Department of Climate Change Strategic Plan 2021-2023

2021 - 2023 DEPARTMENT OF CLIMATE CHANGE STRATEGIC PLAN A Sustainable and Climate Resilient Vanuatu The Department of Climate Change Ministry of Climate Change Adaptation, Meteorology, Geo-Hazards, Environment, Energy and Disaster Management Government of Vanuatu A Sustainable and Climate Resilient Vanuatu 2021 - 2023 DEPARTMENT OF CLIMATE CHANGE STRATEGIC PLAN A Sustainable and Climate Resilient Vanuatu The Department of Climate Change Ministry of Climate Change Adaptation, Meteorology, Geo-Hazards, Environment, Energy and Disaster Management Government of Vanuatu © Department of Climate Change (DoCC) 2020 All rights for commercial / for profit reproduction or translation, in any form, reserved. DoCC authorises the partial reproduction or translation of this material for scientific, educational or research purposes, provided that DoCC and the source document are properly acknowledged. Permission to reproduce the document and/ or translate in whole, in any form, whether for commercial / for profit or non-profit purposes, must be requested in writing. Design and Layout by Abel Consolidate Produced by: The Department of Climate Change Ministry of Climate Change Adaptation, Meteorology, Geo Hazards, Environment, Energy and Disaster Management Government of Vanuatu Port Vila, Vanuau P : +678 22160 E : docc@vanuatu.gov.vu W : www.nab.vu Disclaimer: This publication is made possible by the generous support of the American people through the United States Agency for International Development (USAID), which supported the Institutional Strengthening for Pacific Islands to Adapt to Climate Change (ISACC) Project. The contents of this publication are the responsibility of Subbarao Consulting Services (SCS), and can in no way be taken to reflect the views of USAID or the United States Government. iii The development of this Government of Vanuatu (GoV), The Department of Climate Change (DoCC) Strategic Plan (SP): 2021-2023 was financially supported by the United States Agency for International Development (USAID) through the Pacific Community (SPC) Institutional Strengthening for Pacific Island Countries to Adapt to Climate Change (ISACC) Project. The Strategic Plan has been drafted and prepared by Subbarao Consulting Services (SCS), New Zealand, with guidance from the Department of Climate Change. The development of this Strategic Plan would not have been possible without the support and guidance received from the national stakeholders of Vanuatu who were consulted and participated in the development of the plan. Specifically, the team wish to thank the Director and staff of the Department of Climate Change; stakeholders from the Ministry of Climate Change; relevant national line agency stakeholders; development partners; civil society organizations (CSOs); and the private sector. Acknowledgements iv DoCC STRATEGIC PLAN 2021 - 2023 Foreword Vanuatu is already experiencing and is expected to face multiple impacts of an intensifying climate in the years to come. It is paramount that we as a nation build up our resilience to manage, adapt or exploit benefits of the worsening impacts posed by a changing climate. Similarly, Vanuatu’s development aspirations are wide-ranging. We seek to grow our economy, expand networks of high quality infrastructure, increase access to essential services, create and sustain employment for our people, and protect our natural environment. None of these are standalone aspirations. Rather, they are all deeply inter-connected strategic objectives. The Vanuatu Government has already mapped out how we plan to implement our development agenda through Vanuatu’s National Sustainable Development Plan 2016 - 2030. Vanuatu’s National Climate Change and Disaster Risk Reduction Policy 2016 – 2030 further complements and guides climate change mainstreaming within the development landscape. Similarly, our Nationally Determined Contribution (NDC) to reduce Greenhouse Gases (GHGs) emissions under the Paris Agreement (PA) acknowledges and accounts for the impacts on climate and our aspiration for climate resilient development. . This strategic plan document presents a more detailed and deliberate articulation of Vanuatu’s day to day operational priorities in reducing present and future climate risks, while maximizing our long-term gains in development. The Vanuatu Department of Climate Change Strategic Plan 2021 – 2023 sets out an “interwoven approach” to resilient development that seeks to deepen engagement between different actors, from governments, to civil society organizations, to the private sector, to individual citizens. By emphasizing new forms of collaboration, this document streamlines traditional roles and responsibilities by capitalizing on natural commonalities and expands access to an ever growing body of knowledge and experiences by aligning incentives and values in pursuit of a collective vision for a more resilient Vanuatu. It is envisaged that our Strategic Plan 2021 – 2023 provides clear directions to all stakeholders for the next three (3) years. We look forward to enhanced partnerships in working towards targets stipulated within this Strategic Plan and, importantly in contributing to our national sustainable development goals. Mike Sam Waiwai Director Department of Climate Change v Contents Acknowledgements Foreword Executive Summary Abbreviations About the Department Strategic Priorities and Actions Strategic Action Plan and Results Framework (2021-2023) DoCC’s Integrated Approach for Planning and Budgeting Process Monitoring and Evaluation Proposed Revenue Generation Options The DoCC Organogram Annex 1: Strategic Priorities and Actions Annex 2: Climate Change Activity Mapping Annex 3: DoCC Planning, Budgeting and Reporting Calendar iii iv vi vii 8 10 14 32 34 35 37 38 41 44 vi DoCC STRATEGIC PLAN 2021 - 2023 Executive Summary The Department of Climate Change (DoCC) has been established as part of the Government of Vanuatu’s ongoing meaningful efforts for enhancing national resilience in the face of global climate change impacts. The department has been formed and mandated as per the ‘Meteorology, Geological Hazards and Climate Change Act - No.25 of 2016 (Climate Change Act)’. The DoCC has developed a three-year Strategic Plan (SP) (2021-2023) in order to align Vanuatu’s climate change priorities along with the activities of the newly established department. The strategic plan will be used by the department as a guide for alignment of resources, programs and activities along with national climate change priorities. “Strategic Plan of the DoCC represents an integrated set of strategic goals and operational objectives and activities needed to achieve it’s ‘mission’ and ‘vision’”. Mission “To Promote an Enabling Environment Encompassing Climate Governance, Adaptation and Mitigation Approaches via Inclusive and Equitable Services” Vision “A Sustainable and Climate Resilient Vanuatu” The DOCC’s SP aligns with the National Sustainable Development Plan (NSDP), corporate plan for the Ministry of Climate Change, relevant national and regional policies/frameworks including regional framework for resilient development in the Pacific and the global Sustainable Development Goals (SDGs). The SP development adopted a multi-step development process and methodology including guidance from the National Planning Framework (NPF); Monitoring & Evaluation Policy (MEP); common strategic planning methodologies and the insights gained by review and analysis of other strategic plans in Vanuatu along with international best practices and stakeholder (external and internal) observations and inputs. The SP defines the responsibilities of the DoCC in terms of objectives, goals, priorities, work plan, activities, targets, options for sustainable business models including required financial and human resources. The SP also includes a strategic action plan, results and monitoring framework (RMF) with quantifiable sex disaggregated indicators contributing to the overall vision and the established division of labour under the DoCC. The SP is a living document which is expected to be reviewed periodically (preferably annually) and updated accordingly. Global Sustainable Development Goals (SDGs), Regional Climate Change Policies/Framework NSDP 2016-2030 CCDRR Policy MoCC Corporate Plan BudgetingImplementation DoCC Work Plan DoCC Strategic Plan Analysis of Performance Annual Development Report DoCC Reports (Monthly, Quarterly, 6-monthly and Annual) MoCC Annual Report vii Abbreviations ADR AWP CCDRR CCFR CDM COM CTB DoCC FRDP GoV ISACC MEP MFEM MoCC MRV M&E NAB NAPA NDC NDMO NERM (IP) NPF NPP NSDP PA REDD+ RMF PESTLE SDGs SMR SP SPC SWOT TWG UNFCCC Annual Development Report Annual Workplan/Business Plan Climate Change and Disaster Risk Reduction Policy (2016-2030) Climate Change Finance Review (2017) Clean Development Mechanism of UNFCCC Council of Ministers Central Tender Board Department of Climate Change Regional Framework for Resilient Development in the Pacific Government of Vanuatu Institutional Strengthening in Pacific Island Countries to Adapt to Climate Change Monitoring & Evaluation Policy Ministry of Financial and Economic Management Ministry of Climate Change Adaptation, Meteorology, Geo-Hazards, Energy, Environment and Disaster Management Monitoring, Reporting and Verification Monitoring & Evaluation National Advisory Board on Climate Change & Disaster Risk reduction National Adaptation Plan of Action Nationally Determined Contributions National Disaster Management Office National Energy Roadmap (Implementation Plan) National Planning Framework New Policy/Project Proposal National Sustainable Development Plan 2016-2030 The Paris Agreement Reducing emissions from deforestation and forest degradation and the role of conservation, sustainable management of forests and enhancement of forest carbon stocks Result and Monitoring Framework Political, Economic, Social, Technological, Legal and Environmental Sustainable Development Goals (as per Agenda 2030) Six Monthly Report Strategic Plan The Pacific Community Strengths, Weakness, Opportunities and Threats Technical Working Group United Nations Framework Convention on Climate Change ABBREVIATIONS 8 DoCC STRATEGIC PLAN 2021 - 2023 About the Department MANDATE Ensure that high quality services are provided in relation to climate change in Vanuatu; 1 Promote capacities of governments, communities and organizations to understand and respond to risks arising from climate change 2 Ensure that the government and the public are informed of matters related to climate change, and are able to make effective use of such information and data, to respond to such events, in order to protect the environment and the safety and welfare of the community 3 An important aspect of the DoCC’s mandate is application of ‘precautionary principle’ while discharging responsibilities and functions to ensure that: in the event of a threat of damage to the environment or a risk to human safety and health from the impacts of climate change within Vanuatu, the lack of scientific evidence certainty regarding the extent of adverse effects is not used as a pretext to prevent or avoid a decision being made to respond to or to minimise the potential adverse effects or risks. 