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Vanuatu Markets for Change Proposed Project Document

Overall Title Markets for Change – Fiji, Solomon Islands, and Vanuatu Vanuatu Title Markets for Change - Vanuatu

Short Title M4C PROJECT Geographical Coverage Vanuatu1, Fiji, Solomon Islands Thematic Area Women’s Economic Empowerment Expected Starting Date 1 January 2014 Duration 6 years Executing Agency UN Women Responsible Party to Support Outcome 2 UNDP

Brief Description The Markets for Change - Fiji, Solomon Islands and Vanuatu Project (hereinafter referred to as the M4C PROJECT) is a six year initiative aimed at ensuring that marketplaces in rural and urban areas in Fiji, Solomon Islands and Vanuatu are safe, inclusive and non-discriminatory environments, promoting gender equality and women’s empowerment. This Project Document (ProDoc) is specific to the proposed project in Vanuatu. Market vendors and predominantly women, and marketplaces offer important venues to effect women’s social and economic change. In targeting female market vendors at marketplaces, the M4C PROJECT will contribute to the broader Pacific Women’s Economic Empowerment (WEE) result of secure, productive and sustainable work opportunities for women. The M4C PROJECT is based on experiences gained from implementation of the Partners Improving Markets (PIM) Pilot Project that included Vanuatu, which showed solid evidence that marketplace improvements in physical infrastructure and governance can significantly improve the economic and social lives of women market vendors. The Theory of Change (ToC) guiding the M4C Project is that gender-equitable economic and socio-cultural empowerment of women market vendors within the market environment in Vanuatu can be attained if the following take place:

1) accessible, inclusive, and representative governance http://4.bp.blogspot.com/_IF5HK3Sqp7M/SwiM7e50foI/AAAAAAAAGmk/osTgoW6N50g/s1600/Picture+132.jpg structures within marketplaces are put into place that will enable markets to grow, and will specifically strengthen the role and influence of women market vendors; 2) actions that improve governance and social and economic security will facilitate market vendors to achieve economic, social and financial advancement, with specific outcomes related to improved gender-equality and the advancement of women; 3) actions that improve governance among market management and local governments will enable decision-making processes to be more gender-responsive, transparent, accountable and receptive to the needs of vendors; 4) improved infrastructure and on-site services that are developed in a gender-responsive manner will significantly improve social and economic security for women market vendors.

1 Source for map: Government of Vanuatu (2012). Situation Analysis: Vanuatu Overarching Productive Sector Policy, prepared by the Government of Vanuatu, Port Vila. Consistent with the World Bank’s evidence on women’s empowerment within the context of gender equality, the M4C Project in Vanuatu is aimed in particular at strengthening the role of women market vendors in terms of the following: . agency (‘she gains confidence and realises her own value’); . economic opportunity (‘she obtains access to and control of economic opportunities, training, markets, and resources to expand her influence’; . endowment (‘she enhances her capacity to http://media-cdn.tripadvisor.com/media/photo-s/03/46/5f/7d/port-vila-markets.jpg earn and control personal income and resources’)2.

UN Women has made US$900,000 available towards financing the M4C PROJECT, providing US$300,000 for each country. The larger operations in Fiji warrant slightly higher resource allocation to the country, with a breakdown expected at 40% of staff and operational costs for Fiji, compared to 30% for Solomon Islands and 30% for Vanuatu. Detailed budgets per country have been included in each of the Project Documents.

2 International Women’s Development Agency (2013). “Gender Matters”, March. http://www.iwda.org.au/wp- content/uploads/2013/03/20130325_GenderMatters2.pdf

2 Table of Contents

3 List of Acronyms

ABV Australian Business Volunteers AUD Australian Dollars AusAID Australian Agency for International Development AYAD Australian Youth Ambassador for Development AVID Australian Volunteers for International Development AWP Annual Workplan BNE Brisbane CEDAW Convention on the Elimination of All Forms of Discrimination Against Women CIDA Canadian International Development Agency CLGF Commonwealth Local Government Forum CSO Civil Society Organisation CT Country Team DAC Development Assistance Committee DDR Disaster Risk Reduction DFAT Department of Foreign Affairs and Trade DRF Development Results Framework EU European Union EVAW Eliminate Violence Against Women FAO Food and Agricultural Organisation (of the United Nations) FDC Foundation for Development Cooperation FRR Financial Regulations and Rules FTA Foreign Technical Assistance FWCC Fiji Women’s Crisis Centre GBV Gender-Based Violence GRB Gender Responsive Budgeting HIV&AIDS Human Immunodeficiency Virus/Acquired Immunodeficiency Syndrome HRBA Human Rights Based Approach ICF Internal Control Framework IDRC International Development Research Centre IFAD International Fund for Agricultural Development IFC International Finance Corporation ILO International Labour Organisation IPF Integrated Project Framework JICA Japanese International Cooperation Agency KM Knowledge Management Logframe Logical Framework M4C Markets for Change MCO Multi-Country Office (of the United Nations in the Pacific) MDGs Millennium Development Goals M&E Monitoring and Evaluation MTR Mid-Term Review NCDC National Capital District Commission NGO Non-Governmental Organisation NZaid New Zealand Aid OECD Organisation for Economic Co-operation and Development PARDI Pacific Agribusiness Research for Development Initiatives PFIP Pacific Financial Inclusion Programme

4 PIM Partners Improving Markets Project PMF Performance Monitoring Framework PNG Papua New Guinea PPP Public Private Partnership ProDoc Project Document PVMC Port Vila Municipal Council RBM Results-Based Management RBM&E Results-Based Monitoring and Evaluation RRRT Regional Rights Resources Team SPG Shefa Provincial Government ToC Theory of Change TOR Terms of Reference UN United Nations UN Women United Nations Entity for Gender Equality and the Empowerment of Women UNDAF United Nations Development Assistance Framework UNDG United Nations Development Group UNDP United Nations Development Programme UNEG United Nations Evaluation Group UNIFEM United Nations Development Fund for Women US$ United States Dollars VAW Violence Against Women VAWG Violence Against Women/Girls VSA Volunteer Service Abroad VT Vanuatu Vatu (currency) WEE Women’s Economic Empowerment WFP World Food Programme (of the United Nations) WHO World Health Organisation WMV Women Market Vendors IE Infrastructure Engineer M4C PM M4C Project Manager DC Design Consultant (Sub contractor) MC Managing Contractor

5 List of Tables and Figures

6 M4C PROJECT Vanuatu at a Glance

Issue Discussion

Alignment Millennium Development Goal 3: Promote gender equality and empower women. Goals MDG : Beyond 2015 report under Target 3.A:states: In many countries, gender inequality persists and women continue to face discrimination in access to education, work and economic assets, and participation in government. For example, in every developing region, women tend to hold less secure jobs than men, with fewer social benefits. UN Women Global Development Results Framework Goal 1: To increase women’s leadership and Strategic Plan 2011-2013 participation. Development Results Framework Goal 2: To increase women’s access to economic empowerment and opportunities Impact area 2 supports increased momentum for women’s access to sustainable livelihoods, productive assets and decent work, increased resilience to mitigate climate change, and poverty reduction and women’s participation and leadership in economic policy and decision-making. Work in this area takes into account women’s economic opportunities at all levels, with a strong focus on the poorest and excluded women. 47. Outcome-level results include the adaptation and implementation of national plans, legislation, policies, strategies, budgets and justice mechanisms to strengthen women’s economic empowerment; the development and implementation of gender-responsive services, including transport, utilities, markets, water and energy, to enhance women’s sustainable livelihoods; and support to gender equality advocates to enable them to better influence economic policies and poverty eradication strategies to promote women’s economic empowerment and sustainable development. 48. These results build upon achievements and lessons learned during the 2011-2013 Strategic Plan, including acceleration of progress toward economic empowerment of rural women through a joint programme with FAO, IFAD and WFP, efforts to strengthen the evidence base for women’s economic empowerment, and strategic partnerships with agencies including the World Bank. At country level, programming has increasingly addressed disaster risk reduction in the context of climate change, and supported gender responsive services, focusing on scaling-up support to the most excluded women. Commission on the Status CSW Session 57, Agreed Conclusions,, paragraph 19: The Commission stresses that of Women the realization of gender equality and the empowerment of women, including women’s economic empowerment and full and equal access to resources, and their full integration into the formal economy, in particular in economic decision-making, as well as their full and equal participation in public and political life is essential for addressing the structural and underlying causes of violence against women and girls. CSW Session 56, Agreed Conclusions, stresses on “the empowerment of rural women

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and their role in poverty and hunger eradication, development and current challenges”, noting unequal access for women to productive resources and markets, rural unemployment and the shortage of ‘decent work’, and the ability to adapt to respond to climate change (http://www.un.org/ga/search/view_doc.asp?symbol=E/CN.6/2012/3). Pacific Regional UNDAF Outcome 1.1: By 2017 the most vulnerable communities are more resilient and select 2013-2017 government agencies, civil society organisations and communities have enhanced capacity to apply integrated approaches to environmental management, climate change adaptation/mitigation, and disaster risk management. Outcome 2.1: By 2017, all women and girls, men and boys will contribute to national development and citizenship through opening channels to decision-making, improved access to social services, strengthened livelihoods and greater economic security; and, together with children and other vulnerable groups, benefit from strengthened protection systems that respond to and prevent violence against them, in line with international standards. Outcome 3.1: By 2017, inclusive economic growth is enhanced, poverty is reduced, sustainable employment 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 citizens. Outcome 5.1: 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.

Vanuatu UNDAF Outcome 1.1: National, local and community capacities to effectively plan and implement enhanced natural resource management, biodiversity conservation, climate change adaptation and mitigation, and disaster risk reduction are strengthened.

Outcome 3.1: Alleviation of poverty and increased inclusive growth, employment and livelihoods with a focus on women and youth. Specific reference to Output 3.1.3: Improved and equitable access to markets, financial and business services for women and youth. UN Women Pacific Aim: Safer, inclusive and non-discriminatory workplaces. Regional WEE Programme Strategy Result: Secure, productive and sustainable work opportunities for women.

UN Women Pacific MCO Outcome 2.1: National plans, legislation, policies, strategies, budgets and justice Strategic Plan 2014-2017 mechanisms adopted and implemented to strengthen women’s economic empowerment Outcome 2.2: Women’s sustainable liveli-hoods enhanced by gender-responsive services and access and control over means of production and resources Pacific Island Forum Economic empowerment – Improve the facilities and governance of local produce Gender Equality markets, including fair and transparent local regulation and taxation policies, so that Declaration, 2012 market operations increase profitability and efficiency and encourage women’s safe,

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fair and equal participation in local economies. Target support to women entrepreneurs in the formal and informal sectors, for example financial services, information and training, and review legislation that limits women’s access to finance, assets, land and productive resources. Pacific Women Shaping 1. Increasing the proportion of Pacific women in leadership and decision-making Pacific Development roles, both nationally and locally. (DFAT) 2. Increasing economic opportunities for women through improved access to financial services and markets. 3. This will be underpinned by a focus on changing social attitudes and behaviours towards women across the region. DFAT Disability Inclusive Guiding Principles Programming 1. People with disability will play an active and central role. Results area include how and the extent to which people with disability have been able to participate in and contribute to Australia’s development programmes. 2. Our work will recognise, respect and promote rights. Result areas will include the level, scope and quality of DFAT’s understanding and implementation of the disability strategy, using key benchmarks for diversity, gender and children’s concerns. 3. Our approaches will respect and build understanding of diversity. Results areas as with (2). 4. We will take into account the interaction of gender and disability. Results areas as with (2). 5. We will focus on children. Results areas as with (2). 6. We will actively promote and support people-to-people links and partnerships. Results areas will include the strategic nature, clarify of purpose, quality and results of partnerships and people-to-people links in the area of disability and development. Core Outcomes 1. Improved quality of life for people with disability. Result areas will include levels of poverty of people with disability, education and health outcomes, gender equality, access to services, whether people with disability have greater sense of dignity and social inclusion and are equal participants and decision makers. 2. Reduced preventable impairments. Result areas will include change in occurrence, type and severity of impairments, in line with activities implemented. 3. Effective leadership on disability and development. Result areas will include the extent and nature of Australia’s influence on policies and programmes implemented in disability by other international agencies and partner governments.

Enabling Factors 4. Creating a development organisation that is skilled, confident and effective in

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disability-inclusive development. 5. Improving our understanding of disability and development by focusing on the lived experiences of people with disability.

M4C PROJECT Theory of Change Gender-equitable economic and socio-cultural empowerment of women market vendors within the market environment can be attained if the following take place: 1) accessible, inclusive, and representative governance structures within marketplaces are put into place that will enable markets to grow, and will specifically strengthen the role and influence of women market vendors; 2) actions that improve governance and social and economic security will facilitate market vendors to achieve economic, social and financial advancement, with specific outcomes related to improved gender-equality and the advancement of women; 3) actions that improve governance among market management and local governments will enable decision-making processes to be more gender-responsive, transparent, accountable and receptive to the needs of vendors; and 4) improved infrastructure and on-site services that are developed in a gender- responsive manner will significantly improve social and economic security for women market vendors Goal By the end of the Project, marketplaces in rural and urban areas in Vanuatu are safe, inclusive and non-discriminatory, promoting gender equality and women’s empowerment. Project Outcomes 1. Inclusive, effective and representative marketplace groups are created and grow, contributing to gender, social and economic advancement, the elimination of gender- based discrimination and violence, and expanded economic opportunities for women 2. Improved economic security of market vendors strengthens their lives and livelihoods and improves the revenue base for local authorities, sustaining all Project outcomes 3. Local governments and market management agencies are gender responsive, effective and accountable to gendered needs 4. Physical infrastructure and operating systems are improved to make markets more sustainable, resilient to disaster risks and climate change, safer and more accessible Key Strategies 1. Targeting municipal markets as key sites for women’s economic empowerment and poverty reduction. Vanuatu – Consolidate support to Port Vila Municipal Market, with a focus on strengthening associations, linking vendors to micro-finance services, and reviewing risks (personal and climate associated) to integrate responses into the market plans. Support physical infrastructure developments associated with these plans. Expand support to the Ring Road marketplaces, establishing vendor associations and enabling them with training and support. Link to Outcome 2 on financial support. 2. Involving local government, civil society, the private sector and representative institutions in the empowerment of market vendors. Vanuatu - Review of bylaws that

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have been adapted to support the empowerment of vendor associations to consider gaps in the bylaws and their implementation. Identify gaps in local authority bylaws, with particular attention to the Ring Road markets, and work with local authorities in development and revision. Training of local authorities and other local actors as appropriate. Work with vendor associations, market management and local authorities on design and operations of agreements between the parties. For infrastructure development, ensure that vendor associations and market management are involved in plan development and review, and support oversight of physical infrastructure developments. 3. Building democratic institutions that advocate for market vendor rights and interests through support to institutional strengthening, infrastructure, product improvement and related. Vanuatu - Focus on developing/supporting market vendor associations that engage women market vendors and support their involvement in association leadership. Support the development of constitutions and operational agreements with the associations. 4. Responding to the multifaceted needs of women market vendors’ rights and interests. Vanuatu - Review the findings from the assessment of the pilot initiative at Port Vila Municipal Market and, in tandem with the associations at the market, determine the best modalities to provide prioritised services. This can include a wide range of issues, depending on expressed needs, including gender-based violence, finance, product diversification training, HIV&AIDS, infrastructure cleaning and management, etc. 5. Building gender-sensitive and disability inclusive market infrastructure and on-site services (e.g., lighting, sanitation, overnight facilities, water supply, child care facilities, etc.). Vanuatu - Some improvements likely needed at Port Vila Municipal Market. Luganville Market requires infrastructure upgrading based on identified needs, including leaking roofs, market frontage repairs, and market signage. Vendors requesting for market rules to be developed and enforced, including agreements on opening hours, fee structures, rules around children in markets, cleaning schedules, rubbish collection procedures and timetables and rules, governance (terms of reference for council workers and development of clear bylaws), and the expansion of the market to include flower vendors.

For the Ring Road markets, existing structures are mostly made of traditional materials, and they have repeatedly been damaged by storms and other natural disasters. Modern materials are needed, and the facilities have to be built to a standard that can withstand natural disasters such as earth tremors. They also need water and sanitation facilities, access ramps for the disabled, improved drainage around the markets, counters for display, and places to sit. There is a particular need to expand the current structures to accommodate new vendors.

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For Marobe Market, there is a need for twinning with Shefa and Port Vila and the Marobe Market, with support for governance, maintenance, safety and security.

For the Port Vila Municipal Market, there is a need to repair and maintain the existing markets. The roof is unsound, and when it rains the water comes into the marketplace. Sanitation facilities are in disrepair. There are particular problems facing the women who stay overnight at the market, as the market is open 24 hours a day. Nursing facilities are also needed. 6. Implementing a sound knowledge management system intended to inform implementation and provide insights regarding what works and what does not at regional and international levels. Vanuatu - A Knowledge Management team (KM team) will be based at the Regional MCO for UN Women in Suva, responsible for working with the Project Manager, the Communications and Monitoring Officer and

others working on the Vanuatu M4C PROJECT. The Vanuatu team will work with the KM team as follows: establish Project and results monitoring systems; determine and support reporting requirements, ensuring that evidence of results is included in reports; prepare evaluability assessments and support evaluation; co-plan with the KM team based on a review and processing of international materials; prepare KM products for field implementation working with associations, market management and local authorities; conduct baseline and impact surveys and qualitative data collection activities. 7. Instituting a phased implementation approach with a distinct handover phase to support sustainability. Implementing Agency UN Women

Responsible Party for UNDP Outcome 2 Other Parties Government departments, municipalities, academic institutions, sub-contractors

Human Resourcing and . International Project Manager (FTA – P3) Rationale . National Project Coordinator (SB4) . A Communications and Monitoring Officer (VSA/VSO/AYAD/AVID) . Administration and Finance assistant (SB2/SB3) . Technical assistance from Markets Management and Operations Advisors will be sourced on a need basis, where possible from the ABV programme. . A Managing Contractor or Technical Specialist with knowledge in architecture, engineering or urban planning will be engaged during the planning and construction of works in the markets. . The project will also be supported by regional and in-country specialists on a needs basis for implementing activities related to brokering services and capacity building on GBV, GRB, DRR, KM, infrastructure, etc.

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The above will work in close collaboration with UNDP’s implementation team on the ground and with the support from Suva for the delivery of Outcome 2.

13 Summary

Overview This Project Document elaborates the rationale and characteristics of the Markets for Change (M4C) PROJECT in Vanuatu. The proposed implementation period is for six years from 2013. Year 1 is focused on Project establishment, baseline data collection, stakeholder engagement, and setting up knowledge management systems that will enable Project implementation. Importantly, it will also include commitment of funds for infrastructure and on-site service development as a continuation from the PIM Pilot Project, as considerable good will has been built that would enable M4C PROJECT implementation. Years 2-4 comprise the ‘core delivery phase’ with intensive Project actions and attention to replication and up scaling, while Years 5-6 comprise the ‘transfer phase’ for handover to relevant authorities, and specific support for replication and up scaling. The Project Team in Vanuatu would be supported by the Women’s Economic Empowerment (WEE) Officer, a Knowledge Management team and a Regional Infrastructure Engineer based at UN Women’s Multi- Country Office in Fiji. UNDP/Vanuatu and Fiji will be the Responsible Party for implementation of Outcome 23. The M4C PROJECT aims to promote the gender, social and economic empowerment of market vendors, with specific attention to the needs and aspirations of women market vendors. Through the creation of representative groups in marketplaces, a focus on economic security, the strengthening of local government institutions, procedures and development approach, and the design and building of gender-responsive infrastructure, market vendors will be able to influence decision-making on market management and resource allocation, supporting the economic and social empowerment of market vendors, and the advancement of women market vendors. In Vanuatu, the focus will be on the Ring Road markets, coupled with support to markets that operate largely on weekends and the Marobe Livestock Market. There are considerable opportunities for replication of marketplace interventions, given local government support for pilot interventions. This will mean early consideration of replication and up scaling. There are promising examples of effective management of Ring Road markets that would be important to consider when moving forward with replication. Regarding alignment to UN and development partner policies and strategies, UN Women’s Global Strategic Plan Development Results Framework (DRF) for 2014-20174 specifies one Impact area that is consistent with the M4C PROJECT: Women, especially the poorest and most excluded, are economically empowered and benefit from development”. At Outcome level, the following two outcomes in the DRF apply: 2.1) National plans, legislation, policies, strategies, budgets and justice mechanisms adopted and implemented to strengthen women’s economic empowerment; and 2.2) Women’s sustainable livelihoods enhanced by gender-responsive services and access and control over means of production and resources.

The following M4C PROJECT Outcomes are aligned with 2.1: National plans, legislation, policies, strategies, budgets and justice mechanisms adopted and implemented to strengthen women’s economic empowerment

Project Outcome 1 Inclusive, effective and representative marketplace groups are created and grow, contributing to gender, social and economic advancement, the elimination of gender- based discrimination and violence, and expanded economic opportunities for women

3 A Responsible Party is defined as an entity that has been selected to act on behalf of the implementing partner on the basis of a written agreement or contract to purchase goods or provide services using the project budget. In addition, the responsible party may manage the use of these goods and services to carry out project activities and produce outputs. All responsible parties are directly accountable to the implementing partner in accordance with the terms of their agreement or contract with the implementing partner. Implementing partners use responsible parties in order to take advantage of their specialised skills, to mitigate risk and to relieve administrative burdens. 4 UN Women (2013). Draft UN Women Strategic Plan 2014-2017. Making this the Century for Women and Gender Equality, Executive Board of the United Nations Entity for Gender Equality and the Empowerment of Women, Annual Session of 2013, 25-27 June 2013, New York, United States. 14 Project Outcome 3 Local governments and market management are gender responsive, effective and accountable to women market vendor needs Project Outcome 4 Physical infrastructure and operating systems are improved to make markets more sustainable, resilient to disaster risks and climate change, safer and more accessible

Project Outcome 2 aligns with DRF Outcome 2.2: “Improved socio-economic security of women market vendors”.

Key Project outcomes comprise the following: 1) Inclusive, effective and representative marketplace groups are created and grow, contributing to gender, social and economic advancement, the elimination of gender-based discrimination and violence, and expanded economic opportunities for women. In Vanuatu, this will include determining the number and functioning of existing vendor associations and the extent to which they represent women market vendors, establish or strengthen accountability and governance mechanisms, training of association leaders and groups, support learning across associations, expand access to services including micro-lending, establish performance monitoring systems, collect relevant quantitative and qualitative data and data utilisation to improve performance, and using knowledge management products to strengthen communications. DFAT has also published a policy on disability inclusive development and specific accessibility design guidelines. Given the particular importance of access when designing marketplace interventions, and considering the importance of market activity in the lives of marginalised women, including the

disabled, the M4C PROJECT in Vanuatu will carefully consider these policies and standards5.

2) Improved economic security of market vendors strengthens their lives and livelihoods and improves the revenue base for local authorities, sustaining all Project outcomes. In Vanuatu, there is a relatively well organised savings scheme in the Ring Road markets, managed by women’s committees at these facilities. To strengthen the economic security, the vendors noted the importance of improving food handling and hygiene standards, proper food storage and protection of foodstuffs, and the ability to cook at the market itself, rather than bringing cooked foods from home. For Marobe Market, the emergent twinning arrangement between the market with Shefa and Port Vila was important to enhance the profitability of operations as well as the efficiency of the marketplace overall to improve sales. With financing from New Zealand, the Marobe Market was improved and was able to process more livestock, with support to farmers from outer islands to bring their livestock to the market for sale. 3) Local governments and market management agencies are gender responsive, effective and accountable to gendered needs. In Vanuatu, this will include a review of bylaws and their effectiveness as well as gap identification, assess the extent to which these governance tools are gender responsive and have been implemented in a manner that strengthens the influence of women market vendors and respond accordingly, share experiences across markets, help strengthen the relationship between associations and local governments, strengthen bylaws and their enforcement to ensure responsiveness to the needs of vendors, assess marketplace revenue systems, revenue use, and reinvestment in marketplaces. For the Ring Road markets in particular, which are currently run by community groups, work with the groups to assess maintenance procedures financing and implementation procedures and identify areas for improvement. For markets that do not operate on a regular basis (e.g., Marobe), work with market vendors and local authorities on the development of a management and operations plan for the proposed produce market extension work. For relevant markets, assess need for and feasibility of establishment of financing

5 AusAID (2009). Development for All. Towards a Disability-Inclusive Australian Aid Program 2009-2014, prepared by AusAID, Canberra, Australia. AusAID (nd). Accessibility Design Guide: Universal Design Principles for Australia’s Aid Program, prepared by AusAID, Canberra, Australia. 15 mechanisms to assist market management and local government to invest in marketplace maintenance and upgrading, assess solid waste management mechanisms and make recommendations to improve solid waste management procedures, do the same for sewerage systems, and work with permanent and temporary markets to review issues of safety and discrimination and implement actions in response (physical infrastructure, training, management). Other activities will include strengthening communications infrastructure within local authorities, developing effective feedback mechanisms, and using knowledge management products to strengthen communications. Specific attention will be devoted to gender responsive budgeting training and support. 4) Marketplaces are resilient to disaster risks and climate change, and are structured in a gender-sensitive manner that helps enable gender, economic and social advancement of market vendors.

