomon Islands in November 2010, with a view to using the visit as a basis for longer-term exchanges between the two Parliaments. Feedback from Vanuatu staff was very positive, such that this Project supports further such South-South exchanges. Noting

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developments in other Pacific parliaments, UNDP will also facilitate other Pacific exchanges as appropriate, for example, with PNG to develop the library cataloguing database or with Tonga in relation to development of a Public Outreach Programme.

3.2. Key Activity Results:

Activity Result 1 Parliamentary Secretariat strengthened to ensure efficient and high quality service delivery

Currently, the Parliament has no procedural expert staff in the Procedures Office and no independent Legal Counsel. This means that the Speaker and MPs are forced to rely heavily on the Clerk for all procedural advice and/or retain their own legal counsel to provide advice on procedural/legal issues. It is essential therefore that the Procedures Division of the Secretariat be developed as a priority. Lessons can be learned from Solomon Islands Parliament, which has over recent years developed its Table Office. Once new staff members are recruited into the Procedures Office, a professional development programme will be developed and implemented for them. The Project will also work with the new staff the Clerk and the Standing Orders Committee to develop a Procedures Manual, which can assist the Speaker, Clerk and MPs.

Although a Parliamentary Counsel exists in name, the position is currently a staff position within the State Law Office, which is a department of the Executive Branch. Minimal support is therefore currently available to provide non-Executive Members with more run-of-the-mill advice on understanding bills, proposing amendments, drafting motions and the like. The Project will assist the PMB to explore options for developing in-house legal capacity, which would be available to both the Speaker and to non-Executive members. More broadly, training will also be provided to MPs on bills analysis, including training on gender sensitive budgeting/law-making, in collaboration with UN Women and relevant Government departments.

In order for MPs to discharge their law-making functions more effectively, it is also essential to strengthen the Information and Research Services available. Currently, only a single Librarian is available to provide such services to Members, and she has limited resources to perform that role. Support will be provided to strengthen the resources available for information and research, including developing the on-line resources available, both through the library and directly to Members through the internet and possibly a research-focused intranet. Through experience-sharing with the Solomon Islands and PNG Parliamentary Libraries, a library database and on-line news clipping service will also be developed. The Pacific Parliaments Network8 will also be better utilised as a regional mechanism which can be drawn upon to provide Members with research and briefing papers.

Activity Result 1.2: Parliamentary oversight strengthened to promote transparency, accountability and ensure meaningful review of Bills, policies and programmes

Parliament currently has eight Standing Committees, including four which are directed at issues- based work, namely the Public Accounts Committee, Committee on Economic Policy, Committee on Social Policy and the Committee on Institutions. It is essential that the Committees Division is strengthened. Committees are the “workhorses” of Parliament, but with only one Committee Clerk currently employed by the Secretariat, Committees are often not

8 https://sites.google.com/site/pacificpin/home 14

meeting and reporting regularly. Noting the urgent need to get committees moving, the Project highlights recruiting two Principal Parliamentary Officers (Committee Services), as an urgent priority. These Committee Clerks will be provided professional development opportunities to strengthen their capacity to serve Members.

Noting the important role Committees should play in overseeing implementation of national development plans and progress towards achievement of the MDGs, the Project will provide priority training to Members and to the Committee Clerks supporting them, on how to effectively use committees to oversee the Government’s development efforts. CDI has previously provided specialised training for the Public Accounts Committee (PAC). It is envisaged that the Project will work closely with organisations and bodies such as the PPP, the Queensland Parliament and/or the Solomon Islands Parliament, will also provide support to other Committees to develop their capacity, including assistance with developing and operationalising committee annual work plans and training on holding effective committee inquiries. In the longer-term, the Project will work with Members and other key stakeholders to more systematically address limitations in the functioning of Committees. Some members have also indicated the need to strengthen the Standing Orders and/or develop legislation to give all Committees stronger powers to facilitate oversight investigations. Amendments may also be needed to require the Government to respond in writing within set time limits to the reports of Committees.

The Project will also place special emphasis on improving public engagement with Parliamentary Committees. Initially, the Parliamentary website will be used as a mechanism for updating the public on the work of Committees and opportunities for public engagement. As Committees are strengthened, support will also be provided to hold hearings outside of the capital and engage more people in the work of Committees.

Activity Result 1.3: Efficient, professional and high quality administrative support and services provided to MPs and other key clients groups

Obviously, in order for the services envisaged under Activity Results 2-4 to be effectively delivered to MPs and the public, it is essential that the Parliament Secretariat’s own internal administration is strengthened, to ensure the most efficient use of personnel and funding resources. In that context, it is necessary to undertake a human resources review to ensure right-sizing of the Secretariat in order to better utilise scarce resources. In this context, it may be necessary to revise positions descriptions to promote multi-tasking of staff, and then to develop successive plans for recruitments in order to grow the Secretariat’s staff sustainably, while ensuring that the most important recruitments are undertake first (i.e. Committee staff and Procedures staff).

It will also be important to improve budgeting and financial management systems and processes. Because Parliament is administered as a separate institution from the public service, it is necessary to review all internal finance, procurement and tender guidelines to tailor them to Parliament’s needs. More broadly, work needs to be done to improve the Secretariat’s budget development process, to ensure strong budget submissions are being made to the Government. Budget implementation and monitoring processes also need to be improved.

Improving Secretariat infrastructure is also a priority, and in that context, strengthening ICT capacity is crucial. In line with the Government’s new E-Government strategy, it is essential that the Parliament proactively utilise ICTs to improve services available to MPs. In this context, it is necessary to invest in a dedicated server for Parliament, to ensure proper back-up of 15

Parliament’s crucial store of information and to investigate options for parliament to be able to fully utilise its website and use it as an effective tool for public outreach. Rolling out a networked ICT system which will bring all MPs online is also a key priority.

Activity Result 2: Oversight role of Members of Parliament strengthened to promote accountability, inclusive participation and representation enhanced

At the heart of a functioning parliamentary democracy are parliamentarians themselves. This Project recognises that strengthening the capacity of MPs to effectively do their jobs is crucial to the success of the Project. At an operational level, this will primarily be done through the offering of a range of professional development opportunities for MPs. Most obviously, MPs will be offered training to better understand and utilise parliamentary procedures, as well as to undertake key tasks, such as online research and report writing. More crucially however, the Project will facilitate training for MPs on more fundamental issues, including leadership, ethics, development issues and national visioning. This training will be directed at strengthening MPs recognition of their own role as national leaders, and exploring options for better utilising parliament as a place where all MPs can engage with national development and policy issues, including the MDGs. Capacity building programs will be designed in cooperation with local partners, UN agencies and collaborators such as the Pacific Parliamentary Partnerships programme (PPP), the Queensland Parliament and CDI. An ongoing programme of professional development will also be tailored for MPs, based on their own feedback/requests, as well as the inputs of key partners of Parliament, such as the Ombudsman, which is responsible for administering the Leadership Code, and the Auditor General, who is responsible for working with Parliament to promote accountable financial management in the Government.

Although not covered by the 2011-13 Parliament Corporate Plan or the draft corporate plan for 2014-19, the Project has also been designed to include a sub-component on political party development. During consultations, a number of stakeholders identified the importance of dealing with the issues of political party instability. In this context, it is understood that CDI is already considering some work in this area. Complementary to such efforts, as an immediate priority activity, the Project will utilise UNDP’s recognition as a “neutral broker” to convene a meeting for MPs and other key stakeholders to discuss options for promoting political party stability. External experts will be involved who can provide information on approaches trialled elsewhere in the Pacific region (e.g. PNG, Samoa, Kiribati) and globally. Subject to the outcomes of the seminar, additional activities may be supported, including facilitating the provision of technical assistance to progress preferred options. In the event that political party legislation is developed, the Project will also assist the relevant parliamentary committee to hold hearings to consider the proposed legislation in more detail. In any case, the Project will also explore options for work with the Elections Commission to undertake pre- and post-elections training for party members on leadership, ethics and party integrity issues.

Activity Result 3: Mechanisms in place, and utilized to convene public hearings/consultations to encourage citizen voices and inclusive participation

Considering the crucial need for ni-Vanuatu people to engage with their own MPs to encourage accountable and responsive governance, it is notable that there is only limited civic education being provided in Vanuatu (by the Elections Commission through their voter education work), although a few active NGOs have recently made progress in these areas of addressing social accountability issues. Parliament has a role to play in raising the public’s awareness of the content of “parliamentary democracy”, as well as the practical role of MPs and voters in 16

Vanuatu’s system of governance. To this end, it is necessary to develop the Parliaments Public Outreach and Information services. Presently, only the Parliamentary Librarian can be said to have any role at all in this area. It is proposed that the Parliamentary Secretariat be supported to draw on experiences from throughout the region, including Solomon Islands, Palau and Tonga, all of which have Public Information Officers/Units, to develop its internal capacity to undertake effective outreach and education to the public. Noting the developments in ICTs these days, multi-media approaches to learning should also be harnessed, and the Parliament can learn from the Solomon Islands Parliament in particular in this context. MPs also now receive direct allocations of funding to engage with their constituents, and the Secretariat should also explore options with MPs about how to support MPs to most effectively utilise such resources to reach out to constituents. The project will add value in this area through the government’s decentralization policy where provincial governments can be empowered to contribute to development issues that are in their best interests and priority.

In terms of specific public outreach activities, initial low-investment, high-impact activities should be prioritised. In this context, upgrading of the current website is a priority. The current website was developed by an Australian parliamentary consulted and is hosted out of Australia. It needs to be localised so that the Parliament’s own ICT staff can take responsibility for its continued development and updating. Establishment of an Annual Parliamentary Open Day is another activity that can be implemented as a priority which will have an immediate community impact. This activity will work on the success stories undertaken in 2013 on the first youth parliament and Open Day to be convened in Vanuatu in collaboration with Vanuatu National Youth Council and the Transparency International Vanuatu. The Solomon Islands Parliament has successful implemented such Open Days for a number of years now and can assist. In the longer term, the Secretariat needs to work with the Ministry of Education to explore options for establishing a schools outreach programme, as well as to identify how to embed parliamentary education into the curriculum. Since 2011, numerous Pacific Island countries including Tuvalu, Kiribati, Marshall Islands, Palau, Solomon Islands, and Papua New Guinea have implemented mock parliament sessions for women, and the Vanuatu Parliament can work with the Pacific Islands Forum Secretariat and UNDP to implement a Mock Parliament Session for Women, drawing on experience from the experience of other countries in the region. Such an activity will provide concrete skills training to potential women’s candidate and practical exposure to the work of MPs.

Activity Result 4: Project managed and monitored effectively

The project will be implemented by The National Parliament of Vanuatu with full country office support from UNDP. All activities will be co-ordinated by the UNDP MCO in Fiji, in collaboration with Vanuatu National Youth Council, Transparency International Vanuatu and the UN Joint Presence Office. The UNDP Project Manager in collaboration with the national Project Manager will ensure smooth implementation of the Project components, through timely recruitment, procurement, review and reporting processes.