9 MISSION To Promote an Enabling Environment Encompassing Climate Governance, Adaptation and Mitigation Approaches via Inclusive and Equitable Services VISION A Sustainable and Climate Resilient Vanuatu The DoCC’s Vision and Mission statement presents the aspirations embedded within the fundamental duties defined under the constitution of Republic of Vanuatu i.e. to protect the Republic of Vanuatu and to safeguard the national wealth, resources and environment in the interests of the present generation and of future generations, and the National Vision i.e. “A stable, sustainable and prosperous Vanuatu”; under the National Sustainable Development Plan (NSDP or Vanuatu 2030): The People’s Plan; and the Vanuatu Climate Change and Disaster Risk Reduction (CCDRR) Policy 2016-2030. Equity Providing opportunities for meaningful participation by all groups in society, including women, youth, the elderly, people with disabilities, remote communities; valuing traditional practices; and engaging with all levels of government, industry sectors, development partners, donors, academia, regional and international bodies. Transparency Operating openly on sensitive matters for others to see and to enable effective good relationship among partners resulting in increased participation in all aspect of planning and implementation of activities Accountability Maintain the integrity of the department by ensuring culturally acceptable provision of services through proper uses of resources and allocated budget Innovation Enabling dynamic systems that are science and evidence based, adaptable to changing situations, incorporating traditional knowledge and practice, emerging trends, technological advances and local contexts Partnership Working together with other responsible development partners, humanitarian actors including government, private, donors funded projects and civil society organizations to implement priority activities highlighted in the strategic and business plan Positive Working Environment and Effectiveness Develop and work in positive environment both internal and external, to implement the mandate and achieve the objectives and goals. Cautiously implement and monitor the activities within the department and across the sector for effective implementation and optimum utilization of resources. Community Focus empowering communities at the local level through a bottom-up approach, drawing on local skills, values and traditional knowledge, and enhancing decentralization in planning, programmes and projects Learning and Reflection Develop and implement lifelong learning process within the department and across the sector to integrate the good practices and fulfill vision and mission. Sustainability Strengthening and utilizing the existing systems through mitigation and adaptation building on experience, learning from events, activities and good practice to ensure continuity of programs. Inclusiveness To encourage the participation of all groups to achieve equitable outcomes and interventions in climate change and DRM The DoCC's has 10 principle and values which are core to its functioning and decision making VALUES 10 DoCC STRATEGIC PLAN 2021 - 2023 Strategic Priorities and Actions CROSS CUTTING SYSTEMS THEMES Governance Finance Knowledge and Information Climate Change Adaptation Response to Climate Change Low Carbon Development Capacity Building Gender Equality and Other Vulnerable Group Inclusion Partnership Development Information and Data Sharing Monitoring & Evaluation Mainstreaming Climate Change The DoCC’s strategic goals has been classified into twelve priorities and grouped under three categories (Systems, Themes and Cross-Cutting): • Systems: governance, finance, and knowledge and information. • Themes: climate change adaptation, low carbon development (mitigation), and response and recovery. • Cross-Cutting: Mainstreaming climate change, Capacity building, Gender equality and other vulnerable group inclusion, Partnership development, Information and data sharing and Monitoring and evaluation. 11 Governance The objective is to enhance strategic frameworks and institutional structures to deliver effective climate change services and implement initiatives in a coordinated, integrated and complementary manner. The governance strategic priorities include: • Institutional structures; • Legislation and policy framework; • International Obligations, Strategic and business planning; and • Monitoring & Evaluation (M&E); Finance The objective is to ensure that adequate financial resources are available for: implementing climate change activities, build financial capacity to manage resources, and enable access to increased international funding. The strategic priorities under finance include: • Funding allocation; • GCF National Implementing Entity (NIE) accreditation; • Budgets, Financial statements, Procurement; • Project management; and • Small grants scheme; Knowledge and Information The objective is to enhance stakeholder knowledge and information on climate change, and improve communication-related interventions that empower appropriate climate change actions. The knowledge and information priorities include: • Information management; • Traditional knowledge; • Knowledge sharing; • Lessons learned; • Data analysis, Research; and • Risk assessment; Climate Change Adaptation The objective is to integrate and strengthen climate change adaptation initiatives across national, provincial and community levels, and across all sectors. The climate change adaptation strategic priorities include: • Vulnerability and impact assessment; • Integrate climate change governance and implementation; • Community based adaptation; • Loss and damage (incurred as a result of climate change); and • Ecosystem based approaches; Low Carbon Development The objective is to support Department of Energy (DoE) in expanding sustainable development and climate change mitigation opportunities that reduce carbon emissions and simultaneously contribute to resilient livelihoods and wellbeing. The low carbon development strategic priorities include: • Supporting DoE on implementing National Energy Road Map (NERM) - Renewable energy, Energy efficiency; • Climate Change Mitigation opportunities; and • Supporting Department of Forests on implementing REDD+; Response to Climate Change The objective is to support National Disaster Management Office (NDMO) to strengthen and build capacity in the areas of climate change preparedness, planning, response and recovery. The climate change response and recovery strategic priorities includes: • Support NDMO on Planning, Preparedness and Community Awareness; • Respond to climate change and disaster-related migration, displacement and planned relocation; SYSTEMS THEMES STRATEGIC PRIORITIES AND ACTIONS 12 DoCC STRATEGIC PLAN 2021 - 2023 Apart from system and themes, some key cross cutting issues that have relevance and impact on all aspects of climate change, includes: Mainstreaming Climate Change Mainstreaming climate change is an effective means of integrating CC cross-cutting issues into policy, plans and processes across all levels of government and broad ranging sectors. Mainstreaming (or integrating) climate change in planning and decision-making is crucial to ensure climate actions and national development priorities are implemented hand-in-hand. Mainstreaming also contributes to: reducing vulnerability to climate impacts and variability; increasing the adaptive capacity of communities and national activities facing climate impacts, and ensuring sustainable development and avoiding decisions that will generate maladaptation. For example: • Development of a simple rapid screening/ assessment tool kit or ready reckoner for policy/ programme, design and implementation in order to mainstream climate change across the government decision making. Capacity building Addressing the variable technical expertise and capacities on climate change with government departments, public and private sectors through capacity building. A need-based capacity building programme shall be developed and implemented by carrying-out a gap analysis and assessing current capacities and highlighting areas where work is required from the national to provincial government and area council levels. • Need and GAP assessment study shall be conducted; • National capacity building programme shall be formulated; • Focused capacity building programmes shall be conducted for government agencies, departments, institutions, provincial governments etc. in partnership with respective agencies, NGOs etc; Gender Equality and Other Vulnerable Group Inclusion Climate change greatly impact on the lives, social and economic wellbeing of women and other vulnerable population (elderly, people with disability, Children, Youth, Migrants, displaced people and remote community etc.). It is vital that women and vulnerable population shall have full opportunities to meaningfully participate in policy development, decision-making and implementation of activities at