In Vanuatu, this will include an assessment of marketplace vulnerability to climate and weather conditions, including issues such as storm water runoff, localised flooding, vulnerability to storm surges because of proximity to the shoreline, and similar, ensure that the review of waste management (solid and sewerage) facilities and management systems are disaster resilient, incorporate response strategies in market plans, and establish linkages between the Disaster Risk Reduction Programme and the Project. Checklist and assess the safety and access (for vendors and customers) implications of existing infrastructure and plan accordingly, working with representative institutions, market management and local government. Engage in dialogue with organisations working with people living with disabilities on design issues. Consider accommodation requirements compared to existing accommodation arrangements, and respond accordingly. Consult regularly with representative institutions when planning, designing and building marketplace infrastructure. It should be noted that Vanuatu is amongst the countries with the highest risk of natural disasters, according to the 2012 United Nations University “World Risk Report”6. A strong knowledge management component is proposed that will be involving the stationing of a Knowledge Management team in the Multi-Country Office in Suva, Fiji, offering substantial support to Knowledge Management (KM) activities working with the Project Team in Vanuatu. The M4C PROJECT will work within the framework of the Women’s Economic Empowerment Programme, and will systematically use the UN Women Knowledge Gateway for Women’s Economic Empowerment (www.empowerwomen.org) for engaging M4C stakeholders and share their stories (e.g. experiences, lessons learned, good practices). It will also share knowledge with other UN Women programme areas comprising Ending Violence Against Women, Advancing Gender Justice, and I-REACH (Increasing Community Resilience through the Empowerment of Women to Address Climate Change and Natural Hazards), UN Joint Programme on Community Resilience and Coping with Climate Change and Natural Disasters, and UNDP programmes on economic security. More directly, the Project commits to devoting specific and sustained attention to knowledge management and the development and distribution of knowledge management products that contribute to the sustainability of M4C PROJECT outcomes, and contribute to the international body of literature that will inform best practices worldwide. Rationale and Focus of the Vanuatu M4C PROJECT The M4C PROJECT will build on a prior initiative operating from 2010-2012, with on going support in 2013. The Partners Improving Markets (PIM) Project began field activities in Vanuatu in January 2010. Stakeholder consultations took place and a situation analysis was prepared to consider opportunities. The Market Nasara initiative at the Port Vila Municipal Market was of particular interest and was felt to be especially of relevance. The Market Nasara initiative was reviewed in mid-2010, and the following aspects were found to be of relevance to the PIM Pilot Project: training on financial literacy, violence against women, HIV&AIDS, coverage of health and other well-being issues, and food hygiene; the formation or market vendor associations and their training and strengthening; and communications and high profile coverage of the initiative. Additional support activities were undertaken for the Port Vila Municipal Market to maintain this initiative, including the development of a guide to the market and the establishment of two women’s vendor associations, while support was also offered for the establishment and strengthening of a women’s market vendor association at Epau Village and one other rural market. During 2011 continued support was offered to these initiatives, while scoping missions took place to learn from these initiatives. In early 2012 a workshop was held that resulted in focusing more attention on legal and management support to the women’s market vendor associations, training in marketing skills, expanding gender-responsive programme activities to the Marobe livestock market to strengthen the role of women at the markets, and initiating a consultative planning

6 http://www.abc.net.au/news/2012-10-11/an-vanuatu-named-greatest-risk-of-disaster/4308752 16 process with other villages to consider a ‘one village/one market’ approach to support more produce reaching market, and creating more viable marketplaces. A series of product development workshops were thereafter held aimed at improving products on offer and diversify the product range at markets reached by the project. The Marobe Livestock Market recently received PIM Pilot Project support for new infrastructure for fresh produce vendors, with a 50:50 cost sharing arrangement with the government council. This is aimed at helping transform the Marobe Livestock Market from a twice-monthly operation to a permanent market. The PIM Pilot Project, and now the M4C PROJECT, focuses on women and marketplaces due to the central role of these markets in the lives and livelihoods of both urban and rural women. Some two-thirds of all jobs in Vanuatu are outside the formal sector, with women comprising half the population and 45% of the formal labour force7. Some 80% of the population is engaged in smallholder agriculture, ranging from arable production and livestock tending to fishing. Markets are especially important to smallholder producers, as they represent the key source of household income. Women and girls assume primary responsibility for food production and sales, as well as family food security, by growing crops in homestead gardens, producing arts and crafts for sale and rearing animals. Ni-Vanuatu women participate in virtually all farming-related activities. Around 80% of women in Vanuatu live in rural areas. Over three-quarters (77%) of all economically active women engage in subsistence agriculture and the production of root crops, fruit and vegetables including cash crops such as copra, kava, coffee and vanilla. However, this does not necessarily result in their access to financial resources, as these are generally under the men’s control. Fresh food and craft markets are often a primary entry point into the cash economy for rural women and low-income women. Women sell produce at fresh food and craft markets to a wide customer base from the general public and tourists to the food services sector including hotels, restaurants, canteens and kava bars. It is therefore not surprising that the sociocultural, nutritional and economic impacts of markets are critical to gender equality and the overall socioeconomic development of Vanuatu.

The Port Vila Municipal Market is fairly well advanced at this juncture, and the M4C PROJECT will therefore provide strategic support. The focus for the M4C PROJECT will be on the Ring Road markets. These markets are among the largest markets in the country. Previously reached by the PIM Pilot Project, the aim will be to consolidate gains and help transform the markets by diversifying products, up scaling and replicating activities and expanding the customer base. The Ring Road markets are also a valuable economic asset for Ni-Vanuatu women. There are over 15 markets run by a network of women vendors. Some of the markets are more successful based on location and products. The stronger Ring Road markets manage their own bank accounts and some have even managed to buy the land on which they operate.

There are early plans for the creation of a market targeting cruise ships around the Luganville Market. A UN Women mission visited the nacent marketplace, and discussed incorporating the wharf marketplace with vendors and city authorities, all of whom were supportive of the idea. For this reason, the developing

Luganville Wharf Marketplace will form part of the M4C PROJECT. Luganville market is located on Main Street on Espiritu Santo Island. The market is situated at the western end of the commercial centre on the north bank of the Sarakata River, proximate to the port, and therefore in a position to serve cruise passengers.

7 Piau-Lynch, A. (2009). Vanuatu: Country Gender Profile, prepared for the Japanese International Cooperation Agency, http://www.jica.go.jp/english/our_work/thematic_issues/gender/background/pdf/e07van.pdf. 17 However, its current hours (7-19hrs Monday through Friday, 7-14hrs on Saturday, and closed on Sunday) would need to be revisited.

Management of the Luganville Market falls under the Luganville Town Council, which receives an annual income of approximately VT15m, with expenditures averaging VT14m. A full time Market Manager is employed to oversee the marketplace. Three part-time cleaners are also employed. Security guards are also employed, but there are reports of unhappiness with the performance of these officers. Many vendors and their children overnight at the markets, making them vulnerable to assault.

The market is open, with a roof, with good ventilation, and with the exception of the toilets (which are in poor shape) much of the infrastructure is in reasonable shape. The market is divided by type of sales, including livestock sales which occurs in a separate building where there are sales of pigs, poultry and goats. An area has been set aside for compost, using left over produce that is no longer saleable. The livestock market is set back from other market buildings and from the street. Separate from the building for livestock sales are market vendors selling cooked food, fresh produce, and other items. The cooked food kiosks are located on the eastern side of the market, separated from the fresh produce hall by a lawn area and a service road. Cooking demonstrations are organised by a volunteer focused on product diversification and improving value added.

Managalilu is one of the Ring Road markets. It is situated about a kilometre from the main road. The track to the village from the road is steep in places and very rough. This means that women have to walk to the market, away from the village and with limited foot traffic. They therefore become despondent and have lost enthusiasm for the market, while an automobile accident destroyed the handicraft stalls. This market has consequently stopped trading. However, the market is close to a world heritage site and could potentially target tourists.

There is a strong handicraft association in the village previously served by Managalilu, formed as a result of training organised by SPGC in association with its partners that make and sell authentic local handicrafts to craft shops in town. The vendors are awaiting a Council of Chiefs decision on whether a new market building can be erected in a location where the market would attract foot traffic, including tourist traffic. Well positioned, and if it recognises the need for heavy foot traffic and accessibility by vendors and customers, there is considerable potential for expanded handicraft marketing.

Emua is another of the Ring Road markets. Emua is a large village of 35 households with a strong traditional chief who is also the head chief in the district. The village is 45 minutes’ drive from Port Vila, has a bank, a cooperative shop and a beach that is an attraction for both tourists and locals. The market vendors sell raw and cooked foods as well as handicrafts. The market committee, which manages the market is run by the chief’s wife and has maintained good records and a bank account.

18 Paunagisu is a Ring Road market located in the north. The market is deemed the centre for North Efate and has a lot of traffic. The market vendors sell raw and cooked food. The village has approximately 45 households and has a health centre, a factory and a school. The school teachers are not local to the village and often shop at the market. The village and its beach are an attraction for both tourists and locals so the market benefits from this population. Paunagisu has a strong market committee with a chairperson who is educated, literate and related to the local high chief. The committee holds frequent meetings, keeps records of meetings and has a bank book.

The Ring Road markets situated towards the south eastern part of Efate are not as successful as those to the northern part of Efate. Some of the vendors do not benefit from frequent tourists or local visitors. Also, some of the markets suffer from lack of product diversification or non-relevant products for the target populations. More analysis is required for these markets to better determine what product development and market analysis support would be most relevant for the market vendors.

In addition to the five Ring Road markets, attention will also be given to the main Luganville market, which is at the port, and has the potential to serve a growing cruise line industry. Luganville is a major city in Vanuatu's northern islands and is the second largest city in Vanuatu. It is also one of Vanuatu's busiest ports. The Luganville market has a strong reputation nationally for innovative better practices. The town clerk is very reputable and dedicated to women’s rights and gender equality. There is a very strong vendors association and the clerk has built strong partnerships with other departments to ensure successful market operations through the Luganville Market House Committee, which has monthly meetings and has made incremental decisions and changes to operations of the market.

Vendors at the main centrepoint handicraft and textile market were relocated some two years ago to a temporary facility which lacks disability access. The building is poorly located, and cannot easily be seen by tourists. As the centrepoint marketplace is being demolished to make way for a new development, the building of new infrastructure offers an important opportunity to expand market opportunities for these market vendors. Nevertheless, there are growing concerns about the possibility of high rent charges and a lack of space (down from 75 to 40 vendors) that will negatively affect the market vendors, and constraint the expansion of market trade. While the focus of the M4C PROJECT is on fresh produce, attention will be devoted to discussing a solution to these and associated problems at the new marketplace.

Partnerships would be further established with tourist boards to promote consistent local sourcing from women vendors and traders, to expand women vendors’/traders’ customer base and thereby increase the scale of their work. Tourism and tourism-related services sectors (wholesale and retail trade, hotels and restaurants, and transport and communication) account for approximately 40% of GDP and one-third of people in formal employment, so this is a strategic area for women market vendors to enter. Additionally, women vendors’/traders’ access to finance and financial services has not yet been addressed.

19 Disability access will be made available at all of the larger marketplaces (Luganville, Port Vila, Marobe), with appropriate ramps constructed and pathways sufficiently clear and properly structured to allow access. It is also intended that bylaws will ensure that at least five disabled vendor spaces be made available, as well as parking spaces reserved for the disabled near the access ramps. Evacuation plans have been developed for Port Vila and Luganville markets, while for smaller markets communications are key, so rechargeable radios are planned, linked to village evacuation plans.

20 1. Project Context

The Markets for Change (M4C) Project is a multi-country initiative covering Vanuatu, Fiji and the Solomon Islands. It falls under UN Women’s Economic Empowerment (WEE) Programme, which is overseen by UN Women’s Multi-Country Office in Suva, Fiji. WEE’s overall aim is that Pacific women advance economically, especially the poorest women, and this results in improvements in women’s well-being and economic growth nationally8. The M4C PROJECT is aimed at empowering women vendors in targeted marketplaces through direct actions with target groups and strengthening the local enabling environment, with broader impacts in terms of the national enabling environment facilitating women’s economic empowerment. It is a six year initiative with an expected starting date of 1 January 2014. Year 1 would focus on Project establishment, stakeholder engagement and establishing knowledge management systems, years 2-4 would comprise a core delivery phase with intensive Project actions as well as transfer planning, and years 5-6 would comprise a transfer phase for handover to relevant authorities. It builds on earlier initiatives covering these three countries as well as Papua New Guinea (PNG) which focused attention on marginalised urban and rural women who worked in food production, distribution, and marketing. The M4C Project will operate at two levels: 1) country-level implementation for each of the three countries of Vanuatu, Fiji, and Solomon Islands; and 2) regional-level implementation supporting the three country projects. Country-level implementation involves each country proceeding at its own pace and with a nuanced approach relevant to the particular situation in that country, overseen by a country-based team. Regional-level implementation would aim to ensure that each country operation is contributing towards the overall outcomes of the Project as a whole, and adding value beyond the three countries. Regional-level implementation would be overseen by UN Women’s Pacific Multi-Country Office (MCO) in Suva, Fiji, overseen by the WEE Officer. The MCO will provide financial oversight, including specific attention to infrastructure tendering and quality control during construction, as well as technical oversight in terms of performance management. Technical responsibilities include providing technical support for planning and implementation, overseeing services provided by implementing partners, co-ordinating training and other support to implementers, and the design and oversight of knowledge management activities.

Vanuatu Context Analysis

Approximately two-thirds of the world’s poor live in the Asia-Pacific region based on the one dollar a day poverty line.9 Additionally, the International Labour Organisation (ILO) estimates more than 60% of those working in the non-agricultural sector regionally, work in the informal economy. 10 Many Pacific Island countries are struggling to build resilience to global and regional economic transitions. However, of the Pacific countries, Vanuatu has a strong reputation of social stability and economic resilience. Tourism has grown rapidly in the past decade, and over 300 cruise ships visit the island every year.

Vanuatu is comprised of 80 islands with a diverse population with over 100 local languages, as well as French, English, and the lingua franca Bislama. The country is divided into six provinces. Port Vila on the island of Efate and Luganville on the island of Espiritu Santo are the largest towns, at 38,000 and 12,000, respectively11. The population of Vanuatu is approximately 245,61912 and women represent 49.7% of the total population.

According to the Vanuatu census of 2009, the unemployment rate in Vanuatu is 4.6%, with the rate at 4.1%

8 UN Women MCO (2013). Draft Regional Programme Strategy. Women’s Economic Empowerment 2013-2018, UN Women Multi-Country Office, Suva, Fiji. 9 http://www.unescap.org/pdd/CPR/CPR2006/English/CPR3_1E.pdf 10 Women and Men in the Informal Economy: A Statistical Picture International Labour Organization, 2002. 11 UNIFEM (2009). Melanesian Markets, United Nations Development Fund for Women (UNIFEM), New York. 12 http://www.doingbusiness.org/data/exploreeconomies/vanuatu, IFC, Doing Business Report, 2012. 21 and 5.2% for males and females, respectively13. In the Census, unemployed is defined as those who do not have a job, are looking for a job and would be available to work. The lowest unemployment rate is in the provinces of Torba and Penama while Shefa has the highest unemployment rate. The unemployment rate does not include the many Ni-Vanuatu who are not in the formal labour force. Only 23% of all adult females, and 37% of all adult males, are in the formal sector, with most of these concentrated in urban areas. Overall statistics on Vanuatu, along with the other two countries in the Project, are contained in the following table:

Table 1: Background Statistics14 Fiji Solomon Vanuatu Islands Population (est) 860,000 550,000 250,000 Population growth per annum 0.7% 2.3% 2.6% Rural/urban population (%) 49/51 80/20 76/24 GDP growth (2012) 2.5% 5.5% 2% External debt as % of GNI 14.5% 18.4% 17.9% GNI per capita (2011 $US) $3720 $1110 $2730 Human Development Index (2012) 0.702 0.510 0.626 Population below poverty line (2011) 31% 22.7% 12.7% Secondary enrolment net % of school 88 (79) 29 (32) 49 (46) age female (male) 1999-2011 Total fertility rate per woman (2010-15) 2.6 4.0 3.7 Women % of waged, non-agricultural 29.6% 30.8% 38.9% employees (2012) EIU Women’s Economic Opportunity 48.5 29.2 39.1 score of 100 (2012)

Including non-formal economic activity, the national labour force participation rate is 71%, with the rate at 80% for males and 61% for females. The labour participation rate for females did not exceed 71% at any age, while that of males was more than 90% for the age group 30-49. The rural areas has higher labour force participation rate than in urban areas because of the high proportion of the rural working age population engaged in smallholder agricultural production. In terms of employed population by type of employee, almost half (47%) of those in paid employment are working in the private sector, 24% produce goods for sale, 15% are in the public service, and 14% are self- employed. The vast majority of employees are working in the agriculture, forestry, and fishing industry (57,191 total employed population), followed by those in wholesale and retail trade and repair of motor vehicles (7,746), and public administration and defence and compulsory social security (7,075). While domestic work is dominated by females, most of all other industry groups are dominated by males. The country’s main natural resources are manganese, hardwood, and fish. The country is classified as a lower-middle income country, with a per capita income of US$2,401 (2007 data). Despite this, levels of poverty and problems in education and health service delivery mean that the human development index ranking for Vanuatu is 126th out of 182 countries. In 2002 an estimated 40% of the population was living in poverty, rising to 50% in rural areas. However, in the past decade these figures have certainly declined, as high levels of economic growth had had especially positive impacts in urban areas15. Despite these economic gains, doing business in Vanuatu remains a challenge, and slows economic growth. Vanuatu ranks 110th out of 183 countries in terms of being able to start a business, 104th in terms of registering property, and 141st in terms of trading across borders. In response to these problems, government recognised the importance of creating a more business friendly investment climate, which has included recent passage of the Personal Property Security Act, the introduction of alternative dispute resolution procedures to each backlog in the Courts, and the Land Registry is in the process of being computerised16.

13 The information in the remainder of this sub-section is from the following document: Government of Solomon Islands (2012). Draft CEDAW (4 th and 5 th ) Combined Report, Vanuatu, Government of Solomon Islands, Honiara. 14 UNFPA (2012). Population and Development Profiles Pacific Island Countries, United Nations Population Fund, Suva, Fiji; http://www.adb.org/publications/key-indicators-asia-and-pacific-2012?ref=publications/series/key-indicators-for-asia-and-the-pacific 15 IFC (2010). Vanuatu Gender and Investment Climate Reform Assessment, International Finance Corporation of the World Bank in partnership with AusAID, prepared by S. Hedditch and C. Manuel, Washington DC and Canberra. 16 ibid. 22 In Vanuatu, there are no legal barriers to women receiving bank loans, mortgages and other financial credit. Under the Reserve Bank of Vanuatu Act, the Bank supervises and regulates financial intermediaries under the Financial Institutions Act. In terms of financial services, there are four commercial banks, a superannuation fund, and four domestically licensed general insurers operating in Vanuatu. However, only the National Bank of Vanuatu is providing financial services on any scale to low income clients and other two smaller semi-formal providers, the Vanuatu Women’s Development Scheme (VANWODS) and the Department of Cooperatives17. The National Bank of Vanuatu is a government controlled bank providing business banking (commercial lending, consumer lending and international business) and retail and rural banking (commercial, personal, and rural banking services) services to qualified creditors. The National Bank has 27 branches and agencies across Vanuatu. In 2010, there were an increased number of savings accounts as a result of the National Bank’s community workshops and seminars through its designed Financial Literacy Education Programme for people to learn basic skills related to earnings, spending, budgeting, savings discipline and access to financial credit. The bank also has a twice weekly radio programme broadcast throughout Vanuatu and dissemination campaign through distribution of promotional brochures on savings and micro loan products. However, the National Bank does not have a sex disaggregated data to show the numbers of females and males accessing financial services from the national bank.

Formal and Informal Sectors: Opportunities for Women

In 2008 the Department of Cooperatives and the Ni-Vanuatu Business Council developed a manual in Bislama for establishing savings and loans cooperatives using the Accumulating Savings and Credit Associations model where groups of community members come together, save an agreed amount of money every week and develop a lending procedures to allow members to borrow the accumulated capital at an agreed interest rate. As a result of this model, here are now 75 registered savings and loans cooperatives with 40.6 million vatu (US$446,620) in savings, and 3,451 registered members. Due to lack of credit in rural areas, the Vanuatu Agricultural Development Bank was passed to re-establish a development bank in 2006. Under the Vanuatu Agricultural Development Bank Act No 20 of 2006, the Minister of Finance and Economic Management appoints members of the Development Bank Board with three year membership from nominations received from the Director Generals of the Ministry of Finance, the Ministry of Agriculture, Syndicate Agricole, the Chamber of Commerce and Industry, the Vanuatu Society of Accountants, the National Council of Chiefs, and the Director of Women’s Affairs. The appointed Development Bank members select a Chairperson and a Deputy Chairperson. The bank opened in April 2008, and a three-year strategic plan was approved in 2009. The government has capitalised the amount of 500 million vatu of which the last tranche of 100 million vatu was made in February 2011. The Vanuatu Women’s Development Scheme (VANWODS) has been providing micro finance services to women since 1996. It started as a pilot project under the Department of Women's Affairs and became a beneficiary owned non-governmental organisation in 2003. Between 2003 and 2007, the number of members increased to almost 3000, and the value of its savings grew from 15 million vatu at the end of 2003 to 73 million vatu at the end of 2007. In 2007, VANWOODS started to accept male members. As of November 2010, there were a total of 5514 clients, of which 4085 had taken our loans. Since its start, VANWODS has released a total of Vatu 814m in loans. In 2010, VANWODS conducted an impact assessment and found that 46% of all loans in 2009 were used for business (such as retail store, kava bar, baking etc.) and 54% were used for non-business activities (such as solar lights, education, household assets etc.). Fresh food and craft markets are often a primary entry point into the cash economy for rural women and low- income women. Women sell produce at fresh food and craft markets to a wide customer base from the general public and tourists to the food services sector including hotels, restaurants, canteens and kava bars. It is therefore not surprising that the sociocultural, nutritional and economic impacts of markets are critical to gender equality and the overall socioeconomic development of Vanuatu.

17 Reserve Bank of Vanuatu (2011). Financial Assessment Services in Vanuatu, Port Vila. 23 Women market vendors and market management in Vanuatu reported the following needs in consultations held during PIM Pilot Project implementation:

1. Empowered vendor associations  Local, provincial and national level vendors associations strengthened.  Training in planning, management and financial literacy.  Coordination with other vendor associations.  Women’s and girls’ increased participation in decision-making in community and local government.

2. Gender-responsive local government  Planning, decision-making, policies and budgets for markets in Shefa province respond to women vendors’ priorities.  Information and technical expertise reaches women vendors.  Capacity building among technical officers to promote gender equality.

3. Product development, market research and value-chain support  Review price control issues and policies.  Undertake market research study to understand customers, products and ideas women market vendors can implement.  Undertake comparison/analysis of costs and impacts of selling at different markets.  Develop new products, systems, technologies and value-added products.

4. Inclusive community market governance systems  Support new ways to solve community market challenges, and consider how men and women work together.  Promote engagement and awareness of the chiefs in market vendor priorities.  Include all women in strategies to increase economic security through markets.

5. Improved market infrastructure  Improved community spaces  Improved toilets  Comfortable stools, tables  Safe and clean water supply  Better shelter from weather  Adequate space  Beautified green spaces.