4. MANAGEMENT ARRANGEMENTS

The project will be nationally executed as per UNDP National Implementation Modality (NIM) procedures. According to UNDP guidelines on National Implementation Modality (2011), the Government is responsible for the management and delivery of programme activities to achieve project outcomes/outputs. Government regulations, rules and procedures therefore apply to project implementation to the extent that they do not contravene the principles of the Financial 17

Regulations and Rules of UNDP. The project will be governed in accordance with UNDP’s Results Management Guideline (RMG). Key elements of the project implementation arrangements are described below:

Project Board:

The Project Board is the strategic decision-making body of the project. It will consist of the Parliament Secretariat, Ministry of Foreign Affairs, and UNDP. It is responsible for overall direction and management of project. The board is ultimately responsible for the project supported by the Parliamentary secretariat staff the UNDP joint presence office. It is responsible for making management decisions for a project in particular when guidance is required by the Project Manager. The Project Board plays a critical role in project monitoring and evaluations by quality assuring these processes and products, and using evaluations for performance improvement, accountability and learning. It ensures that required resources are committed and arbitrates on any conflicts within the project or negotiates a solution to any problems with external bodies. In addition, it approves the appointment and responsibilities of the Project Manager and any delegation of its Project Assurance responsibilities. Based on the approved Annual WorkPlan, the Project Board can also consider and approve the quarterly plans (if applicable) and also approve any essential deviations from the original plans. The Project Board is expected to meet at least once annually . In the event that board members are not able to meet physically, other alternatives could be considered such as teleconfernces, skype as well as email discussions. In order to ensure UNDP’s ultimate accountability for the project results, Project Board decisions will be made in accordance to standards that shall ensure management for the best development results, best value for money, fairness, integrity, transparency and effective international competition. In order to ensure UNDP’s ultimate accountability for the project results, Project Board decisions will be made in accordance to standards that shall ensure management for development results, best value money, fairness, integrity, transparency and effective international competition. In case consensus cannot be reached within the Board, the final decision shall rest with the UNDP.

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Project Organization Structure

Project Board

Senior Beneficiary Executive Senior Supplier Vanuatu Parliament Project Director UNDP Secretariat Ministry of Foreign Affairs

Project Assurance National Project Project Support UNDP Fiji Country Office UNDP Manager Staff of the Parliamentary Pacific Centre Secretariat (Vanuatu Parliament) UNDP Joint Presence Office

NGOs, Transparency International Vanuatu Vanuatu National Youth Council

4.0. MONITORING AND EVALUATION FRAMEWORK

In accordance with the programming policies and procedures outlined in the UNDP User Guide, the project will be monitored through the following:

Within the annual cycle On a quarterly basis, a quarterly progress report will be produced to provide a quality assessment to record progress towards the completion of key results, based on quality criteria and methods outlined in the project document Results and Resources Framework. An Issue Log shall be activated in Atlas and updated by the Project Manager to facilitate tracking and resolution of potential problems or requests for change. Based on the initial risk analysis submitted (see annex 1), a risk log shall be activated in Atlas and regularly updated quarterly as part of the Quarterly progress report by reviewing the external environment that may affect the project implementation. Quarterly Progress Reports shall be submitted by the Project Manager to the Project Board, including UNDP, through Project Assurance, using a standard report format available in the Executive Snapshot. A project Lesson-learned log shall be activated and regularly updated to ensure on-going learning and adaptation within the organization, and to facilitate the preparation of the Lessons- learned Report at the end of the project A Monitoring Schedule Plan shall be activated in Atlas and updated to track key management actions/events Annually Annual Review Report. An Annual Review Report shall be prepared by the Project Manager and shared with the Project Board and the Outcome Board. As minimum requirement, the 19

Annual Review Report shall consist of the Atlas standard format for the QPR covering the whole year with updated information for each above element of the QPR as well as a summary of results achieved against pre-defined annual targets at the output level. Annual Project Review. Based on the above report, an annual project review shall be conducted during the fourth quarter of the year or soon after, to assess the performance of the project and appraise the Annual Work Plan (AWP) for the following year. In the last year, this review will be a final assessment. This review is driven by the Project Board and may involve other stakeholders as required. It shall focus on the extent to which progress is being made towards outputs, and that these remain aligned to appropriate outcomes. Terminal/Final Report A final (or terminal) report shall be compiled by the Project Manager and will be reviewed by the Project Board, two months before the scheduled completion of the project.

Quality Management for Project Activity Results

Output: Parliamentary Secretariat (institution) and parliamentarians are strengthened to perform core functions for improved accountability, participation and representation. Activity Result 1 Parliamentary Secretariat Strengthened to ensure Start Date: January 2014 efficient and high quality service delivery. End Date: December 2016 Purpose To strengthen the organisation and capacity of the Parliamentary Secretariat Description 1. Recruit Committee Clerk (2014) 2. Recruit two Principal Parliamentary Officers (Committee Services) (2014) 3. Develop and implement training programme for all parliamentary committee members (PAC) including new members. (2016) 4. Develop Options Paper for consideration by PMB and MPs on how parliamentary committees can be more effectively utilised to engage more in oversight. (2016) 5. Strengthen Parliamentary Secretariat relationship with the OAG, including supporting efforts to strengthen role of PAC. (2014) 6. Develop & implement a plan to ensure no backlog of Hansard occurs at peak times 7. Develop & implement capacity development plan for Hansard staff in partnership with another Pacific Parliament 8. Develop and implement a Hansard ICT Plan (incl uploading audio Hansard onto the web & ensuring proper archiving of Hansard tapes) 9. Complete staff review and reorganisation for "right sizes" office to support Parliament 10. Prepare job descriptions and selection criteria for new positions 11. Support recruitment of new staff in accordance with timetable for priority recruits 12. Review Staff Handbook, including performance appraisal process 13. Facilitate management undertaking staff appraisals and take follow up actions accordingly 14. Develop Equal Employment Opportunity Policy & submit for PMB endorsement 15. As part of the staff review consider allotting responsibility for training and professional development to specific post in Secretariat 16. Undertake training needs analysis of all staff 17. Develop Human Resources Development Plan 18. Implement annual training programme for staff 19. Commission a comprehensive strategic Information Technology and Systems Review 20. Develop and implement ICT Systems Improvement Plan 21. Network all computers within the Secretariat 22. Install server to support website & protect all of the records of the Parliament 23. Provide training on web design/management to ICT staff to develop local website 24. Install heavy duty copier/scanner for library to facilitate better info management/storage + archive 25. Provide a niche for dialogue and outreach services between the Parliamentary Secretariat and MP’s at the Provincial Centres 26. Support the preparation of high quality Annual Budget Submissions acquittals 27. Finalise Parliamentary Financial and Procurement Guidelines 28. Support the commission with regular audits of Parliamentary Secretariat finances. 29. Revise security measures at Parliament based on advice from PMB on priority actions 30. Develop “Green Policy” for Parliament 31. Explore options for installing solar panels and censor lights in Parliament

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Quality Criteria Quality Method Date of Assessment (indicators) 1. Number of policies, including annual 1. project progress reports, Quarterly and annually budgets procedures, Hansard reports 3. Media reports. discussed and improved for efficient 4. Annual MP feedback survey. service delivery. 5. Parliament website updates i.e. 2. At least 70% training program completed to check whether committee for committee members are implemented reports produced and public effectively contributing to changes in quality submissions made), of service delivery by staff and MP’s. 3. At least 70% of recommendations of training needs analysis, Human resources development plan, ICT plan implemented effectively contributing to changes in quality of service delivery by staff and MP’s.

Activity Result 2 Oversight role of MPs strengthened to promote Start Date: January 2014 (Atlas Activity ID) transparency, accountability, inclusive participation and End Date: December 2016 representation enhanced. Purpose To increase understanding of the role of MPs to promote transparency and accountability. Description 1. Undertake a training needs analysis through the development and administration of training questionnaires for MPs. 2. Design and implement legislative and leadership training programme for MPs 3. Convene Standing Order Committee meetings to review existing Handbook and highlight areas for improvement for policy implementation (including translation to French/ Bislama) 4. Convene dialogue and public consultations to identify key priorities/high impact areas for policy, legal revisions, corporate alignments and reforms including MDGs and Post 2015 agenda. 5. Workshop to introduce the concept of shadow ministerial portfolios (2015) 6. Convene training to Office of the Opposition on annual planning and implementation plan (2015) 7. Organise Seminar on Comparative Experiences for Political Party(PP) Development and Stabilisation (2016) 8. Support engagement with courses such as CDI Political Party Development Course, as appropriate (2016) 9. Provide ongoing support & TA to support parliamentary consideration of PP legislation, as appropriate (2016) 10. Recruit Assistant Clerk (Procedures) 11. Support recruitment of Principal Parliamentary Officer (Rules & Procedures) 12. Support review Standing Orders, including facilitating meetings of Rules Committee to endorse 13. Hold Standing Orders Implementation Workshop for MPs (after revised Standing Orders adopted) 14. Developing Procedure Manual for MPs 15. Assess staffing needs of library, with a particular focus on public information services and archiving 16. Undertake ICT assessment of specific needs of the Parliamentary Library 17. Agree and implement Library ICT Plan 18. Develop research request form for MPs 19. Explore options for developing library database and implement through South-South partnership (eg. PNG or Solomon Islands) 20. Develop on-line cataloguing of news articles 21. Strengthen relationships with Pacific Parliaments Network (information service) 22. Work with the PMB & State Law Office to develop a Parliamentary Calendar setting out the dates for parliamentary sittings and committee hearings & upload on website 23. Design & implement internal processes to ensure Government’s legislative agenda published within 48 hours of receipt by Secretariat 24. Design & implement internal processes to ensure all final laws are uploaded (on the Parliament website or via PacLII) within stipulated timeframe of receipt by Secretariat 25. Design & implement Website Management Strategy which identifies documents to be uploaded on the web (e.g. Hansard, parliamentary papers) and timeline for uploading on website

Quality Criteria Quality Method Date of Assessment 21

(Indicators)

1. Number of MPs (at least 70%) trained on oversight role Annual MP feedback Quarterly and (including rules and procedures of the house) and survey, project annually pertinent national human development issues have progress reports increased understanding on legislative and leadership role. 2. # of dialogues convened, public consultations including political parties development with at least participation of 50% women, youths and excluded groups 3. % of MPs disseminating information to their constituents as a result of new concepts and ideas engaged through peer-to-peer, south-south exchanges that contribute to effective law making processes and changes in quality of service delivery by MP’s.