all levels. Initiatives are under way to ensure that gender considerations are mainstreamed into all climate change through Vanuatu’s Department of Women’s Affairs gender policy. Partnership Development A vast array of national and international, agencies, organizations, institutions, NGOs etc. are involved in climate change and working on climate actions. Collaborating with international and domestic stakeholders will increase the effectiveness and efficiency of climate actions. Development partners, regional organizations and academic institutions also have key role to play in planning, research, outreach and project delivery activities. Collaborative mechanisms need to work effectively to ensure the alignment of goals, reduced duplication of effort, and efficient use of resources. • Identify and communicate with the like-minded stakeholders; • Collaboration and coordination for implementation of policies and programme; Information and Data Sharing The data information, best practices, lessons learned etc. with reference to climate actions should be shared with the wider stakeholders through national and regional climate change portals. CROSS-CUTTING 13 The free and easy access to information will increase the effectiveness and efficiency of climate actions; further help in informed decision making across the stakeholder group. • ICT Documents (Flyers, leaflets, posters, education materials etc.); • Annual business plan/work plan, reports; Monitoring & Evaluation The M&E framework and system for the climate actions will measure and monitor changes over time, track the effectiveness of climate actions (mitigation, adaptation, knowledge networking and capacity building) efforts, and guide future planning efforts. Implementation of newly developed MRV Tool for energy sector (and proposed enhancement for all sectors) will integrate the stand-alone, project-based M&E systems and move towards a single, integrated national climate change M&E framework. • Integrated MRV Tool; • MRV Reports – National, Sectoral, project based etc.; STRATEGIC PRIORITIES AND ACTIONS 14 DoCC STRATEGIC PLAN 2021 - 2023 Strategic Action Plan and Results Framework (2021-2023) STRATEGIC PLANNING METHODOLOGY STEP 3 STEP 4 STEP 2 STEP 1 STEP 5 STEP 8 STEP 7 STEP 9 STEP 10 STEP 6 Inception - Strategic Planning Preparation Strategic Framework Review Define/Review of the Mandate, Vision and Mission Situation Analysis – SWOT, PESTLE and Baseline Need Assessment Identification and Review of Strategic Issues and Strategic Goals Identification and Defining Strategic Priorities, key Actions and Activities Determination of the costs and linking the strategic plan to the budgeting Developing three-year Strategic Plan (SP) Determining Criteria to Define Priority Activities (Prioritisation) Defining Monitoring and Evaluation (M&E) and M&E Indicators The strategic action plan development followed a multi-step development process and methodology (see below table) including guidance from the National Planning Framework (NPF); Monitoring & Evaluation Policy (MEP); common strategic planning methodologies and the insights gained by review and analysis of other strategic plans in Vanuatu along with international best practices and stakeholder (external and internal) observations and inputs. The strategic action plan defines the responsibilities of the DoCC in terms of objectives, goals, priorities, work plan, activities, targets, results and monitoring framework (RMF) with quantifiable sex disaggregated indicators contributing to the overall vision and the established division of labour under the DoCC. 15 CLIMATE CHANGE ADAPTATION STRATEGIC PRIORITY THEMES Focus Area: Vulnerability and Climate Change Impact assessment Outcome: Address site-specific climate vulnerabilities Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Support and facilitate to include and carry out vulnerability assessments, climate risk profiling and mapping as part of all Climate Change Adaptation Sectors/Actions • Scientific Officer (Climate Change Adaptation) -Lead; • Communication, Outreach & Partnership Officer; • Scientific Officer (Monitoring & Evaluation) • Donors/Development Partners • Stakeholders On-going To be estimated and included as part of all project proposals/ documents Development Partner/Donor/ CSO’s • # Proposals/ documents • # Approved Project Review and Updating of Vanuatu’s National Adaptation Programmes of Action (NAPA) • Scientific Officer (Climate Change Adaptation) -Lead; • Communication, Outreach & Partnership Officer; • Scientific Officer (Monitoring & Evaluation) • Donors/Development Partners • Stakeholders, DLA, CSOs 2021-2023 25,000,000 Development Partner/Donor/ CSO’s • Revised and updated NAPA prepared and endorsed by CoM STRATEGIC PRIORITIES AND ACTIONS Support and develop adaptation interventions for realistic assessment of climatic change and climate action impacts. Identify and implement potential climate change adaptation actions including framework/roadmaps for implementation 16 DoCC STRATEGIC PLAN 2021 - 2023 Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Carry-out participatory vulnerability assessments at provincial and community levels • Scientific Officer (Climate Change Adaptation) -Lead; • Communication, Outreach & Partnership Officer; • Scientific Officer (Monitoring & Evaluation) • Communities • Stakeholders 2021-2023 100,000,000 Development Partner/Donor/ CSO’s • # Vulnerability Assessment workshops and consultation at Provincial level and Municipalities • Vulnerability Assessment Reports Develop New Project Proposals (NPPs) on Vulnerability and Impact Assessment • Scientific Officer (Climate Change Adaptation) -Lead; • Communication, Outreach & Partnership Officer; • Scientific Officer (Monitoring & Evaluation)• Donors/ Development Partners On-going To be estimated and included as part of DoCC/Project Proposal budget Development Partner/Donor/ DoCC Budget • # New Project Proposals (NPPs) developed and submitted for funding Procure/Develop climate focused systems and climate service products for vulnerability and impact assessment (such as Early warning systems, climate modelling and forecasting IT tools etc), tailored to user/stakeholder needs • Scientific Officer (Climate Change Adaptation) -Lead; • Communication, Outreach & Partnership Officer; • Scientific Officer (Monitoring & Evaluation)• Donors/ Development Partners 2021-2023 50,000,000 Development Partner/Donor/ Private Sector • # Tailor made climate service products procured and installed Identify and develop a roaster to utilize nationally/regionally available expertise for vulnerability and impact assessments • Scientific Officer (Climate Change Adaptation) -Lead; • Communication, Outreach & Partnership Officer; • Senior Officer (Procurement & Contracts) 2021-2022 10,000,000 DoCC Budget • Roaster of vulnerability and impact assessment experts (National, Regional and International) Focus Area: Integrate Climate Change Governance and Implementation Key Actions: Relevant Policies, Initiatives and Programmes must include an integrated Climate Change Adaptation Approach Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Strengthen and communicate development partner/ donor coordination mechanism to integrate climate change governance • Scientific Officer (Climate Change Adaptation) Lead; On-going To be estimated and included as part of all project proposals/ documents Development Partner/Donor/ CSO’s • # Proposals/ documents • # Approved Project 17 Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Develop innovative partnerships (such as Pacific Meteorological Desk Partnership (PMDP), the Climate Risk and Early Warning Systems Pacific SIDS (CREWS) , the Climate and Oceans Support Program in the Pacific (COSPPac) ) with relevant stakeholders to integrate climate change approaches and actions • Scientific Officer (Climate Change Adaptation) Lead; 5,000,000 Development Partner/Donor/DoCC Budget Coordination mechanism on climate change governance integration established • Revised and updated NAPA prepared and endorsed by CoM Focus Area: Community Based Adaptation Key Actions: Adaptation actions in communities addresses real, current and priority vulnerabilities Adaptation actions are owned and driven by the communities Rights and needs of individuals are respected and recognised at community level Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Engage communities to participate in and lead the vulnerability assessment process and share the outcomes as part of all adaptation initiatives • Scientific Officer (Climate Change Adaptation) -Lead; • Communication, Outreach & Partnership Officer; On-going To be estimated and included as part of all project proposals/ documents Development Partner/ Donor/CSO’s • # Community engagement/ consultation activities conducted Identify and develop community adaptation plans/framework and actions through a bottom-up planning approach • Scientific Officer (Climate Change Adaptation) -Lead; • Communication, Outreach & Partnership Officer; • Scientific Officer (Monitoring & Evaluation)• Donors/ Development Partners 2021-2023 200,000,000 Development Partner/ Donor/CSO’s • # Community adaptation plans and actions framework developed (Sectoral/ Provincial) Develop approaches/ processes to include community stakeholders and vulnerable groups in climate change adaptation initiatives in municipal, provincial and national climate and disaster decision making • Scientific Officer (Climate Change Adaptation) -Lead; • Communication, Outreach & Partnership Officer; • Scientific Officer (Monitoring & Evaluation)• Donors/ Development Partners 2021-2023 50,000,000 Development Partner/ Donor/CSO’s • Community and vulnerable group inclusion approach/ proceeds established. • Enlisting communities and vulnerable groups STRATEGIC PRIORITIES AND ACTIONS 18 DoCC STRATEGIC PLAN 2021 - 2023 Focus Area: Ecosystem Based Approaches Key Actions: Support ecosystem based adaptation services Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Collaborate with relevant line ministries (Dept. of Lands) and support to identify sound land-use planning approaches and to develop ecosystem