Secretariat of the Pacific Community (SPC) - Government of Australia (GoA) Partnership for Pacific Regionalism and Enhanced Development 2014-2023 - Amendment

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Secretariat of the Pacific Community (SPC) – Government of Australia (GoA) Partnership for Pacific Regionalism and Enhanced Development 2014-2023 - Amendment [PDF 270 KB]

  1. PREAMBLE

    1.1 This Partnership for Development between the Government of Australia (GOA) and the Secretariat for Pacific Community (SPC) establishes our shared vision to work in close cooperation to achieve improved development outcomes and sustainable improvements in the quality of life of all Pacific islanders. Specifically, this Partnership provides for furthering opportunity and mutual accountability for adding development value for SPC island members through regional cooperation, collaboration and integration by 2023.

    1.2 The SPC Corporate Strategic Plan 2013-2015 will guide SPC’s interactions with GOA during the initial stages of this Partnership.

    1.3 The GOA Guidance Note: Pacific Regional Organisations 2013-2023 will guide GOA’s interactions with SPC and all other Pacific regional organisations during this Partnership.

    1.4 Australia’s Department of Foreign Affairs and Trade (DFAT) will have responsibility for the overall management of the Partnership on behalf of GOA. In consultation with DFAT and SPC, other Australian Governments may enter into agreements with SPC under this Partnership for the purposes of providing funds for specific international development assistance Programs.

    1.5 This Partnership is not governed by international law and does not constitute or create (and is not intended to create) obligations under international or domestic law and will not give rise to legal processes and will not be deemed to constitute or create legally binding or enforceable obligations (express or implied).

  2. PRINCIPLES

    2.1 The following principles will underpin all aspects of the development relationship between GOA and SPC.

    • Mutual respect, including openness to working together and exploring new opportunities together, and resolving through open discussion any tensions and challenges that emerge.
    • Mutual responsibility and accountability. Australia, Pacific island member countries and SPC are jointly responsible and accountable for the work undertaken through this partnership.
    • A focus on results and measuring impact. The impact of our joint work, ideally improved economic and social development outcomes for the region as a whole and for individual island member states, will be measured. This will include through joint, regular and evidence-based review of progress against the commitments and objectives of this Partnership.
    • Enhance donor harmonisation. The partnership approach will support donor harmonisation, to simplify procedures, reduce the reporting and administration burden, and avoid duplication. GOA and SPC will also ensure bilateral assistance is mutually enhancing and complementary wherever possible.
    • Visibility. GOA and SPC recognise the importance of appropriate visibility of the work of this partnership and will work to maximise communication and awareness.
    • Transparency about the partnership within GOA and SPC, with all SPC members, and with other external stakeholders.

    2.2 GOA acknowledges the responsibility of SPC to account for its policies, programs and resource allocation to the Conference of the Pacific Community and to the Committee of Representatives of Governments and Administrations (CRGA).

    2.3 SPC acknowledges the responsibility of GOA to account to its Parliament and people on its contributions to regional development in the Pacific, including those channelled through SPC.

  3. OBJECTIVES

    3.1 Overarching goal:

    Recognising the emerging development challenges facing the Pacific region for the next ten years and beyond, this partnership will position the GOA (through its appropriate mechanisms) and the Secretariat of the Pacific Community to bring together their respective intellectual and technical capacities and resources to support Pacific island states to realise their development aspirations.

    3.2 Objectives:

    1. Effective and efficient regional service delivery to support PICTs to achieve sustainable development outcomes in areas including fisheries, public health, forestry, agriculture, statistics, applied geoscience, transport, energy, educational assessment, human rights, and gender, characterised by:
      • Multi-sector approaches;
      • Leveraging networks and cross-sector skills; and
      • Enhancing development and aid effectiveness principles.
    2. Enhanced SPC capability to support regional and island member development priorities, characterised by:
      • Development of an SPC-wide planning, monitoring, evaluation and accountability systems which enables demonstration of results to members and donors and improved development effectiveness;
      • Improved effectiveness of financial budgeting and reporting by more clearly linking resource allocations and key priorities in the Corporate Strategic Plan;
      • Enhanced effectiveness of SPC governance systems in line with recommendation of the independent external review; and
      • Consolidation of SPC’s portfolio of programmes to larger, more cohesive priority programmes.
    3. To have built a combined and proactive approach to addressing major regional and global development challenges, characterised by:
      • More efficient and effective funding mechanisms with a focus on moving from transaction based funding to a proactive partnership approach;
      • Greater cooperation in planning and delivery of technical services for mutual results;
      • Transparent and streamlined communication and management arrangements; and
      • Increased cooperation and synergy at bilateral levels between the two parties and with other stakeholders.