Activity Result 3 Mechanisms in place, and utilized to convene public Start Date: January 2014 (Atlas Activity ID) hearings/consultations to encourage citizen voices and End Date: December 2016 inclusive participation

Purpose To promote greater information sharing and exchange with and accountability to the public for responsive governance. Description 1. Support recruitment of Public Information Officer (2014) 2. Upgrade Parliament Website (2015) 3. Procure multi-media package (video camera and software) to develop public outreach materials (2014) 4. Ensure regular broadcasting and newspaper publications on proceedings of the Parliament (2014/2015/2016) 5. Organise workshops to develop relationship with Elections Commission to collaborate on civic education/voter education 6. Design & implement schools programme 7. Develop education materials for use by MPs when visiting schools in their constituencies. 8. Organise Annual Parliamentary Open Day 9. Organise Mock Parliament for Women in collaboration with PIFs. 10. Organise a workshop with National Youth Council to explore options for supporting Youth Parliaments 11. Run annual “Your Parliament – Your Democracy” Competition on International Democracy Day 12. Explore options for developing a Parliamentary Internships Programme 13. Organise meetings to develop relationship with Ministry of Education to enable input into national civic education (CE) curriculum initiatives (2015) 14. Develop partnerships with key national agencies 15. Strengthen relationships with Twinned Parliament - Parliament of Queensland 16. Strengthen relationships with relevant UN agencies and CROP bodies 17. Develop Options Paper proposing strategies for promoting greater public participation in committee oversight 18. Provide guidance to Parliamentary Secretariat on prioritisation of options and support implementation of options agreed by PMB and MPs 19. Produce publication for the public on how to make a submission to a parliamentary committee 20. Develop procedures for uploading submissions to Parliamentary committees on Parliament website after receipt by Committee Chair 21. Develop procedures for uploading Committee reports to Parliament website after tabling in Parliament 22. Develop procedures for uploading Government responses to Committee reports on the Parliament website after tabling in Parliament Quality Criteria Quality Method Date of Assessment indicators 1. Number of public hearings conducted by MPs Project progress reports, media Quarterly and in their constituency to discuss relevant policies reports, feedback from annually and bills during law making process. participants in outreach 2. # of citizens or networks (disaggregated by programmes gender, youths and excluded groups) participating in advocacy with mechanisms for ensuring representation. 22

3. Improved understanding on civil rights and responsibilities as a results of collaborations and partnerships with agencies to share toolkits, knowledge products

Activity Result 4 Effective and Efficient Project Management, Start Date: January 2014 (Atlas Activity ID) Monitoring and Evaluation End Date: December 2016 Purpose To ensure effective and efficient delivery of the project results and learn the lessons for future interventions Description 1. Recruit National Project Manager (2014) 2. National Project Manager assists monitoring of activities; Produce quarterly and annual reports aligned to M & E matrix; 3. Conduct Monitoring mission and submission of mission reports in a timely manner. 4. Conduct Project Board Meetings; 5. Establish baselines and undertake surveys to track early results of outputs 6. Yearly HACT Audit 7. Communications and Advocacy Quality Criteria Quality Method Date of Assessment indicators 1. Quarterly narrative Project progress reports, media Quarterly and annually reports/financial advance reports, mission reports, audit report, acquittals submitted in a timely board meeting minutes, as well as manner. advocacy and knowledge products. 2. Reports updating M & E Plan progress. 3. At least two (2) survey reports with human stories (six monthly) with qualitative results

5. LEGAL CONTEXT

This document constitutes a Project Document as referred to in the Standard Basic Assistance Agreement signed between the Government of the Republic of Vanuatu and UNDP on 27 March 1984. Consistent with Article III of the SBAA, for the safety and security of the implementing partner and its personnel and property, and of UNDP’s property in the implementing partner’s custody, rests with the implementing partner.

The implementing partner shall: a) put in place an appropriate security plan and maintain the security plan, taking into account the security situation in the country where the project is being carried; b) Assume all risks and liabilities related to the implementing partner’s security, and the full implementation of the security plan. UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of this agreement.

The implementing partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds received pursuant to the Project Document are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in all sub-contracts or sub-agreements entered into under this Project Document.

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6. RESULTS AND RESOURCES FRAMEWORK (2014-2016)

Intended Outcome as stated in the Country Programme Results and Resource Framework: UNDAF and Sub-regional Project Document Outcome: (i) Regional, national, local and traditional governance systems are strengthened and exercise the principles of good governance, respecting and upholding human rights, especially women’s rights, in line with international standards.

UNDAF and Sub-regional Project Document Outcome. (i) Inclusive economic growth in enhanced, poverty is reduce, sustainable decent work is improved and increased, livelihood opportunities and food security are expanded for women, youth and vulnerable groups and social safety nets are enhanced for all citizen Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets: Expected Country Program Outcomes: (i) Enhanced governance capacity to effectively plan, implement and monitor national and sector development policies. Expected Country Program Output: (i) National policy and legislation reform are supported to demonstrate and uphold the Forum Principles of Good Governance, Leadership and Accountability. Outcomes Indicator: # of reports tabled by Auditor General to the Public Accounts Committee; Amendments made to Ombudsman’s Act in line with Ombudsman Review report Baseline: Record of DCO policy decisions Target: Frequent/consistent submission of reports by AG/PAC and Ombudsman by 2017 Output Indicator: Number of Leadership Code breaches prosecuted; Leadership tribunal approved by Parliament and in operation; Baseline: Nil .Target: Number of Forum Principals enacted by public institutions by 2017 Indicator: Human Rights Commission established. Baseline: No Human Rights Institution in Place Target: Human Rights Institution in place by 2017.

Applicable Key Result Area (2014-2017 Strategic Plans): Outcome 2: Citizen expectations for voice, effective development, rule of law, accountability are met by stronger systems of democratic governance. Partnership Strategy: Collaboration with governance institutions such as Centre for Democratic Institutions (CDI), CPA, Commonwealth Parliamentary Association, Australia, International Parliamentary Union (IPU), Twinning parliaments and International NGOs to support south- south exchange and peer-to-peer exchanges and also official twinning exchanges between government agencies. Partnerships with private sector, companies and government agencies, NGO’s in delivering the project outputs. Project title and ID (ATLAS Award ID):

Timing (Yr) & INTENDED OUTPUTS, BASELINE & OUTPUT TARGETS INPUTS INDICATIVE ACTIVITIES LEAD/ PARTNERS Indicator Funding Budget INDICATORS FOR (YEARS) (US$) source description 1 2 3

Project Output: Parliamentary Secretariat (institution) and parliamentarians are strengthened to perform core functions for improved accountability, participation and representation Activity Result 1: Parliamentary Secretariat Strengthened to ensure efficient and quality service delivery. Activity Result 1.1: Lead Baselines: Targets: Develop/strengthen Committee Parliamentary 1. Existing parliamentary 2014: Office to provide expert support to Secretariat, UNDP procedures (standing orders, 1. Committee Clerk Committees, including Public Partners handbook is outdated and non- recruited and Accounts Committee (PAC) PPP and CDI inclusive. trained. 2. Limited committee hearings held 2. HR review Activities: X and weak oversight and scrutiny completed 1. Recruit Committee Clerk (2014) X 75,000 71400Local 24

Timing (Yr) & INTENDED OUTPUTS, BASELINE & OUTPUT TARGETS INPUTS INDICATIVE ACTIVITIES LEAD/ PARTNERS Indicator Funding Budget INDICATORS FOR (YEARS) (US$) source description 1 2 3

of current PAC committee. 3. Position 2. Recruit two Principal 150,000 Contract 3. Limited capacities of human descriptions Parliamentary Officers Proj Mgr resources and financial revised (Committee Services) (2014) resources to support 4. Server procured 3. Develop and implement training administrative functions. and installed programme for all parliamentary X 25,000 71600-Travel & 5. Budget committee members (PAC) 72700W/shop Indicators: submissions including new members. (2016) 1. Number of policies, including improved 4. Develop Options Paper for annual budgets procedures, 6. Relationship consideration by PMB and MPs X 15,000 71200- Intrntl Hansard reports discussed and strengthened with on how parliamentary Consultant improved for efficient service OAG committees can be more delivery. 7. IT Review effectively utilised to engage 2. At least 70% training program Conducted and more in oversight. (2016) completed for committee Report Finalised 5. Strengthen Parliamentary members are implemented 8. All Computers Secretariat relationship with the effectively contributing to Networked OAG, including supporting X 5,000 71600-Travel changes in quality of service 9. Annual Budget efforts to strengthen role of PAC. delivery by staff and MP’s. Completed within (2014) 3. At least 70% of timeframe allocated recommendations of training Activity Result 1.2: Hansard Lead needs analysis,Human resources 2015: services strengthened to ensure Parliamentary development plan, ICT plan 1. Committees efficient and timely reporting back Secretariat, UNDP, implemented effectively training provided to to Members of Parliament PMB contributing to changes in quality all Members of service delivery by staff and 2. Support provided Partners X 5,000 71200- Intrntl MP’s. for committee Activities: 6. Develop & implement a plan to PPP Consultant meetings X 15,000 72700-Wshop 3. Information ensure no backlog of Hansard Sources occurs at peak times &71600 available to public Parliament website (to check whether on making 7. Develop & implement capacity committee reports produced and development plan for Hansard X 20,000 71200- Intrntl submissions Consultant public submissions made), project 4. Staff recruitments staff in partnership with another progress reports, media reports progressing Pacific Parliament Annual MP feedback survey, project 5. Staff training 8. Develop and implement a progress reports. implemented Hansard ICT Plan (incl 6. Computer services uploading audio Hansard onto to MPs and staff the web & ensuring proper provided archiving of Hansard tapes) 7. Website upgraded Activity Result 1.3: Secretariat Lead Staff reorganisation and Parliamentary recruitment completed which Secretariat, UNDP, 25

Timing (Yr) & INTENDED OUTPUTS, BASELINE & OUTPUT TARGETS INPUTS INDICATIVE ACTIVITIES LEAD/ PARTNERS Indicator Funding Budget INDICATORS FOR (YEARS) (US$) source description 1 2 3

2016: ensures effective use of financial PMB 1. Committees and human resources and to training provided to enable staff to reach their all Members. maximum productivity 2. Support provided for committee Partners Activities: PPP meetings. 9. Complete staff review and N Proj 3. Staff recruitments reorganisation for "right sizes" X Mgr progressing office to support Parliament 4. Staff training 10. Prepare job descriptions and X N Proj implemented selection criteria for new Mgr 5. Website maintained positions 6. Security plan 11. Support recruitment of new staff Advertising progressed in accordance with timetable for X 20,000

7. “Green Policy” priority recruits

progressed 12. Review Staff Handbook, 71200- Intrntl including performance appraisal X 10,000 Consultant process

13. Facilitate management 71600- Travel undertaking staff appraisals and X 15,000

take follow up actions accordingly

14. Develop Equal Employment 72510 Publish Opportunity Policy & submit for X 10,000 PMB endorsement

Activity Result 1.4 Regular staff Lead training activities implemented to Parliamentary develop highly professional cadre Secretariat, UNDP of parliamentary support staff