related development policy documents • Scientific Officer (Climate Change Adaptation) -Lead; • • Communication, Outreach & Partnership Officer; • • Scientific Officer (Monitoring & Evaluation)• Donors/ Development Partners 2021-2023 25,000,000 Development Partner/Donor • Ecosystem based development approaches identified and policy documents developed Focus Area: Loss and Damage (L&D) incurred as a result of climate change Key Actions: Take action around loss and damage Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Carry-out assessments on potential and actual loss and damage across Vanuatu linked with vulnerability assessment processes; • Scientific Officer (Climate Change Adaptation) -Lead; • Communication, Outreach & Partnership Officer; • Scientific Officer (Monitoring & Evaluation)• Donors/ Development Partners 2021-2023 100,000,000 Development Partner/ Donor • Loss and damage assessments completed Develop a loss and damage implementation framework, including risk sharing, insurance and compensation approaches at replacement value; • Scientific Officer (Climate Change Adaptation) -Lead; • Communication, Outreach & Partnership Officer; • Scientific Officer (Monitoring & Evaluation)• Donors/ Development Partners 2021-2023 50,000,000 Development Partner/ Donor • Loss and damage implementation framework (methodology) developed • L&D assessment models developed for projections and scenario analysis Collaborate with relevant line ministries ( Public Works) and assist to develop climate-proofed building codes, environmental impact assessments, regulations and development guidelines public and other major infrastructure in order to minimise loss and damage • Scientific Officer (Climate Change Adaptation) -Lead; • Communication, Outreach & Partnership Officer; • Scientific Officer (Monitoring & Evaluation)• Donors/ Development Partners 2021-2023 25,000,000 Development Partner/ Donor • Climate proofing guidelines developed for major infrastructure (development) projects 19 LOW CARBON DEVELOPMENT STRATEGIC PRIORITY THEMES Support and develop mitigation interventions for realistic assessment of climatic change and climate action impacts Identify and implement potential climate change mitigation actions including framework/roadmaps for implementation Focus Area: National Energy Roadmap - Renewable Energy and Energy Efficiency Key Actions: Support implementation of the Vanuatu National Energy Road Map (NERM)and energy considerations for climate change adaptation and mitigation Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Collaborate and support Department of Energy (DoE) on implementation and achievement of NERM targets and goals • Scientific Officer (Mitigation) Lead • Donors/ Development Partners • Stakeholders On-going 10,000,000 Development Partner/Donor/ Private Sector • Annual progress report on NERM targets (implementation progress Identify opportunities to associate with relevant line ministries (Energy, Agriculture, Forestry etc) and stakeholders to develop approaches to implement and achieve NDC targets • Scientific Officer (Mitigation) Lead • Donors/ Development Partners • Stakeholders On-going 20,000,000 Development Partner/Donor/ Private Sector • NDC (energy) target achievement opportunities identified and appropriate plans developed • Positive list of technology for achieving NDC targets STRATEGIC PRIORITIES AND ACTIONS 20 DoCC STRATEGIC PLAN 2021 - 2023 Focus Area: Climate Change Mitigation and REDD+ Key Actions: Enhance Vanuatu’s natural resource status through carbon mitigation opportunities Engage with and expand Vanuatu’s REDD+ and green carbon activities Prioritise green growth and low carbon development Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Collaborate and identify opportunities with forestry stakeholders on inventorying, quantifying, mapping and sorting data on carbon stocks (forestry) in critical ecosystems • Scientific Officer (Mitigation)- Lead • Donors/ Development Partners • Stakeholders 2021-2023 50,000,000 REDD+/ Development Partner/Donor • Carbon stock assessment opportunities identified and implementation supported. Develop updated Nationally Determined Contribution (NDC) implementation roadmap based on latest NDC update • Scientific Officer (Mitigation)- Lead • Donors/ Development Partners • Stakeholders 2012-2023 20,000,000 Development Partner/Donor/ Private Sector • NDC implementation roadmap updated Support Forestry department and engage in the international REDD+ Readiness process through the National REDD+ Technical Committee • Scientific Officer (Adaptation/ Communication/ mitigation)- Lead On-going 10,000,000 Development Partner/Donor • Inputs provided to National REDD+ programme In association with Energy department prepare Low Carbon Development Strategy for Vanuatu • Scientific Officer (Mitigation)- Lead • Donors/ Development Partners • Stakeholders 2021-2022 20,000,000 Development Partner/Donor • Low Carbon Development Strategy developed and approved by CoM Collaborate with relevant stakeholders to prepare and submit relevant Nationally Appropriate Mitigation Action (NAMA) proposal for funding • Scientific Officer (Mitigation)- Lead • Donors/ Development Partners • Stakeholders 2021-2023 15,000,000 Development Partner/Donor/ Private Sector • # NAMA proposal developed and submitted for funding Collaborate with relevant stakeholders/donors/ development partners to identify green development alternatives and support to implement a green growth framework to minimise carbon emissions • Scientific Officer (Mitigation)- Lead • Donors/ Development Partners • Stakeholders 2021-2023 10,000,000 Development Partner/Donor/ Private Sector • Green growth framework developed and # green development initiatives identified and # Piloted and # implemented 21 Focus Area: Response to Climate Change Priorities: Planning and Preparedness Key Actions: Enhance climate change response and recovery planning Strengthen preparedness activities Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Collaborate with NDMO and relevant stakeholders to integrate climate change response and recovery into national, sectoral, provincial, municipal and community level plans • Scientific Officer (Mitigation) Lead • Donors/ Development Partners • Stakeholders 2021-2023 15,000,000 Development Partner/Donor/ CSO's • Climate change response recovery integrated into development plans at all levels Support relevant stakeholders to develop guidelines and trainings to ensure appropriate standards and consistency when integrating climate change into subnational planning and budgeting processes • Scientific Officer (Mitigation) Lead • Donors/ Development Partners • Stakeholders 2021-2023 10,000,000 Development Partner/Donor/ CSO's • Guidelines on appropriate standards for climate change integration into planning and budgeting developed. STRATEGIC PRIORITIES AND ACTIONS 22 DoCC STRATEGIC PLAN 2021 - 2023 Strategic Goal: Institutional Strengthening and Capacity Building on Climate Change Services Focus Area: Institutional Structure Key Actions: Establish and strengthen institutional structures to effectively undertake their functions Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Identify gaps and strengthen DoCC’s resources and capacity to effectively deliver climate change services and manage projects All Staff 2021-2022 10,000,000 Development Partner/Donor/ DoCC Budget • Institutional and capacity gaps identified and strengthened Develop appropriate framework to strengthen traditional governance and faith-based governance systems through partnerships among stakeholders All Staff 2021-2022 10,000,000 Development Partner/Donor/ DoCC Budget • Traditional and faith based governance framework developed Develop action plan to strengthen climate change capacity of provincial, municipal and area council personnel through institutional collaboration and support All Staff 2021-2022 15,000,000 Development Partner/Donor/ DoCC Budget • Action plan for institutional collaboration for local bodies developed GOVERNANCE STRATEGIC PRIORITY SYSTEMS 23 Strategic Goal: Mainstreaming Climate Change into sectoral plans, policies and budgets of relevant line ministries Focus Area: Legislation and Policy Framework Key Actions: Drive strategic decision-making through contemporary legislation and policy frameworks Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Review and update Vanuatu's CCDRR policy All Staff 2021-2022 20,000,000 Development Partner/Donor • Updated CCDRR policy developed and approved by CoM Collaborate with relevant stakeholders to identify opportunities to integrate and harmonise climate change requirements into other relevant legislation and policies All Staff 2021-2022 10,000,000 Development Partner/Donor • Climate change requirements integrated into relevant legislation and policies. Collaborate with Dept. of Womens affairs and relevant agencies to develop practical strategies to address gender and social inclusion issues within the climate change context All Staff 2021-2023 15,000,000 Development Partner/Donor • Practical strategies developed for gender and social inclusion issues in climate change Strategic Goal: Identify gaps and build capacities among the stakeholders to enhance implementation of international climate change obligations Focus Area: International and Regional Obligations Key Actions: Meet international climate change obligations Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Initiate and develop National Adaptation Plans (NAPs) as per the UNFCCC and as outlined in the CCDRR policy • Scientific Officer (Climate Change Adaptation) -Lead; • Communication, Outreach & Partnership Officer; • Scientific Officer (Monitoring & Evaluation) • Donors/Development Partners • Stakeholders 2021-2023 100,000,000 Development Partner/Donor • National Adaptation Plans (NAPs) developed Carry-out periodic compilation and submission of UNFCCC reporting requirements (national communications (NCs), biennial update reports (BURs), national adaptation plans (NAP), and nationally determined contributions (NDCs)) • Scientific Officer (Mitigation)- Lead • Donors/Development Partners • Stakeholders on-going