Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1696587502517.pdf (Vanuatu)
The Department of Climate Change Ministry of Climate Change Adaptation, Meteorology, Geo-Hazards, Environment, Energy and Disaster Management Government of Vanuatu 2021 - 2023 DEPARTMENT OF CLIMATE CHANGE STRATEGIC PLAN A Sustainable and Climate Resilient Vanuatu 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 2021 - 2023 DEPARTMENT OF CLIMATE CHANGE STRATEGIC PLAN A Sustainable and Climate Resilient 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.
Acknowledgements 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.

iii 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.

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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 iv DoCC STRATEGIC PLAN 2021 - 2023 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 33 35 36 38 39 42 45 v 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 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.
NSDP 2016-2030 CCDRR Policy Analysis of Performance MoCC Corporate Plan “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).
Annual Development Report MoCC Annual Report Global Sustainable Development Goals (SDGs), Regional Climate Change Policies/ Framework DoCC Strategic Plan DoCC Work Plan The SP development adopted a multi-step development process and methodology including guidance from the National Planning Framework (NPF); Monitoring & Evaluation Policy (MEP); DoCC Reports (Monthly, Quarterly, 6-monthly and Annual) Budgeting Implementation vi DoCC STRATEGIC PLAN 2021 - 2023 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 vii About the Department The Department of Climate Change has broad mandates with respects to the provisions of climate change adaptation and climate change mitigation services which importantly contribute to overall national resilience building efforts.
Section 23 in particular of the Meteorology, Geological Hazards and Climate Change Act No.25 of 2016 lists these various functions of the DoCC.
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.
MANDATE 1 Ensure that high quality services are provided in relation to climate change in Vanuatu; 2 Promote capacities of governments, communities and organizations to understand and respond to risks arising from climate change 3 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 8 DoCC STRATEGIC PLAN 2021 - 2023 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 VALUES The DoCC's has 10 principle and values which are core to its functioning and decision making 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 ABOUT THE DEPARTMENT 9 Strategic Priorities and Actions Knowledge and Information Climate Change Adaptation Finance Governance SYSTEMS THEMES Low Carbon Development Response to Climate Change Mainstreaming Climate Change CROSS CUTTING Monitoring & Evaluation Capacity Building Information and Data Sharing Gender Equality and Other Vulnerable Group Inclusion Partnership Development 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.
10 DoCC STRATEGIC PLAN 2021 - 2023 SYSTEMS THEMES Governance Climate Change Adaptation 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; 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; STRATEGIC PRIORITIES AND ACTIONS 11 CROSS-CUTTING departments, institutions, provincial governments etc.
in partnership with respective agencies, NGOs etc; 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, 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.
12 DoCC STRATEGIC PLAN 2021 - 2023 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.

time, track the effectiveness of climate actions (mitigation, adaptation, knowledge networking and capacity building) efforts, and guide future planning efforts.

• 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 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 13 Strategic Action Plan and Results Framework (2021-2023) 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.
Developing three-year Strategic Plan (SP) STEP 10 STEP 1 Inception - Strategic Planning Preparation Determining Criteria to Define Priority Activities (Prioritisation) STEP 9 Defining Monitoring and Evaluation (M&E) and M&E Indicators STEP 8 Determination of the costs and linking the strategic plan to the budgeting STEP 7 STRATEGIC PLANNING METHODOLOGY STEP 2 Strategic Framework Review STEP 3 Define/Review of the Mandate, Vision and Mission STEP 4 Situation Analysis – SWOT, PESTLE and Baseline Need Assessment Identification and Defining Strategic Priorities, key Actions and Activities STEP 6 STEP 5 Identification and Review of Strategic Issues and Strategic Goals 14 DoCC STRATEGIC PLAN 2021 - 2023 / .
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• g n i r o t i n o M ( r e c ffi O c fi i t n e c S i • i ; r e c ffi O p h s r e n t r a P / s r o n o D • ) n o i t a u a v E & l s r e n t r a P t n e m p o e v e D l , - STRATEGIC PRIORITIES AND ACTIONS 17 ) t n e m e v e h c a i ) t n e m e v e h c a i f o % ( 3 2 0 2 f o % ( ) V U V ( : ) D & L ( e g a m a D d n a s s o L : fi n o c n o i t a m r fi / • t n e m p o e v e D l , 0 0 0 0 0 0 0 0 1 , • ) y g o o d o h t e m ( k r o w e m a r f / r e n t r a P r o n o D , 0 0 0 0 0 0 0 5 , 3 2 0 2 - 1 2 0 2 e t a m C ( i l r e c ffi O c fi i t n e c S i • l a i t n e t o p n o s t n e m s s e s s a t u o - y r r a C 1 .
4 .