    3.3 The parties intend that the scope of this Partnership will remain flexible over its life, able to incorporate priority outcomes that may be developed incrementally over time. These may be included in the Partnership during formal Partnership dialogue discussions each year or at other times by mutual agreement.

  4. COMMITMENTS

    4.1 GOA hereby confirms its commitment to:

    • Provide SPC with effective, efficient and predictable development assistance that supports SPC to achieve its strategic objectives in line with the objectives of this partnership.
    • Support SPC to enhance its capacity, authority and legitimacy amongst members and development partners in accordance with the mandate accorded to it by its collective membership.
    • Align GOA monitoring and assessment of SPC performance as closely as possible with SPC’s own performance targets, measures and assessment systems, and support SPC to strengthen those systems as required to demonstrate results, especially in support of the Paris Declaration on Aid Effectiveness, the Accra Agenda for Action, and the Forum (Cairns) Compact on Strengthening Development Coordination in the Pacific.

    4.2 SPC hereby confirms its commitment to:

    • Continuously improve its governance, corporate administration and performance assessment capability to achieve the Partnership objectives, in accordance with its approved Corporate Strategic Plan 2013-15 and the agreed recommendations of its 2012 independent external review.
    • Deliver a jointly-determined program of high quality financial, technical and policy support consistent with its mandate and corporate reform objectives.
    • Advance key policy or investment actions jointly identified to implement Partnership priorities.
    • Optimise its use of Australian development assistance to achieve improved development outcomes which are consistent with the regional priorities of island members, with particular attention to the needs of small island states.

    4.3 Both parties resolve to:

    • Build on existing programs and lessons in shaping future Australian support.
    • Advance regional integration, growth and development through alignment with jointly recognised regional mechanisms supporting regional development activities such as the Pacific Plan or its successor.
    • Promote SPC regional and national level achievements to member countries and territories in bilateral dialogue.
    • Improve collective understanding of the complex political economy and other factors that influence success of regional support.
    • Balance SPC governance improvements with service delivery improvements.
    • Ensure all joint activities support gender equality and social inclusion.
    • Promote harmonisation and coordinated action with all of SPC’s development partners.
    • Promote an aligned approach with all donors including a full cost recovery approach to programme and project funding.
    • Participate, as appropriate in reviews of each other’s programs to gain a better understanding of work undertaken and lessons learned. SPC will also have representation on GOA reviews of SPC programmes.
    • Measure performance and progress of this Partnership using the Performance Assessment Framework at Schedule A.
    • Meet regularly, including on an informal basis, to share all relevant information, discuss any performance concerns as early as possible, and resolve any concerns through dialogue.
    • Report transparently to SPC members, through CRGA, on the progress of this Partnership.
  5. GOVERNANCE, MANAGEMENT AND REVIEW

    5.1 High level Consultations (HLCs) will take place biannually between senior officials of GOA and SPC in Canberra, Australia around March and in Noumea, New Caledonia around September each year. The meeting to be hosted in Australia will enable senior level discussion of strategic policy matters and emerging regional developmental issues. The focus of the meeting to be hosted in New Caledonia, will enable senior level review of performance against the Partnership. Both HLCs in general will:

    1. provide an opportunity to discuss current and emerging Pacific regional issues;
    2. focus on how both parties can utilise their convening power and technical expertise to address complex current and emerging development challenges in the region;
    3. ensure joint, regular and evidence-based review of progress and challenges in meeting the priority outcomes specified in the Partnership, including in relation to SPC efficiency and effectiveness and GOA engagement strategies;
    4. identify and build on opportunities for sharing knowledge and technical expertise to the benefit of Pacific islands’ development, including through technical and staff exchanges and enabling SPC to engage with other GOA regional programs (such as volunteers, the Pacific Leadership program, and the Government Partnerships for Development);
    5. provide the opportunity to make any amendments to this Partnership document; and

    5.2 (f) regularly review the performance and ongoing value of this Partnership. GOA and SPC will schedule other meetings to discuss the Partnership and other issues at mutually agreed times.

    5.3 The priority outcomes, targets and indicators in Schedule A provide the basis on which Partnership progress will be monitored by both parties, and reviewed jointly at HLCs. As far as possible, these indicators align with existing indicators within SPC and GOA. Performance review by both parties will also take account of the findings of progress reports and reviews undertaken during the Partnership (at activity, sector, corporate, country or regional levels), as well as relevant independent research or other studies.