To be estimated and included as part of all project proposals/ documents Development Partner/Donor • UNFCCC reporting requirements met through submission of periodic reports STRATEGIC PRIORITIES AND ACTIONS 24 DoCC STRATEGIC PLAN 2021 - 2023 Strategic Goal: Mainstreaming Climate Change into sectoral plans, policies and budgets of relevant line ministries Focus Area: Strategic and Business Plan Key Actions: Develop, update and implement strategic and business plans Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Carry-out periodic review, updating and ongoing implementation of strategic , business and annual work plans All Staff on-going DoCC Budget Development Partner/Donor/ DoCC Budget • Review reports for strategic and annual work plans Strategic Goal: Implementation and strengthening of MRV system for climate actions and SDG benefits Focus Area: Monitoring and Evaluation (M&E) Key Actions: Integrate M&E into project and programme design across government agencies and stakeholder groups Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Develop a framework and an action plan to strengthen and enhance M&E of climate change activities at national, provincial and area council levels • Scientific Officer (Monitoring & Evaluation) • Comm, Outreach & Partnership Officer; • Stakeholders 2021-2023 10,000,000 Development Partner/Donor/ DoCC Budget • M&E strengthening action plan developed Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Identify and allocate appropriate human resource positions, officers and budget towards the fulfilment of international obligations and activities, including forming gender balanced delegations. All Staff on-going DoCC Budget Development Partner/Donor/ DoCC Budget • Human resource positions allocated to fulfil international climate obligation 25 Focus Area: Funding Allocation Key Actions: Ensure that adequate funding is available for climate change activities Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Collaborate with relevant stakeholders to identify and develop a mechanism to allocate appropriate funding in budgets for climate change activities and external funding is channelled through existing government financial systems • Senior Finance Officer • Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2022 DoCC Budget Development Partner/Donor/ Private Sector • Mechanism for climate change fund allocation in budgets Establish a national climate change fund • Senior Finance Officer • Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2023 50,000,000 Development Partner/Donor/ Private Sector • National climate change fund established Identify and develop a framework for private sector investment in climate change projects • Senior Finance Officer • Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2022 20,000,000 Development Partner/Donor/ Private Sector • Framework for private sector investment developed Collaborate with relevant stakeholders to explore options for a climate change insurance or risk sharing scheme • Senior Finance Officer • Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2022 10,000,000 Development Partner/Donor/ Private Sector • Options for climate change insurance/ risk sharing identified FINANCE STRATEGIC PRIORITY SYSTEMS Explore and enhance opportunities for increasing level of climate finance for climate actions 26 DoCC STRATEGIC PLAN 2021 - 2023 Focus Area: National Implementing Entity (NIE) accreditation for GCF Key Actions: Establish and build on robust financial systems, including facilitating implementing entity accreditation Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Implement measurable improvements in climate change budgeting, financial statements, reporting, audit processes, procurement practices, project management, and transparency policies and lobby with regional and international partners for support on obtaining NIE status by GCF • Senior Finance Officer • Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2023 20,000,000 Development Partner/Donor • GCF NIE status obtained 27 KNOWLEDGE AND INFORMATION STRATEGIC PRIORITY SYSTEMS Strategic Goal: Identify and provide support to explore and strengthen cooperation on knowledge and information exchange/Enhance and strengthen ICT technologies for knowledge sharing Focus Area: Information Management Key Actions: Strengthen existing systems to improve information capture, access and application Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Develop an information, education and communication endorsement process for climate change information material developers • Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2022 5,000,000 Development Partner/Donor/ CSOs Information, education and communication endorsement process developed Design and develop an updated web portal for DoCC • Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2022 5,000,000 Development Partner/Donor/ CSOs Updated DoCC web portal developed Update project information, resources, reports, events and contacts periodically on the climate change web portal and ensure accessibility • Communication, Outreach & Partnership Officer • Finance and Administration Officer on-going DoCC Budget Development Partner/Donor/ CSOs Updated information on climate change web portal STRATEGIC PRIORITIES AND ACTIONS 28 DoCC STRATEGIC PLAN 2021 - 2023 Strategic Goal: Identify and provide support to explore and strengthen cooperation on knowledge and information exchange Focus Area: Knowledge Sharing Key Actions: Develop and build on knowledge management systems Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Develop knowledge sharing materials on climate change related to local context including Lessons learnt for enhanced decision making • Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders On-going To be estimated and included as part of all project proposals/ documents Development Partner/Donor/ DOCC Budget Knowledge sharing materials on local climate change developed Utilize and strengthen existing networks and knowledge sharing mechanisms through organizing national scale climate change summit meetings and events • Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders On-going To be estimated and included as part of all project proposals/ documents Development Partner/Donor # National climate change summits/events organized Identify and develop new knowledge management systems that build on increased accessibility of information and communications technology tools • Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2023 10,000,000 Development Partner/Donor A new knowledge management systems developed Strategic Goal: Provide support and explore opportunities from traditional practices and knowledge relating to climate change mitigation/adaptation, weather and climate Focus Area: Traditional Knowledge Key Actions: Build on and share existing traditional knowledge and expand its use Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Establish a traditional knowledge compendium for climate change planning and make it accessible to decision-makers • Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2023 10,000,000 Development Partner/Donor/ CSOs Compendium on traditional knowledge for climate change planning 29 Strategic Goal: Identify and provide support to explore and strengthen cooperation on knowledge and information exchange Focus Area: Lessons Learned Key Actions: Enhance lessons learned processes and use of lessons learned in programmes and projects Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Collaborate with relevant stakeholders to gather, record and share lessons learned from activities, events and exercises to inform planning, policy and practice • Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2023 10,000,000 Development Partner/Donor # Lessons learnt compiled and shared on web portal Strategic Goal: Identify potential collaborations and support R & D activities within the department and outside on climate actions and climate science Focus Area: Data Analysis Key Actions: Enhance Data Analysis Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Coordinate with relevant stakeholders on climate change data collection and establishing a central database to collect, store and enable access to relevant climate change data • Relevant Scientific Officer Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2012-2023 50,000,000 Development Partner/Donor Climate change database established Facilitate partnerships with relevant stakeholders though memoranda of understanding on national, regional and international level to enhance climate change data collection, sharing and analysis • Relevant Scientific Officer Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2023 DoCC Budget Development Partner/Donor # MOU's and partnership agreements signed STRATEGIC PRIORITIES AND ACTIONS 30 DoCC STRATEGIC PLAN 2021 - 2023 CROSS-CUTTING STRATEGIC PRIORITY Strategic Goal: Awareness and capacity building programmes for stakeholders within Vanuatu on Climate Science, Variability and associated Climate Actions (Mitigation, Adaptation, cross-cutting) strengthened Focus Area: Capacity Building Key Actions: Training and capacity building on climate change Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Carry-out a gap analysis and develop a need based capacity building programme for DoCC staff on all aspects climate change • Relevant Scientific Officer Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2023 10,000,000 Development Partner/ Donor • # Need based capacity building programme developed for DoCC staff Develop an on-going training and capacity building programme for efficient utilization of the integrated MRV tool and sustaonable GHG inventory management • Relevant Scientific Officer Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2022 10,000,000 Development Partner/ Donor • On-going training programme developed for integrated MRV tool and GHG inventory management Collaborate with relevant stakeholders to develop advocacy, educational and informal capacity building and training programmes on climate change, traditional knowledge and Gender Equality and Other Vulnerable Group Inclusion • Relevant