1 ; d a e L - ) - 1 2 0 2 e t a m C ( i l r e c ffi O c fi i t n e c S i • e g a m a d d n a s s o l l a p o e v e D 2 4 .

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g n i r o t i n o M ( r e c ffi O c fi i t n e c S i • i ; r e c ffi O p h s r e n t r a P / s r o n o D • ) n o i t a u a v E & l s r e n t r a P t n e m p o e v e D l ; s e s s e c o r p t n e m s s e s s a & h c a e r t u O , i n o i t a c n u m m o C • e c n a r u s n i , g n i r a h s k s i r g n d u c n i l i i ; r e c ffi ; d a e L - ) n o i t a t p a d A e g n a h C , k r o w e m a r f n o i t a t n e m e p m l i & h c a e r t u O , i n o i t a c n u m m o C • ) % 0 0 1 ( & L • d e p o e v e d l % 0 8 g n fi o o r p e t a m C i l • t n e m p o e v e D l , 0 0 0 0 0 0 5 2 , g n i r o t i n o M ( r e c ffi O c fi i t n e c S i • / s r o n o D • ) n o i t a u a v E & l s r e n t r a P t n e m p o e v e D l 3 2 0 2 - 1 2 0 2 e t a m C ( i l r e c ffi O c fi i t n e c S i • e n i l t n a v e e r h t i l w e t a r o b a l l o C 3 4 .
1 .
; ) t n e m p o e v e d ( l s t c e o r p j s e n i l i e d u g / r e n t r a P r o n o D & h c a e r t u O , i n o i t a c n u m m o C • i l d e f o o r p - e t a m c t n e m e p m o t l i t s i s s a i ; r e c ffi O p h s r e n t r a P l a t n e m n o r i v n e , s e d o c g n d i l i u b g n i r o t i n o M ( r e c ffi O c fi i t n e c S i • d n a s n o i t a u g e r l , s t n e m s s e s s a t c a p m i ; d a e L - ) n o i t a t p a d A e g n a h C d n a ) s k r o W c i l b u P ( s e i r t s i n m i / s r o n o D • ) n o i t a u a v E & ) t n e m e v e h c a i ) t n e m e v e h c a i f o % ( 3 2 0 2 f o % ( ) V U V ( : : 5 a e r A s u c o F 18 DoCC STRATEGIC PLAN 2021 - 2023 % 0 4 d e s a b m e t s y s o c E • fi i t n e d i / r e n t r a P r o n o D s t n e m u c o d y c i l o p , 0 0 0 0 0 0 5 2 , 3 2 0 2 - 1 2 0 2 e t a m C ( i l r e c ffi O c fi i t n e c S i • ; d a e L - ) .
5 .
1 g n i r o t i n o M ( r e c ffi O c fi i t n e c S i • d e t a e r l m e t s y s o c e p o e v e d o t d n a l i ; r e c ffi - d n a l i l & h c a e r t u O , i n o i t a c n u m m o C • / s r o n o D • ) n o i t a u a v E & ) t n e m e v e h c a i ) t n e m e v e h c a i f o % ( 3 2 0 2 f o % ( 1 2 0 2 s t u p t u O e c r u o S t e g d u B ) V U V ( : 6 a e r A s u c o F : s n o i t c A y e K % 0 5 % 5 1 e g n a h c e t a m C i l • t n e m p o e v e D l y r e v o c e r e s n o p s e r / r o n o D / r e n t r a P o t n i d e t a r g e t n i ' s O S C l t a s n a p t n e m p o e v e d l , 0 0 0 0 0 0 5 1 , 3 2 0 2 - 1 2 0 2 c fi i t n e c S i • l , a n o i t a N O M D N h t i w e t a r o b a l l o C 1 .
6 .