24 Market Overview

This section provides an overview of markets in Vanuatu. Luganville Market Luganville market is located off Main Street (Boulevard Higginson) of Luganville on Espiritu Santo Island. The market is situated at the western end of the commercial centre on the north bank of the Sarakata river, near the port. Market Management The market opens from 7 am until 7 pm Monday to Friday and until 2 pm on Saturday. It is closed Sunday. The management and security of Luganville market is the responsibility of Luganville Town Council. A full time Market Manager is employed. She was a Market Vendor and is well known by the other vendors. She is based at the market. Fees are VT300 per table for maximum of 2 days. The toilet facilities are charged- 30 vt for toilet paper, 20 vt for water, and 30 vt for swim. A male attendant collects fees. Toilets can also be used by the public. There are only three (3) seats, two (2) for women and one (1) for men. The toilets are in a poor state of repair. The septic tanks require repair. The cleaners try to keep the toilets clean. The issue is constantly discussed with the Municipality who have indicated they will upgrade the facilities when the budget permits. Three (3) part time cleaners are also employed. Green waste is now put in compost bins. The bins have been provided through a donation from Santo hardware and the on going training and monitoring of their use is monitored and supported by a VSA volunteer. The compost is then made available to the vendors to use on their crops. This has the potential to increase the quality of crops and to encourage diversification. The market is open walled and well ventilated. The floor of the fresh produce hall is concreted and the perimeter pathway is sealed with pavers. The market tables are made of concrete and generally covered with strips of vinyl floor covering. The livestock area building is walled with cyclone mesh wire. This section is used as a holding pen for livestock, including pigs, poultry and goats. The building is setback from the fresh produce stall near to the riverbank to minimise dust, noise and odour nuisance. It is structurally sound and well maintained. A row of 10 cooked food kiosks is located on the eastern side of the market. These are separated from the fresh produce hall by a lawn area and a service road. Shuttered windows open from the kiosks onto a covered concrete veranda where diners place their orders and eat at wooden tables. The vendors supply their own cooking equipment and utensils. There are two (2) outside sinks with cold water only for the use of the kiosk vendors. A wide range of produce is sold at the market. Cooking demonstrations to promote product diversification and added value are held at least twice a week by a VSA Volunteer. Crime and safety Many vendors and their children overnight at the markets. There are security guards employed but it has been reported that, along with male kava drinkers, the security are menacing the women for sexual favours. Shefa Ring Road Markets Market Committees of well-organised women run each of the markets except for Karngo which is run by one family. In some markets there is a roster to determine whose turn is it to sell on a specific date. Eco-tourism programme run by young women is available at Karngo market. Some of the women have been given training on food preparation and jewellery making. The Council provided funds for small sign boards at each Ring Road market but this has been said to be too small to provide enough visibility and attract more buyers. Support provided by the council could be strengthened by increased communication with the market vendors and the authorities on their needs. CLGF offered a Local Elected Leaders Programme to build capacity and performance for the development work assigned to them. This training did not include the 19 area secretaries that are in charge of the Ring Road Markets. Women who sell handicrafts are concerned about quarantine and import restrictions and

25 limited advertising of the market products. Vendors sometimes sell to a handicraft store who resells them at a higher price. Waste disposal is a challenge in all markets as the vendors do not have rubbish bins and there is irregular waste collection in some areas. There is potential for eco-friendly initiatives for waste management. There are no official bylaws but women are organised within the community and operate according to their own rules. Mele Maat The Shefa Council has identified there is a need for official bylaws. Market vendors contribute 10% of their income from sales at the market into the vendors association’s fund, except for Mangaliliu where the vendors plan to start collecting fees soon after not operating for some time. Council has spent VT70,000 to extend the facilities in Mele Maat and through contribution from a local business man, the Epau market is being extended. There is a need to do this extension in other markets. No water and toilet facilities available except on Epau where this is currently being built as part of the market extension. Some vendors have raised concerns about limited space or limitation on days available for them to sell. Request for facilities extension has been made. Safety at night is not an issue as these road markets operate as day markets. Most of the Ring Road markets are built with traditional materials (except for Epau and Mele Maat), which get easily damaged with harsh weather and heavy rain and require constant maintenance. The two markets that have corrugated iron roof and concreted floor are an example for scale up and replication into the other markets. None of the markets have toilet facilities or running water except for the Epau market for toilet facilities and running water are being installed. There are no facilities accessible for disabled people. Mangaliliu Market This market was situated about a kilometre from the main road the track to the village from the road was steep in places and very rough. This meant that women had to walk to the market, away from the village and with not much passing trade didn’t make enough money became despondent and lost enthusiasm for the market. This market had stopped trading. However in 2011 an NZAid project had initiated interest in a jewellery-making project that to begin with had been very successful. However once the materials initially supplied through the aid project had been used, the women were unable to locate or buy more. The village chief’s daughter attended the workshop held at the SPG and asked for help to assist the village women locate supplies to be able to continue making the jewellery. They would like to have a small shop selling handcrafts and jewellery actually in the village and brand their village as a handcraft village. At present they are very despondent. Epau - very successful in early 2011 but used infrequently towards the end of the year due to organizational problems.

26 Was again operating when it was visited in 2013 and it looked as though it was doing well though it might have been set up to cater for workshop. Emua - most successful road market on Efate. Village has a bank, large cooperative and wharf where boat passengers support the road market every day. The committee is strong and proactive and village women are supportive and engaged in the market activities. The key success factor of this market is its location near other government and community activities and its proximity to the road and wharf. Paunangisu- proximity to Health Clinic and large village size helps support the road market. It is well attended and well managed, with news of the new program and committee members listed and displayed up at the market. The food displayed was fresh and delicious. Marobe Market Marobe market is situated on the outskirts of Port Vila on the road to the airport. It is about 15 minutes by vehicle from downtown Vila and is on land owned by the SPG. The market was an initiative of the Vanuatu Government. The aim of the market was to provide a place where livestock could be sold within close proximity to Port Vila central. It was intended to provide an opportunity for rural producers to sell their livestock to fulfil celebratory feasting needs of the Port Vila community and to provide a venue for livestock sales for vendors from outer islands to bring livestock for sale. The national government approached the Shefa Provincial Government to partner on the project and provide land for the Market development. Plans have been developed by the SPG for a bigger project that would house a collection of buildings designed to include offices, accommodation for vendors, toilet and shower blocks, a produce sales area, and an area for preparation and sale of hot food. The site is large and fronts the main road but access

27 and view from the main road is currently unusable and is unkempt and overgrown. The livestock sales building that is currently operating has been funded by NZ Aid and the SPG is waiting for a donor to assist with the future development of the grander plan for the market that is hoped will provide an alternative to the overflowing Port Vila Central Market. There is an accommodation house provided but there are no facilities specific for women vendors, and there is no security for women who travel from other islands to sell there. It is not visible from the main road and there is often no one at the site except the occasional buyer so women felt vulnerable and scared when they were there on their own at night. Amongst the people interviewed about the potential of the Marobe Market plan, there seemed to be general consensus that a fully developed Marobe market would be sustainable. The area surrounding the land designated for the development is close to land that has been designated for residential subdivision and many people are now living and moving there. A market in close proximity would seem to have the potential to supply the needs of the area’s growing population. The currently operating livestock component of the Marobe site is complicated, bureaucratic, and involves a value chain that extends from villages situated on the outer Islands and throughout other provinces to their destination to customers at the Marobe Market. A Livestock officer for the Vanuatu Government works for the program called the REDI (Rural Economy Development Initiative) and has been set up throughout the provinces. As part of this programme Area Secretaries have been appointed throughout the province with a view to working within local communities as a communication conduit and community facilitator between rural communities and the Provincial Governments. They are paid by the Provincial Governments.

28 At each workshop location Shefa Province Council used the Area Secretaries to organise the local communities to prepare for the workshops. The Area Secretaries appeared to be efficient and reliable in carrying out the tasks required of them and the Council personnel appeared to have good working relationships with them all. Most of them attended the workshops in the communities they were responsible for and were helpful and supportive during our visits. The Livestock officer explained that there are also Agricultural Extension Officers employed by the Department of Agriculture Vanuatu, who were also working in the regional areas. Their job is to assist in the development of the agricultural sectors, by initiating the development of co- operatives with a view to developing a more organised approach to getting produce and livestock to market by taking advantage of shared and subsidised transportation costs and group market sales. There had been some awareness programs run in the communities to explain the program however more needs to be done to explain the program and to develop trust in the communities. The Government has been concentrating on working with the Area Secretaries to develop cooperatives or community vendor groups in local areas to coordinate the transport of livestock to the Marobe Market on a regular basis. Currently the basis on which a community can participate in the market is determined by the amount of livestock that the group can collectively put together to bring to the market (i.e., 50+ pigs, 100+ chickens and a mixture of root crops). Work is underway to appoint a trustworthy community member as agent who would accompany the produce to market and manage all sales, pay market commissions and pay out community members on their return home. This sounds like a sensible and workable system. However, from information gathered on Epi, local

29 communities have not yet developed the necessary trust in the idea of agents to feel confident to adopt the system. Numerous people commented that they didn’t trust the system because there was no transparency to the system. There is an employee who attends the market and records all sales made, so it should be easy enough to trace and check the facts that have recorded. Suggestions from relevant authorities are that there needs to be further workshops conducted through the provinces to educate the communities about the system and to improve communication and transparency. Port Vila Central Market There are existing vendors associations. There are differences between the cooked vendors association which is more urban-based and literate and the greens vendors that are more rural based and illiterate. There is a need to address this when doing training. The Vendor associations are in different stages of having a constitution developed to guide their work. In the green Market Vendors associations the Presidents are the focal contact points of the market management. The market manager’s office is placed on site and the market manager is the contact point between the market vendors and the city council. Port Vila City market houses between100 to 150 vendors a day. Toilet and bathroom facilities are provided for but are often insufficient due to excess demand from not only vendors but also members of the general public and tourists from the cruise ships. Adequate lighting is provided but the Council is considering using more energy saving methods such as led lighting. A rubbish tip is located at the back of the market site and this is regularly cleaned out. However better management is needed as there is often a bad stench from the area. There is no sleeping area for the vendors who are likely to spend almost a week selling their produce. Vendors have had training recently conducted in April 2012 by DFAT and the Pacific Leadership Program. Social problems often arise from poor management of income; such as the case of vendors using their income on kava consumption and gambling in casinos. Market operates 24 hours throughout the week, except on Sundays. Vendors pay daily tables fees of VT.450 that entitles them to use the toilets and shower facilities. Vendors have expressed concern regarding the receipting system as when they misplace their receipt then they will be charged to use the toilet facilities up to VT.40 each time. Another concern regarding the fees, which vendors feel strongly about is very often when the market has exceeded maximum capacity, they are then charged per vendor rather than for the space allocated. Port Vila Market Council (PVMC) had discussed with UN Women other means of receipting, such as e-receipting using the mobile phones but also e-payments of market fees to ensure transparency and accountability. Fees are collected by the Collectors and recorded by the Cashier before it is deposited into the Council Treasury. The management of funds collected by the Council is determined by the Council. The Council is considering relocating Port Vila city market due to overcrowding of people and traffic. This is in line with the Tourism Infrastructure Project where markets will be decentralized to Freshwota, Namba Tri and Korman Stadium areas in Port Vila city. The market manager is accountable to the Council Market Committee made up of Councillors within the PVMC. There are no civic education facilities on site, except for Telecom and Digicel stalls. Toilets and shower facilities are provided for vendors who are entitled to use these only after they have paid their table fees. There are security guards onsite at night; but vendors are concerned that they request from them goods in exchange for a service that they are already being paid for. Certain sections of the market are for use by certain communities as directed by market management and vendors come in on days allocated to them. There are concerns raised by vendors that preference may be given to specific community groups based on nepotism, for instance, women market vendors from Tanna

30 because the market manager or head of security is from the same island. No overnight accommodation provided. All vendors sleep under their tables and some may sleep in family homes if they are able to. However, this also places an additional burden on relatives in Port Vila. A Public Private Partnership has been entered into with the telecoms (TVL and Digicel) and they have assisted with painting of market and tiling. There are toilets and showers available but often these are not well maintained. Maintenance problems may often occur such as blocked toilets and this is addressed by the market management. Women’s Safety (especially GBV) The Vanuatu Women's Centre in partnership with Vanuatu National Statistics Office conducted a study on women's lives and family relationship adapting the WHO methodology for Vanuatu covering six provinces and the main areas of Port Vila and Luganville. The objectives of the study were to estimate the prevalence of and incidence of violence against women, the effects of violence against women victims/survivors, the effects of violence against women on children, the attitudes, risks and protective factors, and the coping strategies of women. The type of violence measured in the study and the results during their lifetime compared to the last 12 months for the whole of Vanuatu and in urban and rural areas, are the following: 1. Violence by current or former husband/partner: a) Emotional Violence (68% during their lifetime and 54% during the last 12 months; 61% in urban areas and 70% in rural areas) b) Physical violence (51% during their lifetime and 33% during the last 12 months; 41% in urban areas and 53% rural areas) c) Sexual violence (44% during their lifetime and 33% during the last 12 months; 41% in urban areas and 53% in rural areas) d) Physical and/or Sexual Violence (60% during their lifetime and 44% during the last 12 months; 50% in urban areas and 63% in rural areas)

31 2. Violence by non-partners (parents, teachers, strangers, brothers etc.): a) Physical violence (over 15 years old): More than one in four women (28%) b) Sexual Violence (over 15 years old): One in three women (33%) c) Childhood sexual abuse (under 15 years of age): Almost one in three women (30%) d) Forced first sex: two in five women (41%) The study also shows the impact of violence against women's health with the following results: a) Almost two in five women (39%) have been injured in their lifetime due to physical or sexual violence by their husband or intimate partner. This amounts to one in four ever-partnered women (24%). b) More than two in five women (41%) were injured more than three times; more than one in five (21%) now has a permanent disability; and almost half (48%) lost consciousness at least once. Women living with physical, sexual or emotional violence have more mental health problems and are much more likely to attempt suicide than women who are not experiencing violence. Other impacts on women who are 80% income earners (most of them from marketing or trading) are the following: a) Work was disrupted for 30% of women who experience physical or sexual violence Ways that work and income generation activities were disrupted (percentage of 311 whose work was disrupted), are the following: a) Husband/partner interrupted work (94%); b) Unable to concentrate (14%) c) Unable to work/sick leave (13%) d) Loss of confidence in their own ability (13%) e) Husband/partner stopped her from working (11%) As part of the result of the study, it also shows women's coping strategies: a) More than two in five women (43%) have never told anyone about the violence, and almost three in five women (57%) have never sought help from any agency. b) Most often told their birth family, friends, and their husband/partner's family c) Almost one in four asked chiefs (24%) and church leaders (23%) for help, 15% asked health agencies, and 1 in 10 asked for police help. d) About half (49%) have left home temporarily due to violence, but less than 1% left permanently. The most common reason was that they could not take any more of the violence. e) The most common reasons for returning home, and for never leaving at all, were that she forgave him, did not want to leave the children, and her belief in the sanctity of marriage18. Women’s Leadership The Decentralization Act [Cap 230] of 1994. The Decentralizations Act mandates for the appointment of women as members of the Local Government Council. Part III, section 5 provides for the names, and duties of local government councils and section 7 provides for appointment of the members of the local government council. Section 7 is quoted below:

“7. Appointment of members of Local Government Councils (1) The Minister may by Order provide for appointed members of each Local Government Council in respect of its Local Government Region and such members shall consist of: (a) chiefs appointed by the Minister from among persons nominated by representative bodies of chiefs; (b) women appointed by the Minister from among persons nominated by representative bodies of women; (c) youth representatives appointed by the Minister from among persons nominated by representative bodies of youth; (d) church representatives appointed by the Minister from among persons nominated by

18 Government of Vanuatu (2010). Women’s Lives and Family Relationship Study, Government of Vanuatu, Port Vila. 32 representative bodies of churches. (2) The appointed members – (a) shall hold office for a period of four years and shall be eligible for reappointment; and (b) shall be consulted on any matter, question or issue coming before the Local Government Council for its decision”. (3) The appointed members shall not be entitled to vote at the meetings of the Local Government Councils. (4) The appointed members shall not be more than half the number of elected members.”

In 2008, following the resolution on Special Measures for Women in Papua New Guinea to reinstate women into Provincial Councils as nominated members, the resolution was adapted by Vanuatu. As a result, the Department of Local Authority circulated a directive to all the six Provincial Councils to nominate women representatives to sit in the council. At present, all six Provincial Councils have women representatives sitting in the council either as nominees from women's organisations in the provinces or nominees by provincial based women's organizations. However, not all women representatives have been formally appointed by the Minister to sit in the council. All women nominees have the right to participate in the provincial sessions, however, they do not have voting rights. Any issues raise has to pass through their respective councillors who represent the woman's nominees.

Under the area councils women representatives are represented in all the area councils. However, the Decentralization Act does not cover area councils; the DLA is working on a CoM's paper proposing an amendment to the Decentralization Act for the inclusion of Area Councils as part of the provincial organisational structure.

The Provincial Councils are mandated by law to provide an annual operational budget. The annual budget includes a provision for women nominees under the provincial President's Council. There is also a budgetary provision for the development of women in the provinces under the women and youth code.

The Council of Ministers has recently endorsed 30% to 34% reserved seats for women at the municipal council level and UN Women is now supporting government towards realization of this.

The National Gender Policy is currently being drafted by the Ministry of Justice & Community Services led by the Department of Women’s Affairs.

Women’s economic empowerment is a matter of principle and in respect of women’s human rights. Vanuatu has ratified CEDAW (The United Nations Convention on all Forms of Elimination of Discrimination against Women) Articles 11f, 13 and 14 which state that “States Parties shall take all appropriate measures to ensure the right to protection of health and to safety in working conditions”, “States Parties shall take all appropriate measures to eliminate discrimination against women in other areas of economic and social life” and “States Parties shall take into account the particular problems faced by rural women and the significant roles which rural women play in the economic survival of their families respectively”.

The United Nations Development Assistance Framework (UNDAF) identifies gender equality, poverty reduction and inclusive economic growth as Pacific Sub-Region 2013-2017 priorities. Also, UN Women’s global strategy reflects that promoting women’s economic empowerment and security are economically sound development strategies. UN Women’s programme of support in Vanuatu to promote and implement innovative multi-sectoral approach to fully tap the potential of women vendors is therefore timely and relevant, and critical to the country’s sustainable development. Pacific island governments have made a high-level commitment to gender equality and sustainable rural development. The link between achieving gender equality and reducing poverty was a key topic among leaders at the Pacific Islands Forum Economic Minister Meeting in Kiribati in 2012. The commitments at the Forum were followed by the adoption of the Gender Declaration and the announcement of the Pacific

33 Gender Initiative at the Forty-Third Pacific Islands Forum in Cook Islands, with a detailed annex of acknowledgement and commitment by Pacific Island leaders as part of the Forum Communiqué.

34 The following table offers an overview of markets in Vanuatu along key characteristics of relevance to the M4C PROJECT.

Table 2: Description of Markets in Vanuatu

Accomplish- VANUATU MARKETS ments and issues arising from the Marobe Livestock Market Ring Road Markets (Karngo, Luganville Port Vila markets Epau, Paunangisu, Emua, Mangaliliu, MeleMaat) Organization of vendors Status of women No market vendors association in existence from Market Committees of well organized A Market manager, Catherine Leo, Existing vendors associations in the market the existing vendors at the Marobe market, but women run each of the markets except has been in place for 2 years. A which is said to be a model for places and there is an umbrella organization called the Shefa for Karngo which is run by one family. committee (Luganville Market what could be done in other their Market Association that has been established for House Committee) is also in place markets with vendors associations. all market committees. This organization does not In some markets there is a roster to and meets regularly. The There are differences between the contribution to have a constitution or specific roles and determine whose turn is it to sell on a committee is supported by a World cooked vendors association which the economy responsibilities as of yet. specific date. Vision volunteer supported by is more urban-based and literate VSA and is chaired by a woman and the greens vendors that are Eco-tourism programme run by young market vendor and comprises more rural based and illiterate. Market management has plans to facilitate the women is available at Karngo market. representatives from the Luganville Need to address this when doing establishment of an association inside Marobe Some of the women have been given Municipal Council, the private trainings. market once infrastructure for a fresh produce training by on food preparation and sector, government departments, Vendor associations are in different selling space is developed. jewellery making. women market vendors, and NGOs stages of having a constitution (refer to attached documents). developed to guide their work. Leadership training to vendors can be Opportunities for other intervention delivered to the market vendors. markets to learn from Port Vila as a model. Dialogue between City Council, Markets Management and Vendors Marobe market will be managed by Mautfer Efate The Council provided funds for small The relationship between the There exists market vendors Council of Women which has 11 affiliates. sign boards at each Ring Road market council and the market vendors is associations whose Presidents are but this has been said to be too small to good at present mainly due to an the focal contact points of the provide enough visibility and attract empathetic Town Clerk and the market management. The market more buyers. Support provided by the work put into the relationship by manager’s office is placed on site council could be strengthened by the market manager and the and the market manager is the increased communication with the volunteer. He attends market contact point between the market market vendors and the authorities on vendors meetings occasionally. vendors and the city council. their needs. Recent improvements have been made to the market place by the Whether this structure effective is CLGF offered a Local Elected Leaders council to be determined. Programme to build capacity and performance for the development work assigned to them. This training did not include the 19 area secretaries that are in charge of the Ring Road Markets.

35 Accomplish- VANUATU MARKETS ments and issues arising from the Marobe Livestock Market Ring Road Markets (Karngo, Luganville Port Vila markets Epau, Paunangisu, Emua, Mangaliliu, MeleMaat) Conditions for vendors in the markets Most of the cost to get the farmers across from the If the market at Mangaliliu is to re-open, Vendors are happy with recent Port Vila City market houses islands is being borne by the Shefa Provincial attention will need to be given to improvements (e.g., compost bins, between 70 to 100 (need to double Government Council and members of parliaments making sure that the market location is safer roads around the market check numbers) vendors a day. whose constituency the farmers are being shipped accessible by both the market vendors area). Toilet and bathroom facilities are from. and customers. provided for but are often There is night time security only. insufficient due to excess demand The livestock market has been built with funding from not only vendors but also support of VT.4 million from NZAID. There is Toilets need upgrading. members of the general public and also an existing dormitory made of thatched tourists from the cruise ships. roofing; which is suitable for men but may not be Adequate lighting is provided but safe for women. the Council is considering using more energy saving methods such as led lighting. A rubbish tip is located at the back of the market site and this is regularly cleaned out. There is no sleeping area for the vendors who are likely to spend almost a week selling their produce.

Access to financial services and training

36 Accomplish- VANUATU MARKETS ments and issues arising from the Marobe Livestock Market Ring Road Markets (Karngo, Luganville Port Vila markets Epau, Paunangisu, Emua, Mangaliliu, MeleMaat) Vendors have no access to financial services or Women who sell handicrafts are Vendors have had training in Vendors have had training recently training. The limited number of days they are concerned about quarantine and import preserving and jam making by a conducted in April 2012 by DFAT present at the market poses a challenge to deliver restrictions and limited advertising of VSA volunteer. No other training and the Pacific Leadership these types of services. the market products. Vendors has been carried out. Program. sometimes sell to a handicraft store who Economic resells them at a higher price. Social problems often arise from Security and poor management of income; such Rights as the case of vendors using their income on kava consumption and gambling in casinos.

Market Waste Management management, An assessment on the manure and waste Waste disposal is a challenge in all Waste is no longer an issue as There is a waste disposal area but transparency management needs is required. Part of the NZAID markets as the vendors do not have compost bins have been provided better management is needed as and funding is planned to go towards the biogas rubbish bins and there is irregular waste by the council. there is often a bad stench from the accountability facility that will use waste manure from the collection in some areas. There is area. livestock. At this stage this facility is yet to be potential for eco-friendly initiatives for completed. waste management.

Market Bylaws and enforcement of rules No existing bylaws. Gender sensitive bylaws to be No official bylaws but women are Due to good communication Market operates 24 hours developed. organized within the community. between the council, and the throughout the week, except on committee another VSA volunteer Sundays. The Shefa Council has identified there has worked with the council to is a need for official bylaws. supply compost bins. The compost is made on site for vendors to take home and use for their crops

Revenue collection, maintenance and development budgets

Farmers who go and sell are charged; with, this Market vendors contribute 10% of their Revenue is collected from the Vendors pay daily tables fees of cost paid by the person who buys the livestock. income from sales at the market into the vendors by the market manager. VT.450 that entitle them to use the vendors association’s fund, except for toilets and shower facilities. Currently the basis on which a community can Mangaliliu where the vendors plan to It is unclear how much revenue is Vendors express concern regarding

37 Accomplish- VANUATU MARKETS ments and issues arising from the Marobe Livestock Market Ring Road Markets (Karngo, Luganville Port Vila markets Epau, Paunangisu, Emua, Mangaliliu, MeleMaat) participate in the market is determined by the start collecting fees soon after not collected. There is indication the receipting system as when they amount of livestock that the group can collectively operating for some time. revenue is used to pay for the full misplace their receipt then they put together to bring to the market (i.e., 50+ pigs, time salary of the market manager will be charged to use the toilet 100+ chickens and a mixture of root crops). who has been in place for 2 years, facilities up to VT.40 each time. 2 part time cleaners and security Other concern is regarding the fees, According to officials, the Vanuatu Dept. of guards. There is no information which vendors feel is high and very Livestock has only collected 18,000vt commission about maintenance budgets. often when the market has to date (April 2013) but this has only been exceeded maximum capacity, they collected for one previous market. are then charged per vendor rather than for the space allocated. PVMC had discussed with UN Women other means of receipting, such as e-receipting using the mobile phones but also e-payments of market fees to ensure transparency and accountability.

This money is collected by the Collectors and recorded by the Cashier before it is deposited into the Council Treasury. How this money is used is determined by the Council.

Capacity and commitment of Council and Markets Division

Shefa Council has budgeted VT189 million and Council has spent VT70,000 to extend The management and security of The Council is considering NZAID has provided VT79 million to establish the facilities in Mele Maat and through Luganville market is the relocating Port Vila city market new market facilities. contribution from a local business man, responsibility of Luganville Town due to overcrowding of people and the Epau market is being extended. Council. A full time Market traffic. This is in line with the Recent contribution of USD50,000 by UN Women There is a need to do this extension in Manager is employed. Three (3) Tourism Infrastructure Project for the building of the greens infrastructure at the other markets. part time cleaners are also where markets will be Marobe Complex co-financed by Shefa PGC. employed. decentralized to Freshwota, Namba Tri and Korman Stadium areas in Port Vila city.

38 Accomplish- VANUATU MARKETS ments and issues arising from the Marobe Livestock Market Ring Road Markets (Karngo, Luganville Port Vila markets Epau, Paunangisu, Emua, Mangaliliu, MeleMaat)

The market manager is accountable to the Market Committee made up of Councillors within the PVMC.