Activities: 15. As part of the staff review Partners N Proj consider allotting responsibility PPP X for training and professional Mgr development to specific post in Secretariat X 10,000 71200- Intrntl 16. Undertake training needs analysis of all staff X 30,000 Consultant

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Timing (Yr) & INTENDED OUTPUTS, BASELINE & OUTPUT TARGETS INPUTS INDICATIVE ACTIVITIES LEAD/ PARTNERS Indicator Funding Budget INDICATORS FOR (YEARS) (US$) source description 1 2 3

17. Develop Human Resources X N Proj Development Plan Mgr 18. Implement annual training programme for staff Activity Result 1.5: Information Lead management services improved Parliamentary within Secretariat to enable staff to Secretariat, UNDP more effectively and efficiently provide timely and high quality services

Activities: Partners 19. Commission a comprehensive PPP strategic Information Technology 72100- and Systems Review X 10,000 Contractual 20. Develop and implement ICT Services for IT Systems Improvement Plan X 10,000 72800- ICT 21. Network all computers within the Equipment Secretariat X X 10,000 71200- Intrntl 22. Install server to support website X 10,000 Consultant & & protect all of the records of the X 72700-Wshop Parliament 20,000 72100- IT 23. Provide training on web Contract design/management to ICT staff 25,000 71600-Travel & to develop local website X 72700 W/shop 24. Install heavy duty copier/scanner 10,000 for library to facilitate better info management/storage + archive 25. Provide a niche for dialogue and outreach services between the Parliamentary Secretariat and MP’s at the Provincial Centres Activity Result 1.6: Independent Lead budgeting strong financial Parliamentary management process agreed and Secretariat, UNDP implemented

Activities: X N Proj 26. Support the preparation of high Mgr quality Annual Budget Partners X PPP 71200- Intrntl 27

Timing (Yr) & INTENDED OUTPUTS, BASELINE & OUTPUT TARGETS INPUTS INDICATIVE ACTIVITIES LEAD/ PARTNERS Indicator Funding Budget INDICATORS FOR (YEARS) (US$) source description 1 2 3

Submissions acquittals 10,000 Consultant 27. Finalise Parliamentary Financial X and Procurement Guidelines 20,000 71400-Audit 28. Support the commission with regular audits of Parliamentary Secretariat finances. Activity Result 1.7: Appropriate Lead physical environment for the Parliamentary conduct of parliamentary business Secretariat, UNDP maintained, while preserving the heritage value of the Parliament

Activities: X N Proj 29. Revise security measures at Mgr 71200- Intrntl Parliament based on advice from X Consultant PMB on priority actions X 10,000

30. Develop “Green Policy” for 10,000 71600- Travel Parliament 31. Explore options for installing solar panels and censor lights in Parliament Output 1 Sub-Total Costing 550,000 Activity Result 2: Oversight role of MPs strengthened to promote transparency, accountability, inclusive participation and representation enhanced. Activity Result 2.1: Strengthening Baselines: Targets: the role of MPs to promote 1. MP’s have limited knowledge and 2014: transparency and accountability. Lead understanding on legislative 1 Training needs Parliamentary processes and leadership roles. analysis report Activities: Secretariat, UNDP 2. Limited dialogue spaces and produced and 32. Undertake a training needs public consultations on policy, training programme analysis through the legal revisions corporate developed. development and administration X N Proj 72700-Wshop/ alignments and reforms. 2 Complete legislative of training questionnaires for Mgr 71600- Travel 3. Limited procedural, information and leadership MPs. Partners X and library services accessible training for MPs 33. Design and implement legislative PPP, CDI, 25,000 to public during law-making 3 Support recruitment and leadership training Ombudsman Office process of Procedure Clerk & programme for MPs

provide appropriate Indicators: training Activity Result 2.2: Strengthen 1. Number of MPs (at least 70%) policy implementation and 28

Timing (Yr) & INTENDED OUTPUTS, BASELINE & OUTPUT TARGETS INPUTS INDICATIVE ACTIVITIES LEAD/ PARTNERS Indicator Funding Budget INDICATORS FOR (YEARS) (US$) source description 1 2 3

trained on oversight role 2015: promote inclusive participation (including rules and procedures 1. Handbook reviewed and representation of the house) and pertinent and fully translated in national human development French/Bislama Activities: issues have increased 2. Support 34. Convene Standing Order X understanding on legislative and implementation of Committee meetings to review leadership role. recommendations to existing Handbook and highlight N Proj

develop independent areas for improvement for policy Mgr 2. # of dialogues convened, public legal services to implementation (including consultations including political Parliament translation to French/ Bislama) parties development with at least 3. Implement Library 35. Convene dialogue and public participation of 50% women, ICT Plan. consultations to identify key 72700-W/shop X youths and excluded groups 4. Develop library priorities/high impact areas for 50,000 & 71600-Travel

database. policy, legal revisions, corporate

3. % of MPs disseminating 5. Support approval of alignments and reforms information to their constituents Standing Orders including MDGs and Post 2015 as a result of new concepts and amendments. agenda. ideas engaged through peer-to- 6. Implement processes Activity Result 2.3: Oversight Lead peer, south-south exchanges that to upload key strengthened through enhancing Parliamentary contribute to effective law making documents on the role of opposition to undertake Secretariat, UNDP processes and changes in quality Parliament website their representative duties of service delivery by MP’s. Partners X 30,000 72700-Wshop 2016: Activities: PPP, CDI

Sources 1. Two public dialogue/ 36. Workshop to introduce the 72700-Wshop Training reports, Handbook and consultations per concept of shadow ministerial X 20,000 project annual/progress reports. year portfolios (2015) 2. Develop on-line Annual MP feedback survey, project 37. Convene training to Office of the progress reports, media reports. cataloguing of news Opposition on annual planning articles and implementation plan (2015) 3. Implement processes to upload key Activity Result 2.4: MPs supported Lead documents on in their role as political party Parliamentary Parliament website members to explore options for Secretariat, UNDP political party development

Activities: 38. Organise Seminar on

Comparative Experiences for Partners X 30,000 72700-W/shop Political Party(PP) Development PPP, CDI, and Stabilisation (2016) 71600- Travel 29

Timing (Yr) & INTENDED OUTPUTS, BASELINE & OUTPUT TARGETS INPUTS INDICATIVE ACTIVITIES LEAD/ PARTNERS Indicator Funding Budget INDICATORS FOR (YEARS) (US$) source description 1 2 3

39. Support engagement with X 10,000 courses such as CDI Political Party Development Course, as appropriate (2016)

40. Provide ongoing support & TA to N Proj support parliamentary X Mgr consideration of PP legislation, as appropriate (2016) Activity Result 2.5: House and Lead Procedural Services Division strengthened to provide timely Parliamentary services to the Speaker and MPs Secretariat, UNDP

Activities: 90,000 71400-Local 41. Recruit Assistant Clerk X N Proj Staff (Procedures) Partners X Mgr Advertising 42. Support recruitment of Principal Solomon Islands Parliament, PPP, Parliamentary Officer (Rules & X 10,000 71600-Travel Procedures) CDI, Law Reform 43. Support review Standing Orders, Commission 72700-W/shop including facilitating meetings of X 20,000 Rules Committee to endorse 72510-Publish 44. Hold Standing Orders 15,000 Implementation Workshop for X MPs (after revised Standing Orders adopted) 45. Developing Procedure Manual for MPs

30

Timing (Yr) & INTENDED OUTPUTS, BASELINE & OUTPUT TARGETS INPUTS INDICATIVE ACTIVITIES LEAD/ PARTNERS Indicator Funding Budget INDICATORS FOR (YEARS) (US$) source description 1 2 3

Activity Result 2.6: Library and Lead research services strengthened to Parliamentary ensure high quality services Secretariat, UNDP provided to MPs to enable more effective scrutiny of Bills

Activities: 46. Assess staffing needs of library, Partners X N Proj with a particular focus on public Solomon Islands Mgr information services and Parliament, PNG X archiving Parliament, Pacific 15,000 72100- IT 47. Undertake ICT assessment of Parliaments X Contract specific needs of the Network, PPP 20,000 72700-Wshop Parliamentary Library X 10,000 72100-IT 48. Agree and implement Library 15,000 Contract ICT Plan 71600- Travel 49. Develop research request form for MPs X N Proj 50. Explore options for developing Mgr library database and implement X through South-South partnership (eg. PNG or Solomon Islands) 51. Develop on-line cataloguing of news articles 52. Strengthen relationships with Pacific Parliaments Network (information service) Activity Result 2.7: Mechanisms Lead developed to promote greater Parliamentary transparency and participation in Secretariat, UNDP law-making process (Corporate Plan KRA 2.6)

Activities: 53. Work with the PMB & State Law Partners X N Proj Office to develop a PMB, State Law Mgr Parliamentary Calendar setting Office, Law Reform out the dates for parliamentary Commission sittings and committee hearings & upload on website 31

Timing (Yr) & INTENDED OUTPUTS, BASELINE & OUTPUT TARGETS INPUTS INDICATIVE ACTIVITIES LEAD/ PARTNERS Indicator Funding Budget INDICATORS FOR (YEARS) (US$) source description 1 2 3

54. Design & implement internal X N Proj processes to ensure Mgr Government’s legislative agenda published within 48 hours of receipt by Secretariat X 5,000 72510-Publish 55. Design & implement internal N Proj processes to ensure all final Mgr laws are uploaded (on the Parliament website or via PacLII) within stipulated timeframe of X N Proj receipt by Secretariat Mgr 56. Design & implement Website Management Strategy which identifies documents to be uploaded on the web (eg. Hansard, parliamentary papers) and timeline for uploading on website Output 2 Sub-Total Costing 365,000 Activity Result 3: Mechanisms in place, and utilized to convene public hearings/consultations to encourage citizen voices and inclusive participation

Targets: Activity Result 3.1: Develop Lead Baselines: 2014: mechanisms for Public outreach Parliamentary 1. Limited inclusive participation of 1. PIEO office and inclusive consultation. Secretariat, UNDP the men and women , youths and established. vulnerable groups in law making 2. Annual Open Day Activities: Partners X 10,000 Advertising process convened with 57. Support recruitment of Public PPP, Solomon/ 72100- IT 2. 1 open day and first youth increased Information Officer (2014) other Pacific Islands X 15,000 Contract parliament convened (2013) participation. 58. Upgrade Parliament Website Parliaments, X 72800- ICT 3. Limited partnership and 3. IEC Materials (2015) Elections 10,000 Equipment collaboration with CROP produced 59. Procure multi-media package Commission, Media Advertising agencies on civic education, (video camera and software) to X X X 30,000 74200- voter education and electoral 2015: develop public outreach Advocacy processes. 1. Parliament Website materials (2014) 72700-W/shop Upgraded 60. Ensure regular broadcasting and X 25,000 & 71600 Travel Indicators: 2. Annual Open Day newspaper publications on 1. Number of public hearings 3. Schools proceedings of the Parliament conducted by MPs in their programme (2014/2015/2016) constituency to discuss relevant developed & 61. Organise workshops to develop