1 d a e L - r e c ffi O d n a ) C R N ( / s r o n o D • , l a r o t c e s , % 0 3 n o s e n i l i e d u G • t n e m p o e v e D l , 0 0 0 0 0 0 0 1 , .
' s O S C e t a i r p o r p p a / r o n o D / r e n t r a P 3 2 0 2 - 1 2 0 2 c fi i t n e c S i • d a e L - r e c ffi .

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/ s r o n o D • • y t i n u m m o c d n a l i i a p c n u m , • STRATEGIC PRIORITIES AND ACTIONS 19 - / : l a o G c i g e t a r t S 20 DoCC STRATEGIC PLAN 2021 - 2023 ) t n e m e v e h c a i ) t n e m e v e h c a i f o % ( 3 2 0 2 f o % ( • t n e m p o e v e D l s t e g r a t M R E N n o / r o n o D / r e n t r a P s s e r g o r p n o i t a t n e m e p m l i ( r o t c e S e t a v i r P l t n e m p o e v e D / s r o n o D • l s r e d o h e k a t S • s r e n t r a P d a e L - ) n o i t a g i t i M ( ) E o D ( , 0 0 0 0 0 0 0 1 , i g n o g - n O r e c ffi O c fi i t n e c S i • t r o p p u s d n a e t a r o b a l l o C 1 .
1 .
) V U V ( ) M R E N ( : s n o i t c A y e K y c n e i c ffi E y g r e n E d n a y g r e n E e b a w e n e R - p a m d a o R y g r e n E l l a n o i t a N : 1 a e r A s u c o F % 0 5 s e i t i n u t r o p p o t n e m e v e h c a i / r o n o D / r e n t r a P e t a i r p o r p p a d n a d e fi i t n e d i r o t c e S e t a v i r P t e g r a t ) y g r e n e ( C D N • • , 0 0 0 0 0 0 0 2 , i g n o g - n O r e c ffi O c fi i t n e c S i • .
1 .
2 l t n e m p o e v e D / s r o n o D • l s r e d o h e k a t S • - ) n o i t a g i t i M ( d n a s e i r t s i n m e n i i l t n a v e e r h t i l w ) t n e m e v e h c a i ) t n e m e v e h c a i f o % ( 3 2 0 2 f o % ( ) V U V ( + D D E R s u t a u n a V d n a p x e d n a h t i ’ ’ a r u t a n s u t a u n a V e c n a h n E + : 2 a e r A s u c o F : + D D E R l a n o i t a N r o n o D / % 0 8 n o b r a C w o L • t n e m p o e v e D l t n e m p o e v e D l r o n o D / r e n t r a P i g n d n u f l a s o p o r p A M A N # • t n e m p o e v e D l d n a d e p o e v e d l / r o n o D / # • t n e m p o e v e D l k r o w e m a r f / r o n o D / r e n t r a P d e fi i t n e d i s e v i t a i t i n i # d n a d e t o l i P # d n a d e t n e m e p m l i % 0 0 1 % 0 3 i g
 n o g n O t r o p p u S g n o g n O i I F N % 0 0 1 y r o t n e v n i k c o t s n o b r a C • / + D D E R s e i t i n u t r o p p o d n a d e fi i t n e d i t n e m s s e s s a r o n o D / .
d e t r o p p u s n o i t a t n e m e p m C D N i l • t n e m p o e v e D l d e t a d p u p a m d a o r / r o n o D / r e n t r a P , 0 0 0 0 0 0 0 2 , i o t d e d v o r p s t u p n I • t n e m p o e v e D l , 0 0 0 0 0 0 0 1 , , 0 0 0 0 0 0 0 5 , 3 2 0 2 - 1 2 0 2 r e c ffi O c fi i t n e c S i • y f i t n e d i d n a e t a r o b a l l o C 1 .