Safety, capacity and civic education on markets vendors

There is running water available onsite. There are No water and toilet facilities available Women vendors express concern There are no civic education rudimentary toilet facilities. Need to investigate except on Epau where this is currently that they are hassled during the facilities on site, except for proper toilet facilities. being built as part of the market night by men drinking kava and Telecom and Digicel stalls. extension. also by the security guards who are paid to protect them. Toilets and shower facilities are provided for vendors who are entitled to use these only after they have paid their table fees.

There are security guards onsite at night; but vendors are concerned that they request from them goods in exchange for a service that they are already being paid for.

Infrastructure Market capacity and space allocation and design 2 acre property that is completely fenced. There Some vendors have raised concerns Stalls are allocated to vendors from Certain sections of the market are problems in the are plans underway for the construction of a fresh about limited space or limitation on each rural area on certain days. for use by certain communities as markets produce area that will extend from the existing days available for them to sell. Request This system seems to work well. directed by market management livestock market. for facilities extension has been made. and vendors come in on days allocated to them. There are concerns raised by vendors in consultations that preference may be given to specific community groups based on nepotism, for instance, women market vendors

39 Accomplish- VANUATU MARKETS ments and issues arising from the Marobe Livestock Market Ring Road Markets (Karngo, Luganville Port Vila markets Epau, Paunangisu, Emua, Mangaliliu, MeleMaat) from Tanna because the market manager or head of security is from the same island.

Overnight accommodation Livestock vendors go to the market for 2-3 days in Not an issue as these road markets There is no overnight No overnight accommodation a row. Currently, they sleep in dormitories that are operate as day markets only. accommodation provided. Vendors provided. All vendors sleep under made up of traditional materials with no sanitary sleep on the floor under the tables. their tables and some may sleep in facilities available. The construction of adequate Because of perceived problems family homes if they are able to. accommodation facilities has been identified as a with the performance of security However, this also places an priority. guards, it is reported that women additional burden on relatives in market vendors are concerned Port Vila. about the possibility of assault, including assault by security guards themselves. Maintenance Current infrastructure requires little maintenance Most of the Ring Road markets are built The market area is covered and Maintenance problems may often as there are only cement blocks. with traditional materials (except for sturdy. Council is being made occur such as blocked toilets and Epau and Mele Maat), which get easily aware of maintenance issue and is this is addressed by the market No spaces that are used on a regular basis. damaged with harsh weather and heavy attempting to fix some. Open management. rain and require constant maintenance. drains are an issue especially to Public Private Partnership (PPP) With the construction of new facilities a cyclical The two markets that have corrugated children. The market is water has been entered into with the maintenance plan and budget will need to be iron roof and concreted floor are an blasted and cleaned on Sunday telecoms (TVL and Digicel) and developed. example for scale up and replication mornings. they have assisted with painting of into the other markets. market and tiling. More can be done with PPP. Sanitation facilities There are no toilet facilities. There is access to None of the markets have toilet facilities There are toilets available but are There are toilets and showers running water on site. or running water except for the Epau not in good repair. Vendors must available but often these are not market for toilet facilities and running pay to use them well maintained. water are being installed. The project will aim at supporting the construction of such. Weather and Disaster Resilient Infrastructure

40 Accomplish- VANUATU MARKETS ments and issues arising from the Marobe Livestock Market Ring Road Markets (Karngo, Luganville Port Vila markets Epau, Paunangisu, Emua, Mangaliliu, MeleMaat) Limited infrastructure at the moment. This will Most of the Ring Road markets are built The market area has a roof but no The building has a roof, but no need to be considered for the building of the new with traditional materials, which get sides. Rain often comes inside. Sun covering on the sides and vendors facilities. easily damaged with harsh weather and is also a problem for vendors who who sell goods outside the building heavy rain. The project will aim at do not find space under the shelter. are exposed the elements. providing permanent concrete structures that reduce current problems. Accessibility and safety No facilities accessible for disabled people No facilities accessible for disabled No facilities accessible for disabled No facilities accessible for disabled people people people Additional Amenities for Women's Empowerment The current infrastructure plans include a training Village halls are available in the vicinity A volunteer is training women The building is overcrowded with facility and overnight accommodation. of each market which can be used for involved in the sale of cooked food little space for additional amenities. training. to diversify their products and improving value added.

41 2. Overview of the Partners Improving Markets Project

This section of the Vanuatu submission provides an overview of the work to date under the PIM Pilot Project, indicating key actions and deliverables. This is followed by a sub-section on key findings and lessons learned that highlight the importance of focusing on marketplaces to reach women under the WEE Programme.

UN Women’s Knowledge Products

Key knowledge management products delivered under the PIM Pilot Project are summarised as follows: Table 3: Summary of Key Knowledge Products under the PIM Pilot Project Year Title Narrative 2009 A Survey of the Economic Performance of Selected The analysis is based on a survey of vendors in several Markets in the Solomon Islands and Papua New markets located in the Solomon Islands (Honiara) and Guinea. Papua New Guinea (Port Moresby and Kundiawa).The performance of markets in terms of employment and income/earnings generation, providing earnings for people who lack alternative employment (expressed as number of jobs created and associated earnings) and the return on capital employed within the market, ie profits after an allowance is made for a basic wage, providing funds that can be reinvested in business growth. 2009 Melanesian Markets The Melanesian Markets Report consists of the Market Profiles for 56 Markets in the Melanesian Countries (PNG, Solomon Islands, Vanuatu and Fiji) October 2010 Economic Analysis Report on Four Markets in Fiji The report is based on the economic analysis of four markets (Suva, Nausori, Sigatoka and Labasa) in Fiji July 2011 Pacific Markets and Market Vendors –Evidence, The literature review contains some general comments Data and Knowledge in Pacific Islands Countries- about agriculture across the Pacific. 1st Edition 2011 Partnerships to Improve Markets (PIM):Summary A detailed survey of market managerial staff at nine of Survey Results from Nine Markets in Fiji Fiji’s thirteen municipal markets whereby approximately one hundred and fifty questions were designed regarding infrastructural and socioeconomic issues facing market workers. The nine surveyed markets were Sigatoka, Nausori, Rakiraki, Ba, Tavua, Lautoka, Nadi, Namaka, Labasa and the summary captured vary considerably in size, demographic characteristics, and the complexity of infrastructure and trade-related social networks. November Fiji Market Improvement Handbook This handbook has been designed to assist Fiji local 2011 government, city councils, town councils and market authorities who are responsible for managing marketplaces, to improve their marketplaces. This handbook has been designed to especially capture issues which pertain to the needs and wellbeing of women market vendors, who make up the bulk of vendors across Fiji. The handbook is to be used in conjunction with a

42 Year Title Narrative consultative process between market vendors and market authorities, to ensure a more positive and conducive environment for all is achieved. March 2012 Rural Pacific Island Women and Agriculture -2nd The literature review contains some general comments Edition about agriculture across the Pacific November Feasibility Study of the Fiji Markets Infrastructure The report is based on a feasibility study of the current 2012 Component Market Infrastructure of the 10 Markets in Fiji December “Getting Started Toolkit” for Vendors Association The Getting Started Toolkit was developed to assist in 2012 getting the women vendors organised and empowered to engage in dialogue with the Market Vendors Association and the Market Management. The toolkit was developed in consultation with the Suva Market Vendors and the Sigatoka Market Vendors. December Tailevu Women Documentary -Nasau Village, The 25 minute documentary captures the journey 2012 undertaken by the rural women of Nasau village (located in the Tailevu highlands) every week. The struggles and constraints experienced with the early morning distanced walk to their gardens to collect ferns, then loading all the village produce into hired carriers in the early hours of the morning and the troubled and congested journey to the Suva market via unsafe roads to only be allocated spaces on the concrete pavements of the Suva market. The vendors resort to sleeping on the pavements until the market is officially opened, after a full days sales from the pavement then they shop in the nearby supermarkets and once again take the painstaking journey back home.

Lessons Learned and Rationale for Marketplace Focus

The M4C PROJECT will build on what was learned from the 2009-2012 PIM Pilot Project, as well as from the Safe Cities for Women and Girls Programme in PNG. The PIM Pilot Project was divided into two phases. The initial phase comprised a broad scoping and gender analysis investigation of the social, economic, and physical conditions in 50 Melanesian markets across the Pacific region. This assessment yielded previously- unknown insights into the nature and operations of markets in the region. It included documentation of relationships between local government, market management and market vendors, the functioning of markets, the availability and quality of services and amenities, including water, sanitation, rubbish collection and shelter, including overnight shelters. The assessment also included a mapping of value chains, modes of transport and market use, product types and values, the supply and demand for different goods, revenue generation and collection, wholesaling and retailing activities, and daily, seasonal and weekly market use. Analysis and information sharing from this phase informed pilot initiatives, including the design of project interventions and establishment of key indicators for measuring the gendered impacts of unequal power

43 relations in the governance, management, accessibility, safety and economic opportunities that undermined livelihoods and weakened local economies.

The second phase resulted in a series of country-specific pilot activities in selected markets across the diverse countries of Vanuatu, PNG, Fiji and Solomon Islands. The main aim of pilot implementation was to test mechanisms to challenge unequal power relations, improving livelihoods and strengthening local economies. Building on local initiatives and identifying entry points for action, the pilot project aimed at facilitating partnerships and social dialogue, building accountable systems, and strengthening social organisation among market vendors themselves.

One of the most important lessons learned from 2009-2012 implementations was that local markets offered an excellent entry point to respond to a variety of constraints facing women in an integrated manner that would have broad consequences not just in the economic realm, but also in terms of culture and society. A second lesson learned was that effective policies, or their absence, manifested themselves in tangible ways when trying to implement programmes at marketplace level. The mandate and ability of local authorities to provide safe systems, the ability of women entrepreneurs to negotiate effectively with powerful informal and formal structures, the extent to which an enabling environment exists that expands and diversifies markets that benefit both women and men, and the degree to which infrastructure itself is conducive to positive gender outcomes, are all affected by the policy and strategy environment. A third lesson learned is that change is difficult to effect, and requires implementation of an adaptive, informed approach to implementation, an approach that learns as it proceeds, and shares knowledge in a manner that informs broader planning actions, nationally and regionally.

Overall, ensuring women’s economic and social empowerment, as well as access to and control over resources, requires an integrated approach. Marketplaces offer an excellent venue where practical actions can achieve broad-based desired outcomes. By changing the dynamics of gender relations in the economic realm (not just in the markets but at home and on the farm), by changing the dynamics in resource control through political and institutional power, and by carefully tracking what works and what does not as well as what the broader impacts are from these changes, the M4C PROJECT can effect important change in a multifaceted manner. For example, in addition to lessons learned from the 2009-2012 programming, the Safe Cities for Women and Girls Programme, implemented in a number of countries including PNG, shows how marketplace targeting can respond to economic challenges, but also gender violence. Lessons learned from the PIM Pilot Project itself included the importance of quality data and the use of information in programme implementation, the particular challenges women face in marketplaces, the asymmetrical power relationships between market vendors and local authorities, the central role markets place in livelihoods especially for poorer households, the effectiveness of information use and dialogue for improving relations between market vendors and local authorities and changing negative local authority attitudes, and the gender dimensions of marketplaces19.

19 See Underhill-Sem, Y. (2012). UN Women Desk Review: Partners Improving Markets (PIM) Project (2008-2012), prepared for UN Women by Dr. Y. Underhill-Sem, University of Auckland, New Zealand. This report built on the 2011 report by V. Griffen, 44 UN Women also has an office based in Vanuatu with strong links in the Department of Local Authorities, Department of Women’s Affairs and among city and provincial councils. SPG has already introduced a number of innovative ways to increase women’s involvement in the management and governments of markets. In 2006, SPG adopted CEDAW and the MDGs as the framework for provincial development. Of special reference is CEDAW Article 14 with particular attention to improving rural women’s access to markets and improving their income and livelihoods. SPG worked with 15 rural communities to set up community-managed rural markets along the Efate Ring Road, a capital project funded under the USA Millennium Development Fund. The rural Ring Road markets aimed at reducing travel time that women spent in travelling to sell at Port Vila Municipal Market, reduce the number of days the rural women market vendors are absent from their families and provided women with an opportunity to earn close to their homes and communities. Critically, SPG secured the support of the male traditional leaders of the targeted communities, to hand over the management of these markets to the community women’s group. The management of the community market by women can be seen as a step away from traditional gender relations in a patriarchal Melanesian tradition. The governance, management and economic importance of the Ring Road markets were the focus of the UN Women/UNDP Pacific Centre scoping mission in early 2013. SPG had set up three innovative strategies in the governance, management and operation of rural community-managed markets in the province. The strategies of the proposed project will build on the successes and lessons learned from work piloted in markets across other Pacific Island countries in the past four years, as well as the better practices already implemented in Vanuatu, Shefa and Luganville. In Fiji, Solomon Islands, Vanuatu and Papua New Guinea (PNG), women market vendors have been trained and sensitised on the importance of getting organising to lobby and demand their rights. In Fiji, because of strong and established women market vendors’ associations, women have been able to advocate for policies that contribute to a healthier and safer environment, such as no-smoking policies in the markets. The benefits of organised networks of women market vendors in enhancing women’s voice and participation in governance and creating empowering environments have been demonstrated by UN Women preliminary studies in Vanuatu. In PNG, women’s participation and decision-making has been strengthened through the formation of vendors’ associations, revision of market bylaws and the implementation of a zero-tolerance policy on violence against women in public markets of the capital district. A united and effective advocacy network of women vendors is critical to the success of the M4C PROJECT. Further emphasis will be placed on capacity building for women vendors and specifically: product quality control and value added, financial literacy, access to financial services, and disaster risk reduction and preparedness. Finally, experience in PNG and Fiji underscores the importance of advocacy, policy development and reform in creating an enabling environment for women vendors. Successful practices have also come from the development of infrastructure projects in different market initiatives, led by relevant government authorities and supported by UN Women, building on good practices from PIM Pilot Project in the Pacific. For example, in Ba Town, Fiji, lack of overnight accommodation posed serious health and safety hazards to women market vendors coming from the rural areas, and was identified as one of the biggest challenges for women to access markets and make a living. An overnight accommodation and training facility has been built and will be providing overnight accommodation facilities for women travelling from the rural areas, as well as a training centre for all market vendors. While there are risk factors associated with maintaining the security of these spaces, their usefulness in providing temporary shelter cannot be denied, especially until women have safer spaces in their homes and easier and more secure transportation options. In PNG, through the Safe Cities for Women and Girls programme, UN Women has also provided technical assistance for the refurbishment of the first market pilot site, and the development of maintenance cyclical plans to ensure sustainability. UN Women has also supported the National Capital District Commission in PNG to develop and implement new market structures and systems that protect the rights of market vendors, promote inclusivity, collaboration, civic education and rights. Innovative methods for revenue collection that also provide increased access are being devised. Lessons from the markets work piloted around the Pacific had also revealed the opportunity to work on green, sustainable and disaster risk resilient initiatives in the market places. Composting, recycling, solar power and other green initiatives will be piloted in the intervention sites. UN Women will therefore continue to support infrastructural improvements and provide technical assistance to develop and implement

Desk Review of Documentation and Materials from the Partnerships to Improve Markets Project Phase I and Phase II, final report on status of the project and on pre-selection of materials for a toolkit. Prepared for UN Women SRO, Suva, Fiji. 45 accountable, transparent, fair and sustainable systems in the markets that meet the needs of the women vendors and the market population. UN Women has a coordination and leadership role within the UN system regarding gender equality and women’s empowerment programming. Therefore UN Women is well-positioned to manage a comprehensive collaborative programme to promote the M4C PROJECT.

46 3. Theory of Change

The theory of change and socio-economic transformation behind the M4C PROJECT is as follows:

Gender-equitable economic and socio-cultural empowerment of market vendors within the market environment can be attained if the following take place:

1. accessible, inclusive, and representative governance structures within marketplaces are put into place that will enable markets to grow, and will specifically strengthen the role and influence of women market vendors; 2. actions that improve governance and social and economic security will facilitate market vendors to achieve economic, social and financial advancement, with specific outcomes related to improved gender-equality and the advancement of women; 3. actions that improve governance among market management and local governments will enable decision-making processes to be more gender-responsive, transparent, accountable and receptive to the needs of vendors; 4. improved infrastructure and on-site services that are developed in a gender-responsive manner will significantly improve social and economic security for women market vendors.

This theory of change is based on four hypotheses derived from past PIM Pilot Project and other experience, and will be tested during implementation. Illustrative activities are noted in the figure below the hypotheses, which are thereafter elaborated in the activities noted in the Results Framework:

Hypothesis 1 Inclusive, effective and representative marketplace groups are created and grow. The hypothesis is that, if active, inclusive and effective representative marketplace groups that involve women market vendors are created and grow over time, the political and civil knowledge, skills and entry points will allow collective action to engage routinely and effectively in market governance and decision-making, contribute to the elimination of gender-based discrimination and violence, and expand economic opportunities for women.

In Vanuatu, there is existing evidence that the Port Vila Municipal Market intervention under the PIM Pilot Project has been effective in upgrading the marketplace itself, while work at the Central Market and at Epau and other locations has resulted in the establishment of women’s market vendor associations. Support has been provided, including training, materials development, and support for discussions with local authorities, suggesting that such support has helped enable these associations. A 2012 review by the PIM Pilot Project team with external support suggests that additional support will help strengthen these associations, and further that it is possible to expand on these actions to include access to micro-finance, training and interventions that cover a range of risk and social development issues (e.g., HIV&AIDS, gender-based violence).

47 Hypothesis 2 Market vendors achieve gender, social, economic and financial advancement, sustaining Project outcomes. The hypothesis is that economic advancement to central to the success of any intervention actions and Project sustainability, and that without economic gains Project achievements cannot be sustained. This is reinforced when social and gender advancements coincide with these economic advances, and strengthen the gendered aspects of economic gains. This involves working with both women and men market vendors, and it means managing the challenges that will emerge as gender roles change.

In Vanuatu, there is a relatively well organised savings scheme in the Ring Road markets, managed by women’s committees at these facilities. To strengthen the economic security, the vendors noted the importance of improving food handling and hygiene standards, proper food storage and protection of foodstuffs, and the ability to cook at the market itself, rather than bringing cooked foods from home. For Marobe Market, the emergent twinning arrangement between the market with Shefa and Port Vila was important to enhance the profitability of operations as well as the efficiency of the marketplace overall to improve sales. With financing from New Zealand, the Marobe Market was improved and was able to process more livestock, with support to farmers from outer islands to bring their livestock to the market for sale

Hypothesis 3 Local governments and market management agencies are responsive, effective and accountable to gendered needs. The hypothesis is that, if the enabling environment is strengthened at local government level, if duty bearers are responsive to gendered needs and provided with resources to accomplish objectives, and if rights-holders effectively press for change, local government actions will enable these right-holders both economically and in terms of decision-making power.

In Vanuatu, local authorities and political leaders have been very supportive of the Port Vila Central Market activities, and have provided substantial additional support. This commitment, reflected in the positive working relationship between the council and the women’s market vendor associations, has resulted in better governance and a closer cohesiveness between the local government and vendors. The Shefa Province is working very closely with Ring Road vendors and have requested for financial literacy trainings to be conducted. A female staff was employed by Shefa as a Gender and Disability Relations Officer and she is dedicated to working with the Ring Road and Marobe markets.

SPGC has a Shefa Technical Advisory Committee (STAC) with members from government line ministries and met on a quarterly basis to receive reports on activities implemented by the Council such market development and economic projects within the province.

48 SPGC would like institutional strengthening for their operations, support to set up market bylaws, strengthen the Market Mamas Association especially that the Efate Women Market Vendors Association would be managing the facilities to be located at the Marobe Livestock Market.

SPGC shared that it does not have market bylaws to govern, management, operate and the use of their markets.

Hypothesis 4 Gender- and disability-sensitive infrastructure upgrading and on-site service expansion that is resilient to disaster risk and climate change and improvement helps enable gender, economic and social advancement. The hypothesis is that resilient, gender- responsive, improved, accessible and functional infrastructure and on-site services will enable and protect women market vendors and support attainment of other objectives.

The health and safety risks associated with poor market infrastructure suggests that helping to overcome these risks will improve economic and social outcomes. Ensuring that physical infrastructure meets the particular needs of women market vendors is key, especially with regard to the reduction in risk of violence and disease transmission (including illnesses affecting their children), the problems associated with poor drainage and poor roofing and damage to produce, adequate sanitation and safe facilities free from violence, and lighting that ensures a safe market environment.

In Vanuatu, the SPGC assured the mission team that the Council has mandated the management staff to work with the UN agencies to improve markets in the province especially the Ring Road Markets. With support from NZAID, SPGC has opened another 3 road side markets on Epi Island. Market improvement has the support of the chiefs of the province and the Ministry of Trade. SPGC has started works to develop two acres land around the Marobe Livestock Market which was set up in 2009 with NZAID funding. Infrastructure development at the Marobe Market to include a dormitory for farmers who sell at the market, a training centre for vendors, farmers and producers and a fresh food market to cater for the nearby heavily populated area.

49 The Theory of Change is reflected in the following figure, showing the expected change at the top, followed by long-term results, short-term results, and sets of activities. The results are consistent across the M4C PROJECT overall, while the activities to influence these results are specific to Vanuatu Figure 1: Theory of Change

Activities

50 Long-term results were grouped into two categories: 1) improved socio-economic security; and 2) responsive governance structures and systems. Short-term results clustered under these two categories, and activities linked to these. The short-term and long-term results and corresponding sets of activities where checked against M4C PROJECT outcomes and outputs as per the Vanuatu Results Framework, to ensure alignment. Relevant strategies to effect this include the following: . Targeting municipal markets as key sites for women’s economic empowerment and poverty reduction.

o Vanuatu – Consolidate support to Port Vila and Luganville Municipal Markets, with a focus on strengthening associations, linking vendors to micro-finance services, and reviewing risks (personal and climate associated) to integrate responses into the market plans. Support physical infrastructure developments associated with these plans. Expand support to the Ring Road marketplaces, establishing vendor associations and enabling them with training and support. Link to Outcome 2 on financial support. Establish the extent to which technical and vocational training opportunities can be access in relevant ways by market vendors, including the provision of business development and financial management courses to market vendors. . Involving local government, civil society, the private sector and respective representative institutions in the empowerment of market vendors.

o Vanuatu – Working closely with local government and market managers, ensuring support for agreed actions, review of bylaws that have been adapted to support the empowerment of vendor associations to consider gaps in the bylaws and their implementation. Identify gaps in local authority bylaws, with particular attention to the Ring Road markets, and work with local authorities in development and revision. Training of local authorities and other local actors as appropriate. Work with vendor associations, market management and local authorities on design and operations of agreements between the parties. For infrastructure development, ensure that vendor associations and market management are involved in plan development and review, and support oversight of physical infrastructure developments. . Building democratic institutions that represent and advocate for women market vendor rights and interests.

o Vanuatu - Focus on developing/supporting market vendor associations that engage women market vendors and support their involvement in association leadership. Support the development of constitutions and operational agreements with the associations. . Responding to the multifaceted needs of women market vendors’ rights and interests.

o Vanuatu - Review the findings from the assessment of the pilot initiative at Port Vila Municipal Market and, in tandem with the associations at the market, determine the best modalities to provide prioritised services. Quantitative surveys and focus group discussions with beneficiaries from all target sites. This can include a wide range of issues, depending on expressed needs, including gender-based violence, finance, product diversification training, HIV&AIDS, infrastructure cleaning and management, etc.

51 o Plan, based on discussions with vendor associations, market management, and local authorities, how similar prioritised activities can be incorporated into outreach programmes at other markets, including weekend marketplaces. . Building gender-sensitive and disability-friendly market infrastructure and on-site services (e.g., lighting, sanitation, overnight facilities, water supply, child care facilities, etc.).

o Vanuatu - Some improvements likely needed at Port Vila Municipal Market. Luganville Market requires infrastructure upgrading based on identified needs, including leaking roofs, market frontage repairs, market signage, and disability access. Vendors requesting for market rules to be developed and enforced, including agreements on opening hours, fee structures, rules around children in markets, cleaning schedules, rubbish collection procedures and timetables and rules, governance (terms of reference for council workers and development of clear bylaws), and the expansion of the market to include flower vendors.

o For the Ring Road markets, existing structures are mostly made of traditional materials, and they have repeatedly been damaged by storms and other natural disasters. Modern materials are needed, and the facilities have to be built to a standard that can withstand things such as earth tremors. They also need water and sanitation facilities, access ramps for the disabled, improved drainage around the markets, counters for display, and places to sit. There is a particular need to expand the current structures to accommodate new vendors.

o For Marobe Market, there is a need for twinning with Shefa and Port Vila and the Marobe Market, with support for governance, maintenance, safety and security.

o For the Port Vila Municipal Market, there is a need to repair and maintain the existing markets. The roof is unsound, and when it rains the water comes into the marketplace. Sanitation facilities are in disrepair. There are particular problems facing the women who stay overnight at the market, as the market is open 24 hours a day. Nursing facilities are also needed.

o For Luganville, there is an urgent need to consider improved solid waste disposal systems.