Scientific Officer Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2023 20,000,000 Development Partner/ Donor • # Focused capacity programmes developed and facilitated 31 Strategic Goal: Identify and provide support to explore and strengthen cooperation on knowledge and information exchange Focus Area: Partnership Development Key Actions: Collaboration and Communication Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Develop collaboration mechanism with international and domestic stakeholders on planning, research, outreach and project delivery activities to increase the effectiveness and efficiency of climate actions • Relevant Scientific Officer Communication, Outreach & Partnership Officer • Finance and Administration Officer • Stakeholders 2021-2023 20,000,000 Development Partner/Donor • Collaborative mechanism developed Operation Priorities Activities Responsibility Timeframe Total Budget (VUV) Budget Source Outputs Staff Appraisal Director supported by Finance and Administration Officer 1st Qtr. of every year DoCC Budget Internal • Staff appraisal reports Annual departmental budget preparation All Staff 4th Qtr. of every year DoCC Budget Internal • Departmental budget submitted to MEFM Preparation of Halfly Yearly Reports All Staff 2nd Qtr. of every year DoCC Budget Internal • Half yearly reports Preparation of Annual Reports • Communication, Outreach & Partnership Officer • Scientific Officer (Monitoring & Evaluation) 1st Qtr. of every year DoCC Budget Internal • Annual report submitted to MoCC Carry-out staff tracking and accountability Director supported by Finance and Administration Officer on-going DoCC Budget Internal • Staff tracking and accountability reports Periodic review of departmental structure, staffing and functioning Director supported by Finance and Administration Officer 4th Qtr. of every year DoCC Budget Internal • Review reports Prepare and implement administrative process and procedure guidelines/manual • Senior Officer (Procurement & Contracts) • Finance and Administration Officer • Support from all Staff 2021 5,000,000 Development Partner/ Donor/DOCC Budget • Admin process and procedure manual developed Notations: * Preliminary estimate of budget # Number of (Nos.) STRATEGIC PRIORITIES AND ACTIONS 32 DoCC STRATEGIC PLAN 2021 - 2023 DoCC’s Integrated Approach for Planning and Budgeting Process The DoCC acknowledges and applies an integrated planning and budgeting process i.e. decentralization of planning. The figure above illustrates how DoCC Business Plan aligns and links with other national policies and plans (i.e. MoCC Corporate Plan, NSDP etc) budgeting and M&E cycle including linkage of CCDRR Policy and climate change sector strategies to the legislation. Presently, the extent to which budgeting and strategic planning inform each other is limited and budgets and corporate plans are usually developed based on the expectation that the next budget would be equal or slightly higher than the previous budget. Nonetheless, there is scope within budget ceilings to allocate resources in a way that maximizes the performance against the targets and indicators. Ministry of Finance and Economic Management (MFEM) is the lead agency on annual budget preparations. This also includes the preparation of the detailed programme budgets as well as the budget narrative which seeks to link the objectives and service targets of the programmes to their allocated budget. Another area wherein the link between budget allocations and the NSDP, CCDRR can be strengthened is the preparation of New Policy Proposal process (NPPs). NPPs are funded by an increasing proportion of the national budget (around 10%) set aside each year for new initiatives. While NPPs are sometimes used to plug financial gaps, essentially NPPs are intended as operational budgets for new activities and are seen as a flexible and effective tool for policy implementation. Annual Development Report MoCC Annual Report DoCC Annual Report NSDP MoCC Corporate Plan DoCC Business Plan Policy (CCDR) CC Strategy Legislation Inform Inform Implement Implement Reports Plans 33 Key Steps for Budgeting and Expenditures Department of Strategic Planning and Aid Coordination (DSPPAC) and MFEM have already established a process for mapping the proposed NPPs against the NSDP which would facilitate the allocation of funding against the budget policy priorities set out by the Government under the Public Financial Management Act. However, once NPPs are approved, there is little or no oversight with regards to the performance in implementing the NPPs, nor have there been any attempts to measure out the impact of these NPPs on NSDP outcomes. STEP 1 Inception - Strategic Planning Preparation • Obtain approved Budget Policy priorities from DoFT & DSSPAC. • Involve other Senior Staff to put in ideas for NPP’s aligning with the NSDP, Policy priorities. • Submission of NPP’s and budget from June to July each year. STEP 2 Endorsement by the Director and DG (MoCC) on NPPs Executive within the Ministry endorse the NPP before submission STEP 3 Approval of NPPs by Council of Ministers (COM) MBC (Ministerial Budget Committee) has to endorsed the NPP’s and submit to DCO (Development Committee for Official) for information and to COM for approval STEP 4 Finance Requisition (Procurement and Expenses) • Finance Officer submits cash flow to finance to distribute the approved funds according to the projected work plan. • Any payments to be processed has to follow the finance & Procurement process using the Requisition form STEP 5 Procurement (Expenses) Approval Procurement has to verify according to Procurement plan before approval of purchase STEP 6 Finance Officer approval Finance has to verify with budget plan before approval of payments be done STEP 7 Finance Recording All LPO’s must have an electronic and hard copy before delivering to the supplier STEP 8 Approval by Director STEP 9 Approval by Finance Department DoCC STRATEGIC PLAN 2021 - 2023 34 DoCC STRATEGIC PLAN 2021 - 2023 Monitoring and Evaluation The detailed M&E framework developed under the NSDP has been the guiding process for structuring the M&E framework for the DoCC SP. The M & E framework also act as a project management tool that includes and recognizes the role of all actors and ensures all stakeholders are informed of the process, outputs and outcomes. The Monitoring and Evaluation Policy (MEP) of GoV, establishes common structures and standards for effective M&E to improve efficiency, effectiveness and resilience of service delivery. Furthermore, the MEP is linked to the government’s overall strategic policy framework through the NSDP, and Goal Society 6: Strong and Effective Institutions, which aims to achieve and Policy Objective SOC 6.9. Key Features of M&E The M&E has multiple dimensions but the key focus is on capturing the outcomes of DoCC activities and projects and operational requirement. The process and the approach in the NSDP M&E Framework, the National M&E Policy, the MoCC Corporate Plan and guidelines and the NPF are considered for DoCC M&E. The M&E officer is responsible for implementing M&E updates and reporting including projects progress, budgeting and operations. The M&E Officer implements an M&E Framework and ensures the regular tracking and reporting on progress towards achieving the plan. The M&E officer also ensure that monitoring information is shared between various levels of hierarchy within the department and the MoCC, with each level informing the next level (vertical sharing) with regard to progress and achieving the desired results. Furthermore, M&E also ensure that there is sharing of information within levels (horizontal sharing) regarding both collection and analysis of data and performance information. The M&E reporting includes analyzing and reporting of data that assists decision makers to adjust and implement improvements in projects, policies, and programs. M&E Indicators M&E indicators are defined for each activity and sub-activity (SMARTER Methodology); Indicators are a unit of measurement that specifies what is to be measured along a scale or dimension, but does not necessarily indicate direction or change. Indicators are a qualitative or quantitative means of measuring an output or outcome, with the intention of gauging performance and results. Key M&E Reports • Monthly Report • Quarterly Report • Quarterly Report on Assets, Joint activity with domestic, regional, international, donor agency • Six-Monthly Report (SMR) • Annual Report 35 Proposed Revenue Generation Options As a government agency, the revenue generation options for the DoCC are very limited. The department essentially cannot function and operate like a business entity and charge fee for the services. Nonetheless, the department may explore some potential options and opportunities to unlock inflow of revenues through domestic and international climate finance mechanisms. Some of the potential initiatives are discussed here: International Climate Finance Architecture The global climate finance architecture is a bit complex and always evolving as the funds flow mechanism follows various channels both within and outside the UNFCCC framework including bilateral and regional initiatives. A growing number of countries are also setting up their own national climate change fund that receives funding through various channels under the climate finance architecture in an effort to coordinate and align contributor interests with national and international priorities. On similar lines, the DoCC could explore appropriate opportunities and mechanisms for accessing climate finance under the existing global climate finance architecture. however The types of climate finance available vary from grants and concessional loans to guarantees and private equity. The architecture has differing structures of governance, modalities and objectives. The proliferation of climate finance mechanisms across the board also increases. Collaboration on Climate Change MRV The DoCC is mandated to design, develop and implement MRV system for climate change activities (both mitigation and adaptation) including awareness, capability building