    5.4 Australia’s contribution to Partnership objectives and targets will also be assessed and reported periodically as required by the Australian aid program’s quality processes. Likewise, the alignment of Australian support for SPC with GOA policy and sectoral priorities will be reviewed periodically. Such reviews will be undertaken in cooperation and consultation with SPC.

    5.5 All HLC decisions will be recorded and the meeting records circulated to all SPC members and made available on request to other interested stakeholders.

    5.6 An independent review of the Partnership will be undertaken every three years during the partnership based on jointly agreed terms of reference. This includes a mid-term review at the beginning of 2016 and 2019 that will assess the partnership, including its indicators in the Performance Framework, analysis and commentary on key achievements, issues, challenges and lessons learned, and recommendations on how the partnership could be improved. A final year review will take place at the end of this partnership period in 2022 which will have a greater focus on the outcomes this partnership achieves as a result of SPC and GOA activities and engagement approaches. This will include consideration of relevance, effectiveness, efficiency, monitoring and evaluation, sustainability and gender equality. These reviews will be led by an independent evaluator and include a representative from SPC and GOA.

    5.7 GOA will identify a single focal point for all communications between SPC and Australian government stakeholders. This approach will not inhibit appropriate and ongoing collegial exchanges amongst staff and consultants employed by either party, or substitute for program management being undertaken at appropriate levels. It will add value to the relationship by enabling coherence and consistency. It will also provide an initial point of contact to resolve any tensions that emerge in the relationship. In SPC the focal point will be the Director of the Strategic Engagement, Policy and Planning Facility SEPPF (or their delegate), and likewise this will be to facilitate consistency rather than to limiting or “gate-keep” engagement.

    5.8 GOA will establish an information sharing group for Australian government stakeholders engaging with SPC, to discuss and reach consensus on GOA priorities and objectives in working with SPC. Their discussions will inform the formal policy dialogue at HLC meetings and help bring to light evidence of development outcomes SPC is achieving with Australian support.

    5.9 SPC will invite GOA representatives to learning and knowledge development events and to visit programmes implemented in PICTs. SPC will also engage GOA representatives in-country when a Joint Country Strategy (JCS) mission is occurring and welcome GOA engagement. GOA will also provide SPC with country strategies (where not confidential) so SPC may have a clearer understanding of Australia’s broader development investment in each country.

  6. LEVELS AND FORMS OF DEVELOPMENT ASSISTANCE

    Financing

    6.1 Through this Partnership, GOA commits to provide SPC with predictable, multi-year financing. Under the broader overarching goal, funding under this partnership will be programmed on a three-year basis. It will be affirmed on an annual basis, subject to positive partnership progress and successful appropriation of required funding in Australia’s national budget each year.

    6.2 GOA commits to allocate an increasing portion of its overall annual SPC project funding to the SPC programme and core budgets and to convert existing separate projects to programme funding where they meet the following criteria:

    • The service is in high demand from members or represents a clear regional public good;
    • There is a recognised ongoing need for assistance in the Pacific and it is unlikely to be met at the national level;
    • The work is part of SPC’s core work program (as agreed by CRGA and Conference);
    • There is a high quality, costed division strategy and work program in place, with an associated M&E framework;
    • It is consistent with GOA’s long term agenda in the Pacific; and
    • SPC is the most appropriate development partner to deliver the program.

    6.3 Where the representatives to the HLC decide that a conversion to programme funding is appropriate, implementation of this decision shall take place in a timeframe agreed by the GOA and SPC and the necessary amendment(s) shall be made to the Core Funding Grant Agreement. Member states and territories shall be informed of the funds converted from project to programme funding at the next session of CRGA.

    6.4 Where funding is converted from project to programme it will be included in SPC’s annual budget as programme funding. This means the funds will be allocated to the relevant programme for the purpose of supporting the approved division strategy/strategies and work plan(s). The expectation is full cost recovery will be applied to this funding so the full SPC costs of delivering each division’s strategy will be properly included. All narrative and financial reporting on programme funding will be provided to GOA and other members through CRGA reporting.

    6.5 GOA will only support SPC to expand its range of bilateral or sub-regional activities where they relate to the particular needs of smaller island states for regionally-delivered assistance.

    6.6 GOA commits further to limit separate project funding and Grant Agreements to activities that:

    • Have specific time-bound outputs and outcomes and where an ongoing work program is not planned;
    • Address an emerging priority that may or may not become a core service of SPC in the longer term; or
    • Have uncertainty in relation to ongoing availability of funding.