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l s r e d o h e k a t S • n i ) y r t s e r o f ( - ) n o i t a g i t i M ( / s r o n o D • s r e n t r a P d a e L - ) n o i t a g i t i M ( i g n i t r o s d n a g n p p a m g n y f i t n a u q i , , , 0 0 0 0 0 0 0 2 , , 0 0 0 0 0 0 5 1 , 3 2 0 2 - 1 2 0 2 r e c ffi O c fi i t n e c S i • l t n e m p o e v e D / s r o n o D • l s r e d o h e k a t S • s r e n t r a P d a e L - ) n o i t a g i t i M ( , 0 0 0 0 0 0 0 1 , 3 2 0 2 - 1 2 0 2 r e c ffi O c fi i t n e c S i • l t n e m p o e v e D / s r o n o D • l s r e d o h e k a t S • s r e n t r a P d a e L - ) n o i t a g i t i M ( i g n o g - n O r e c ffi O c fi i t n e c S i / n o i t a t p a d A ( i / n o i t a c n u m m o C d a e L - ) • • 2 2 0 2 - 1 2 0 2 r e c ffi O c fi i t n e c S i • d a e L - ) n o i t a g i t i M ( t n e m t r a p e d y r t s e r o F t r o p p u S 3 2 2 .
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l t n e m p o e v e D / s r o n o D • l s r e d o h e k a t S • / s r o n o D • STRATEGIC PRIORITIES AND ACTIONS 21 ) t n e m e v e h c a i ) t n e m e v e h c a i f o % ( 3 2 0 2 f o % ( ) V U V ( : l a o G c i g e t a r t S 22 DoCC STRATEGIC PLAN 2021 - 2023 ff : : 1 a e r A s u c o F i g n o g n O % 0 3 d n a l a n o i t u t i t s n I • t n e m p o e v e D l , 0 0 0 0 0 0 0 1 , 2 2 0 2 - 1 2 0 2 ff .
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s e c i i l o p d n a y c i l o p R R D C C d e t a d p U • t n e m p o e v e D l , 0 0 0 0 0 0 0 2 , 2 2 0 2 - 1 2 0 2 ff a t S l l A 2 2 0 2 - 1 2 0 2 ff a t S l l A ’ .

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t p e D h t i w e t a r o b a l l o C 3 2 3 .