32

Timing (Yr) & INTENDED OUTPUTS, BASELINE & OUTPUT TARGETS INPUTS INDICATIVE ACTIVITIES LEAD/ PARTNERS Indicator Funding Budget INDICATORS FOR (YEARS) (US$) source description 1 2 3

policies and bills during law implemented relationship with Elections making process. Commission to collaborate on 2. # of citizens or networks 2016: civic education/voter education (disaggregated by gender, 1. Annual Open Day Activity Result 3.2: Programmes Lead youths and excluded groups) 2. Schools developed to strengthen Parliamentary participating in advocacy with programme engagement of young people and Secretariat, UNDP mechanisms for ensuring developed & women with Parliament representation. implemented 3. Improved understanding on civic 3. Civic education Activities: X 50,000 rights and responsibilities as a programmes 62. Design & implement schools X 10,000 72510-Publish results of collaborations and developed with programme Partners 71600-Travel partnerships with agencies to MOE & Elections 63. Develop education materials for PPP, Solomon/ share toolkits, knowledge Commission use by MPs when visiting other Pacific Islands X X X 30,000 72700-W/shop products for schools and schools in their constituencies. Parliaments, Ministry X 20,000 & Prizes of Education constituents. X 20,000 72700-Wshop 64. Organise Annual Parliamentary & 71600- Open Day Travel Sources 65. Organise Mock Parliament for X 10,000 Project progress reports, media Women in collaboration with reports, feedback from participants in PIFs. outreach programmes 66. Organise a workshop with National Youth Council to X N Proj explore options for supporting Mgr Youth Parliaments X 67. Run annual “Your Parliament – N Proj Your Democracy” Competition Mgr on International Democracy Day 68. Explore options for developing a Parliamentary Internships Programme 69. Organise meetings to develop relationship with Ministry of Education to enable input into national civic education (CE) curriculum initiatives (2015) Activity Result 3.3 Strengthen Parliamentary partnerships with other Secretariat, UNDP, stakeholders PPP, Ombudsman, Audit, State Law Activities: Office, Ministry of X X X N Proj 33

Timing (Yr) & INTENDED OUTPUTS, BASELINE & OUTPUT TARGETS INPUTS INDICATIVE ACTIVITIES LEAD/ PARTNERS Indicator Funding Budget INDICATORS FOR (YEARS) (US$) source description 1 2 3

70. Develop partnerships with key Finance Mgr national agencies X X X 71. Strengthen relationships with N Proj Twinned Parliament - Parliament Mgr of Queensland 72. Strengthen relationships with X X X relevant UN agencies and N Proj CROP bodies Mgr Activity Result 3.4: Promote Parliamentary greater transparency and public Secretariat, UNDP, participation in committee PPP, Ombudsman, processes (KRA 3.4) Audit, State Law Office, Ministry of Activities: Finance X N Proj 73. Develop Options Paper Mgr proposing strategies for

promoting greater public participation in committee X N Proj oversight Mgr 74. Provide guidance to Parliamentary Secretariat on prioritisation of options and support implementation of X 10,000 72510-Publish options agreed by PMB and MPs 75. Produce publication for the public on how to make a submission to a parliamentary X N Proj committee Mgr 76. Develop procedures for uploading submissions to Parliamentary committees on N Proj Parliament website after receipt X Mgr by Committee Chair 77. Develop procedures for uploading Committee reports to X N Proj Parliament website after tabling Mgr in Parliament 78. Develop procedures for uploading Government responses to Committee reports 34

Timing (Yr) & INTENDED OUTPUTS, BASELINE & OUTPUT TARGETS INPUTS INDICATIVE ACTIVITIES LEAD/ PARTNERS Indicator Funding Budget INDICATORS FOR (YEARS) (US$) source description 1 2 3

on the Parliament website after tabling in Parliament

Output 3 Sub-Total Costing 240,000 Activity Results 4: Effective and Efficient Project Management, Monitoring and Evaluation Activity Result 4.1 Baselines: Targets (2014-2016): 1. Absence of Project Manager; 1. Result-based Activities: Parliamentary 2. Limited result-based reporting management tools 79. Recruit National Project Secretariat, UNDP X 180,000 71400-Local and absence of sex disaggregate used effectively and Manager (2014) National Staff data baseline database 80. National Project Manager assists X X X Proj Mgr 3. Limited quality analysis of QPRs established; monitoring of activities; Produce and midterm/Annual reports 2. M&E tools quarterly and annual reports effectively aligned to M & E matrix; Indicators: implemented. 81. UNDP Technical Assistance and X X X 90,000 60000 - 1. Quarterly narrative 3. At least 90% support Salaries reports/financial advance deliverables 82. Conduct Monitoring mission and X X X 30,000 71600-Travel acquittals submitted in a timely contribute to MCO submission of mission reports in manner. delivery a timely manner. 2. Reports updating M & E Plan 83. Conduct Project Board X X X 30,000 71600-Travel progress. Meetings; 71400- Audit 3. At least two (2) survey reports 84. Establish baselines and X X X NPM Advertising/ with human stories (six monthly) undertake surveys to track early 72510-Publish with qualitative results results of outputs 74200- 85. Yearly HACT Audit X X X 10,000 Advocacy 86. Communications and Advocacy X X X 10,000

Output 4 Sub-Total Costing 350,000 TOTAL 1,505,000

35

ANNUAL WORK PLAN

Year: 2014

EXPECTED OUTPUTS PLANNED ACTIVITIES TIME PLANNED BUDGET And baseline, indicators including annual List activity results and associated actions FRAME targets RESPONSIBL E PARTY Budget Source Amount Q Q Q Q Description 1 2 3 4 Project Output: Parliamentary Secretariat (institution) and parliamentarians are strengthened to perform core functions for improved accountability, participation and representation.

Activity Result 1: Parliamentary Secretariat Strengthened to ensure efficient and quality service delivery. Activity Result 1.1: Committee Office strengthened to provide Lead Baselines: efficient, timely and high quality services to existing Parliamentary 1. Existing parliamentary procedures committees Secretariat, (standing orders, handbook is UNDP outdated and non-inclusive. Activities: 2. Limited committee hearings held and 1. Recruit Committee Clerk (2014) X Govt Local Contract 25,000 weak oversight and scrutiny of current Van 71400 PAC committee. 2. Recruit two Principal Parliamentary Officers (Committee X X Govt Local Contract 50,000 3. Limited capacities of human resources Services) (2014) 71400 and financial resources to support Van administrative functions. Activity Result 1.2: Develop/strengthen Committee Office to Lead provide expert support to Committees, including Public Parliamentary Accounts Committee (PAC) Secretariat, Indicators: 1. Number of policies, including annual UNDP Activities: budgets procedures, Hansard reports discussed and improved for efficient 3. Strengthen Parliamentary Secretariat relationship with the OAG, including supporting efforts to strengthen role of PAC. service delivery. Govt 2. At least 70% training program (2014) 71600-Travel 5,000 X Van completed for committee members are Lead implemented effectively contributing to Activity Result 1.4: Staff reorganisation and recruitment Govt Van changes in quality of service delivery completed which ensures effective use of financial and human Parliamentary resources and to enable staff to reach their maximum Secretariat, by staff and MP’s. 3. At least 70% of recommendations of productivity UNDP training needs analysis,Human Activities: resources development plan, ICT plan 4. Complete staff review and reorganisation for "right sizes" office

36

implemented effectively contributing to to support Parliament X N Proj Mgr changes in quality of service delivery 5. Prepare job descriptions and selection criteria for new positions X N Proj Mgr by staff and MP’s. Activity Result 1.5 Regular staff training activities implemented Lead to develop highly professional cadre of parliamentary support Parliamentary Targets: staff Secretariat, 1. Committee Clerk recruited and UNDP Activities: trained. X X 2. HR review completed 6. As part of the staff review consider allotting responsibility for Partners 3. Position descriptions revised training and professional development to specific post in PPP, CDI, 4. Server procured and installed Secretariat Law Reform N Proj Mgr 5. Budget submissions improved Commission 6. Relationship strengthened with OAG Activity Result 1.6: Information management services Lead 7. IT Review Conducted and Report improved within Secretariat to enable staff to more effectively Parliamentary Finalised and efficiently provide timely and high quality services Secretariat, 8. All Computers Networked UNDP 9. Annual Budget Completed within Activities: timeframe allocated 7. Commission a comprehensive strategic Information Technology X Partners Govt Van 72100- 10,000 and Systems Review PPP, CDI, Contractual Law Reform Services for IT 8. Develop and implement ICT Systems Improvement Plan X Commission Govt Van 72100- 10,000 Contractual Services for IT 9. Network all computers within the Secretariat X Govt Van 72800- ICT 10,000 Equipment 10. Install server to support website & protect all of the records of X Govt Van 72800- ICT 10,000 the Parliament Equipment Activity Result 1.7: Independent budgeting strong financial Lead management process agreed and implemented Parliamentary Secretariat, Govt Van N Proj Mgr Activities: UNDP 11. Support the preparation of high quality Annual Budget Submissions acquittals X X Partners PPP, CDI, Law Reform Commission Output 1 Sub-Total Costing 120,000

Activity Result 2: Oversight role of MPs strengthened to promote transparency, accountability, inclusive participation and representation enhanced. Activity Result 2.1:Strengthening the role of MPs to promote Lead Baselines: transparency and accountability Parliamentary 1. Limited inclusive participation of the Secretariat, 37

men and women , youths and Activities: UNDP vulnerable groups in law making 12. Undertake a training needs analysis through the development process and administration of training questionnaires for MPs. X Partners N Proj Mgr 2. 1 open day and first youth parliament PPP, CDI, Law convened (2013) 13. Design and implement legislative and leadership training X Reform Govt 72700-Wshop 25,000 3. Limited partnership and collaboration programme for MPs. Commission Van with CROP agencies on civic 14. Convene dialogue and public consultations to identify key X Govt 71600- Travel 20,000 education, voter education and priorities/high impact areas for policy, legal revisions, corporate Van electoral processes. alignments and reforms including MDGs and Post 2015 Consultancy 10,000 agenda. Indicators: Activity Result 2.5: House and Procedural Services Division Lead 1. Number of public hearings conducted strengthened to provide timely services to the Speaker and Parliamentary by MPs in their constituency to discuss MPs Secretariat, relevant policies and bills during law UNDP making process. Activities: 2. # of citizens or networks Partners (disaggregated by gender, youths and 15. Recruit Assistant Clerk (Procedures) X X X Govt 71400-Local 25,000 PPP, CDI, Law excluded groups) participating in Van Staff Reform 16. Support recruitment of Principal Parliamentary Officer (Rules & X Govt Advertising 5,000 advocacy with mechanisms for Commission ensuring representation. Procedures) Van 3. Improved understanding on civic rights Activity Result 2.7: Mechanisms developed to promote greater Lead and responsibilities as a results of transparency and participation in law-making process Parliamentary collaborations and partnerships with (Corporate Plan KRA 2.6) Secretariat, agencies to share toolkits, knowledge UNDP products for schools and constituents. Activities: 17. Work with the PMB & State Law Office to develop a X Partners Govt N Proj Mgr Targets: Parliamentary Calendar setting out the dates for parliamentary PPP, CDI, Law Van 1. Training needs analysis report produced sittings and committee hearings & upload on website Reform and training programme developed. Commission 2. Complete legislative and leadership 18. Design & implement internal processes to ensure X Govt N Proj Mgr training for MPs Government’s legislative agenda published within 48 hours of Van 3. Support recruitment of Procedure Clerk receipt by Secretariat & provide appropriate training Target:

Output 2 Sub-Total Costing 85,000

Activity Result 3: Mechanisms in place, and utilized, to convene public hearings/consultations to discuss bills to be tabled in parliament. (Citizen Participation) Activity Result 3.1: Develop mechanisms for Public outreach Lead Baselines: and inclusive consultation. Parliamentary 1. Limited inclusive participation of the Secretariat, men and women , youths and Activities: UNDP

38

vulnerable groups in law making process Partners 2. 1 open day and first youth parliament 19. Support recruitment of Public Information Officer (2014) X PPP, CDI, Law Govt Advertising 10,000 convened (2013) Reform Van 72800- ICT 3. Limited partnership and collaboration 20. Procure multi-media package (video camera and software) to X Commission Govt Equipment 10,000 with CROP agencies on civic develop public outreach materials (2014) Van education, voter education and electoral processes. 21. Ensure regular broadcasting and newspaper publications on X X X Govt 74200- 10,000 proceedings of the Parliament (2014/2015/2016) Van Advocacy Indicators: Activity Result 3.2: Programmes developed to strengthen Lead 1. Number of public hearings conducted engagement of young people and women with Parliament Parliamentary Secretariat, by MPs in their constituency to discuss Govt 72700-Wshop & 10,000 relevant policies and bills during law Activities: UNDP Van 71600- Travel making process. 22. Organise Annual Parliamentary Open Day X 2. # of citizens or networks

(disaggregated by gender, youths and Activity Result 3.3 Strengthen partnerships with other excluded groups) participating in stakeholders advocacy with mechanisms for Activities: Lead Govt ensuring representation. 23. Develop partnerships with key national agencies X Parliamentary Van N Proj Mgr 3. Improved understanding on civic rights 24. Strengthen relationships with relevant UN agencies and CROP X Secretariat, Govt N Proj Mgr and responsibilities as a results of bodies UNDP Van collaborations and partnerships with Activity Result 3.4: Promote greater transparency and public agencies to share toolkits, knowledge participation in committee processes (KRA 3.4) products for schools and constituents. Activities: Lead Govt N Proj Mgr 25. Develop Options Paper proposing strategies for promoting Parliamentary Van Targets: greater public participation in committee oversight Secretariat, 1. PIEO office established. X 26. Develop procedures for uploading submissions to X UNDP Govt N Proj Mgr 2. Annual Open Day convened with increased participation. Parliamentary committees on Parliament website after receipt Van by Committee Chair Partners 3. IEC Materials produced PPP, CDI, Law Reform Commission Output 3 Sub-Total Costing 40,000

Activity Results 4: Effective and Efficient Project Management, Monitoring and Evaluation Activity Result 4.1 Lead Baselines: Parliamentary 1. Absence of Project Manager; Activities: Secretariat, Govt 2. Limited result-based reporting and 27. Recruit National Project Manager (2014) UNDP Van 71400-Local 60,000 absence of sex disaggregate data Staff

39

3. Limited quality analysis of QPRs and 28. National Project Manager assists monitoring of activities; X X X Partners Govt midterm/Annual reports Produce quarterly and annual reports aligned to M & E matrix; PPP, CDI, Law Van 29. UNDP Technical Assistance and support X X X Reform Govt 60000-Salaries 30,000 Indicators: Commission Van 1. Quarterly narrative reports/financial 30. Conduct Monitoring mission and submission of mission reports X X Govt 71600-Travel 10,000 advance acquittals submitted in a in a timely manner. Van timely manner. 31. Conduct Project Board Meetings; X Govt 10,000 2. Reports updating M & E Plan Van progress. 32. Yearly HACT Audit X 71400- Audit 2,500 3. At least two (2) survey reports with 33. Communications and Advocacy X X X X Advertising/ 2,500 human stories (six monthly) with 72510-Publish qualitative results

Targets: 1. Result-based management tools used effectively and baseline database established; 2. M&E tools effectively implemented. 3. At least 90% deliverables contribute to MCO delivery

Output 4 Sub-Total Costing 115,000

Total Costing 2014 367,200

40

Year: 2015

EXPECTED OUTPUTS PLANNED ACTIVITIES TIME PLANNED BUDGET And baseline, indicators including List activity results and associated actions FRAME annual targets RESPONSIBL E PARTY Budget Source Amount Q Q Q Q Description 1 2 3 4

Activity Result 1: Parliamentary Secretariat Strengthened to ensure efficient and quality service delivery. Activity Result 1.1: Committee Office strengthened to provide Baselines: efficient, timely and high quality services to existing 1. Existing parliamentary procedures committees 71400-Local (standing orders, handbook is Staff 25,000 outdated and non-inclusive. Activities: 71400-Local 50,000 2. Limited committee hearings held and 1. Committee Clerk Staff weak oversight and scrutiny of 2. Two Principal Parliamentary Officers (Committee Services) current PAC committee. Activity Result 1.3: Hansard services strengthened to ensure Lead 3. Limited capacities of human efficient and timely reporting back to Members of Parliament Parliamentary resources and financial resources to Secretariat, 71200- Intrntl 5,000 support administrative functions. Activities: UNDP Consultant

3. Develop & implement a plan to ensure no backlog of Hansard Indicators: occurs at peak times 72700-Wshop 15,000 1. Number of policies, including annual 4. Develop & implement capacity development plan for Hansard &71600 budgets procedures, Hansard reports staff in partnership with another Pacific Parliament discussed and improved for efficient 5. Develop and implement a Hansard ICT Plan (incl uploading 71200- Intrntl 20,000 service delivery. audio Hansard onto the web & ensuring proper archiving of Consultant 2. At least 70% training program Hansard tapes) completed for committee members are implemented effectively Activity Result 1.4: Staff reorganisation and recruitment Lead contributing to changes in quality of completed which ensures effective use of financial and human Parliamentary service delivery by staff and MP’s. resources and to enable staff to reach their maximum Secretariat, 20,000 3. At least 70% of recommendations of productivity UNDP Advertising training needs analysis, Human 71200- Intrntl resources development plan, ICT 10,000 Activities: Consultancy plan implemented effectively 6. Support recruitment of new staff in accordance with timetable 71600- Travel contributing to changes in quality of for priority recruits 15,000 service delivery by staff and MP’s. 7. Review Staff Handbook, including performance appraisal process

41

8. Facilitate management undertaking staff appraisals and take follow up actions accordingly

Activity Result 1.5 Regular staff training activities implemented Lead Sources to develop highly professional cadre of parliamentary support Parliamentary Parliament website (to check whether staff Secretariat, committee reports produced and public UNDP submissions made), project progress Activities: N Proj Mgr reports, media reports 9. As part of the staff review consider allotting responsibility for Partners Annual MP feedback survey, project training and professional development to specific post in PPP, CDI, Law progress reports. Secretariat Reform Commission

Activity Result 1.6: Information management services Lead improved within Secretariat to enable staff to more effectively Parliamentary and efficiently provide timely and high quality services Secretariat, UNDP Activities: 10. Provide training on web design/management to ICT staff to Partners 71200- Intrntl 20,000 develop local website PPP, CDI, Law Consultant & 72700-Wshop 11. Install heavy duty copier/scanner for library to facilitate better Reform 25,000 info Commission 72100- IT

Contract

Activity Result 1.7: Independent budgeting strong financial Lead management process agreed and implemented Parliamentary

Secretariat, 71200- Intrntl 10,000 Activities: UNDP Consultant 12. Finalise Parliamentary Financial and Procurement Guidelines 20,000 13. Support the commission with regular audits of Parliamentary Partners 71400-Audit Secretariat finances. PPP, CDI, Law Reform Commission Output 1 Sub-Total Costing 235,000

Activity Result 2: Oversight role of MPs strengthened to promote transparency, accountability, inclusive participation and representation enhanced.

42

Activity 2.2: Strengthen policy implementation and promote Lead Baselines: inclusive participation and representation Parliamentary 1. Limited inclusive participation of the Secretariat, men and women , youths and Activities: UNDP vulnerable groups in law making Partners 14. Convene Standing Order Committee meetings to review N Proj Mgr process existing Handbook and highlight areas for improvement for PPP, CDI, Law 2. 1 open day and first youth parliament policy implementation (including translation to French/ Bislama) Reform convened (2013) Commission 3. Limited partnership and collaboration Activity Result 2.3: Oversight strengthened through enhancing Lead with CROP agencies on civic the role of opposition to undertake their representative duties Parliamentary education, voter education and Secretariat, 72700-Wshop 30,000 electoral processes. Activities: UNDP 15. Workshop to introduce the concept of shadow ministerial Partners 72700-Wshop Indicators: portfolios (2015) PPP, CDI, Law 20,000 1. Number of public hearings conducted 16. Convene training to Office of the Opposition on annual planning Reform by MPs in their constituency to and implementation plan (2015) Commission discuss relevant policies and bills during law making process. Activity Result 2.5: House and Procedural Services Division strengthened to provide timely services to the Speaker and 2. # of citizens or networks MPs (disaggregated by gender, youths 71400-Local 30,000 Staff and excluded groups) participating in Activities: advocacy with mechanisms for 17. Assistant Clerk (Procedures) ensuring representation. Activity Result 2.6: Library and research services strengthened

to ensure high quality services provided to MPs to enable more Lead 3. Improved understanding on civic effective scrutiny of Bills Parliamentary rights and responsibilities as a results Secretariat, of collaborations and partnerships UNDP with agencies to share toolkits, Activities: N Proj Mgr knowledge products for schools and 18. Assess staffing needs of library, with a particular focus on Partners constituents. public information services and archiving PPP, CDI, Law 72100- IT 15,000

19. Undertake ICT assessment of specific needs of the Reform Contract

Parliamentary Library Commission Targets: 20,000 20. Agree and implement Library ICT Plan 72700-Wshop 1. Training needs analysis report

produced and training programme developed. 2. Complete legislative and leadership Activity Result 2.7: Mechanisms developed to promote greater Lead training for MPs transparency and participation in law-making process Parliamentary 3. Support recruitment of Procedure (Corporate Plan KRA 2.6) Secretariat, Clerk & provide appropriate training 72510-Publish 5,000 UNDP Activities: 21. Design & implement internal processes to ensure all final laws Partners N Proj Mgr