    6.7 GOA will provide core and programme funding to SPC through Grant Agreement 69294/1. Funds administered under the Grant Agreement will be reviewed as part of the Independent evalution of the Partnership in the beginning of 2016 and 2019.

    6.8 GOA will support SPC’s efforts to review its cost recovery model to build a more sustainable financing structure, including any well-justified proposal for revision to recover the full indirect costs associated with program implementation. Such costs will need to be clearly identifiable, benchmarked where possible against other comparable effective organisations and well budgeted.

    6.9 SPC undertakes to disburse all funds provided by GOA in accordance with the principles, terms and conditions of this Partnership and to take all reasonable steps to achieve and demonstrate value for money, in accordance with sound financial and administrative practice.

    6.10 GOA will make payments to SPC in the amounts and at the times specified in any separate Grant Agreements relating to core funding or to a particular project. All Australian official development assistance will be provided to SPC under this Partnership and using the template provided at Schedule B.

    Joint approach to strengthening performance

    6.11 This Partnership offers a significant opportunity for GOA and SPC to learn together and support the development of both organisations in areas such as organisational development, technical capacity, quality and development effectiveness, performance management, and strengthening our shared understanding of Pacific regionalism.

    6.12 Rather than focusing narrowly on technical and managerial capacity as in the past, GOA will support the process already begun within SPC to strengthen the full range of capabilities needed for the organisation to function effectively, including its plans for cross-divisional work to address various development issues.

    6.13 Particular resources which can be brought to this capacity development process include the following:

    6.13.1 GOA will continue to offer access to technical assistance as well as opportunity for more consolidated research and evaluation across key regional issues.

    6.13.2 Opportunity for technical exchange and collegial engagement between the two organisations, facilitated through the GOA focal point and the corresponding staff person in SPC. This exchange is expected to go beyond areas of specific program attention and funding to include opportunities for both organisations to proactively engage around areas of shared interest and expertise.

    6.13.3 GOA to make available more targeted and coordinated opportunities for SPC to engage with other GOA programs including volunteers, the Pacific Leadership Program, the Government Partnerships for Development Program and others.

  7. PERFORMANCE ASSESSMENT AND REPORTING

    7.1 SPC and GOA performance reporting needs to serve multiple purposes and be fit for each of these. Clear objectives have been established for this Partnership. Assessment of Objective 1 and 2 will be based on indicators identified in SPC’s Corporate Strategic Plan – Performance Assessment Framework at Schedule A. Schedule A will be revised throughout the life of the Partnership to reflect improvements in SPC’s monitoring, evaluation and learning systems. The most recent mutually agreed PAF for Objective 3 will be deemed to be attached to this Partnership. No formal amendment will be required unless deemed appropriate or mutually agreed by both parties.

    7.2 Results against these indicators need to be collated and presented for discussion and analysis at the HLCs. This will be the responsibility of both SPC and GOA. The schedule of monitoring, evaluation and reporting for this Partnership is set out in the table below.

    Overview of Monitoring, Evaluation and Reporting schedule

    Report type When For whom Purpose
    Annual progress report March (commencing 2015) SPC-GOA HLC Monitoring progress against indicators in the Performance Framework, analysis and commentary on key achievements, issues, challenges and lessons learned
    Annual report November CRGA Reporting to SPC members on how SPC is contributing to development outcomes at national and regional levels
    Independent mid-term evaluation -every 3 years Beginning of 2016 and 2019 SPC-GOA HLC Independent evaluation of progress in terms of the quality and strength of the partnership between SPC and GOA (indicators in the Performance Framework) as well as the development outcomes achieved through the partnership, including analysis and commentary on key achievements, issues, challenges and lessons learned
    Independent final evaluation at the end of this agreement 2022 SPC-GOA HLC Independent evaluation of the outcomes of this partnership, including relevance, effectiveness, efficiency, monitoring and evaluation, sustainability and gender equality, achieved due to SPC and GOA activities and engagement approaches.

    7.3 SPC and GOA share a need to demonstrate the value of regional interventions at both national and regional levels. For GOA it is important to demonstrate the links between its bilateral development programs in the Pacific and support for regional organisations such as SPC. At present SPC is achieving good results, but there is an opportunity to communicate these results to all stakeholders in more accessible and regular ways. Attention to communicating results will be given priority under this Partnership.

    7.4 GOA and SPC will pursue opportunities to learn together, particularly about key issues relating to regionalism and development effectiveness across the Pacific. This Partnership will support both parties to identify opportunities for shared evaluation and research on these issues, potentially in collaboration with other regional development partners.