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; d a e L - ) ) s P A N ( s n a P l g n i r o t i n o M ( r e c ffi O c fi i t n e c S i • i ; r e c ffi O p h s r e n t r a P & h c a e r t u O , i n o i t a c n u m m o C • % 0 0 1 C C C F N U • t n e m p o e v e D l e b o T i g n o g - n o - ) n o i t a g i t i M ( r e c ffi O c fi i t n e c S i s r e n t r a P t n e m p o e v e D / s r o n o D l ) n o i t a u a v E & / / / • • • • • s t r o p e r e t a d p u l i a n n e b i , ) s C N ( s n o i t a c n u m m o c i d n a l , ) P A N ( s n a p n o i t a t p a d a l a n o i t a n , ) s R U B ( l a n o i t a n ( s t n e m e r i u q e r g n i t r o p e r ) ) s C D N ( .
STRATEGIC PRIORITIES AND ACTIONS 23 ) V U V ( - n o i s i c e d c g e t a r t s e v i r D i : : , : l a o G c i g e t a r t S ) t n e m e v e h c a i ) t n e m e v e h c a i f o % ( 3 2 0 2 f o % ( ) V U V ( % 0 0 1 e c r u o s e r n a m u H • t n e m p o e v e D l t e g d u B C C o D i g n o g - n o ff a t S l l A , s e o r l f o n o i t a c fi i t n e d I e h t h t i w t s i s s A 3 3 3 .
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l a n o i t a n r e t n i l l fi / r o n o D / , s n a p l l a r o t c e s o t n i l l f o t n e m fi , .
: l a o G c i g e t a r t S ) t n e m e v e h c a i ) t n e m e v e h c a i f o % ( 3 2 0 2 f o % ( 1 2 0 2 s t u p t u O e c r u o S t e g d u B ) V U V ( , l p o e v e D : : 4 a e r A s u c o F i g n o g n O % 0 0 1 r o f s t r o p e r i w e v e R • t n e m p o e v e D l t e g d u B C C o D i g n o g - n o ff a t S l l A , i i g n i t a d p u w e v e r c d o i r e p t u o - y r r a C 1 .
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y l l a u n n A ( l a u n n a d n a c g e t a r t s i l s n a p k r o w / r o n o D / r e n t r a P t e g d u B C C o D s t fi : l a o G c i g e t a r t S l ) E & M ( n o i t a u a v E d n a g n i r o t i n o M : , ) t n e m e v e h c a i ) t n e m e v e h c a i f o % ( 3 2 0 2 f o % ( 1 2 0 2 s t u p t u O e c r u o S t e g d u B ) V U V ( & M e t a r g e t n I : s n o i t c A y e K % 0 0 1 % 0 0 1 E & M • t n e m p o e v e D l i g n n e h t g n e r t s / r o n o D / , 0 0 0 0 0 0 0 1 , 3 2 0 2 - 1 2 0 2 r e c ffi O c fi i t n e c S i • l ) n o i t a u a v E & g n i r o t i n o M ( .
5 3 .
& h c a e r t u O m m o C , • i l e g n a h c e t a m c f o E & M e c n a h n e l s r e d o h e k a t S • i ; r e c ffi O p h s r e n t r a P d n a l i i a c n v o r p , 24 DoCC STRATEGIC PLAN 2021 - 2023 s n o i t c a e t a m i l c r o f e c n a n fi : 1 a e r A s u c o F : s n o i t c A y e K ) t n e m e v e h c a i ) t n e m e v e h c a i f o % ( 3 2 0 2 f o % ( ) V U V ( e m a r f e m T i % 0 0 1 % - 1 2 0 2 r e c ffi % 0 0 1 % - 1 2 0 2 s t e g d u b r o t c e S i r e c ffi O n o i t a r t s i n m d A d n a e c n a n F i r e c ffi / r e n t r a P t e g d u B & h c a e r t u O , i n o i t a c n u m m o C i g n o g n O % / r e n t r a P d e h s i l b a t s e e t a v i r P / r o n o D r o t c e S s m e t s y s l i a c n a n fi h g u o r h t d e e n n a h c l e t a v i r P / r o n o D t n e m n r e v o g r o t c e S , 0 0 0 0 0 0 0 5 , 3 2 0 2 - 1 2 0 2 r e c ffi ffi O n o i t a r t s i n m d A d n a e c n a n F i & h c a e r t u O , i n o i t a c n u m m o C i r e c ffi O p h s r e n t r a P l s r e d o h e k a t S i r e c ffi O n o i t a r t s i n m d A d n a e c n a n F i i r e c ffi O p h s r e n t r a P n i n o i t a c o l l a
ffi / r o n o D i r e c ffi O p h s r e n t r a P e g n a h c e t a m c i l / r e n t r a P t e g d u B & h c a e r t u O , i n o i t a c n u m m o C • • • • • • • • • • • • .
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4 d n u f e g n a h c STRATEGIC PRIORITIES AND ACTIONS 25 ) t n e m e v e h c a i ) t n e m e v e h c a i f o % ( 3 2 0 2 f o % ( ) V U V ( % 0 0 1 % / r e n t r a P t n e m t s e v n i e t a v i r P / r o n o D d e p o e v e d l r o t c e S i g n o g n O % 0 2 r o f s n o i t p O t n e m p o e v e D l d e fi / r e n t r a P k s i r / e c n a r u s n i e t a v i r P / r o n o D , 0 0 0 0 0 0 0 2 , , 0 0 0 0 0 0 0 1 , e m a r f e m T i 2 2 0 2 - 1 2 0 2 2 2 0 2 - 1 2 0 2 i r e c ffi O n o i t a r t s i n m d A d n a e c n a n F i i r e c ffi O p h s r e n t r a P l s r e d o h e k a t S & h c a e r t u O , i n o i t a c n u m m o C r e c ffi O e c n a n F r o n e S i i i r e c ffi O n o i t a r t s i n m d A d n a e c n a n F i i r e c ffi O p h s r e n t r a P l s r e d o h e k a t S & h c a e r t u O , i n o i t a c n u m m o C r e c ffi O e c n a n F r o n e S i i • • • • • • • • .
1 .