43

are uploaded (on the Parliament website or via PacLII) within PPP, CDI, Law stipulated timeframe of receipt by Secretariat Reform 22. Design & implement Website Management Strategy which Commission identifies documents to be uploaded on the web (eg. Hansard, parliamentary papers) and timeline for uploading on website Output 2 Sub-Total Costing 120,000

Activity Result 3: Mechanisms in place, and utilized, to convene public hearings/consultations to discuss bills to be tabled in parliament. (Citizen Participation) Baselines: Activity Result 3.1: Develop mechanisms for Public outreach Lead 1. Limited inclusive participation of the and inclusive consultation. Parliamentary men and women , youths and Secretariat, 72100- IT vulnerable groups in law making Activities: UNDP Contract 15,000 process 23. Upgrade Parliament Website (2015) &72800 ICT 2. 1 open day and first youth parliament 24. Ensure regular broadcasting and newspaper publications on Partners Equipment convened (2013) proceedings of the Parliament (2014/2015/2016) PPP, CDI, Law Advertising 10,000 3. Limited partnership and collaboration Reform with CROP agencies on civic Commission education, voter education and Activity Result 3.2: Programmes developed to strengthen Lead electoral processes. engagement of young people and women with Parliament Parliamentary Secretariat, 72510-Publish 50,000 Indicators: Activities: UNDP 71600-Travel 10,000 1. Number of public hearings conducted 25. Design & implement schools programme by MPs in their constituency to 26. Develop education materials for use by MPs when visiting 72700-W/shop 10,000 discuss relevant policies and bills schools in their constituencies. & Prizes during law making process. 27. Organise Annual Parliamentary Open Day 2. # of citizens or networks 28. Organise meetings to develop relationship with Ministry of 71600-Travel 20,000 (disaggregated by gender, youths Education to enable input into national civic education (CE) 72700-W/shop and excluded groups) participating in curriculum initiatives (2015) advocacy with mechanisms for ensuring representation. Activity Result 3.3 Strengthen partnerships with other Lead 3. Improved understanding on civil stakeholders Parliamentary rights and responsibilities as a results Secretariat, of collaborations and partnerships Activities: UNDP with agencies to share toolkits, 29. Develop partnerships with key national agencies knowledge products for schools and 30. Strengthen relationships with Twinned Parliament - Parliament N Proj Mgr constituents. of Queensland 31. Strengthen relationships with relevant UN agencies and CROP Targets: bodies 1. PIEO office established. Activity Result 3.4: Promote greater transparency and public Lead 2. Annual Open Day convened with participation in committee processes (KRA 3.4) Parliamentary increased participation. Secretariat, 3. IEC Materials produced

44

Activities: UNDP 32. Provide guidance to Parliamentary Secretariat on prioritisation Partners of options and support implementation of options agreed by PPP, CDI, Law N Proj Mgr PMB and MPs Reform Commission

115,000 Output 3 Sub-Total Costing

Activity Results 4: Effective and Efficient Project Management, Monitoring and Evaluation Baselines: Activity Result 4.1 1. Absence of Project Manager; 2. Limited result-based reporting and Activities: absence of sex disaggregate data 33. National Project Manager assists monitoring of activities; X X X X Lead 71400-Loc.Staff 60,000 3. Limited quality analysis of QPRs and 34. UNDP Technical Assistance and support X X X X Parliamentary 60000 –Salaries 30,000 midterm reports 35. Conduct Monitoring mission and submission of mission reports Secretariat, 71600-Travel 10,000 in a timely manner. UNDP Indicators: 36. Conduct Project Board Meetings; X X 71600-Travel 10,000 1. Quarterly narrative reports/financial 37. Establish baselines and undertake surveys to track early results X X X X advance acquittals submitted in a of outputs timely manner. 38. Yearly HACT Audit X X X X 2. Reports updating M & E Plan X X X X Partners 71400-Audit 39. Documentation, Communications and Advocacy PPP, CDI, Law 3,750 progress. 74200- 3,750 3. Board Mtg held twice a year. Reform Advocacy 4. Baseline and indicators database Commission established; At least two (2) survey reports (six monthly) with qualitative results 5. HACT Audit report 6. # of knowledge products

Targets (2014-2016): 1. Result-based management tools used effectively and baseline database established; 2. M&E tools effectively implemented. 3. At least 90% deliverables contribute to MCO delivery Output 4 Sub-Total Costing 117,500 Total Costing 2015 587,500

45

Year: 2016 EXPECTED OUTPUTS PLANNED ACTIVITIES TIME PLANNED BUDGET And baseline, indicators including annual List activity results and associated actions FRAME targets RESPONSIBL E PARTY Budget Source Amount Q Q Q Q Description 1 2 3 4

Activity Result 1: Parliamentary Secretariat Strengthened Activity Result 1.1: Committee Office strengthened to provide Baselines: efficient, timely and high quality services to existing 71400-Local 25,000 1. Existing parliamentary procedures committees Staff 50,000 (standing orders, handbook is 71400- Local outdated and non-inclusive. Activities: Staff 2. Limited committee hearings held and 1. Committee Clerk weak oversight and scrutiny of current 2. Two Principal Parliamentary Officers (Committee Services) PAC committee. Activity Result 1.2: Develop/strengthen Committee Office to Lead 3. Limited capacities of human resources provide expert support to Committees, including Public Parliamentary and financial resources to support Accounts Committee (PAC) Secretariat, administrative functions. UNDP Activities: 71600-Travel & 25,000 Indicators: 3. Develop and implement training programme for all 72700W/shop 1. Number of policies, including annual parliamentary committee members (PAC) including new budgets procedures, Hansard reports members. (2016) 15,000 discussed and improved for efficient 4. Develop Options Paper for consideration by PMB and MPs on 71200- Intrntl service delivery. how parliamentary committees can be more effectively utilised Consultant 2. At least 70% training program to engage more in oversight. (2016) completed for committee members are implemented effectively contributing to changes in quality of service delivery Activity Result 1.4: Staff reorganisation and recruitment Lead by staff and MP’s. completed which ensures effective use of financial and human Parliamentary 3. At least 70% of recommendations of resources and to enable staff to reach their maximum Secretariat, training needs analysis,Human productivity UNDP resources development plan, ICT plan

implemented effectively contributing to Activities: 72510 Publish 10,000 changes in quality of service delivery 5. Develop Equal Employment Opportunity Policy & submit for by staff and MP’s. PMB endorsement

Targets: Activity Result 1.5 Regular staff training activities implemented Lead 1. Committee Clerk recruited and trained. to develop highly professional cadre of parliamentary support Parliamentary 2. HR review completed staff Secretariat,

46

3. Position descriptions revised UNDP 4. Server procured and installed Activities: 5. Budget submissions improved 6. Undertake training needs analysis of all staff Partners 10,000 6. Relationship strengthened with OAG 7. Develop Human Resources Development Plan PPP, CDI, Law 71200- Intrntl 7. IT Review Conducted and Report Reform Consultant 30,000 Finalised Commission 8. All Computers Networked 9. Annual Budget Completed within timeframe allocated Activity Result 1.6: Information management services Lead improved within Secretariat to enable staff to more effectively Parliamentary and efficiently provide timely and high quality services Secretariat, 71600-Travel & UNDP 72700 W/shop Activities: 8. Provide a niche for dialogue and outreach services between the Partners 10,000 Parliamentary Secretariat and MP’s at the Provincial Centres PPP, CDI, Law Reform Commission

Activity Result 1.8: Appropriate physical environment for the Lead conduct of parliamentary business maintained, while Parliamentary preserving the heritage value of the Parliament Secretariat, UNDP N Proj Mgr Activities: 71200- Intrntl 9. Revise security measures at Parliament based on advice from Partners 10,000 PPP, CDI, Law Consultant PMB on priority actions 10. Develop “Green Policy” for Parliament Reform Commission 71600- Travel 10,000 11. Explore options for installing solar panels and censor lights in Parliament

Output 1 Sub-Total Costing 195,000

Activity Result 2: Oversight role of MPs strengthened to promote transparency, accountability, inclusive participation and representation enhanced. Activity 2.2: Strengthen policy implementation and promote Lead Baselines: inclusive participation and representation Parliamentary 1. Limited inclusive participation of the Secretariat, men and women , youths and UNDP Activities: vulnerable groups in law making process 12. Convene dialogue and public consultations to identify key Partners PPP, 72700-W/shop 20,000 2. 1 open day and first youth parliament priorities/high impact areas for policy, legal revisions, corporate CDI, Law & 71600-Travel convened (2013) alignments and reforms. Reform

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3. Limited partnership and collaboration Commission with CROP agencies on civic Activity Result 2.4: MPs supported in their role as political Lead education, voter education and party members to explore options for political party Parliamentary electoral processes. development Secretariat, 72700-W/shop 30,000 UNDP Indicators: Activities: 1. Number of public hearings conducted 71600- Travel 13. Organise Seminar on Comparative Experiences for Political Partners PPP, 10,000 by MPs in their constituency to discuss Party Development and Stabilisation (2016) CDI, Law relevant policies and bills during law Reform N Proj Mgr making process. 14. Support engagement with courses such as CDI Political Party Development Course, as appropriate (2016) Commission 2. # of citizens or networks (disaggregated by gender, youths and 15. Provide ongoing support & TA to support parliamentary excluded groups) participating in consideration of PP legislation, as appropriate (2016) advocacy with mechanisms for ensuring representation. Activity Result 2.5: House and Procedural Services Division Lead 3. Improved understanding on civic rights strengthened to provide timely services to the Speaker and Parliamentary and responsibilities as a results of MPs Secretariat, collaborations and partnerships with UNDP agencies to share toolkits, knowledge 71400-Staff Activities: 30,000 products for schools and constituents. 16. Assistant Clerk (Procedures) Partners 71600-Travel Targets: 17. Support review Standing Orders, including facilitating meetings PPP, CDI, Law 10,000 of Rules Committee to endorse Reform 1. Training needs analysis report produced 72700-W/shop 18. Hold Standing Orders Implementation Workshop for MPs (after Commission 20,000 and training programme developed. revised Standing Orders adopted) 2. Complete legislative and leadership 19. Developing Procedure Manual for MPs 72510-Publish 15,000 training for MPs

3. Support recruitment of Procedure Clerk & provide appropriate training Activity Result 2.6: Library and research services strengthened Lead to ensure high quality services provided to MPs to enable more Parliamentary effective scrutiny of Bills Secretariat, UNDP 72100-IT 10,000 Contract Activities: Partners 71600- Travel 15,000 20. Develop research request form for MPs PPP, CDI, Law 21. Explore options for developing library database and implement Reform through South-South partnership (eg. PNG or Solomon Islands) Commission N Proj Mgr 22. Develop on-line cataloguing of news articles 23. Strengthen relationships with Pacific Parliaments Network (information service)