    7.5 GOA funding in support of SPC’s monitoring and information was converted to core funding from 2013, and it is expected that this work will continue to be resourced. GOA may offer additional resources for performance assessment, subject to resource availability and agreement by both parties.

    7.6 GOA encourages SPC to allocate five to seven per cent of all programme and project budgets to monitoring, evaluation and learning in line with OECD Development Assistance Committee guidelines.

  8. AMENDMENTS AND DOCUMENTATION

    8.1 This Partnership may be revised at any time by an amendment in writing signed by GOA and SPC.

    8.2 This Partnership complements the commitments of GOA under relevant decisions of SPC’s CRGA and Conference, in particular those that relate to the core funding of SPC.

  9. CONCLUSION

    9.1 This Partnership brings together the comparative advantages of GOA as a key member and financing partner, and SPC as a Pacific-owned and managed specialist technical and scientific organisation with acknowledged expertise in advancing regional development in the Pacific. It changes the nature of the relationship between the two parties to a partnership that enables change and optimises the potential for effective regional development.

Signed on ......................... day of .......................... 2014

For the Government of Australia

Peter Grigson
Deputy Secretary
Department of Foreign Affairs and Trade

For the Secretariat of the Pacific Community

Colin Tukuitonga
Director-General

ATTACHMENT 1: PERFORMANCE ASSESSMENT FRAMEWORK

The following results framework provides indicators for assessing the Partnership between SPC and GOA and its ability to achieve national and regional development outcomes. It covers the initial period of 2014-2016. A revised results framework will be developed based on the partnership mid-term evaluation, scheduled in 2016.

Objective Indicator Baseline Cumulative Targets
End of 2014 End of 2015 End of 2016

Overarching goal: Pacific island countries and territories will be making better progress in addressing development challenges and achieving aspirations through this partnership

Under Objective 1 below

Under Objective 1 below

SPC CRGA reports and JCS reviews demonstrate increasing progress towards agreed upon national and regional development outcomes set out in SPC’s Corporate Strategic Plan and JCS.

Same as 2014

Same as 2014

Objective 1: Effective and efficient regional service delivery to support PICTs to achieve sustainable development outcomes in areas including fisheries, public health, forestry, fisheries, statistics, applied geoscience, transport, energy, educational assessment, human rights, and gender.

  • Is the available evidence sufficient to indicate that development outcomes have improved?
  • Is there a clear and logical link between the support provided through the partnership and the identified outcomes?

Land, agriculture and forestry resources

1. Improved food and nutritional security

Number of PICTs supported in active engagement between farmers and suppliers of genetic resources (crop, tree, and animal)

8 PICTs

td>

NA

11 PICTs

TBC

2. Improved land, agricultural and forestry policy decisions, practices, research, management and development

Number of PICTs with newly adopted agricultural and forestry legislation, strategies and/or evidence-based frameworks that promote a coherent national/regional approach

2 PICTs have updated sustainable land management plans (Fiji -2006 and Cook Islands - 2009)

2 PICTs have updated sustainable forest management plans (Fiji - 2007 and Vanuatu - 2011)

NA

6 additional plans/policies and 1 regional framework

TBC

3. Improved agriculture and forestry trade

Percentage increase in revenue from market access and trade among small and medium enterprises receiving SPC trade promotion support and assistance

FJD 556,500 (average 2012 export revenue of 17 enterprises )

NA

5% increase above 2012 baseline

TBC

Energy services

4. Improved access to affordable and efficient energy services

Number of PICTs with at least a 10% increase in the share of electricity they generate by renewable sources, thereby reducing reliance on fossil fuels for power generation

4 PICTs as of 2009

NA

2 additional PICTs

TBC

Transport services

5. Improved access to affordable and efficient energy services

Number of PICTs that have initiated processes to reform maritime transport services legislation and regulations to comply with recent amendments to international maritime obligations

As of 2013, EDD has supported legislative review in 2 PICTs

NA

3 PICTs supported with legislative

review

TBC

6. Improved access to safe, affordable and efficient transport services

Number of PICTs that have reviewed their port operation regulations/policies to comply with regional and international standards

As of 2013, EDD has supported port regulation reviews in 3 PICTs (Cook Islands, Tuvalu, FSM)

NA

Reviews initiated with 7 PICTs

TBC

Fisheries

7. Coastal fisheries are better managed for economic growth, food security, and environmental conservation

Number of PICTs with sustainable fish aggregating devise programmes established to enhance food security and livelihoods