and knowledge networking. The NDC integrated MRV system and online tool covering the energy sector is already in place. Under the current NDC update programme, the MRV tool is envisaged to be enhanced to expand the scope to cover other mitigation sectors and adaptation priorities. Being first of its kind integrated MRV tool in the region, there are potential opportunities for the DoCC to collaborate with relevant line ministries and other stakeholders (Private, CSO’s) to provide support on design, development and implementation of MRV system related to policy, programme and projects developed and implemented by respective agencies. The DoCC may also explore collaborative opportunities based on fixed fee or revenue sharing model. These opportunities can be explored domestically or in collaboration with regional agencies, public and private sector . As an example, certain percent of fee can be levied in lieu of climate change (mitigation/adaptation) MRV services provided for other agencies. Similarly, a fixed fee or revenue sharing can be levied in lieu of conducting workshops, capacity building exercise, awareness programme etc. User Fee for Climate Change Services A fee for service model could be explored wherein the DoCC could charge public and private sector for providing advisory services e.g. impact assessments, GHG emission reductions calculation, MRV, SDG impact assessment, certification, endorsements etc. and any other services directly provided by the department. Technology Demonstration Fees The DoCC may collaborate with domestic, regional and international technology suppliers, representatives and agents and charge technology PROPOSED REVENUE GENERATION OPTIONS 36 DoCC STRATEGIC PLAN 2021 - 2023 piloting or demonstration fees in lieu of providing a platform for technology demonstration in Vanuatu. The piloting and demonstration may have multifold benefits for the government and private sectors in terms of exposure to new and innovative global low carbon development technologies, some examples include: • Floating solar technologies • E-mobility technologies • Clean Water from Air technology • Distributed rooftop solar systems -micro/mini grid • Solar off-grid technology • Clean cooking solutions (cook stoves, bio-gas digesters, cook stoves, solar cooking solutions etc.) • Micro and Pico hydro power technologies • Small scale wind technologies (wind mills, wind trees etc.) • Other innovative technologies looking for piloting Contribution (levy) for Climate Change Adaptation The DoCC may consider introducing a small levy as a percentage of carbon revenue from sales of carbon credits from the climate change mitigation projects in Vanuatu under any market or non-market-based mechanism. Similar levy can be introduced for international travelers, tourism and aviation industry to offset their emissions. The collected levy can be used to support implementation of climate change adaptation activities in Vanuatu. 37 The DoCC Organogram National Advisory Board (NAB) Director Scientific Officer (Mitigation) Scientific Officer (Climate Change & Disater Risk Management) Communication , Outreach & Partnership Officer Scientific Officer (Monitoring & Evaluation) Scientific Officer (Procurement & Contracts) Scientific Officer (Finance-Climate Change Projets) Finance and Administration Officer CORPORATE SERVICES UNIT Office of the Director General CABINET Office of the Minister THE DoCC ORGANOGRAM 38 DoCC STRATEGIC PLAN 2021 - 2023 Annex 1: Strategic Priorities and Actions PILLAR 1 (SOCIETY): Responsible & capable state institutions delivering quality public services to all citizens NSDP Pillars and Goals Policy Objective Activities A nation based on traditional governance and Christian principles, which underpin our culture and continue to bestow life skills and knowledge to future generations Soc 1.2 Preserve and enhance cultural and traditional knowledge • Incorporate traditional knowledge and practices into MCCA ESSF Frameworks for CCDRR activities, projects/ programs (as per CPEIR/ Climate Finance Review) Refer ENV 3.5.2 An inclusive, equitable and quality education system with life-long learning for all Soc 2.4 Increase higher education opportunities, including technical and vocational training • Support development of technical engagement & skills by supporting Work Placement, Open Days, Cadetships, Internships, awareness programs, TVET courses and mentoring programs A dynamic public sector with good governance principles and strong institutions delivering the support and services expected by all citizens of Vanuatu Soc 6.1.2 Track annually No.# of DoCC Officers receiving relevant qualifications • Ensure DoCC Department Business Plans and budgets have funding to operationalize training as per MCCA HRD Strategy, Succession Plan, + Retirement Plan • Ensure high performing staff and positions identified by Succession Planning are supported to receive scholarships Soc 6.4.1 Strengthen DoCC planning, reporting, resourcing (staff & infrastructure) and financial management capacity to meet Business Plan targets (Departmental) • Ensure 70% of DoCC Business Plan KPIs are met annually Soc 6.8 Coordinate donor resources to align with national objectives • Track # of plans and reports produced within MCCA which include the mainstreaming of CCDRR issues into planning and reporting • Utilize CPEIR/Climate Finance Review and Climate Finance Roadmap frameworks to progress Vanuatu’s NIE status to secure direct access to CC funding 1Vibrant Cultural Identity 2 QualityEducation Strong and Institutions 6 39 PILLAR 1 (ENVIRONMENT): Maintain a pristine natural environment on land and sea that continues to serve our food, cultural, economic and ecological needs, and ensures enhanced resilience and adaptive capacity to climate change and natural disasters NSDP Pillars and Goals Policy Objective Activities A strong and resilient nation in the face of climate change and disaster risks posed by natural and man-made hazards Env 3.1 Institutionalise climate change and DRM governance, building institutional capacity and awareness Env 3.1.1 Improving the proportion of GoV Ministries with policies, budgets, legislation for CC & DRM • Support the improving the proportion of GoV Ministries mainstreaming policies, budgets, legislation for CC & DRM Env 3.1.2 Institutional strengthening of NAB, Department of Climate Change and other MoCC Departments • DoCC core staff vacancies are filled and salary secured on GoV payroll • Secure TA and contract positions to strengthen DoCC Env 3.1.3 Alignment of sector stakeholder programs and CC/DRR policy & legislation • Mainstream Climate Change and Disaster Risk Management strategies into sectoral policies and plans Env 3.4 Promote strengthened resilience & adaptation to climate related, natural and man-made hazards Env 3.4.1 Percentage of public schools using the climate change and Disaster Risk Reduction modules in national curriculum • Promote strengthened resilience & adaptation to climate related, natural and man-made hazards by supporting development and use by schools & technical training institutions of climate change disaster risk reduction modules in national curriculum at all levels Env 3.4.2 Number of communication and partnership activities and awareness programs established targeting issues such as climate change adaptation & resilience • Implement and track communication & partnership strategies targeting CCA and resilience targeting issues such as climate change adaptation and resilience Env 3.5.2 Access available financing for CCA and DRM • Progress direct access by implementing and updating Climate Finance Roadmap, CPEIR Review and by support and strengthen institutional frameworks i.e. NAB and Climate Finance Working Group to implement CPEIR, Climate Finance Review and Roadmap • Utilize partnerships with national, regional and international partners to secure funds Env 3.2.1 Improve monitoring and early warning systems • Establish, maintain + improve monitoring and early warning systems through installation of multi-hazard warning systems with maintenance plans in place Env 3.2.2 Proportion of population with access to early warning technology • Expand annually the proportion of population with access to early warning technology • Undertake a restructure of VMGD establishing a Research Division 3 Climate and Disaster Resilience ANNEX 2: CLIMATE CHANGE ACTIVITY MAPPING 40 DoCC STRATEGIC PLAN 2021 - 2023 PILLAR 3 (ECONOMIC): Ensure we have a stable economy based on equitable, sustainable growth that creates jobs and income earning opportunities accessible to all people in rural and urban areas NSDP Pillars and Goals Policy Objective Activities Sustainable and well-maintained infrastructure and services for all, through inclusive and effective partnerships Eco 2.9 Increase access to and use of information and communication technologies, including online government services i.e. Funding opportunities, CC proposal forms • Improve access to online DoCC services An enabling business environment, creating opportunities and employment for entrepreneurs throughout Vanuatu Eco 4.9.1 Strengthen government and private sector dialogue through PPPs to deliver MCCA contracts (GoV) and donor • Seek PPP initiatives (where cost effective) to deliver DoCC initiatives • Seek direct access accreditation for GoV and local private sector and civil society agencies A strong rural economy that creates opportunities, enables the development of rural communities and increasingly contributes to national prosperity Eco 3.6 Improve the provision of Government services to rural areas • Enable public service delivery of climate change activities for rural projects 2 Improve Infrastructure 3 StrengthenRural Communities 4 Create Jobs and Business Opportunities NSDP Pillars and Goals Policy Objective Activities Env 3.2.3 Increase knowledge and scientific research in atmospheric and earth sciences • Improve number of research papers and research proposals in atmospheric or earth sciences supervised or in collaboration with VMGD Env 3.4 Promote strengthened resilience & adaptation to climate related, natural and man-made hazards • Integrate climate information services for resilient development in Agriculture, Water, Fisheries, Tourism, Infrastructure and Health Env 3.4.2 Implement and track communication & partnership strategies targeting CCA and resilience (refer DoCC ADR • Establish & implement communication & partnership strategies targeting issues such as climate change adaptation, mitigation, resilience and risk reduction 41 Annex 2: Climate Change Activity Mapping SMART Indicators from NSDP SDG ADR Activities Target Verification/ Reporting Soc 1.2 Preserve and enhance cultural and traditional knowledge SDG 11.4 (Tier 3) Incorporate traditional knowledge and practices into MCCA ESSF Frameworks for CCDRR activities, projects/programs (as per CPEIR/ Climate Finance Review) Refer ENV 3.5.2 2021 • Options Paper developed • Draft ESSF developed Soc 2.4 Increase higher education opportunities, including technical and vocational training SDG 4.3.1 (Tier 2) Support development of technical engagement & skills by supporting Work Placement, Open Days, Cadetships, Internships, awareness programs, TVET courses and mentoring programs On going • HR Reports in Annual Report Soc 6.1.2 Track annually No.