Output 2 Sub-Total Costing 160,000

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Activity Result 3: Mechanisms in place, and utilized, to convene public hearings/consultations to discuss bills to be tabled in parliament. (Citizen Participation) Activity Result 3.1: Develop mechanisms for Public outreach Lead Baselines: and inclusive consultation. Parliamentary 1. Limited inclusive participation of the Secretariat, men and women , youths and Activities: UNDP vulnerable groups in law making 24. Ensure regular broadcasting and newspaper publications on Advertising process proceedings of the Parliament (2014/2015/2016) Partners 72700-W/shop 10,000 2. 1 open day and first youth parliament 25. Organise workshops to develop relationship with Elections PPP, CDI, Law & 71600 Travel 25,000 convened (2013) Commission to collaborate on civic education/voter education Reform 3. Limited partnership and collaboration Commission with CROP agencies on civic Activity Result 3.2: Programmes developed to strengthen Lead education, voter education and engagement of young people and women with Parliament Parliamentary electoral processes. Secretariat,

Activities: UNDP Indicators: 26. Organise Annual Parliamentary Open Day 72700-W/shop 1. Number of public hearings conducted 27. Organise Mock Parliament for Women 10,000 & Travel 71600 by MPs in their constituency to discuss 28. Organise a workshop with National Youth Council to explore 20,000

relevant policies and bills during law options for supporting Youth Parliaments

making process. 29. Run annual “Your Parliament – Your Democracy” Competition Prizes 2. # of citizens or networks on International Democracy Day 10,000 (disaggregated by gender, youths and 30. Explore options for developing a Parliamentary Internships excluded groups) participating in Programme N ProjMgr advocacy with mechanisms for ensuring representation. Activity Result 3.3 Strengthen partnerships with other Lead 3. Improved understanding on civic rights stakeholders Parliamentary and responsibilities as a results of Secretariat, collaborations and partnerships with Activities: UNDP agencies to share toolkits, knowledge 31. Develop partnerships with key national agencies products for schools and constituents. 32. Strengthen relationships with Twinned Parliament - Parliament N Proj Mgr of Queensland Targets: 33. Strengthen relationships with relevant UN agencies and CROP 1. PIEO office established. bodies 2. Annual Open Day convened with increased participation. Activity Result 3.4: Promote greater transparency and public Lead 3. IEC Materials produced participation in committee processes (KRA 3.4) Parliamentary Secretariat,

Activities: UNDP

34. Produce publication for the public on how to make a Partners submission to a parliamentary committee PPP, CDI, Law 72510-Publish 10,000 35. Develop procedures for uploading Committee reports to Reform

Parliament website after tabling in Parliament Commission N Proj Mgr

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36. Develop procedures for uploading Government responses to Committee reports on the Parliament website after tabling in Parliament Output 3 Sub-Total Costing 85,000

Activity Results 4: Effective and Efficient Project Management, Monitoring and Evaluation Baselines: Activity Result 4.1 Lead 1. Absence of Project Manager; Parliamentary 2. Limited result-based reporting and Activities: Secretariat, absence of sex disaggregate data 37. National Project Manager assists monitoring of activities UNDP 71400-Loc.Staff 60,000 3. Limited quality analysis of QPRs and 38. UNDP Technical Assistance and support 60000 –Salaries 30,000 midterm reports 39. Conduct Monitoring mission and submission of mission reports Partners 71600-Travel 10,000 in a timely manner. PPP, CDI, Law Indicators: 40. Conduct Project Board Meetings; Reform 71600-Travel 10,000 1. Quarterly narrative reports/financial 41. Establish baselines and undertake surveys to track early results Commission advance acquittals submitted in a of outputs timely manner. 42. Yearly HACT Audit 71400-Audit 3,750 2. Reports updating M & E Plan 43. Documentation, Communications and Advocacy 74200- 3,750 progress. Advocacy 3. Board Mtg held twice a year. 4. Baseline and indicators database established; At least two (2) survey reports (six monthly) with qualitative results 5. HACT Audit report 6. # of knowledge products

Targets: 1. Result-based management tools used effectively and baseline database established; 2. M&E tools effectively implemented. 3. At least 90% deliverables contribute to MCO delivery Output 4 Sub-Total Costing 117,500

Total Costing 2016 557,500

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ANNEXES:

1. Risk Logs 2. Terms of Reference Project Board 3. Terms of Reference National Project Manager

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ANNEX 1: RISK LOG

Project Title: Vanuatu Support to Parliament Award ID: Date: 20th November 2013

Date Impact & Countermeasures / Submitted/ Last # Description Type Owner Status Identified Probability Mgmt response updated by Updated 1 Change of Parliamentary Based on Operational & Diminished commitment to Project developed as UNDP / Parl Dyfan November leadership political Programmatic & Project implementation multi-party project to Management Jones/S. 2013 changes Political promote buy-in across all Board Nabou P =2, I = 2 parties and stakeholders 2 Continued political instability 2014 - 16 Operational & Difficulty implementation Project developed so as UNDP / Parl Dyfan November Programmatic & Output 1 re MPs to ensure that activities Management Jones/S. 2013 Political development under Strategic Goals 2- Board Nabou 5 can be prioritised P =3, I = 2 during period of political instability 3 Existence of funding gaps 2014 Financial Delay in implementing the Ongoing dialogue with UNDP M. Mozeem February Consideration for activities in accordance Govt and development 2014 cost sharing with timeframe indicated partners + sourcing agreement with in AWP funding from various Government of internal UNDP sources to Vanuatu. P =2, I = 3 allow for initial project Resources to be activities to be mobilised from implemented while donor Australia and New resource mobilisation Zealand in quarter continues 1, 2014 to confirm project funding.

4 Delay in recruiting suitable 2014 Operational & Delay in implementing the * Advertising immediately UNDP M. Mozeem February project manager Programmatic activities in accordance upon resource 2014 with timeframe indicated mobilisation in AWP * Use UNDP Pacific Centre and Fiji MCO to P =1, I = 3 facilitate implementation until PM recruited

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5 Delay within Secretariat 2014 Operational & Difficult implementing Work closely with Parl Project M. Mozeem February Project will be recruitment of additional staff Programmatic Activity Results 1-3 of the Management Board to Manager 2014 nationally (who will then be trained by Project due to lack of staff encourage/support implemented with the Project to provide counterparts ongoing recruitments full country office improved services to MPs) support to ensure P =2, I = 2 fast-tracking of activities.

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ANNEX 2: TERMS OF REFERENCE PROJECT BOARD

The Project Board is the group responsible for making by consensus, management decisions for a project when guidance is required by the Project Manager, including recommendation for UNDP/Implementing Partner approval of project plans and revisions. In order to ensure UNDP’s ultimate accountability, Project Board decisions should be made in accordance with standards that shall ensure management for development results, best value money, fairness, integrity, transparency and effective international competition. In case a consensus cannot be reached within the Board, final decision shall rest with the UNDP Project Manager. The project board’s responsibilities are summarised as follows: • Provide overall guidance and direction to the project, ensuring it remains within any specified constraints; • Address project issues as raised by the project manager; • Provide guidance on new project risks and agree on possible countermeasures and management actions to address specific risks; • Review the project progress on a quarterly basis and provide direction and recommendations to ensure that the agreed deliverables are produced satisfactorily according to plans; • Review combined delivery reports prior to certification by UNDP; • Appraise the project annual review report, make recommendations for the next annual work plan, and inform the outcome group about the results of the review; • Provide ad-hoc direction and advice for exception situations when project manager’s tolerances are exceeded; • Assess and decide to proceed on project changes through appropriate revisions;

The Project Board will meet quarterly or as and when required by the chairpersons. The first meeting will be held during the inception phase of the project. In addition, the Chairpersons may call for special meetings should the need arise. The UNDP Project Manager, in conjunction with the Office of the Speaker will prepare the Agenda for circulation at least two weeks prior to the meeting date and ensure the Minutes of the Meeting are circulated within one week of the meeting being held. Project Reports will verify the achievement of the project management milestones and ensure that these are delivered within the allocated budget in accordance with approved annual work plans (AWPs). The Project Board will be responsible for approving amendments to the annual work plans for achievement of project results.

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ANNEX 3: TERMS OF REFERENCE – NATIONAL PROJECT MANAGER

POST: National Project Manager

Duration: 36 months (1 year subject to funding)

Duty Station: Port Vila, Vanuatu, with possibility of travel within and outside of Vanuatu

Duties and Responsibilities:

Under the overall guidance of the Speaker of the Vanuatu National Parliament and in consultation with the Clerk to Parliament, and with oversight and technical support from the UN Joint Presence Office and the UNDP offices in Suva, Fiji, the National Project Manager will:

50% Implement the Project based on UNDP procedures, rules and regulations as well as the strategies outlined in the project document.

Work closely with the Parliamentary Secretariat, Vanuatu Government counterparts and UNDP Suva on technical aspects of the project.

Monitor and assist the delivery of inputs to achieve outputs according to UNDP procedures and produce quarterly-costed work plans for approval by UNDP.

Coordinate and plan for the delivery of project inputs; including international experts, national experts, training and equipment, and sub-contracts;

Draft TORs for project activities and assist with recruitment of any project staff through close liaison with the Parliamentary Secretariat and UNJPO/UNDP Suva.

Manage all project staff including identifying training needs and providing such training or where necessary helping to identify courses or providers of training.

Produce project progress reports as identified in the Project Documents in relation to Monitoring & Evaluation, including quarterly financial reporting and maintaining the project budget in liaison with the Parliamentary Secretariat and UNDP Vanuatu/Fiji Office’

Support the Project Board and Project Oversight Committee, including drafting the Agenda and Minutes and ensuring all other documentation is in order;

50% Provide substantive technical guidance and support on this legislative development project and undertake all activities identified in the project work- plans for which external support has not been identified through national/international consultants and the parliamentary advisor.

Assist in documenting outstanding project experiences for dissemination to all stakeholders, including national policymakers, planners and donors;

Assist in furthering ideals and values of volunteerism through linking up with local volunteer groups.

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Qualifications

Required • At least 7 years’ experience in providing support on legislative development programmes, including working with Parliaments/Parliamentary Secretariats or their equivalent; • Proven technical knowledge of parliaments and parliamentary development; • Experience in administration and management of development projects; • Proven capacity in management of training programmes in governance matters; • Ability to work independently to implement a project, without day-to-day access to supervision; • Excellent communication skills, in particular high quality writing skills;

Advantageous • Experience working in the Pacific and/or a small-islands context; • Experience implementing a UNDP Project; • Ability to speak French

Educational and technical background: • Master’s degree in political science, law, social science, economics, or related disciplines

Special / additional skills: • Computer literacy; • Sound interpersonal and cross-cultural skills and maturity. • Ability to work with a broad range of clientele and resource persons of diverse backgrounds, religious and political persuasions.

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