10 PICTs assisted

NA

7 PICTs have sustainable programmes with data collection

TBC

8. Coastal fisheries are better managed for economic growth, food security, and environmental conservation

Number of new aquaculture production systems becoming operational and enterprises established or expanded with SPC support

3 new enterprises and one cluster supported

NA

3-4 viable enterprises per year

TBC

9. Oceanic fisheries are better managed for economic growth, food security and environmental conservation

Tuna stock assessment results are accepted by the annual Scientific Committee of the Western and Central Pacific Fisheries Commission (WCFC) as shown in the meeting record; peer reviews of assessment quality are favourable

2009-2012: all accepted; first peer review favourable

NA

Maintain acceptance;

1-2 additional peer reviews anticipated

TBC

Health

10. Improved governance and leadership for public health development in the region

Proportion of PICTs leaders attending country led forums (with support of SPC and partners). This includes Heads of Health (HoH) and Pacific Health Ministers Meetings. (PHMM)

Tracking of HoH and PHMM decisions implementation at country level

Limited/lack of/ad hoc forum(s) for HoH to participate, develop, implement and monitor the Pacific health agenda

No tracking mechanism in place

80% PICTs HoH meet and develop/identify 3 priority policy areas for consideration by the PHMM in 2015; and demonstrate regional participation and leadership

Tracking mechanism in place

80% PICTs HoH attend 2015 meeting to follow up progress on the 3 key priorities identified by the PHMM; and monitor the Pacific Health Development Framework and agenda

Tracking mechanism in regularly updated and reported to PICTs

80% PICTs HoH attend 2015 meeting to follow up progress on the 3 key priorities identified by the PHMM; and monitor the Pacific Health Development Framework and agenda, for reporting to the PHMM in 2017

Same as for 2015

11. Enhanced performance of PICTs to address socio-economic determinants of NCDs

Number of PICTs with improved policies and legislation that addresses the socio-economic determinants of NCDs (e.g. legislation on alcohol, and imports of fatty, salty, and sugary foods; education, and exercise and healthy

living)

4–5 PICTs

Policy document on sugar-sweetened beverages (SSBs) developed

Policy paper on SSBs distributed to all PICTs

2 PICTs to initiate or increase tax of SSBs and/or other unhealthy products

6 PICTs demonstrate adoption of new policies and legislation that addresses risk factors and socio economic determinants of NCDs including SSBs and other unhealthy products

12. Scope of PPHSN expanded through enhanced capacity for integrated regional surveillance

Capacity at national and regional levels (measured by number of specialised field epidemiologists trained in core public health services)

No. of PICTs with resources allocated to support an FETP fellow and their planned projects to sustain and improve national surveillance activities

Appropriate training in core public health services and field epidemiology non-existent in 2013

0

An expanded Field Epidemiology Training Program (FETP) feasibility study, for core public health services, conducted by SPC and presented to PPHSN-CB, HoH and PHMM

FETP curriculum planned, developed and funded

2 PICTs

Full Pacific FETP started, with one cohort of students enrolled for qualifications from Fiji National University

8 PICTs

13. Improved monitoring, evaluation, learning and reporting of the results of PHD programmes

Results Framework and M&E Plan for PHD Strategy developed and implemented in alignment with the Corporate Strategic Plan

Draft Results Framework and M&E Plan developed

PHD M&E systems aligned with SPC Corporate M&E systems producing timely and quality reporting of PHD achievements which meet SPC’s Corporate reporting requirements for CRGA and the GoA-SPC Partnership (i.e. the SPC Corporate Programme Results Report, Country Programme Reports, and the SPC-GOA Partnership Assessment Framework)

Same as for 2015

14. Successful leadership and management of PHD

Timely and high quality PHD workplans, budgets and financial reports produced for PHD Divisional and SPC Corporate reporting requirements

Budget, Finance, HR, and Communication processes in place

Timely and high quality PHD workplans, budgets and financial reports produced for PHD Divisional and SPC Corporate reporting requirements

Same as for 2015

Applied Geoscience

15. National deepsea mineral (DSM) resources law and policy frameworks developed; improved understanding of potential resources and responsible management of exploitation activities

Number of PICTs with sound

minerals policy implemented

to regulate best practice

exploration and extractive

activities

1 PICT (Cook

Islands) provided

with DSM policy

and law in 2011

NA

13 PICTs to have

DSM policy or

law (or both)

completed

TBC

16. Defined maritime boundaries

Maritime Boundaries defined by agreed geographical coordinates with all neighbouring PICTs

Around 50% of all boundaries now defined in the region.