# of DoCC Officers receiving relevant qualifications SDG 16.61 (Tier 1) SDG 16.6.2 (Tier 3) Ensure DoCC Department Business Plans and budgets have funding to operationalize training as per MCCA HRD Strategy, Succession Plan, + Retirement Plan By 2021 12.5% increase • MCCA Annual Report tracks DoCC training. • Capability Assessments done Ensure high performing staff and positions identified by Succession Planning are supported to receive scholarships By 2021 12.5% increase • Training Report (#s, gender, type) provided for MCCA Annual Report Soc 6.4.1 Strengthen DoCC planning, reporting, resourcing (staff & infrastructure) and financial management capacity to meet Business Plan targets (Departmental) SDG 16.6.1 (Tier 1) ADR 6.4.1 Ensure 70% of DoCC Business Plan KPIs are met annually 70% by 2021 • ADR Indicators met for DCC • Annual Report tracks % Business Plan KPIs achieved Soc 6.8 Coordinate donor resources to align with national objectives SDG 13.a.1 (Tier 3) Track # of plans and reports produced within MCCA which include the mainstreaming of CCDRR issues into planning and reporting 2019 2020 2021 • % DoCC plans and reports reflecting CCDRR Utilize CPEIR/Climate Finance Review and Climate Finance Roadmap frameworks to progress Vanuatu’s NIE status to secure direct access to CC funding 2021 • NIE status achieved for 1 Fund Env 3.1 Institutionalise climate change and DRM governance, building institutional capacity and awareness Env 3.1.1 Improving the proportion of GoV Ministries with policies, budgets, legislation for CC & DRM SDG 13.2.1 (Tier 3) ADR 3.1.1 Support the improving the proportion of GoV Ministries mainstreaming policies, budgets, legislation for CC & DRM By 2021 25% of GOV Ministries • M&E Officer DoCC to track and report ANNEX 2: CLIMATE CHANGE ACTIVITY MAPPING 42 DoCC STRATEGIC PLAN 2021 - 2023 SMART Indicators from NSDP SDG ADR Activities Target Verification/Reporting Env 3.1 Institutionalise climate change and DRM governance, building institutional capacity and awareness Env 3.1.1 Improving the proportion of GoV Ministries with policies, budgets, legislation for CC & DRM SDG 13.2.1 (Tier 3) ADR 3.1.1 Support the improving the proportion of GoV Ministries mainstreaming policies, budgets, legislation for CC & DRM By 2021 25% of GOV Ministries • M&E Officer DoCC to track and report Env 3.1.2 Institutional strengthening of NAB, Department of Climate Change and other MoCC Departments SDG 13.2.1 (Tier 3) ADR 3.1.2 DoCC core staff vacancies are filled and salary secured on GoV payroll 50% by 2021 • Annual Report on staffing Secure TA and contract positions to strengthen DoCC On Going • Annual Report on TA and contracting Env 3.1.3 Alignment of sector stakeholder programs and CC/DRR policy & legislation SDG 13.2.1 (Tier 3) ADR 3.1.3 Mainstream Climate Change and Disaster Risk Management strategies into sectoral policies and plans 25% of all Sector polices & plans have climate change and DRM strategies embedded • Annual Report • Published Sectoral Polices & Strategic Plans Env 3.4 Promote strengthened resilience & adaptation to climate related, natural and man made hazards Env 3.4.1 Percentage of public schools using the climate change and Disaster Risk Reduction modules in national curriculum SDG 13.3.1 (Tier 3) ADR 3.4.1 Promote strengthened resilience & adaptation to climate related, natural and man-made hazards by supporting development and use by schools & technical training institutions of climate change disaster risk reduction modules in national curriculum at all levels By 2021 21.5% of GoV schools • Reports on schools and TVET using CC DRR modules in curriculum Env 3.4.2 Number of communication and partnership activities and awareness programs established targeting issues such as climate change adaptation & resilience SDG 13.3.1 (Tier 3) ADR 3.4.2 Implement and track communication & partnership strategies targeting CCA and resilience targeting issues such as climate change adaptation and resilience By 2021 15% of islands reached • M&E Officer DoCC to track coverage under MCCA projects • NAB projects that include multiple partners • NAB portal usage statistics Env 3.5.2 Access available financing for CCA and DRM SDG 13.2.1 (Tier 3) ADR 3.1.2 Progress direct access by implementing and updating Climate Finance Roadmap, CPEIR Review and by support and strengthen institutional frameworks ie NAB and Climate Finance Working Group to implement CPEIR, Climate Finance Review and Roadmap By 2021, at least one new accreditation • Climate Finance Road Map reviewed and progressed • Reports on Accreditation progress to Adaptation Fund and Green Climate Fund • Amount funding secured • Statistics from CF Tracking Tool Utilise partnerships with national, regional and international partners to secure funds 2019, 2020, 2021 • 10 million US$ per year 43 SMART Indicators from NSDP SDG ADR Activities Target Verification/Reporting Env 3.2.1 Improve monitoring and early warning systems SDG 13.b.1 ADR 3.2.1 Establish, maintain + improve monitoring and early warning systems through installation of multi-hazard warning systems with maintenance plans in place 25% of provinces with systems by 2021 • Annual Report & • ADR Reporting Env 3.2.2 Proportion of population with access to early warning technology SDG 13.3.1 (Tier 3) ADR 3.2.2 Expand annually the proportion of population with access to early warning technology 20% of provinces with systems by 2021 • Business Plan sets annual target • Annual Report • Six Monthly Report Env 3.2.3 Increase knowledge and scientific research in atmospheric and earth sciences SDG 13.3.1 (Tier 3) ADR 3.2.3 Undertake a restructure of VMGD establishing a Research Division 2019 • Research Unit in new VMGD restructure Improve number of research papers and research proposals in atmospheric or earth sciences supervised or in collaboration with VMGD 2020, 2021 • % increase in publications or research proposals • No # of collaborative research projects Env 3.4 Promote strengthened resilience & adaptation to climate related, natural and man-made hazards SDG 13.3 (Tier 3) Integrate climate information services for resilient development in Agriculture, Water, Fisheries, Tourism, Infrastructure and Health. 50% by 2021 • Business Plan sets annual target • AR and SMR reports Env 3.4.2 Implement and track communication & partnership strategies targeting CCA and resilience (refer DoCC ADR SDG 13.3.1 (Tier 3) ADR 3.4.1 Establish & implement communication & partnership strategies targeting issues such as climate change adaptation, mitigation, resilience and risk reduction 15% of islands by 2021 • Training reports in Annual Reports on #s and communities Eco 2.9 Increase access to and use of information and communication technologies, including online government services ie Funding opportunities, CC proposal forms SDG 17.8.1 (Tier 1) Improve access to online DoCC services 20% increase by 2021 • Annual Report details usage and initiatives Eco 4.9.1 Strengthen government and private sector dialogue through PPPs to deliver MCCA contracts (GoV) and donor SDG 17.17.1 (Tier 3) Seek PPP initiatives (where cost effective) to deliver DoCC initiatives Seek direct access accreditation for GoV and local private sector and civil society agencies By 2020 increase by 10% • Annual Report details • # IBC or • CBC contracts or joint ventures • # direct access entities accredited Eco 3.6 Improve the provision of Government services to rural areas SDG 17.17.1 (Tier 3) Enable public service delivery of climate change activities for rural projects 2019,2020, 2021 • Projects delivered by DoCC in rural areas reported in Annual Report by # and value ANNEX 2: CLIMATE CHANGE ACTIVITY MAPPING 44 DoCC STRATEGIC PLAN 2021 - 2023 Annex 3: DoCC Planning, Budgeting and Reporting Calendar JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Monthly Report End of year Reporting process begins Monthly Report Monthly Report Monthly Report Monthly Report Monthly Report Annual Report Prepared Preparation of Next year’s Budget Priorities Preparation of Supplementary Budget for the year Consultation within DoCC on next-years’ activities Approvals on next-years’ activities Six Monthly Report (SMR) Monthly Report Monitoring of Output from Previous Annual Business Plan, budget and projects Monthly Report Evaluation of previous, existing activities New Activities Planning Supplementary Budget Approval for the year Monthly Report Annual Business Plan and Budget Prepared Quarterly Report Monthly Report Budget Presentation Monthly Report Monthly Report Budget Approval, Final Business Plan and operation calendar Developed Quarterly Report 45 46 DoCC STRATEGIC PLAN 2021 - 2023 Produced by The Department of Climate Change Ministry of Climate Change Adaptation, Meteorology, Geo Hazards, Environment, Energy and Disaster Management Government of Vanuatu PMB VA0059 , Lini Highway, Nambatu Area, Port Vila Telephone: +678 22160 Email: docc@vanuatu.gov.vu Website: www.nab.vu © Department of Climate Change (DoCC) 2020