. Implementing a sound knowledge management system intended to inform M4C PROJECT implementation and provide examples of what works and what does not at a regional and international level.

o Vanuatu - A Knowledge Management team (KM team) will be based at the Regional MCO for UN Women in Suva, responsible for working with the Project Manager, the Communications and

Monitoring Officer and others working on the Fiji M4C PROJECT. The Vanuatu team will work with the KM team as follows: establish Project and results monitoring systems; determine and support reporting requirements, ensuring that evidence of results is included in reports; prepare evaluability assessments and support evaluation; co-plan with the KM team based on a review and processing of international materials; prepare KM products for field implementation working with the KM team, associations, market management and local authorities; conduct baseline and impact surveys and qualitative data collection activities.

52 Direct intervention at marketplace and local authority levels is intended to strengthen Project-targeted marketplaces and vendors. A key aim is replication and up scaling of the initiative by local authorities and this will receive attention from the start of the Project. There are significant opportunities to expand activities at other Ring Road markets in particular. The Theory of Change is also based on evidence that the elimination of gender inequality and the economic empowerment of women requires specific attention to the needs of women. To achieve gender equality in development, gender gaps in access to economic opportunities, earnings, and productivity need to close. Available evidence suggests that gender inequality declines as poverty declines, but that economic development alone is not enough to bring about gender equality. Women’s economic disadvantage largely stems from historically gendered roles and women’s disadvantage in the following areas: the gendered division of work (paid and unpaid); agency (voice and choice over household and community decisions), and access to resources. In the three Melanesian countries included in the M4C PROJECT, gender differences in human capital have reduced and now, apart from in the Solomon Islands, girls are more likely to be enrolled at school than are boys. However employment inequalities remain a serious problem.

A major barrier to gender equality at the household and community level is women’s lack of agency which is evidenced by high levels of violence against women. Within formal political structures, this lack of agency is reflected by women’s limited representation amongst decision-makers. Three years of grass roots field research, led by the University of the Western Pacific and the Fiji National University, for the International Women’s Development Agency has developed a set of community-based indicators of gender equality to track the impacts of economic change on Melanesian communities. It emphasises the importance of four interrelated factors: women’s collective action; women having more leadership (including role models), household togetherness (including ending violence and manipulation), and women’s lives improve and their positions in their homes and society improve (including women gaining resources, skills and more voice in the family20. Therefore, focused actions are needed that have specific equality and women’s empowerment objectives21.

The target populations are twofold: 1) women market vendors and other actors in marketplaces; and 2) local authorities. Important progress has been made in recent years that can be built on in target locations and beyond with the implementation of the M4C PROJECT. In Vanuatu, particular progress has been made at the Port Vila Municipal Market. Considered Project design and testing implementation modalities in year 1 will ensure that Project implementation is sound. Key progress is expected in years 2-4, with years 5-6 focused specifically on sustainability and adoption by other actors and other locations. The success of the intervention is based in part on experience of what worked during the pilot phase, as well as what is being learned from the Safe Cities Programme in PNG. Authorities are increasingly supportive of the initiative at local and national levels, and results are tangible and support effective planning and implementation. The Theory of Change would be further considered and refined during Year 1 of M4C PROJECT implementation, as additional evidence is gathered, as lessons are learned from initial interventions, and as systematic inputs are received from baseline data collection and early monitoring activities. This would be done by the Vanuatu Country Team, working with the M4C PROJECT KM team based in Fiji.

20 h ttp://www.iwda.org.au/research/measuring-gender-equality-outcomes-economic-growth-pacific/ 21 (Duflos, E., 2011) Women’s Empowerment and Economic Development, National Bureau of Economic Research, Working Paper 17702, www.nber.org/papers/w177702. Also see the 2012 World Bank “Gender Equality and Development Report”. 53 4. Phasing and Activities

The M4C Project will be implemented over a period of six years, with an estimated starting date of 1 January 2014. The six year intervention is divided into three phases:

Phase 1 The Preparatory Phase would take one year from the second half of 2013. The focus will be on Project establishment, stakeholder engagement, and establishing knowledge management systems. Phase 1 will include systematic consideration of what was learned from the 2009- 2013 implementation. Stakeholder engagement will take place at multiple levels, intended to explore avenues to advance the Project local government levels and within marketplaces.

Phase 1 will also include on going infrastructure development based on going initiatives UN Women Vanuatu M4C team recently started working with a film crew from Samoa tasked with completing a documentary. In 2009 UN Women, then UNIFEM started the production of a documentary on “Women in Pacific Parliaments” in partnership with the Secretariat of the Pacific Community and DFAT.The documentary aims to capture the Pacific Island Nations as they move towards affirming gender equality at the highest level of decision making, to document the struggles of women leaders as well as the work UN Women has done in the area of providing advice about electoral reform, including Temporary Special Measures (TSM) such as elected reserved seats and political party quotas. This documentary will survey the various challenges to political participation that Pacific women face. UN Women, in partnership with local governments, has worked hard to remove these barriers and support women and this film will examine the challenges, and highlight success stories from around the region.

It has also been noted that the markets and councils baseline studies covering Port Vila City Market, selected Efate Ring Road markets and Luganville City Market were completed and data analysis sheets prepared and sent to UN Women Fiji MCO in August 2013. The study will enable us to better determine UN Women’s intervention in areas where further strengthening is needed in women’s economic empowerment and security.

At the end of Phase 1, the following will have been accomplished: a clear annual work plan and budget for implementation for year 2, plus indicative materials for years 3-4, will have been prepared, vetted and agreed; activities will have been fully elaborated for each country and for regional and multi-country activities; staff will be place; criteria for marketplace selection and activity plans in place; planned infrastructure work will have continued and new plans established; significant progress will have been made with regard to knowledge management activities, including materials assembly and processing, establishment of monitoring systems (project and results), commissioning and overseeing all baseline data collection exercises; reporting procedures will be in place and relevant reports issued on

54 time; procedures will be in place for implementation and followed; and effective management systems will be in place.

Phase 2 The Core Delivery Phase would last three years, with completion anticipated in 2017. The focus will be on delivery of direct services, extension support, problem-solving, institutional strengthening, and infrastructure development.

During this phase, activities associated with each of the four outcomes will be fully underway, support actions for group formation and enabling will be carried out; infrastructure design and implementation activities – guided by technical inputs and representative structures – will be carried out; activities for strengthening local government and oversight are underway; activities for economic enhancement are in place; and knowledge management processes and products will enable implementation and provide oversight, reflection and learning, reporting will continue, results-monitoring will continue, a mid-term review will have been conducted, and an outcome evaluation will have taken place.

Phase 3 The Transfer Phase would last two years, with the emphasis on how Project outcomes can be sustained over time. The focus will be on ensuring that responsible agencies have the skills and orientation required to continue towards desired results, identifying challenges to achieving desired results, securing agreement on actors and actions to effect change and building coalitions to respond to these challenges. Knowledge management activities will include continued reporting and results-monitoring, preparation of final knowledge management products, and the impact assessment.

55 5. Project Governance and Management

This section presents overall project governance, management arrangements, human resources and staffing, as well as reporting systems.

Internal Governance and Management Structures

The M4C PROJECT will have rigorous and well established structures of accountability and management that will ensure successful delivery of results in the ground and that evidence is collected and collated for dissemination at a regional level. The following regional and country level mechanisms will therefore be established in the first year of implementation.

Regional and Country Level Accountability Frameworks

Project Board: This body will include UN Women, UNDP and DFAT. It would review the reports submitted by the Project Managers and consider progress and problems and advise accordingly. The Project Board meeting would take place every twelve months in early January and focus on assessing progress under the regional logframe22. Project Management Committee: A Project Management Committee will be established in each country of implementation. It will include representatives from relevant Government agencies (led by a nominated focal point within Government), UN Women, UNDP, DFAT, marketplace representatives (following establishment of, and strengthening of, these associations) and representatives of civil society, including national organisations that represent disabled persons. The Committee will receive advice from the country based Project Management team, who will provide the Committee with various documents relevant to considering implementation and progress. o These committees would meet every six months with the second one each year held immediately before the programme board meetings and would be responsible for reporting on implementation of activities, and consider progress towards output and outcome indicators as per each country’s Results Framework. o The second meeting each year would review progress over the previous twelve months as well as review the annual workplan for the next year.

The Project Management teams in Vanuatu would be led by international Project Managers (UN Women appointed) who would be responsible for coordinating all inputs, including the components directly implemented by UN Women as well as the component where UNDP serves as the responsible party. National Project Co-ordinator will also be retained. The project management team will also include a Communications and Monitoring Officer, an Admin and Finance Assistant, technical specialists that support the project on a needs basis, and the project implementation team from UNDP as the responsible party for Outcome 2. A Regional Advisor for Infrastructure Development will be based in the UN Women Office in Suva and will provide support to the Project in Vanuatu.

Human Resources and Staffing and Reporting Structures

As mentioned above, project management teams for the M4C PROJECT will be established in each country to facilitate implementation and coordinate and manage the project for the next six years. The following organograms show the composition of the project management teams at the country level as well as the regional management structures, reporting lines and initial partnerships. During the first year of implementation additional local partners may be identified.

22 A draft logframe is contained in the Integrated Programme Framework, but will be reviewed and finalised in Year 1 of implementation. 56 At the Regional Level, the M4C PROJECT will be supported by a Knowledge Management team headed by international consultants, selected based on the skills required at that point in implementation, for regular inputs over the duration of the project and, on as-needed basis, by a technical advisor for infrastructure development. These consultants and team members will report directly to the Deputy Representative and work in close collaboration with the WEE specialist. At the country level, International Project Managers will be responsible for the day to day implementation of the project, supervision of project staff and collation of information for the Knowledge Management team to consolidate information for all three countries. It is expected that each project management team will work directly with relevant local authorities and partners to support the institutionalisation and skills transfer of processes. UN Women will act as the Implementing Agent23 and UNDP will be a Responsible Party24 for the delivery of Outcome 2 of the project.

Figure 2: M4C PROJECT Organogram

23 UN-Women Financial Regulation 22.1 – 22.3 clarifies programming arrangements for UN Women. Implementing Partners undertake and manage UN-Women supported projects (ProDocs), including the procurement and delivery of inputs, to produce outputs. There is one Implementing Partner (IP) per project who is responsible and accountable to UN-Women by signing the project document along with UN Women. Categories are: (1) government entities, (2) non-UN inter-governmental organizations, (3) non- governmental organizations, (4) UN agencies, (5) Direct implementation by UN Women. An Implementing Partner may enlist one or more responsible parties (RP) to assist it in programme implementation. UN Women is the Executing Agency/ Implementing Partner for all its SN/AWPs, programmes, and projects. The predominant programme modality therefore is Direct Implementation (DIM). 24 A Responsible Party is defined as an entity that has been selected to act on behalf of the implementing partner on the basis of a written agreement or contract to purchase goods or provide services using the project budget. In addition, the responsible party may manage the use of these goods and services to carry out project activities and produce outputs. All responsible parties are directly accountable to the implementing partner in accordance with the terms of their agreement or contract with the implementing partner. Implementing partners use responsible parties in order to take advantage of their specialised skills, to mitigate risk and to relieve administrative burdens. 57 Fixed Term Positions Support roles service contracts Responsible Party Staff- UNDP Technical Assistance for Infrastructure (contract modality will depend on the magnitude and complexity of works undertaken in each country & Technical Assistance for other crosscutting issues addressed by the project Key local government counterparts M4C Project staff Continuous line = reporting & accountability lines Dotted lines = collaboration & partnership lines

Figure 3: M4C PROJECT Vanuatu

58 Fixed Term Positions Support roles service contracts Responsible Party Staff- UNDP Technical Assistance for Infrastructure (contract modality will depend on the magnitude and complexity of works undertaken in each country & Technical Assistance for other crosscutting issues addressed by the project Key local government counterparts M4C Project staff Continuous line = reporting & accountability lines Dotted lines = collaboration & partnership lines

Inter-Agency Operations: UN Women and UNDP

UNDP as the responsible party will be entrusted with a part of the project budget to spend on behalf of UN Women in accordance with a signed Agency-to-Agency agreement, and deliver project results for Outcome 2. UNDP will be responsible and accountable for the capacity-building and partnerships required to deliver the results of Outcome 2. As part of its programming responsibilities, UNDP may undertake planned procurement with suppliers in accordance with its procurement processes, providing that these do not contravene UN Women Procurement Policies and Procedures. For this purpose, UNDP as the responsibility party has designated its Multi-Country Office (MCO), based in Suva, Fiji, as the Project Management Team responsible for the day-to-day management of activities and monitoring of progress for this component. UNDP Project Management Team will work closely with the UN Women WEE Specialist and the country-level M4C Project Managers for coordination, integration, synergies and efficiencies that would ensure achievement of the overall goal of the project. The M4C PROJECT will elaborate consultative processes and interventions for which close coordination is required to avoid duplication of efforts. This is especially important with regard to Knowledge Management.

59 As the M4C PROJECT will be implemented over a period of six years, disbursement of funds to UNDP will be made in instalments on the basis of receipt detailed Annual and Quarterly Workplans in consultation with UN Women. UNDP MCO as the responsible party is directly responsible for collecting information on Outcome 2 to track implementation and measure progress against success. The MCO will work closely with the Knowledge Management team in this respect, and will be responsible to the WEE Specialist for this. UNDP MCO as the responsible party is directly responsible to the WEE Specialist for Outcome 2 reporting inputs, working closely with the Knowledge Management team. It will also appraise its donors of progress towards project results, upon approval from the WEE Specialist. While UNDP MCO will serve as a responsible party in implementing the M4C PROJECT, UN Women will manage all reporting requirements. All reports will be consolidated and issued by UN Women. For Shefa Market, UNDP MCO will liaise with the UNDP Pacific Centre to implement activities associated with Outcome 2, and UN Women will implement activities associated with outcomes 1, 3 and 4. UNDP MCO will implement activities associated with Outcome 2 in all remaining markets, in close working relationship with UN Women, who will be directly involved in outcomes 1, 3 and 4.

Procurement Systems and Standards

UN Women retains a decentralised organisational approach to procurement under delegation of procurement authority. The Fiji Multi Country Office (MCO), like all MCOs in UN Women with full delegation of authority, has a procurement delegation approval limit of up to US$100,000 and any transactions of a higher threshold are submitted for review by higher level committees at the Regional Centre in Bangkok, Thailand and at headquarters in New York, USA, depending on respective amounts. The programmatic limit is, however, US$1 million. The procurement section in the Fiji MCO is composed of highly qualified and certified practitioners, who interact with the project teams in the countries to facilitate the procurement process as defined by the internal control framework (ICF, refer below on ICF details). The integrity of the procurement system in UN Women is underpinned by a sound regulatory framework, policies and procedures as well as procurement principles. In the UN Women Financial Regulations and Rules (FRRs), Article 24 governs all UN Women procurement. The FRRs specify the key regulations and rules for procurement, types of procurement instruments and evaluation mechanisms and primacy of competitive tendering while recognising situations in which that may not be in the best interest of the UN Women. The UN Women Internal Control Framework (ICF), derived from the FRRs, governs the way procurement is done at UN Women Fiji MCO by providing detailed control mechanisms and clearly defined roles and responsibilities, thus ensuring separation of duties and accountability for the use of delegated procurement authority, including limits of procurement activity for review by a review committee, the Acquisition Management Review Committee. The key principles of UN Women procurement, which are also derived from the FRRs, underpin all procurement. The best value for money, fairness, integrity, transparency, effective competition and the interest of UN Women are the core guiding principles for procurement which guide all procurement processes. The centrality of the procurement function in UN Women is noted by the strength of the regulatory framework, guidelines and procedures in this area. In addition to the above, UN Women has stringent rules on Ethical Standards, Corruption and Fraud in relation to procurement.

60 UN Women – Accountability Framework

The accountability framework captures the essence of transparency mechanism in UN Women conduct of business. It highlights quite importantly that UN Women personnel shall never use their authority or office for personal gain and will seek to uphold and enhance the standing of UN Women. To reinforce this: UN Women Financial Rule 203, states “All personnel of UN Women are responsible to the Under- Secretary-General/Executive Director for the regularity of actions taken by them in the course of their official duties. Any personnel who take any action contrary to these financial regulations and rules or to the instructions that may be issued in connection therewith may be held personally responsible and financially liable for the consequences of such action.”

For operational effectiveness, the Executive Director has delegated to the Deputy Executive Directors the Director of Management and Administration and all Heads of Office, specific authority which includes (but is not limited to) approval authority in country programming, resource mobilization, procurement and contract matters, assets, finance and budget management matters and human resources management. The nature and scope of these areas of authority is described in detail in the relevant chapters of the Programme and Operations Manual, the UN Women Internal Control Framework and other administrative issuances.

The delegations within the Delegation of Authority Framework are designed to:

1. Ensure organisational, programmatic, and management effectiveness; 2. Strengthen organisational efficiency; 3. Establish appropriate accountabilities, and 4. Ensure that due process is followed.

All delegations must be done in writing and no authority defined within the Delegation of Authority Framework shall be undertaken prior to receipt and counter signature of a Delegation Letter in accordance with the delegation of authority policies and procedures. The Representative is authorised to assign roles and responsibilities to personnel within the MCO.

Regional Director, Country Office Representative and/or Programme Manager(s)

 Manage and monitor overall programme at country or regional level for the achievement of programme outputs and plausible contribution to outcomes.  Monitor that resources entrusted to UN Women are utilised appropriately.  Ensure appropriate arrangements with implementing partners.  Ensure on going stakeholder engagement and sustainability.  Participate in component programme or project management and monitoring, as needed.  Manage decentralized evaluations of programmes according to the MERP and follow-up on the management response and dissemination strategy.  When UN Women is the ‘implementing partner’ or a ‘responsible party’, perform duties and

61 provide implementation support services, as agreed.  Report on the achievement of results and financial expenditure to donors and to UN Women through corporate reporting mechanisms.

* Extract from UN Women’s Programme Implementation and Management Guidelines.

UN Women Annual Work Planning and Approval Processes

Annual Work Planning Process for the M4C PROJECT: The Fiji, Solomon Islands and Vanuatu Country Annual Workplans are developed in alignment with the UN Women Pacific Multi Country Office Strategic Work plan. Each of the country M4C PROJECT teams will work in consultation with the local counterpart and submit a draft copy of the annual work plan to the UN Women Multi Country Office in the first week of the last month of each year. The regional management team based in Suva will then provide comments to each country office and ensure knowledge management and monitoring and evaluation activities are adequately reflected in the workplans

62 and continue to build on the evidence to measure results. Once the country project teams have integrated suggested amendments, a final submission to UN Women Multi Country Office in Suva, Fiji will be done no later than end of last month of each year, which will allow the project teams to incorporate M4C AWP into their respective countries’ AWP.

UN Women Integrated AWP process: In November each year, Country Program Co-ordinators submit country AWPs to Regional Programme Managers. UN Women MCO will then integrate Country AWPs into the Regional AWP which is then submitted to the Regional Office in Bangkok by the Head of Agency. A Peer Review from the Regional Office and/or headquarters is then undertaken. UN Women’s MCO revises changes and then re-submits for final approval. The Regional Office then approves Regional AWP by December each year.

In addition to the process above, between 1st November and 15th December, UN Women headquarters undertakes a Programme Planning and Mid-Term review to: 1. Review and draw lessons learned from the first year of implementation of all UN Women programmes as per the approved Strategic Notes and Annual Work Plans. 2. Draw lessons from the programmatic results and experience from previous years to inform preparation of UN Women’s revised/new Strategic Plan (2014-2017).

In planning for a new year, the Multi Country Office draws from the results and achievements of the AWP for that particular year and also highlight challenges and lessons learnt. The AWP also includes:  Changes to the results framework including: o Development Results Framework outcomes, outcome indicators, baselines and targets. o Outputs, indicators, baselines and targets; o Management Results Framework outputs, baselines, targets and activities.  Previous year’s budget for core and non-core (taking into account projected delivery for the previous year and carry over to the following).  Changes in staffing and staff costs, alongside total programme budget.

Donor Reporting Processes

UN Women Fiji MCO shall provide to the Donor all or parts of the following reports prepared in accordance with UN Women accounting and reporting procedures. a) An annual status report of programme/project progress for the duration of the Agreement, as well as the latest available approved budget. b) An annual certified financial statement as of 31 December every year to be submitted no later than 30 June of the following year. c) Within six months after the date of completion or termination of the Agreement, a final report summarising programme/project activities and impact of activities as well as provisional financial data. d) On completion of the programme/project, a certified financial statement to be submitted no later than 30 June of the year following the financial closing of the project. If special circumstances so warrant, UN Women may provide more frequent reporting at the expense of the Donor. The specific nature and frequency of this reporting shall be specified in an annex to the donor Agreement.

Infrastructure Management

Through the Safe Cities for Women and Girls Programme in PNG, UN Women has acquired knowledge and experience on managing the development of infrastructure and improving facilities at the markets. UN Women has developed a system to ensure risk and liability is minimized for UN Women, but more importantly, that the principles from the Paris Declaration on Aid Effectiveness and the Accra Agenda for Action on ownership and government alignment are followed.

63 The diagram below demonstrates how the process of infrastructure planning, costing, procurement, development and verification will take place where adequate public financial management systems exist. In cases where public financial management systems do not exist or do not meet minimum accountability standards, UN Women will develop a more comprehensive framework to ensure the planning, procurement, supervision of works and quality control are adequately met.

Figure 4: Infrastructure Planning and Implementation

The system is expected to function as follows: . The UN Women Project Manager, in consultation with the Local Municipal Councils will ensure that gender inclusive designs are incorporated into the market infrastructure project design. . The UN Women Infrastructure Engineer (engineer, architect, urban planner) or managing contractor will then draft the scope of works in consultation with local municipal councils ensuring that milestones are also included in the submission. The contractor will be responsible for the day to day supervision during the construction phase . The Local Municipal Council/Department of Works/Engineering Division will ensure that the scope of works is approved by the relevant government departments and that the procurement of works is implemented through government systems. The evaluation panels will include government experts or selection panel experts and UNW technical experts. The purchase order issues with specification on payment schedule will also be included with the milestones and retainer. . Construction Company/Contractor: Upon achievement of each milestone, will request for payment documentation and invoice submitted to Local Government, copy to UN W technical expert. Depending on the size and complexity of the works, a performance security bond will be part of the terms and conditions of the contract with the Managing Contractor as an additional security. . The UN Women Infrastructure Engineer validates works have been completed and provides certification for processing payment. . Joint inspection by UN Women and the relevant Local Council and, where required, Council expert/engineer confirms works are in compliance with regulations.