NA

A further 20% of boundaries agreed.

TBC

Water & Sanitation

17. Increased access for Pacific communities to safe drinking water and basic sanitation

Number of PICTs reporting

increases in the proportion of people with access to both improved water supply and

sanitation

2012 coverage

as reported by

countries through

the UNICEF/WHO

Joint Monitoring

Programme

(JMP)

NA

All PICTs reporting

increased

proportional

coverage through

JMP reporting

TBC

Climate Change and Disaster Risk Reduction

18. Strengthened capacity of Pacific Island communities to respond effectively to climate change and disasters

Number of PICTs with strengthened disaster risk management (DRM) governance arrangements

Low levels of

DRM institutional capacity in PICT National Disaster Management Offices

NA

DRM governance arrangements strengthened in 5 PICs

TBC

19. Improved understanding and management of environmental hazards/risks, water resources, geological resources, and fragile geological environments

Awareness activities for the Pacific Catastrophe Risk Assessment and Financing Initiative/Pacific Risk Information System risk profiles undertaken for Pacific Island Countries

Risk profiles developed in 2011 for all PICs

NA

Awareness activities undertaken in 7 PICS

TBC

Gender equality

20. Strengthened capability for Pacific Island communities to advance gender equality and women’s empowerment

Number of PICTs with legislation that complies with the Convention on the Elimination of all forms of Discrimination Against Women (CEDAW)

Currently PNG, RMI, Palau, Samoa, Vanuatu, Fiji all have legislation which addresses some forms of VAW

NA

>50% compliance among PICTs

TBC

21. Strengthened capability for Pacific Island communities to advance gender equality and women’s empowerment

Number of programmes and strategies implemented by SPC including gender analysis and with appropriate integration of gender perspective in programme formulation, budget, monitoring, evaluation and reporting

Not consistently applied across SPC

NA

By June 2015, this will apply to all new programmes and strategies developed at SPC

TBC

Human Rights

22. Increase compliance with international human rights standards and obligations

Number of PICTs with increased compliance with international human rights standards through improved legislation, policies, and practices

Human rights country status as noted in the Universal Periodic Review country reports

NA

2 additional PICTs adopt treaties to protect civil and political rights and economic, social and cultural rights; 3 additional adopt treaties to protect people with disabilities

TBC

Development Statistics

23. Pacific national and regional statistics are accessible and are being utilised

Increased number of Pacific Island statistics offices adopting common regional methodologies including a core set for census questions, Pacific Household income and Expenditure Survey methodology, and statistical classifications (Pacific Classification of Individual Consumption by Purpose (PACCOICOP), to provide regionally comparable statistics which are in line with international standards

i) 2010 World round of censuses, all PICTs used different census form

ii)Standard Pacific HIES

Methodology developed in 2012 replacing 5 separate versions previously used

NA

i)commitment by all PICTs at 2014 census planning meeting to adopt Pacific core set of census questions

ii)Adoption of common HIES methodology by 5 PICTs

TBC

Literacy, Numeracy and Better Quality Education

24. Increased PICT capacity to deliver better quality education

Number of member PICTs implementing national assessment policies and standards (literacy, teacher, principal standards) to monitor and evaluate the quality of education (PaBER)

7 PICTs countries (PNG, Samoa, Solomon Islands, Fiji, Vanuatu, Kiribati, Tuvalu)

NA

10 PICTs implemented assessment policies and educational standards

TBC

25. Improved Literacy and Numeracy levels nationally and regionally

Number of PICTs utilising evidence based on research to inform and implement relevant policy intervention to improving Literacy and Numeracy levels (including PaBER)

3 PICTs (PNG, Solomon Is, Samoa)

NA

10 PICTs with research-based intervention programmes

TBC

26. A regional system is established that facilitates international recognition of Pacific Qualifications

Maintain the currency of information on the Pacific Register of Qualifications and Standards (PRQS) database

29 qualifications and 50 registered providers in 3 PICTs (Tonga, Samoa, Fiji)

NA

2 additional PICT (PNG, Vanuatu) and

15 new qualifications uploaded and

10 newly registered providers each year

TBC

Objective 2: Enhanced SPC capability to support regional and island member development priorities

  • In what way are enhanced capabilities contributing to SPC improved performance?
  • What additional areas of SPC capability require development to support improved performance?

27. Development of an SPC-wide planning, monitoring, evaluation and accountability systems which enables demonstration of results to members and donors and improved development effectiveness

27a) Improved organisation-wide monitoring, evaluation and reporting against agreed upon national and regional development outcomes set out in SPC’s Corporate Strategic Plan and Joint Country Strategies.

Integrated Reporting Information System developed and piloted with half of SPC divisions enabling improved output reporting. Needs to be supported with a clear process for organisational-wide monitoring, evaluation and learning analysis and reporting against the Corporate Strategic Plan.

Monitoring, evaluation and learning plan developed and endorsed across the organisation for analysis and reporting against the key development outcomes in the Corporate Strategic Plan.

SPC reports to CRGA 44 on its results against the Corporate Strategic Plan.

Improved annual report against Corporate Strategic Plan demonstrating SPC outcomes/impact and lessons learned.

Improved annual report against Corporate Strategic Plan demonstrating SPC outcomes/impact and lessons learned.

27b) Number of country and/or regional sector evaluations completed and lessons learned applied for further improvement

No corporate evaluation schedule in place

Evaluation schedule finalised and two evaluations completed

4 evaluations completed

6 evaluations completed

28. Improved reporting on gender equality within SPC programmes

Improved reporting on gender equality within SPC programmes

Few SPC reports reflect gender equality outcomes, sex disaggregated data is not included as standard

SPC reports to CRGA on progress mainstreaming gender equality across its programs

SPC reporting to CRGA includes sex disaggregated data (where applicable) for all programs

As for 2015

29. Improved effectiveness of financial budgeting and reporting by more clearly linking resource allocations key priorities in the Corporate Strategic Plan

NA

SPC 2014 budget report

SPC provides in year budget reporting to CRGA showing allocations against Corporate Strategic Plan priorities

Increase in resources for Corporate Strategic Plan priorities reflected in 2015 budget.

TBC

30. Enhanced effectiveness of SPC governance systems in line with recommendation of the independent external review

NA

Current governance arrangements

CRGA review of SPC governance arrangements completed.

Agreed governance review recommendations are implemented by SPC and members.

TBC

31. Consolidation of SPC’s portfolio of programmes to larger, more cohesive priority programmes

Number of focused core projects

200+ programmes

200+ programmes

50 programmes

TBC

Objective 3: To have built a combined and proactive approach to addressing major regional and global development challenges

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  • What are the aspects of the combined and proactive approach to working together that are making the most contribution to enabling SPC achieve its objectives?
  • In what ways could working arrangements be further enhanced to support SPC achieve its objectives?
  • 32. More efficient and effective funding mechanisms

    32a) Australian combined core and programme funding as a percentage of total Australian funding

    33 per cent

    51 per cent

    57 per cent

    TBC

    32b) Number of SPC-GOA funding agreements outside this partnership

    3

    2

    0

    0

    33. Joint technical activity and cooperation

    NA

    Technical cooperation operates on ad hoc basis within sectors and without strategic oversight from senior management teams

    Specific areas of technical cooperation between SPC and GOA are identified and agreed upon in the HLC (may include development of strategic plans, evaluations, joint analysis of major regional development issues, sharing technical capacity, SPC staff participating in the Australian aid program’s quality assurance processes such as peer reviews, Australian participation in relevant SPC technical meetings.

    Report to HLC on the progress in each identified area of technical cooperation

    Assessment by mid-term evaluation of the benefits of the technical cooperation in each areas and lessons learned for improving development effectiveness.

    34. Transparent and streamlined communication and management arrangements

    34a) Occurrence of HLCs between SPC and GOA

    No HLCs held

    HLC held annually with clear agenda, SPC-GOA joint progress report submitted and outcomes documented and shared with CRGA.

    Same as 2014

    Same as 2014

    34b) Attendance at GOA information sharing group

    No GOA information sharing group in existence.

    GOA information sharing group established and meets twice. 50 per cent of Australian government partners attend.

    GOA information sharing group meets three times. 70 per cent of Australian government partners attend.

    GOA information sharing group meets three times. 80 per cent of Australian government partners attend.

    34c) % of funding proposals and reports submitted to GOA reviewed by SEPPF

    SEPPF review proposals and reports on ad hoc basis

    30 per cent

    60 per cent

    90 per cent

    35. Increased cooperation and synergy at bilateral levels between the two organisations and with other actors.

    Reflection of synergy in SPC’s Joint Country Strategies.

    No structured linkages between GOA bilateral development assistance and SPC programs.

    New joint country strategies developed in consultation with PICTs reflect increased synergy with GOA bilateral arrangements.

    SPC programs reflected in GOA bilateral agreements and assessments (e.g. gender equality, statistics, health, fisheries).

    Same as 2014

    Same as 2014


    Last Updated: 24 February 2015