64 Team Member Responsibilities

The responsibility for various stakeholders in the construction project is elaborated in the following table: Table 4: Team Member Responsibilities Position Responsibilities UN Women Project International Position (1 in each country) Manager Relevant skills and training, prior experience and satisfactory performance

. Represent UN Women with regard to all aspects of the Project . Overall all aspects of Project implementation, including scheduling, administration of management contracts, hold to milestones, and handle handover to local authorities . Financial and technical monitoring of budget and scopes of work . Site visits and inspections . Regular progress meetings and checks against milestones . Ensure contract compliance, monitor costs, and supervise teams . Counter sign all certifications by the Infrastructure Engineers on all payments to the managing contractor . Ensure effective consultation with stakeholders, with particular regard to market vendors, regarding market infrastructure design and construction . Directly engage with organisations representing disabled persons when designing infrastructure . Sits on selection panels for contractor selection . Other activities as required UN Women International Position (based at the MCO in Suva, Fiji) (1 covering all 3 countries) Infrastructure Engineering, architecture or urban planning background Engineer . Support country-based project management teams in providing overall supervision and design of structure plans of the market infrastructure projects in the following areas: o Assess the capacity of local government authorities to undertake the supervision and design of structure plans o Support the project management team in consultations with stakeholders on infrastructure matters, and help address stakeholder desires into structure plans o Support the project management team in the development of structure plans that effectively respond to the needs of women and men, disabled persons, and address universal access matters, ensuring compliance with DFAT’s Universal Access Guidelines o Confirm that structure plans drafted for market infrastructure are compliant with pre-approved DFAT and/or UN standards, as appropriate. This includes all technical specification, drawings and conditions of contract o Design the quality assurance and quality control plan

65 Position Responsibilities o Work with the project management team to ensure that relevant approvals are obtained from respective authorities, and help resolve any problems arising o Ensure compliance with environmental legislation, including DFAT EIA requirements, tender and oversee environmental impact assessment contractors, and ensure compliance of contractors with relevant authorities o Support the project management team in oversight of construction, and ensure compliance with scheduled deliverables. Ensure that safety procedures are elaborated and followed o Identify, assess, and record in a risk management plan any risks prior to specific project activities are approved by relevant authorities. Subsequent to this risk assessment, monitor, maintain and implement the risk management plans o Other activities as required . Support country-based project management teams in providing construction and quality assurance supervisory services of market infrastructure projects in the following areas: o Capacity assessment of local authorities to carry out construction and quality assurance supervision, and make recommendations thereto o Help supervisor local authorities and, as appropriate, local contractors during construction to ensure that designs aimed at improved gender sensitive structures and universal access protocols are complied with, ensuring compliance with DFAT’s Universal Access Guidelines o Supports effective contractor planning and implementation, including scheduling of various resources to ensure delays are avoided o Monitoring and enforce quality assurance and quality control plans o Highlight risks and means of mitigation in a timely manner o Site inspections o Sits on selection panels for contractor selection Local Authority – . Engagement of managing contractor for works as per Government regulations. Effective where authority has oversight of tendering and firm selection capacity . Set material, equipment and operational standards based on existing local regulations. If existing regulations are inadequate, based on DFAT pre-approved standards, work with the infrastructure engineer to strengthen these . Make architectural design decisions, in liaison with the infrastructure engineer . Address financial, insurance and legal requirements . Establish effective systems for construction site safety, including for those accessing facilities in the case of infrastructure upgrading . Appoint a Site Manager to: o Ensure overall co-ordination of contractors, suppliers, and others work on site and providing services

66 Position Responsibilities o Obtain necessary statutory permission to ensure site entry, building permits, work permits, etc. o Oversee safety inspections o Arrange for services on site, including water, electricity and sanitation services o Ensure compliance with safety and fire regulations o Check periodic valuations and facilitate approval for payment to the managing contractor o Regularly monitor progress and quality control . Provide a safe and reasonable working environment for all Local Authority – . Through an approved competitive process, appoint a contracting company to conduct where authority oversight and management functions as per the above. needs significant . Will engage with the local authority, the UN Women Project Manager, and the UN capacity Women Infrastructure Engineer enhancement . Build capacity in the local authority Managing . Plan, manage and properly execute construction activities, reporting to the Site Manager Contractor in the local council or representing authority . Sub-contracting for materials and equipment supplies, speciality sub-contractors, material fabricators, construction trade workers and others . Overseeing plan implementation, solve problems, ensure timeline is complied with . Ordering materials and supplies, ensure job site safety (plan development and oversight), ensure proper performance of sub-contractors and suppliers, provide construction workers with the requisite skills . Co-ordinate across project team members . Comply with all applicable laws and regulations . Comply with contract documentation Market Infra- . Liaise effectively between market vendors and local authorities structure Steering . Help ensure that gender matters and universal access considerations are taken into Committee – UN account, ensuring compliance with DFATS Universal Access Guidelines Women, local . Approve the project business plan council, relevant . Oversee planning and construction as an independent advisory body and bring relevant government issues to the attention of the managing contractor departments, . Raise concerns with relevant authorities managing . Ensure that the contractor has employed people from the community labour lists contractor, and . Assist with dispute resolution as required suppliers as . Review progress and quality required . Meet monthly or more frequently, as required

Procurement Process The construction procurement process, quality control and financial accountability will be undertaken as follows:

67  UN Women will hire an Infrastructure Engineer (regional position) with an engineering, architecture or urban planning background to oversee the Infrastructural projects being undertaken in all three countries. The Infrastructure Engineer will work closely with local authorities, the M4C PROJECT Manager and short-term sub-contractor hired to support the design, validation and supervision of the works. The sub-contractor will address design considerations and could include some or all of the following: draughtsmen to produce working drawings from the architectural sketches, structural engineers to design the structure, civil engineers to design earth works, water engineers and electrical engineers to design power and lighting, and quantity surveyors to prepare estimates and tender documents.  The decision on whether to hire a sub-contractor or a managing contractor company will depend on each country’s local authority capacity as well as the complexity of the works being undertaken.  The UN Women Project Manager will ensure that consultations with relevant stakeholders will take place, in particular with regard to market vendors, that concerns are addressed on infrastructure design and plans.  UN Women’s Infrastructure Engineer will draft the various scopes of work in consultation with the relevant division of the Local Council (Department of Works, Engineering Division, etc.). These will include a clear outline of milestones to be completed in each phase of the construction of infrastructure for the release of each payment.  The UN Women Infrastructure Engineer, with assistance from the UN Women Project Manager, will liaise with the relevant division of local government (e.g., Department of Works, Engineering Division, etc.) for the approval of scopes of work.  The local government authority calls for tender or requests for quotations according to their public works procurement procedures. In some instances UN Women’s Infrastructure Engineer can support in sourcing quotes.  The procurement process is completed and approved by the requisite authorities.  A purchase order is issued with the payment schedule that clearly outlines each milestone the construction contractor needs to achieve.  Upon achievement of each milestone, the Managing Contractor submits the invoice to the relevant local authority with a copy to the UN Women Project Manager. The UN Women Infrastructure Engineer, together with a focal point from the local authorities and the relevant sub-contractors, validate the work and achievement towards milestones25. Thereafter certification of satisfactory works is issued and a request for payment processed. The UN Women Project Manager would receive a copy of all documentation being processed.  Where required, the UN Women Infrastructure Engineer and the government’s relevant works department will do a joint inspection at the site to ensure works are compliant with security and quality control regulations and local standards.  In addition to the above, UN Women’s M4C PROJECT team and sub-contractor will conduct day-to-day supervision of the works, while reporting on site progress to the UN Women Infrastructure Engineer during the construction phase.  Depending on the size and complexity of the works, a performance security bond/guarantee may be part of the terms and conditions of the contract with the Managing Contractor as an additional security measure.

Table 5: Summary of Process and Responsibilities Function Description Responsibility Hire Project Manager UN Women Project Manager to be a country-based post to oversee project UN Women and Infrastructure activities in each country. Engineer for the M4C Regional Infrastructure Engineer to oversee the infrastructural projects PROJECT being undertaken in all 3 countries. Design Consultant The sub-contractor will address design considerations and could include UN Women Project Manager &

25 The focal point from the local authority must have the requisite skills to complete these responsibilities. One of the tasks to be conducted at start-up is an assessment of the skills profile of the local councils, and whether the councils need to secure additional skilled personnel. The project would assist in training such an officer should this be required. 68 Function Description Responsibility (sub-contractor) some or all of the following: draughtsmen to produce working drawings UN Women Infrastructure from the architectural sketches, structural engineers to design the structure, Engineer civil engineers to design earth works, water engineers and electrical engineers to design power and lighting, and quantity surveyors to prepare estimates and tender documents. Communication to Identify project impacts of concern to local community and business UN Women Project Manager local community groups. leaders, vendors, Specifically discuss access and use matters with representative media and organisations working with disabled persons. Government Communicate frequently and in a timely manner on the status of the project stakeholders and associated impacts (community meetings, informational newssheets). Limit media contact to designated personnel. Require contractors to refer all media comment to the designated personnel. Establish the official position on project issues communications. Address media questions so as to communicate the right message. Cultivate the media to present positive news on project events. Include Government stakeholders in project milestone events so that their support and contributions can be recognised.

Drafting the Scope of The scopes of work to be drafted in consultation with the relevant division UN Women Infrastructure Works & Tender of the local council (e.g., Department of Works, Engineering Division, etc) Engineer Documents and include a clear outline of milestones to be completed in each phase of the construction of facilities/ infrastructure for the release of each payment.

Approval of the Liaison with the relevant division of local government (Department of UN Women Project Manager & Scope of Works Works, Engineering Division, etc) for the approval of the Scope of Works. UN Women Infrastructure Engineer Tendering The local government calls for tender or requests for quotations according Local Councils, supported by to their public works procurement procedures. In some instances UN the UN Women Infrastructure Women’s Infrastructure Engineer can support in sourcing quotes. Engineer Procurement for the Evaluation committee to be convened by the Local Council, and to include Local Councils, supported by Managing Contractor the Infrastructure Engineer and the M4C Project Manager. the UN Women Project Manager and the UN Women Infrastructure Engineer Contract issuance and A contract will be issued to the Managing Contractor by the local council. Local Councils, supported by purchase order Based on the contract, UN Women to issue a purchase order according to the UN Women Project issuance the schedule of payments. Manager Certification of works Upon achievement of each milestone, contractor submits invoice to Local UN Women Project Manager & and approval for Council with a copy to UN Women. UN Women Infrastruc-ture Engineer UN Women Infrastructure payment together with the M4C Project Manager and Sub – contractor validates the Engineer works’ milestones have been completed and provides certification for processing of payment. Project manager receives copy of all documentation being processed. Security and The Managing Contractor has responsibility for adherence to safety and Local Councils, supported by Compliance with security standards. The Local Councils have responsibility of ensuring all the UN Women Infrastructure safety regulations the safety procedures are complied with. UN Women also has a Engineer responsibility of ensuring laid down safety procedures are complied with at all stages of the works. Where required, UN Women Infrastructure Engineer and the government’s relevant division will do a joint inspection at the site to ensure works are compliant with security regulations and standards. Quality Management Quality management during the construction phase covers: Local Councils, supported by . Review of contract documents to verify that quality aspects have been the UN Women Infrastructure Engineer and the Managing considered Contractor . Surveillance of construction for adherence to quality requirements . In process and receiving point quality inspections . Audits of consultant, contractor, and supplier quality programs for adequacy and compliance. The focus for the Local Council and UN Women is quality management and assurance, through scheduled audits and periodic oversight reviews to ensure contractors comply with their quality plans and overall quality assurance plan in place.

69 Function Description Responsibility From the side of the Managing Contractor, quality is achieved by the contractors performing work in accordance to an approved quality control plan. Construction contractors and suppliers should be required to submit a quality plan appropriate for their scope of work to the Local Council for approval. Market Site Project Closing contractual activities requires the M4C project manager to oversee Local Councils, supported by Closure final settlement of project contracts, acceptance of contract deliverables, the UN Women Project collection of contract documents and records (such as as-built drawings, Manager, the UN Women operation and maintenance manuals, and warranties, etc.), final inspections Infrastructure Engineer and the and approval of final payments. The project manager’s responsibilities for Managing Contractor administrative closeout relate to demobilising the UN Women project team and completing activities with other stakeholders, arranging the disposition of project records, closing of funding and financing agreements, and performing an evaluation of project success and lessons learned. The M4C project manager, Managing Contractor and Local Councils should follow the procedures and actions specified in each contract’s terms and conditions to settle and close the project’s construction contract agreements.

6. Knowledge Management

In the Pacific, one of UN Women’s key roles is to support evidence-based advocacy and programming on gender equality and women’s empowerment. As evidence of this commitment, the M4C PROJECT will design and employ a robust knowledge management strategy that includes project monitoring of activities and outputs, results monitoring of use of outputs and intermediate outcomes, evaluation of outcomes and impact assessment of results.

Knowledge Management (KM) is defined herein as the systematic collection, use, and sharing of evidence, gained through quantitative, qualitative, observational and consultative means, which is aligned with UN

Women’s mandate and objectives and responsive to the needs of the Project’s target groups, to support M4C

PROJECT objectives, the national and regional WEE agenda, and the aims of UN Women overall.

The UN Women Knowledge Gateway (KG) for Women’s Economic Empowerment (www.empowerwomen.org) will be one of the platforms apart from the UN Women Asia Pacific website showcasing stories collected, knowledge products produced, facilitate exchange of lessons learned and good practices and capture processes including reflection and learning etc. All stakeholders will be encouraged to register to the KG and become active users of this global online platform. The Knowledge Gateway for Women’s Economic Empowerment is building a new functionality, the Market Place, which will support the pipeline of women in business to become part of global supply chains (either as primary or secondary suppliers) hence, the KG will be integrated into the M4C project as a tool to support women’s business growth. In addition, the Knowledge Gateway for Women’s Economic Empowerment runs discussions on the obstacles of women to formalize their businesses therefore partners & stakeholders will have access to a global platform to engage in discussions as well. The Media and Communications Specialist at Fiji MCO, the Communications and Monitoring Officer and the Project Manager of each country will also be liaising with the Women’s Economic Empowerment

70 Regional Coordinator in Bangkok and the Knowledge Gateway team at HQ in New York to ensure effective and efficient coordination is maintained on KM

Approach

The KM process and products are meant to inform M4C PROJECT operations, strengthening implementation, provide advocacy tools for local and national audiences, and provide knowledge products for sharing at national, regional and international levels. As noted earlier, Year 1 of M4C PROJECT implementation will include attention to systems establishment. For KM, this means elaborating project and results monitoring, establishing the evaluation framework, and setting up systems for effective KM implementation.

Knowledge Management activities will be implemented at three levels in the M4C PROJECT: 1) ‘horizontally’ within the M4C PROJECT team and within the WEE Programme overall; 2) ‘upstream’ to regional and international levels; and 3) ‘downstream’ within the M4C PROJECT implementation areas.

. Horizontally – Within the M4C PROJECT team and within the WEE Programme, KM is meant to inform Project implementation, strengthen systems for lessons learning, and serve as a catalyst for the development of joint knowledge products. Given that UNDP will be involved in the implementation of Outcome 2, horizontal KM is also aimed at maximising information sharing and joint knowledge product development. It is also especially important in building team commitment for KM. KM will reflect learning from partner agencies and projects, and help inform these agents as well. . Upstream – PIM Pilot Project implementation, as well as Safe Cities implementation, highlights the many lessons learned from marketplace-focused interventions. KM will encourage more systematic collection of data, including documenting innovations in implementation, and the sharing of information at regional and international levels. At the same time, there is much that can be learned from other regions of the world, prior experience in the Pacific, and from international agencies.

The M4C PROJECT KM component will include learning from these agencies and their varied

knowledge products, and direct engagement with relevant actors to support the M4C PROJECT in this regard. . Downstream – Of particular importance, KM is intended to strengthen implementation on the ground, creating a variety of tailored knowledge products that will be of use for effective implementation. KM products and processes will ensure an informed response at local level, supporting bylaw development and oversight, marketplace design and construction, and institutional strengthening, along with other uses. At the same time, it is recognised that marketplace representative institutions will only be viable and will only be sustained if they have important roles to play. The KM process will actively engage with these institutions for informed decision-making and problem-solving, helping strengthen these institutions in the process.

71 7. Implementation Procedures

An experienced Knowledge Management team will be based at junctures at the regional UN Women Multi- Country Office in Suva, Fiji, responsible for KM for the Project overall and across the three countries, and reporting to the WEE Specialist. The KM team will work especially closely with the Communications and Monitoring Officers in each of the three Country Offices, will liaise with the country Project Managers to co- ordinate implementation of KM activities, and will directly engage in field activities to ensure a proper understanding of implementation context and processes. The terms of reference for the KM short-term international technical advisors covers co-ordination of project and results monitoring and evaluation, as well as broader KM functions associated with product development, learning and sharing. This is not a full-time position, but it is expected that the level of effort in Year 1 and Year 6 will be very high given activities (including end line evaluation preparation for Year 6), and with shorter-term inputs in between.

In each country, the Communications and Monitoring Officer will be responsible for day-to-day M4C

PROJECT monitoring of inputs, activities, and outputs, and with support from the KM team will process results-based monitoring data focused on use of outputs and intermediate outcomes.

Key KM activities are as follows:

. At start-up, assemble and review materials from the PIM Pilot Project and the UNDP project. Expand this to include other relevant materials from the region, including the Safe Cities Women and Girls Programme. . Expand this to include an exhaustive review of international materials, including from UN headquarters, the World Bank, the International Fund for Agricultural Development, research institutes and other agencies involved in markets as well as in gender. . Organise the local and international materials. Establish a system for storage and access and utilisation. Draft thematic notes of relevance for implementation as a first range of project knowledge products.

. Working with the team, review the relevance of the materials for M4C PROJECT implementation. Review and update the logframe. Refine the M&E Framework, including a Performance Monitoring and Assessment Framework and a Results Framework. Ensure that consideration of learning and sharing with Safe Cities Women and Girls Programme is incorporated. This would need to include content requirements and deadlines to meet reporting requirements of UN Women and donor agencies. . Establish and report towards annual workplan for KM. . Quarterly internal project and results monitoring report. . Annual project and results monitoring report and issues arising by year end. . Annual reporting on programme performance against the Performance Monitoring and Assessment Framework.

72 Broad-based KM actions are as follows:

. Ensure high quality KM products, with consistent standards of KM processes and products across the three countries. Data collected through KM processes will be comparable across the three countries. . Align these with the information requirements for UN Women and development partners, ensuring in particular that the materials can be incorporated into reports, and inform analysis of Project progress. . Working with the country teams, identify KM products for upstream use, establishing responsibilities and deadlines. . Working with the country teams, based on the materials review identify KM products for downstream use, establishing responsibilities and deadlines. . Prepare (and oversee preparation of) flagship publications, newsletters, policy briefs, and similar knowledge products. Prepare (and oversee preparation of) project-site relevant materials. Work with innovation communications approaches, including photos, contests, videos, social media, etc. . Engage with research institutions in the Pacific region and beyond on various knowledge products. . Organise and facilitate conferences, within the team and beyond, for lessons learning and information sharing. . Evaluation preparation and support.

Regarding this last point on evaluation, the M4C PROJECT will include an endline evaluation/impact assessment early in Year 6 of implementation and a Midline Assessment early in Year 4 (at the end of the intensive implementation period). Year 1 will therefore include planning for a Baseline Survey covering the

M4C PROJECT areas in all three countries, with specific care taken to establish ranges of project exposure and how these levels may affect impacts at individual level. The baseline will include both quantitative and qualitative approaches, and will include inputs from stakeholders at all levels to ensure that requisite variables are measured. Phase 2 would include a Formative Evaluation, focusing on implementation modalities, with an emphasis on implementation problem identification and recommendations for resolution. In Year 4, a rapid Midterm Review is also proposed, building on the Formative Evaluation, and again focused on implementation. Phase 3, the Transfer Phase, would include the end line Evaluation/Impact Assessment. It would be an external evaluation, and would comprise an evaluation activity with technical oversight from the regional office in Bangkok.

73 8. Value for Money Data Collection and Management Processes

The KM team will report to the WEE Specialist at the MCO. The KM team will be responsible for processing data for inputs into major reports, for submission of reports by the WEE Specialist. This includes the annual UN Women reports, as well as the Annual Report to DFAT.

It is important that all primary data collection activities be conducted as efficiently as possible. There are a number of indicators that would involve quantitative data collection, which can be especially expensive. The KM team will be responsible for ensuring that these data collection activities are:

1) grouped together as possible, with a single survey covering numerous indicators (including across outcomes); 2) adapted for use in each of the three countries; and 3) prepared at baseline and implemented at marketplace level as new marketplaces come ‘online’ in the Project.

With regard to point (1), the logframe was reviewed and considered in terms of how to proceed with measuring various indicators at goal, outcome, and outputs. This process is reflected in the following table:

Table 6: Knowledge Management Activity, Timing, Means of Verification and Resources Year Means of Indicators to be Measured # of Times Resources Internal External Verification Activity to Take Place 1 Quantitative Goal level indicators: G1, G2 1 Survey mgt and Survey firm survey SN Outcome Level Indicators: conter-parting 2.1, 2.2 Outcome level indicators: 1.1, 2.1, 2.2, 2.3, 4.2 Output level indicators: 1.1.1, 2.1.2, 2.2.1, 2.3.1, 2.4.1, 3.2.1, 3.2.2, 4.2.1 1 Key informant Goal level indicators: G1, G2 3 Conduct None interviews SN Outcome Level Indicators: interviews 2.1, 2.2 Outcome level indicators: 1.3, 2.2, 2.5, 3.1, 3.3, 4.2 Output level indicators: 1.3.1, 1.3.2, 2.2.1, 2.5.1, 3.1.1, 3.1.2, 3.3.2, 4.2.1 1 Focus group Goal level indicators: G1, G2 2 Conduct group None and similar SN Outcome Level Indicators: discussions discussions 2.1, 2.2 Outcome level indicators: 1.2, 3.2, 4.2 Output level indicators: 1.2.1,

74 Year Means of Indicators to be Measured # of Times Resources Internal External Verification Activity to 3.2.1, 3.2.2, 4.2.1 1 Other SN Outcome Level 1 Various data Some Indicators:2.1 , 2.2 collection requirement for Outcome level indicators: 1.1, external local 1.2, 1.3, 2.2, 2.3, 2.5, 3.1, expertise 3.2, 3.3, 4.1 Output level indicators: 1.1.1, 1.1.2, 1.2.1, 2.2.1, 2.4.1, 2.3.1, 2.2.1, 2.4.1, 2.5.1, 3.2.3, 3.3.1, 4.1.1 2 Rapid SN Outcome Level Indicators: 1 All handled None quantitative 2.1, 2.2 internally survey Outcome level indicators: 1.1, 1.2, 1.3, 3.2, Output level indicators: 1.1.2, 1.1.1, 1.2.1, 1.3.1, 3.2.1 2 Key informant Goal level indicators: G1, G2 1 Conduct None interviews SN Outcome Level Indicators: interviews 2.1, 2.2 Outcome level indicators: 1.3, 2.2, 2.5, 3.1, 3.3, 4.2 Output level indicators: 1.3.1, 1.3.2, 2.2.1, 2.5.1, 3.1.1, 3.1.2, 3.3.2, 4.2.1 2 Focus group Goal level indicators: G1, G2 1 Conduct group None and similar SN Outcome Level Indicators: discussions discussions 2.1, 2.2 Outcome level indicators: 1.2, 3.2, 4.2 Output level indicators: 1.2.1, 3.2.1, 3.2.2, 4.2.1 3 Key informant Goal level indicators: G1,G2 1 Conduct None interviews SN Outcome Level Indicators: interviews 2.1, 2.2 Outcome level indicators: 1.3, 2.2, 2.5, 3.1, 3.3, 4.2 Output level indicators: 1.3.1, 1.3.2, 2.2.1, 2.5.1, 3.1.1, 3.1.2, 3.3.2, 4.2.1 3 Focus group Goal level indicators: G1, G2 1 Conduct group None and similar SN Outcome Level Indicators: discussions discussions 2.1, 2.2 Outcome level indicators: 1.2, 3.2, 4.2 Output level indicators: 1.2.1, 3.2.1, 3.2.2, 4.2.1 3 Other SN Outcome level indicators: 2.1, 1 Various data Some

75 Year Means of Indicators to be Measured # of Times Resources Internal External Verification Activity to 2.2 collection requirement for Outcome level indicators: 1.1, external local 1.2, 1.3, 2.2, 2.3, 2.5, 3.1, expertise 3.2, 3.3, 4.1 Output level indicators: 1.1.1, 1.1.2, 1.2.1, 2.2.1, 2.4.1, 2.3.1, 2.2.1, 2.4.1, 2.5.1, 3.2.3, 3.3.1, 4.1.1 4 Quantitative Goal level indicators: G1, G2 1 Survey mgt and Survey firm survey (mid- SN Outcome Level Indicators: conter-parting term data 2.1, 2.2 collection) Outcome level indicators: 1.1, 2.1, 2.2, 2.3, 4.2 Output level indicators: 1.1.1, 2.1.2, 2.2.1, 2.3.1, 2.4.1, 3.2.1, 3.2.2, 4.2.1 4 Key informant Goal level indicators: G1, G2 2 Conduct None interviews SN Outcome Level Indicators: interviews 2.1, 2.2 Outcome level indicators: 1.3, 2.2, 2.5, 3.1, 3.3, 4.2 Output level indicators: 1.3.1, 1.3.2, 2.2.1, 2.5.1, 3.1.1, 3.1.2, 3.3.2, 4.2.1 4 Focus group Goal level indicators: G1, G2 1 Conduct group None and similar SN Outcome Level Indicators: discussions discussions 2.1, 2.2 Outcome level indicators: 1.2, 3.2, 4.2 Output level indicators: 1.2.1, 3.2.1, 3.2.2, 4.2.1 5 Key informant Goal level indicators: G1, G2 1 Conduct None interviews SN Outcome Level Indicators: interviews 2.1, 2.2 Outcome level indicators: 1.3, 2.2, 2.5, 3.1, 3.3, 4.2 Output level indicators: 1.3.1, 1.3.2, 2.2.1, 2.5.1, 3.1.1, 3.1.2, 3.3.2, 4.2.1 5 Focus group Goal level indicators: G1, G2 1 Conduct group None and similar SN Outcome Level Indicators: discussions discussions 2.1, 2.2 Outcome level indicators: 1.2, 3.2, 4.2 Output level indicators: 1.2.1, 3.2.1, 3.2.2, 4.2.1 5 Other SN Outcome level indicators: 2.1, 1 Various data Some

76 Year Means of Indicators to be Measured # of Times Resources Internal External Verification Activity to 2.2 collection requirement for Outcome level indicators: 1.1, external local 1.2, 1.3, 2.2, 2.3, 2.5, 3.1, expertise 3.2, 3.3, 4.1 Output level indicators: 1.1.1, 1.1.2, 1.2.1, 2.2.1, 2.4.1, 2.3.1, 2.2.1, 2.4.1, 2.5.1, 3.2.3, 3.3.1, 4.1.1 6 Quantitative Goal level indicators: G1, G2 1 Survey mgt and Survey firm survey (end SN Outcome Level Indicators: conter-parting line) 2.1, 2.2 Outcome level indicators: 1.1, 2.1, 2.2, 2.3, 4.2 Output level indicators: 1.1.1, 2.1.2, 2.2.1, 2.3.1, 2.4.1, 3.2.1, 3.2.2, 4.2.1 6 Key informant Goal level indicators: G1, G2 2 Conduct Conduct interviews SN Outcome Level Indicators: interviews interviews 2.1, 2.2 Outcome level indicators: 1.3, 2.2, 2.5, 3.1, 3.3, 4.2 Output level indicators: 1.3.1, 1.3.2, 2.2.1, 2.5.1, 3.1.1, 3.1.2, 3.3.2, 4.2.1, 4.2.1 6 Focus group Goal level indicators: G1, G2 2 Conduct group Conduct group and similar SN Outcome Level Indicators: discussions discussions discussions 2.1, 2.2 Outcome level indicators: 1.2, 3.2, 4.2 Output level indicators: 1.2.1, 3.2.1, 3.2.2, 4.2.1

To ensure that data collection is handled as efficiently as possible, the international consultant heading the KM team will be responsible for preparing a detailed data collection plan in Year 1.

The KM team will be responsible for co-ordinating data collection for all four outcomes. UN Women and UNDP would work closely together to co-ordinate their activities to ensure value for money.

77 9. Programme Partnerships

One of the more pertinent lessons from the PIM Pilot Project has been the critical importance of political will nationally and locally, in successfully contributing to women market vendors’ empowerment and enhancing an enabling market environment. UN Women has already established a strong alliance with the Department of Local Authorities, as well as the Luganville Council, Shefa Provincial Council and market committees. These strategic partnerships will not only strengthen the impact of the M4C PROJECT interventions but will also contribute to the programme’s sustainability.

UN Women will build on the existing relationships and forge strategic partnerships with relevant civil society organisations to enhance women vendors’ voice and agency, and technical capacity. Civil society organisations such as PARDI have worked closely with UN Women in Fiji to produce preliminary scoping studies on women market vendors who sell non-meat and fish products. PARDI will be engaged further to complete value chain analyses, and product development research, highlighting better practices and recommendations for incorporation in training.

South-south partnerships with UN Women Papua New Guinea office and other relevant organisations whose expertise lies in promoting women’s leadership and advocacy will to add depth and scope to the support provided to promote market women vendors. Synergies will be explored to develop capacity-building programmes to increase women market vendors’ voice and participation in governance, as well as for market management to produce a gender analysis and audit of markets.

In an effort to strengthen women market vendors’ associations in Vanuatu, UN Women will promote partnership exchanges and consultations with active, established vendor associations in Fiji. This will promote intra-regional exchanges and wider collaboration among women market vendors.

The M4C PROJECT will complement work already being done in Vanuatu by exploring partnerships to promote gender mainstreaming into existing work, with institutions like the Disaster Management Office. The project will promote synergies on activities specific to the PIM Pilot Project that target women market vendors. This will build on the comparative advantage of each agency and institution to ensure the best results regarding women market vendors’ social and economic inclusion, strengthening governance systems and frameworks, and sustainable and universally accessible infrastructure.

As per the mandate set by the UN General Assembly and the Secretary General, UN Women will enhance UN system work in gender equality and women’s empowerment by leading and coordinating the overall efforts of the UN system to support the full realisation of women’s rights and opportunities. UN Women will explore synergies with relevant UN agencies to complement work where possible that is already being done in markets through gender mainstreaming. UN Women will forge alliances with non-traditional partners like financial institutions and tourist boards to ensure the success of the M4C Project. Since FAO has experience in promoting women market producers’ engagement in tourism value chains, FAO and the Vanuatu Tourist Board will be approached to explore opportunities to expand women market vendors’ customer bases to restaurants and hotels. And also to promote marketplaces as beautiful, safe and environmentally sustainable spaces for tourists. Finally, UN women will further develop the relationship established in PNG with Austraining and explore new partnerships with Volunteer Service Abroad (VSA) from New Zealand. Australian volunteers for development and corporate volunteers have played a significant role in the success of the PNG Safe Cities for Women and Girls project by providing invaluable technical assistance. M4C PROJECT in Vanuatu will rely on the technical support of Austraining and VSA volunteers to ensure the successful implementation of capacity building and green, universal infrastructure aspects of the project.

UN Women will draw from expertise from UNDP to develop relevant financial management and product development training programmes for women market vendors, programming to improve value chains, as well as increase women market vendors’ access to finance. UNDP is currently working with Shefa Provincial Council and Ministry of Internal Affairs to implement Millennium Markets which will include:

78 . institutional capacity building of Shefa provincial council in market governance and market management; . training market vendors in financial and business literacy; . training and tools on legal and economic empowerment of MVs; . establishment of market learning centre; and . introduction of market charter as tool to monitor market performance.

In 1996, UNDP assisted the Department of Women and Culture to develop the VANWODS microfinance institution. VANWODS operated as a beneficiary-owned NGO to provide disadvantaged women, including women market vendors, with access to microfinance services and income earning opportunities.

In 2001, after 5 years of operation with continuous technical and financial support from UNDP, it reached a size and stage desirable to transform the Project into an independent beneficiary-owned organization registered under the Charitable Associations Act of Vanuatu. As of November 2010, the portfolio of VANWODS is as follows:  Total of 156 million Vatu collected in savings  Total of 810 Vatu million has been released as loans  4805 clients have taken out loans  21 Vatu million vatu remains in outstanding loans

UNDP will work with the National Financial Inclusion Task Force to integrate the M4C PROJECT into the national financial inclusion strategy and action plan. UNDP will provide technical advice and facilitation of partnerships on demand – specific emphasis on women financial products, micro insurance and financial literacy.

79 10.Resource Mobilisation

The M4C PROJECT for Vanuatu is designed for six years through on going discussions with the Australian Agency for International Development (DFAT), who has indicated interest in partnering in this project. UN Women has committed US$300,000 in funding for the project, a National Co-ordinator post has been established and an officer recruited, while a volunteer from New Zealand has been recruited via Volunteer Service Abroad (VSA) for monitoring, evaluation and communications. This project will also engage volunteers from the VSA and Austraining programme to the largest extent possible to reduce operational costs and promote volunteering opportunities in international development. The M4C PROJECT has been designed with a holistic approach to address challenges at the public markets that hinder economic and social development and limit the cities’ and townships’ ability to promote sustainable growth and increased production and consumption of local products. This presents UN Women with an expanded range of opportunities for partnerships with different development partners and donors, including Japanese International Cooperation Agency (JICA), New Zealand Aid (NZaid), the European Union (EU), the German Cooperation for International Development and other agencies. A joint submission for funds to support different components of the project with other identified stakeholders such as the Pacific Agribusiness Research for Development Initiatives (PARDI) will also be explored. UN Women will therefore seek collaboration and partnership opportunities with these actors during the inception phase of the project. UN Women will also seek cooperation from relevant private sector entities to support the development of environmentally friendly and sustainable initiatives, increase access to financial services for rural and low- income women, infrastructure development etc. Westpac Bank for example, has already expressed interest in partnering and collaborating with UN Women for expanding women’s access to financial services and training in Vanuatu, and is already working in partnership with UNDP in carrying out financial literacy training for market vendors in Fiji. The total budget for this project is USD $4,654,201.20 for 6 years.

80 11. Results Framework

The M4C Project Results Framework for The M4C PROJECT Results Framework for Vanuatu aligns to the overall multi-country logframe, but has been localised to ensure that it is relevant to, and responsive to, the specific situation in Vanuatu. During Phase 1 this Results Framework will be carefully reviewed and adapted to ensure that it meets Vanuatu’s specific needs.

As noted under Knowledge Management above, every effort will be made to ensure efficient implementation of all quantitative and qualitative data collection activities across all four outcomes. Care will be taken to ensure in particular that Outcome 2 KM surveys and qualitative activities will be carried, as possible, as single exercises, with UN Women and UNDP working closely together. Multiple indicators for activities focused on the same populations will be measured in as few surveys as possible. This should be noted when considering means of verification in the following table.

Table 7: Vanuatu Project Results Framework

Results Indicators Means of Verification/Data Collection Risks or Assumptions

Vanuatu UNDAF Outcome 3.1: Alleviation of poverty and increased inclusive growth, employment and livelihoods with a focus on women and youth. Specific reference to Output 3.1.3: Improved and equitable access to markets, financial and business services for women and youth UNDAF Outcome 1.1: National, local and community capacities to effectively plan and implement enhanced natural resource management, biodiversity conservation, climate change adaptation and mitigation, and disaster risk reduction are strengthened Vanuatu Markets 4 Change- Project Results Framework

Theory of Change Gender-equitable economic and socio-cultural empowerment of female market vendors within the market environment and in society more generally can be attained if the following take place: 1) inclusive, effective and representative marketplace groups are created and grow, contributing to gender, social and economic advancement, the elimination of gender-based discrimination and violence, and expanded economic opportunities for women; 2) improved economic security of market vendors strengthens their lives and livelihoods and improves the revenue base for local authorities, sustaining all Project outcomes; 3) local governments and market management agencies are gender responsive, effective and accountable to gendered needs; and 4) marketplaces are resilient to disaster risks and climate change, and are structured in a gender-sensitive manner that helps enable gender, economic and social advancement of market vendors Goal: By the end of the Project, Indicator G1: Proportion of G1. Monitoring records; focus group discussions; key informant Risk of ‘capture’ of representative selected marketplaces in rural and organised groups in marketplaces interviews; effectiveness to be measured via internal assessments institutions by men to the exclusion of urban areas in Fiji, Solomon Islands, with functioning, democratic evaluations; overall knowledge management activities. women. and Vanuatu are safe, inclusive and representative institutions that non-discriminatory, promoting gender include women and have women in G2. Monitoring records; focus group discussions; key informant Local authorities are not sufficiently equality and women’s empowerment leadership positions. interviews; effectiveness to be measured via internal assessments strong to implement bylaws and

81 Results Indicators Means of Verification/Data Collection Risks or Assumptions

evaluations; overall knowledge management activities. supportive actions, and do not have the Baseline: Only 1, ie. 0.07% , women necessary legislative mandate. representation, (Lautoka Market Vendors Association, Fiji) out of the Assumption is that project attention will entire project sites for M4C has a be focused on strengthening these local leadership role (President of the authorities sufficient to overcome association) as per 2013 survey limitations Target: At least 40% women representation in organised groups in Assumes that women are interested and marketplaces is achieved by the end willing to mobilise across family, ethnic, of the programme cycle cultural, community and other allegiances

Indicator G2. Number of gender responsive bylaws, policies, plans, budgets and rules adopted and implemented by local governments and market management for the provision of safe and secure market infrastructure, adequate amenities and services and transparent revenue generation and expenditures.

Baseline: SOI – Honiara Central Market sanitation facility upgrade, Vanuatu – New fresh produce market infrastructure constructed at Marobe market, Fiji – 8 markets have invested in market infrastructure upgrade Suva Market extension of roof structure, Sigatoka market portable tables and repairs to existing roof of the market, Nadi market portable tables and benches for vendors, Lautoka Market resource centre and tables for the market, Ba Market furnishing of the resource centre, Rakiraki Market extension and upgrade of sanitation facilities, Tavua market water storage facility and upgrading of drainage systems and extension to Handicraft market

82 Results Indicators Means of Verification/Data Collection Risks or Assumptions

as per 2013 small grants infrastructure initiative.

Target: All Local Governments under M4C project adopt and implement gender responsive by- laws, policies, plans, budgets and rules to provide safe and secure market infrastructure, adequate amenities and services with transparent revenue generation and expenditures. UN Women Strategic Plan 2014- M4C PROJECT Outcome 1: Inclusive, Indicator 1.1: Number 1.1 Monitoring records; quantitative survey, UN Women Strategic Plan 2014-2017 2017 Outcome 2.1: National plans, effective and representative of local governments representation assessed via internal Outcome 2.1: National plans, legislation, policies, strategies, marketplace groups are created and that have formalised assessments, key informant interviews, focus legislation, policies, strategies, budgets budgets and justice mechanisms grow, contributing to gender, social partnerships with group discussions and evaluation and justice mechanisms adopted and adopted and implemented to and economic advancement, the organised implemented to strengthen women’s strengthen women’s economic elimination of gender-based groups/market vendor economic empowerment 1.2. Key informant interviews with group empowerment discrimination and violence, and associations that leadership; key informant interviews with expanded economic opportunities for represent the interests local authorities; review of minutes and other women of women market documents; case studies; key informant vendors. interviews with ministry of local government personnel; focus group discussions with Baseline: Only Suva group leadership; evaluation. Gender City Council has such disaggregated, disaggregated by other socio- an arrangement as per economic factors as well; survey to be carried survey carried out in out 2013.

Target: At least 14 1.3 Monitoring records of production and Local Governments distributions ; knowledge management formalise partnerships with vendors products including letters supporting this associations/organised initiative groups that represent the interest of women market vendors

Indicator 1.2: Proportion of organised

83 Results Indicators Means of Verification/Data Collection Risks or Assumptions

groups/market vendors association who are assessed to be responsive and accountable to their members

Baseline: To be determined upon survey 2014

Target: At least 80% of organised groups are assessed to be responsive and accountable to their members Indicator 1.3: Number of lessons learnt / best practises on governance of market vendors association that are shared with market vendors association and local governments for informed decision making.

Baseline: To be determined from 2014 survey

Target: At least 1 Knowledge Product is produced and disseminated widely.

Output 1.1. Rural and urban women Indicator 1.1.1: Level of 1.1.1 Monitoring records. Quantitative survey, Gender disaggregated, Risk of capture by better off market market vendors are knowledgeable participation in the consultative disaggregated by other socio-economic factors as well vendors who do not represent the interests of, and able to collectively claim processes for decision making of all groups. Assumption is that this will

84 Results Indicators Means of Verification/Data Collection Risks or Assumptions their rights through active 1.1.2 Monitoring records. Gender disaggregated, disaggregated by other be dealt with effectively as part of the participation and leadership in, Baseline: To be determined upon socio-economic factors as well programme vendors groups and other means of survey 2014 effective, collective actions for Risk that marketplace organisations will market improvements Target: Association/ committees not serve the functions intended have representatives from all groups within the markets (ethnicity Assumption that market vendors will see age/sex/locality etc) by end of 2014; the value of working collectively, and will 80% of market vendors participating be interested in and committed to doing so in the biannual association meetings by 2017; All of these constitutions elaborate the required quorum for decision making of the association committee meeting.; at least one consultative activity is undertaken in all project market site in each quarter of the year.

Indicator 1.1.2: Number of organised groups in marketplaces reached with a toolkit focused on strengthening groups and their operations

Baseline: Toolkit workshop carried out in 2 market places in 2013 reaching to organised groups in market places

Target: Toolkit training is conducted with organised groups in markets at all project sites within 2014 of project rollout.; by 2015 an induction pamphlet/notice board on the rights of the vendors is designed by the association committees and provided and readily accessible for vendors at the market sites.; 2016- refresher workshop conducted by the association committee members for new committee members; 2017 is

85 Results Indicators Means of Verification/Data Collection Risks or Assumptions

revised with the lessons learnt across market sites and given to the committee as a manual for future reference and given to local government for replication into other market sites

Indicative Activities

Activity 1.1.1 Work with vendors organizations that do not have any established accountability mechanisms to develop TOR, codes of conducts, or relevant documents to guide the purpose and role of their organization (Marobe).

Activity 1.1.2 In selected intervention sites where markets vendors associations do not exist or have weak governance systems or gender equitable representation and participation (Marobe, Luganville), establish linkages with other organized vendors associations that are champions in women’s leadership (Ring Road Markets) and develop a skills transfer and exchange initiative to promote skills exchange and adaptation of good practices.

Activity 1.1.3 Assess the extent to which organized groups have access to dialogue with City Councils or local level governments to voice concerns. Assess the extent to which this dialogue includes women equally to men.

Activity 1.1.4 Establish mechanisms

86 Results Indicators Means of Verification/Data Collection Risks or Assumptions with women market vendors and vendors associations to promote leadership that is gender equitable and ensures women have equal to opportunity to participate as leaders in the organizations.

Activity 1.1.5 Ensure vendors associations have structures that incentivize membership including but not limited to access to financial services, micro lending schemes, eco-tourism programmes in their market, south-south exchanges and learning opportunities, etc.

Activity 1.1.6 Carry out an assessment and ensure principles of gender equality, participation and transparency are incorporated into existing vendors’ organizations that have TOR, constitutions or established mechanisms (Port Vila & Luganville).

Activity 1.1.7 Where required, provides additional leadership training to women market vendors to support good management, effective advocacy and participation.

Activity 1.1.8 Assist markets management, local government authorities and markets vendors associations to establish mechanisms to dialogue, raise concerns, and ensure markets are safe, inclusive and efficiently run.

Output 1.2. Groups with Indicator 1.2.1: Number of 1.2.1 Monitoring records; focus group discussions; minutes of meetings, proportional leadership by sex and consultative meetings between Rapid Quantitative survey

87 Results Indicators Means of Verification/Data Collection Risks or Assumptions provisions of different kind of City/Town Councils, Market vendors and membership are Managers/masters and vendor knowledgeable of market bylaws, association members with regards to policies, plans, budgets, and market-bylaws, policies, plans, decision-making processes of market budgets and decision making management and governance processes of market management and governance

Baseline: In Fiji: 9 Sub-committees for Council are meeting every month. However, this meetings do not have representatives of the vendors Baseline in Vanuatu and Solomon Islands: TBD

Target: For Fiji, By 2015 the subcommittee meetings will have an established practise of having representation of vendors in at least one meeting in each quarter with members of the sub-committee prior to Council’s end of quarter meeting.

For Vanuatu & Solomon Islands: to be finalised upon determining baseline but at least by 2015, regular meetings between 3 parties should be an established practise.

Indicative Activities

Activity 1.2.1 Ensure rules/By-laws are drawn up are revised in a consultative manner and with participation from women market vendors, and vendors can provide inputs and ensure market regulations fit their needs and promote a healthy, safe and inclusive environment.

Activity 1.2.2 Assist local

88 Results Indicators Means of Verification/Data Collection Risks or Assumptions government authorities and market management to develop systems that will allow them to enforce market rules/by-laws.

Activity 1.2.3 Facilitate the formation and establishment of committees that enable dialogue between stakeholders for market place governance and decision making.

Output 1.3. Groups are accountable Indicator 1.3.1: Proportion of 1.3.1 Review of minutes; rapid quantitative survey, observations data Even if they are accountable, risk that to their members, and local market group leaders who are felt by collection; key informant interviews with association leadership; key local authorities will not have the power governments are accountable to their members to display both informant interviews with association members; focus group discussions to implement agreements agreements made with organised commitment and capacity to getting with association members; review of budgets. Gender disaggregated, groups in marketplaces things done in the interests of their disaggregated by other socio-economic factors as well groups 1.3.2 Key informant interviews with group leadership; key information Baseline: To be determined by interviews with local authorities; case studies survey in 2014

Target: At least 70% of project sites enter into agreement organised group members respond positively on the performance of their market group leaders within the first 2 years of project rollout and the remainder 30% enter into agreement by the 3rd year of project rollout. Indicator1.3.2: Proportion of local governments with organised group agreements who are able to demonstrate implementation/revision of bylaws

Baseline: To be determined by survey in 2014

Target: By 2014 at least 30 % of

89 Results Indicators Means of Verification/Data Collection Risks or Assumptions

agreements between the local authorities/market management and the market vendors associations are followed through consistently. From 2015 a 5% increase in the number of agreements followed through consistently.

Indicative Activities

Activity 1.3.1 Develop processes, checklists, or the tools necessary to ensure markets management is able to enforce by-laws in the market to make it a safe, inclusive and sustainable.

Activity 1.3.2 Develop a yearly assessment of performance and level of satisfaction of vendors association members, local council, market management with vendors association leaders

Activity 1.3.3 Develop support initiatives to address issues of accountability and participation amongst market vendors associations if not already addressed through the constitutions, TOR, or other mechanisms.

Activity 1.3.4 Explore opportunities for replication of the remaining markets and formalizing partnerships with relevant authorities

UN Women Strategic Plan 2014- M4C PROJECT Outcome 2: Improved Indicator 2.1: 2.1 Baseline, midline and impact assessment UN Women Strategic Plan 2014-2017 2017 Outcome 2.2: Women’s socio-economic security of women Proportion of market surveys; monitoring records Outcome 2.2: Women’s sustainable sustainable liveli-hoods enhanced market vendors vendors in Project liveli-hoods enhanced by gender-

90 Results Indicators Means of Verification/Data Collection Risks or Assumptions by gender-responsive services and targeted locations who responsive services and access and access and control over means of have been provided 2.2 Council revenue records, key informant control over means of production and production and resources with some form of interviews; monitoring records resources training and practice some form of record 2.3 Monitoring records; knowledge keeping that assists in management products improving their socio economic security Baseline: To be determined by survey in 2014

Target: By the end of 2014 at least 1 such training is provided in each project targeted location that assists market vendors with improving their socio economic security

Indicator 2.2: Number of project targeted locations that have provided access for market vendors on services such as to commercial banks (savings scheme) Baseline: To be determined by survey 2014

Target: By the end of 2014 at least 3 project targeted sites have made arrangements with commercial banks for opening of new bank accounts for market vendors and by

91 Results Indicators Means of Verification/Data Collection Risks or Assumptions

the year 2015 at least 80% of project targeted sites have made similar progress

Output 2.1: Market vendors lives Indicator2.1.1 Number of trainings 2.1.1 Monitoring records Other barriers to finance, especially in the improved due to strengthened provided to market vendors on commercial banking sector, constraint financial competencies and record business management skills, supply keeping so that they can better financial literacy and record keeping leverage business and financial Baseline: To be determined from 2.1.2 Baseline survey and annual assessments Costs of lending is too high for market access opportunities UNDP’s baseline assessment 2014 vendors

Target : At least 1training on business management skill, financial literacy and record keeping is conducted and followed through with market vendors at each project site by 2015 that leads to market vendors taking some form of record keeping of their financials

Indicator 2.1.2. Percentage of market vendors who use their own mobile phones and other IT services made available for better access to information and leverage of business including access to internet and mobile for banking and payments e.g. paying bills, school fees, insurance premiums and remittances. Baseline: To be determined by survey 2014

Target: At least 30 % of market vendors use their mobile phones and or IT services made available for internet services, banking services and payments by 2017

92 Results Indicators Means of Verification/Data Collection Risks or Assumptions

Activity 2.1.1 Conduct a training needs assessment to ascertain the number of vendors to be trained and the type of training required.

Activity 2.1.2 Engage appropriate training service providers based on the training needs identified.

Activity 2.1.3 Deliver appropriate training using as far as possible existing resources and service providers; alternatively develop and deliver required training.

Activity 2.1.4 Mentor and monitor training recipients to ensure application of newly applied skills to their business and the management of household income (including from market activities).

Output 2.2: Increased access to Indicator 2.2.1: Percentage of 2.2.1 Baseline and impact surveys, monitoring records financial and social services market vendors ( from project sites) including access to savings, credit, accessing credit, savings and payments, micro insurance and insurance schemes livelihood protection of market vendors Baseline: To be determined by survey 2014

Target: At least 50 % of the market vendors from each market project sites have access to credit ,savings and insurance schemes by 2017; at least 70% of market vendors from each market project sites have access to credit and savings schemes by 2019.

93 Results Indicators Means of Verification/Data Collection Risks or Assumptions

Activity 2.2.1 Conduct assessment to create baseline on the proportion of market vendors that do not access to credit, savings, and insurance schemes.

Activity 2.2.2 Mobilise partnerships with service providers based on the assessment findings.

Activity 2.2.3 In partnership with Ministry of Health, NGOs, CBOs & FBOs advocate and raise awareness on NCDs and reproductive health rights.

Output 2.3: Improved market Indicator: Number of trainings 2.3.1 Baseline and impact surveys, monitoring records vendor business and leadership skills provided to market vendors on to advance economic security and business and leadership skills rights Baseline: To be determined by UNDP’s baseline assessment in 2014

Target: At least 1 training provided at all market sites Activity 2.3.1 Conduct a training needs assessment to ascertain the number of vendors to be trained and the type of training required (refer to output 2.1).

Activity 2.3.2 Develop a leadership and mentoring programme for women market vendors (targeting a voice for women on the market management board).

Activity 2.3.3 Identify and mentor a local champion to advocate for the security and rights of women market vendors.

94 Results Indicators Means of Verification/Data Collection Risks or Assumptions

Activity 2.3.4 Develop and implement an advocacy and awareness raising programme for the security and rights of women market vendors.

Output 2.4: Interventions made Indicator 2.4.1: Proportion of 2.4.1 Baseline and impact surveys, monitoring records which lead to increased productivity market vendors trained in and incomes for farmers and market production, agricultural production vendors and value adding

Baseline: To be determined by survey 2014

Target: At least 50 % of the market vendors from each project sites are trained in production, agricultural production and value adding which leads to increased productivity and income for farmers and market vendors

Indicative Activities

Activity 2.4.1 Partnerships developed with department of agriculture, relevant local and regional research and development institutions e.g. SPC, CDI, PARDI, MDF etc. to undertake value adding and supply chain analysis and deliver training.

Activity 2.4.2 Awareness campaigns to promote consumption of local healthy foods.

Activity 2.4.3 Broker agreement between hoteliers/food outlets and market vendors for developing the

95 Results Indicators Means of Verification/Data Collection Risks or Assumptions supply chain of local produce.

Activity 2.4.4 Conduct a market survey to determine handicrafts and other tourism products that could be developed. Output 2.5: Access to Knowledge Indicator 2.5.1: Number of 2.5.1 Market surveys and key informant interviews Available technical expertise is available Management platforms for increased knowledge products developed from at P4 level to provide advice on queries South-South Exchange, learning and lessons learnt / best practices on posted on the knowledge management business management financial literacy, improving the platform supply chain, commercial bank ventures for market vendors etc and shared widely with all stakeholders and partners

Baseline: 10 knowledge products developed

Target: At least one knowledge product is produced by each project site annually and disseminated.

Indicative Activities

Activity 2.5.1 Connect parties e.g. Consultants partners, market vendors etc. to knowledge management platform to facilitate access to knowledge sharing.

Activity 2.5.2 Provide inputs to knowledge management, expert on lessons learned, success stories and best practices.

UN Women Strategic Plan 2014- M4C PROJECT Outcome 3: Local Indicator 3.1: Number 3.1 Financial audits; daily records on UN Women Strategic Plan 2014-2017 2017 Outcome 2.1: National plans, governments and market of gender responsive revenues collected versus revenues banked; Outcome 2.1: National plans, legislation, policies, strategies, management are gender responsive, By-laws implemented monthly records on all fees levied on vendors legislation, policies, strategies, budgets budgets and justice mechanisms effective and accountable to women and budgets allocated and justice mechanisms adopted and adopted and implemented to market vendor needs to specifically address implemented to strengthen women’s

96 Results Indicators Means of Verification/Data Collection Risks or Assumptions strengthen women’s economic women market vendor economic empowerment empowerment needs

Baseline: To be determined by an internal review in 2014 Target: At least 14 (1 per market site) gender responsive By-laws implemented and budgets allocated to specifically address women market vendor needs Output 3.1: Local government and Indicator 3.1.1: Number of local 3.1.1 Review of budgets; key informant interviews Assumes adequate oversight of agencies market management have increased governments that have drafted in terms of financial management commitment and capacity to draft, revision of their by-laws, policies adopt, and implement gender and or plans budgets etc Assumes that local authorities have responsive market bylaws, policies, sufficient independence to implement plans, and budgets for the provision Baseline: Only 1 Council has 3.1.2 Review of budgets; key informant interviews, Survey effective policies without interference of safe and secure market requested as of 2013 (Nausori Town infrastructure, adequate amenities Council) and services, and transparent revenue Target: 2014 Target: In 2014 the generation and expenditures project completes a number of assessments and carries out consultations that will lay the ground work initiating gender responsive requirements for the markets (by laws, safety, etc.) By 2016 at least 12 Local Councils have either revised or developed By-law, Policy, plans , or budgets which are gender responsive with the remainder encouraged to do so by 2019

97 Results Indicators Means of Verification/Data Collection Risks or Assumptions

Indicator 3.1.2: Number of local governments that carry out or seek assistance in carrying out GRB training for their Council management and Market management

Baseline: Zero Local Governments have carried out GRB training through UN Women

Target:In 2014 the project completes a number of assessments and carry out consultations that will lay the ground work initiating GRB. )By 2015 at least 1 training on GRB is undertaken by Local Government and some form of improvement is recorded in annual budgeting capturing GRB.

Indicative Activities

Activity 3.1.1 In markets managed by local authorities, carry out an assessment of the markets management structure at each intervention site and develop recommendations for improving market management governance, accountability, and transparency.

Activity 3.1.2 Assess need and feasibility of establishing a sinking fund or other financial mechanism to

98 Results Indicators Means of Verification/Data Collection Risks or Assumptions assist government or market management organizations to maintain and upgrade markets.

Activity 3.1.3 Carry out an assessment of waste management mechanisms and where necessary, provide recommendations to manage waste to promote healthier markets.

Activity 3.1.4 Assessment of safety and discrimination in the markets that affect market vendors.

Activity 3.1.5 Carry out an assessment of the operational costs of the markets (including staffing, service provision, etc.), the revenue collected and the funding available and used for market place maintenance. Develop recommendations on how to improve market profitability and utilize resources in further market improvements and future sustainability.

Activity 3.1.6 In Luganville, Port Vila and Ring Road markets where there are existing bylaws, provide technical assistance for a consultative process of revision to ensure the regulations established are adequate to the situation of the market and that considerations for safety and inclusivity have been included.

Activity 3.1.7 In markets where no bylaws exist (Marobe), provide assistance to form a consultative committee with local government,

99 Results Indicators Means of Verification/Data Collection Risks or Assumptions market management and vendors to develop bylaws that are address issues in the market and ensure safety and inclusivity.

Activity 3.1.8 Ensure lessons learned and cross-market learning takes place from one intervention site to the next on bylaws and market rules that have been successful for other markets.

Activity 3.1.9 Ensure local councils take the necessary steps to endorse bylaws and make them official.

Activity 3.1.10 For markets that are run by community groups (Ring Road markets), carry out an assessment of expenditures for maintenance of the premises and develop recommendations and an implementation framework in consultation with the vendors on how to make the market operations more sustainable and profitable.

Activity 3.1.11 Provide support to market vendors to implement activities and recommendations validated and agreed upon from assessment.

Activity 3.1.12 For markets that do not operate on a regular basis (Marobe market) support the local authorities to develop a management and operations plan for the planned produce market extension to ensure the market is profitable and budgets

100 Results Indicators Means of Verification/Data Collection Risks or Assumptions can cover all operation all costs.

Activity 3.1.13 Based on issues identified around safety and discrimination, develop mechanisms of protection linked to community groups or vendors organizations. Incorporate a zero tolerance policy into market by-laws/rules on GBV or gender based discrimination, where possible connect with Vanuatu Police on crime reduction programmes.

Activity 3.1.14 Based on issues identified around safety and discrimination, develop mechanisms of protection linked to community groups or vendors organisations.

Activity 3.1.15 Once GBV and gender based discrimination issues have been identified in each market, work with relevant stakeholders to provide brokering for services and information for market vendors to be able to access them.

101 Results Indicators Means of Verification/Data Collection Risks or Assumptions

Output 3.2: Local governments and Indicator 3.2.1: Number of training 3.2.1 Quantitative survey; rapid quantitative survey, focus group Assumes that marketplace group members market management provide rural provided to market vendors to make discussions are well targeted with appropriate and urban women market vendors them knowledgeable about market materials consistent with levels of literacy with relevant information on their functions and systems. a.i. Quantitative survey; focus group discussions and numeracy functions, systems, actions, and decisions around market governance Baseline: UNDP has provided a.ii. Monitoring reports to establish numbers; reviews to establish training in 3 market project sites as effectiveness of gender-responsive approach; special reports of 2013

Target: At least 1 training per each project site is undertaken by end of project term

Indicator 3.2.2: Number of local government staff who have received training on gender responsive market governance

Baseline: No training has been carried out by UN Women on Gender responsive market governance

Target: At least 1 training workshop is undertaken at each project site for market/ council management on gender responsive market governance which leads to at least 3 local governments having timely meeting with market vendors on improvement mechanisms with current functions, systems and decisions Indicator 3.2.3 Number of knowledge products developed on Market By-laws, rules, regulations and policies that are shared with market and Council management for informed decision making

Baseline: 0

102 Results Indicators Means of Verification/Data Collection Risks or Assumptions

Target: At least 1 Knowledge Product per market site is produced and disseminated widely.

103 Results Indicators Means of Verification/Data Collection Risks or Assumptions

Indicative Activities

Activity 3.2.1 Develop mechanisms and tools by which local authorities are able to inform market vendors what their functions, systems, actions and decisions around market place governance are.

Activity 3.2.2 Develop mechanisms and tools by which women market vendors can provide feedback, concerns and participate in decision making about market place management, improvement and redevelopments (possible a Steering Committee of relevant stakeholders).

Activity 3.2.3 Develop an information dissemination strategy to reach urban and rural market vendors and provide them with relevant information about market place processes, mechanism and structures.

Activity 3.2.4 Explore opportunities for replication of the remaining markets and formalising partnerships with relevant authorities. Output 3.3: Local governments and Indicator 3.3.1: Gender-responsive 3.3.1 Monitoring reports to establish numbers; reviews to establish Lack of full understanding of gender- market management are budgeting training workshop for effectiveness of gender-responsive approach; special reports responsiveness by various actors knowledgeable on the principles and Local Government. implementation of gender-responsive 3.3.2 Council revenue records, key informant interviews Political issues do not negatively affect budgeting and broader gender Baseline : No GRB training has been operations of local government principles reflected in national provided by UN Women as of 2013 gender policies and international agreed protocols (e.g., CEDAW, Target: At least 1 GRB training is MDGs) provided to all Local Governments of the project sites by the end of year 2016 which leads to at least 3 local governments to adopt GRB

104 Results Indicators Means of Verification/Data Collection Risks or Assumptions

Indicator 3.3.2 Percentage of market place maintenance budget that is earmarked for gender friendly facilities

Baseline: To be determined by a desk review in 2014

Target: By 2019 100% of the maintenance budget is gender responsive.

Indicative Activities

Activity 3.3.1 In markets run by local government, carry out an assessment of creative mechanisms to ensure stall fees are fair and transparent and that all revenue collected is banked into the relevant government account.

Activity 3.3.2 Provide support to local governments (in markets run by councils) and to market vendors associations (in markets run by vendors) to develop a mechanism by which portions of the revenue collected get continuously reinvested into market maintenance, development and operations.

Activity 3.3.3 Carry out Gender Responsive Budgeting training with government counterparts.

Activity 3.3.4 Provide technical assistance to ensure GRB is taken into consideration in yearly budgeting and planning processes.

105 Results Indicators Means of Verification/Data Collection Risks or Assumptions

UN Women Strategic Plan 2014- M4C PROJECT Outcome 4: Physical Indicator 4.1 Number 4.1 Monitoring records; progress reports; UN Women Strategic Plan 2014-2017 2017 Outcome 2.1: National plans, infrastructure and operating systems of marketplaces with annual reports Outcome 2.1: National plans, legislation, policies, strategies, are improved to make markets more gender-responsive legislation, policies, strategies, budgets budgets and justice mechanisms sustainable, resilient to disaster risks infrastructure that meet and justice mechanisms adopted and adopted and implemented to and climate change, safer and more the health, safety, 4.2 Monitoring records; knowledge implemented to strengthen women’s strengthen women’s economic accessible universal access management products economic empowerment empowerment (disability inclusive design) and convenience needs of women market vendors

Baseline: SOI – Honiara Central Market sanitation facility upgrade, Vanuatu – New fresh produce market infrastructure constructed at Marobe market, Fiji – 8 markets have invested in market infrastructure upgrade Suva Market extension of roof structure, Sigatoka market portable tables and repairs to existing roof of the market, Nadi market portable tables and benches for vendors, Lautoka Market resource centre and tables for the market, Ba Market furnishing of the resource centre, Rakiraki Market extension and upgrade of sanitation facilities, Tavua market water storage facility and upgrading of drainage

106 Results Indicators Means of Verification/Data Collection Risks or Assumptions

systems and extension to Handicraft market as per 2013 small grants infrastructure initiative.

Target: All project sites under M4C have undertaken infrastructure projects that address the needs of health, safety, universal access (disability inclusive design) and convenience of women market vendors

Output 4.1: Marketplaces reached Indicator 4.1.1 Number of 4.1.1 Monitoring records; site assessment reports; independent by the Project are resilient to disaster marketplaces that have undertaken verification submissions; records of infrastructure failure and response to risks, including climate change infrastructure improvement projects problems that meet in-country infrastructure/ environmental standards

Baseline: Solomon Islands Honiara Market site has undertaken an EIA in 2013 and the rest of the project sites to be determined by survey in 2014

Target: All markets under the m4c project identifies measures to increase resilience for the disasters common to the area

Indicative Activities

Activity 4.1.1 Support strengthening national capacity in Vulnerability and Adaptation Assessment for M4C project purposes.

107 Results Indicators Means of Verification/Data Collection Risks or Assumptions

Activity 4.1.2 In consultation with market vendors carry out an assessment to current problems with climate and weather that an impact in the effective running in the market; incorporate recommendations for disaster resilience and climate change into market plans. Assessment will include analysis of impacts and disaster resilience (current sewer, water and sanitation systems).

Activity 4.1.3 Establish linkages between Disaster Risk Reduction programmes from UN Women, UNDP and other partners and the Markets for Development project to utilize the markets as centres for information dissemination on disaster preparedness and response with market vendors. Output 4.2: Marketplace physical 4.2.1 Quantitative survey; focus group discussions, key informant infrastructure promotes safety and Indicator 4.2.1 Number of interviews access marketplaces with improved universal access, gender responsive facilities that meets the needs of the women market vendors.

Baseline: Seven market sites in Fiji, 1 market site in Vanuatu and1 market site in Solomon Islands have improved market place infrastructure(addition of water, segregated sanitation and ablution blocks, extension of overhead shelter) with the funding assistance by UN Women in 2013

Target: All market sites have

108 Results Indicators Means of Verification/Data Collection Risks or Assumptions

undertaken infrastructure improvement that promotes universal access and gender responsive facilities by 2018

Indicator: All market project sites have adopted and implemented a sound, adequately resourced annual maintenance plans for market infrastructure and facilities

Baseline: To be determined by survey in 2014

Target: All market project sites under M4C has an allocation in their annual budget and planned activities identified for Market maintenance on an annual basis. Indicative Activities

Activity 4.2.1 Carry out an assessment (utilizing checklist developed) of identified issues at the selected markets that hinder safety and access for all vendors.

Activity 4.2.2 Where relevant, carries out assessment on vendors requiring accommodation to access the market and their needs for sanitation facilities and dormitories.

Activity 4.2.3 Carry out an assessment for women and children’s needs in the markets including childcare and nursing facilities

Activity 4.2.4 Develop a plan for infrastructure/facilities improvement or development to ensure facilities

109 Results Indicators Means of Verification/Data Collection Risks or Assumptions require exist and are accessible to people with disabilities, addresses childcare issues and is safe for women and girls.

Activity 4.2.5 Develop and/or refurbish market facilities as per the identified needs in each market.

Activity 4.2.6 On going oversight of infrastructure works Project Knowledge Management Goal To devote specific attention to knowledge management and the development and distribution of knowledge management products that contribute to the sustainability of M4C PROJECT outcomes, and that contribute to the international body of literature that will inform best practices worldwide

110 Annex A: Risk Assessment

There are several risks to the M4C PROJECT achieving its outcomes. Key risks to programme success include organisational, financial and design-related risks. The table below summarises these risks, their severity and probability, as well as mitigating strategies. P-Political E-Economic SO-Social T-Technological O-Operational F-Financial L-Legal EV-Environmental S-Security D – Development

Probability Severity Key Key High (H) – High (H) - Critical Path Risk. If realised the resulting issue would immediately impact cost / programme delivery dates. 90% Probability of risk being realised. Medium (M) – Medium (M) – If realised the resulting issue would cause slippages in deliverable release dates but would have an immediate 60% Probability effect on overall cost /programme delivery dates. of risk being realised. Low (L) – 50% Low (L) – If realised the resulting issue would not impact delivery dates but could impact the quality of deliverables. Probability of risk being realised. Organization

Description Proposed Mitigation Strategy Probabilit Log No Type Severity y 1 Unclear division of O Regular communications to agree on M L UN Women responsibilities approaches, clearly defined TORs between SRO, and supervisory country office, M4C relationships/reporting requirements PROJECT adhered to by managers. Management implementation arrangements decided and clarified team - local with all parties. partners confused and do not commit to programme, conflicts in roles impede ownership and commitment. 2 Insufficient O All required staff included in project H L UN Women organisational management arrangements. Staff to capacity within UN be recruited before programme starts. Women; cannot strategically lead M4C PROJECT in Vanuatu. 3 Vacant positions SO TORs explicitly include training H H UN and/or insufficient counterpart staff. SI government Women/Responsible capacity of local partners nominate counterpart staff government to annually as condition of support. If Parties partner on the no staff available, UN Women to programme, fund market operations coordinator commitment not until market revenue is sufficient to sustained. pay for required staff. 4 Local partners have F M4C PROJECT Management Team to H M UN weak financial closely monitor spending. HACT Women/Responsible management principles will be used to do cash systems and transfers to implementing partners. Parties programme funds used for unauthorised activities.

111 5 Policies and SO M4C PROJECT Management Team will H M UN protections for provide technical assistance and Women/Responsible working with poor support throughout the six years of and vulnerable implementation and therefore will Parties groups do not exist ensure project engages with all or are not enforced, relevant beneficiaries. main programme beneficiaries are elites and/or connected to government staff. 6 Stakeholders do not SO Targeted gender-sensitisation training H L UN identify or developed and implemented with Women/Responsible prioritise gender- relevant stakeholders. responsive market Parties reform initiatives and status quo is maintained. 7 Contractors do not O Activities designed and bundled to H L UN have necessary potentially attract qualified experts. Women/Responsible expertise or Proactive advertisement; international capacity to deliver and through regional networks. Parties to an acceptable standard. 8 Funding paid in P&F Funds administered through H L UN advance to partners dedicated account with independent Women/Responsible is misappropriated audit. Project manager monitoring and funds are expenditures on a regular basis and Parties insufficient to reporting to the sub-regional office. complete the programme. 9 Funds used for P&F Funds administered through H L UN non-specified dedicated account with independent Women/Responsible purposes. audit. Parties 10 Programme F Tailor scope of Market Development M M UN resource Strategy and Plans to available Women/Responsible requirements budget and identify sources of funds change. for priority projects/activities. In Parties depth assessments and costings to be done in the earlier stages of the programme to identify additional funding needs. 11 Programme not D Review with donors prior to M L UN Women/Donor well aligned with finalisation. Donors to become partners other donors. partners of the project. 12 Programme SO Agree on a phase-out process for all H M UN Women and advisors are TA in partnership agreement. Responsible Parties capacity substitutes and sustainability not evident. 13 New approaches, O & T Ensure use of international best H M UN including practice adapted to Vanuatu context. Women/Responsible technologies, Utilise lessons learned and south- launched without south exchanges to address identified Parties Partners sufficient risks and challenges. identification of risks. 14 Not sufficiently P Detailed monitoring plan prepared H L UN prioritised or and agreed on by all partners as part Women/Responsible insufficient to of inception phase. guide decision- Parties making for local level government and M4C PROJECT team. 15 Formative, D Assessments and evaluations to be H L UN midterm, impact implemented and aligned in a manner Women/Responsible assessments and that can be measured at timely evaluations are intervals during the project life. Parties seen as external consultants/UN 112 reports and not credible or implemented. 16 Barriers to women SO M4C PROJECT designed to reduce H L UN vendors mobilising barriers to participation of women Women/Responsible are excessively through targeted training, high. communications strategies, advocacy Parties and establishment of international networks. 17 Stakeholders and EV Awareness and targeted training to be M L UN beneficiaries do not developed on benefits and importance Women/Responsible see value in of green and sustainable initiatives in prioritising green the market and the benefits to the Parties initiatives for the community. market. 18 Capacities and EV Awareness and training carried out on M L UN understanding of the risks of manmade and natural Women/Responsible disaster risk disasters being faced in the Vanuatu reduction is limited and sharing of experiences of success Parties and not prioritised stories for disaster preparedness in by local other places. government.

113 Annex B: Budget Summary

VANUATU - 6 Year Budget Summary

EXPECTED RESULTS BUDGET – EXPECTED BUDGET 2013- EXPECTED BUDGET 2013- EXPECTED BUDGET 2013- 2013-2019 RESULTS 2019 RESULTS 2019 RESULTS 2019 OUTCOME 1 TOTAL OUTCOME 2 TOTAL OUTCOME 3 TOTAL OUTCOME 4 TOTAL OUTCOME 1 OUTCOME 2 OUTCOME 3 OUTCOME 4 Outcome 1: Inclusive, Outcome 2: Outcome 3: Local Outcome 4: effective and representative Improved governments and Physical marketplace groups are socio- market management infrastructure and created and grow, economic are gender operating systems contributing to gender, social security and responsive, improved to make and economic advancement, rights of effective and markets more the elimination of gender- market accountable to sustainable, resilient based discrimination and $153,000.00 vendors, $182,000.00 women market $192,000.00 to disaster risks and $668,000.00 violence, and expanded especially vendor needs climate change, economic opportunities for women safer, and more women market accessible vendors Output 1.1. Rural and urban Output 2.1: Output 3.1: Local Output 4.1: women market vendors are Improved government and Marketplaces knowledgeable of, and able livelihoods of market management reached by the to collectively claim their market have increased Project are resilient rights through active vendors commitment and to disaster risks, participation and leadership through capacity to draft, including climate in, vendors groups and other strengthened adopt, and change means of effective, collective financial implement gender actions for market competencies responsive market improvements and record bylaws, policies, $88,000.00 keeping so $76,000.00 plans, and budgets $114,000.00 $58,000.00 that they can for the provision of better safe and secure leverage market business and infrastructure, financial adequate amenities access and services, and opportunities transparent revenue generation and expenditures ACTIVITIES ACTIVITES ACTIVITIES ACTIVITIES 114 1.1.1 $25,000.00 2.1.1 $0.00 3.1.1 $0.00 4.1.1 $10,000.00

1.1.2 $6,000.00 2.1.2 $3,000.00 3.1.2 $0.00 4.1.2 $40,000.00

1.1.3 $0.00 2.1.3 $58,000.00 3.1.3 $0.00 4.1.3 $8,000.00

1.1.4 $10,000.00 2.1.4 $15,000.00 3.1.4 $0.00

1.1.5 $20,000.00 3.1.5 $0.00

1.1.6 $0.00 3.1.6 $11,000.00

1.1.7 $10,000.00 3.1.7 $8,000.00

1.1.8 $17,000.00 3.1.8 $10,000.00

3.1.9 $12,000.00

3.1.10 $0.00

3.1.11 $17,000.00

3.1.12 $7,000.00

3.1.13 $21,000.00

3.1.14 $24,000.00

3.1.15 $4,000.00

Output 1.2. Groups with Output 2.2: Output 3.2: Local Output 4.2: proportional leadership by Increased governments and Marketplace sex and provisions of access to market management physical different kind of vendors and financial and provide rural and infrastructure membership are social urban women promotes safety and knowledgeable of market services market vendors with access bylaws, policies, plans, including relevant information budgets, and decision- access to on their functions, making processes of market savings, systems, actions, management and governance credit, and decisions payments, around market $30,000.00 micro $46,000.00 governance $36,000.00 $610,000.00 insurance and livelihood 115 protection of market vendors ACTIVITIES ACTIVITIE ACTIVITIES ACTIVITIES 1.2.1 $12,000.00 S $0.00 3.2.1 $15,000.00 4.2.1 $0.00 2.2.1 1.2.2 $9,000.00 $25,000.00 3.2.2 $6,000.00 4.2.2 $0.00 2.2.2 1.2.3 $9,000.00 $21,000.00 3.2.3 $10,000.00 4.2.3 $0.00 2.2.3 3.2.4 $5,000.00 4.2.4 $70,000.00

4.2.5 $510,000.00

4.2.6 $30,000.00

Output 1.3. Groups are Output 2.3: Output 3.3: Local accountable to their Improved governments and members, and local market market management authorities are accountable to vendor are accountable and agreements made with business and committed to the organised groups in leadership principles and marketplaces skills to implementation of advance gender-responsive economic budgeting and security and broader gender rights principles reflected in national gender policies and international agreed protocols (e.g., $35,000.00 $0.00 CEDAW, MDGs) $42,000.00 ACTIVITIES ACTIVITIE ACTIVITIES 1.3.1 $9,000.00 S $0.00 3.3.1 $0.00 2.3.1 1.3.2 $5,000.00 $0.00 3.3.2 $20,000.00 2.3.2 1.3.3 $2,000.00 $0.00 3.3.3 $15,000.00 2.3.3 1.3.4 $12,000.00 $0.00 3.3.4 $7,000.00 2.3.4 1.3.5 $7,000.00

116 Output 2.4: Interventions to increase productivity and incomes for farmers and market $60,000.00 vendors ACTIVITIE S $35,000.00 2.4.1 $15,000.00 2.4.2 $0.00 2.4.3 $10,000.00 2.4.4 Output 2.5: Access to knowledge management platforms for increased south-south exchange, learning and business $0.00 management ACTIVITIE S $0.00 2.5.1 $0.00 2.5.2

117 Summary for Markets 4 Change Consolidated - Vanuatu 2013 to 2019

Key Outcomes Total Inclusive, effective and representative marketplace groups are created and grow, contributing to gender, social and economic advancement, the elimination of gender-based discrimination and Outcome 1 violence, and expanded economic opportunities for women 153,000.00 Improved socio-economic security and rights of market vendors, especially women market Outcome 2 vendors 182,000.00 Local governments and market management are gender responsive, effective and accountable to Outcome 3 women market vendor needs 192,000.00 Physical infrastructure and operating systems improved to make markets more sustainable, Outcome 4 resilient to disaster risks and climate change, safer, and more accessible 668,000.00 Total 1,195,000.00

PROGRAMME Staff Cost

1 Regional Knowledge Management (Staff/Consultant) 180,000.00

2 Regional Infrastructure Engineer 288,000.00 3 Project Manager International 1,020,000.00

National Project Coordinator 4 348,000.00

Communications & Monitoring Officer 5 232,000.00

Markets Management & Operations Coordinator 6 60,000.00

Total 2,128,000.00 Other Programme Cost 1 Communications & Advocacy 59,500.00 2 Knowledge Management, Monitoring, Evaluation and Learning 473,000.00

3 Monitoring of Project 14,190.00

4 Evaluation of Project 63,000.00

5 Operating Cost 121,200.00 TOTAL

118 730,890.00

Total Programmable Funds 4,053,890.00

8 % Support Cost 300,311.20

Add Total funding Available 300,000.00 Total Project Budget 4,654,201.20 Funding to be Raised (Total Project Budget less Total Funding Available) 4,354,201.20

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