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4 y t i l i b i s n o p s e R s e i t i v i t c A 26 DoCC STRATEGIC PLAN 2021 - 2023 F C G r o f n o i t a t i d e r c c a ) E N ( y t i t n E g n i t n e m e p m I l I l a n o i t a N : , s m e t s y s l i a c n a n fi t s u b o r n o d l i u b d n a h s i l b a t s E : s n o i t c A y e K ) t n e m e v e h c a i ) t n e m e v e h c a i f o % ( 3 2 0 2 f o % ( ) V U V ( i g n o g n O % 0 5 I E N F C G • t n e m p o e v e D l i d e n a t b o s u t a t s / r e n t r a P r o n o D , 0 0 0 0 0 0 0 2 , e m a r f e m T i 3 2 0 2 - 1 2 0 2 h c a e r t u O , i n o i t a c n u m m o C r e c ffi O e c n a n F r o n e S i i i r e c ffi O p h s r e n t r a P & i n o i t a r t s i n m d A d n a e c n a n F i • • • r e c ffi O , t n e m e g a n a m j t c e o r p , s e c i t c a r p t n e m e r u c o r p , s e s s e c o r p t i d u a , g n i t r o p e r , .
2 4 .
l i a c n a n fi , • / : , : : 1 a e r A s u c o F ) t n e m e v e h c a i ) t n e m e v e h c a i f o % ( 3 2 0 2 f o % ( ) V U V ( % 0 0 1 n o i t a c u d e , n o i t a m r o f n I t n e m p o e v e D l , 0 0 0 0 0 0 5 , 2 2 0 2 - 1 2 0 2 h c a e r t u O , i n o i t a c n u m m o C • f o n o i s i v o r p e h t h g u o r h t t r o p p u S 1 .
1 .

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1 .
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s o N ( f o r e b m u N # : s n o i t a t o N DoCC’s Integrated Approach for Planning and Budgeting Process Policy (CCDR) CC Strategy Legislation Reports Plans NSDP Inform Annual Development Report MoCC Annual Report Implement Implement MoCC Corporate Plan Inform DoCC Annual Report DoCC Business Plan 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.
DOCC’S INTEGRATED APPROACH FOR PLANNING AND BUDGETING PROCESS 33 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.

Key Steps for Budgeting and Expenditures STEP 1 STEP 2 STEP 3 STEP 4 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.
Endorsement by the Director and DG (MoCC) on NPPs Executive within the Ministry endorse the NPP before submission 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 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 Finance Recording All LPO’s must have an electronic and hard copy before delivering to the supplier Approval by Director Approval by Finance Department STEP 7 STEP 8 STEP 9 34 DoCC STRATEGIC PLAN 2021 - 2023 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 MONITORING AND EVALUATION 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.

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.
Collaboration on Climate Change MRV Technology Demonstration Fees The DoCC is mandated to design, develop and implement MRV system for climate change activities (both mitigation and adaptation) including The DoCC may collaborate with domestic, regional and international technology suppliers, representatives and agents and charge technology 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.
PROPOSED REVENUE GENERATION OPTIONS 37 The DoCC Organogram CABINET Office of the Minister CORPORATE SERVICES UNIT Office of the Director General Director National Advisory Board (NAB) 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 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 1 Vibrant Cultural Identity A nation based on traditional governance and Christian principles, which underpin our culture and continue to bestow life skills and knowledge to future generations 2 Quality Education An inclusive, equitable and quality education system with life-long learning for all 6 Strong and Institutions A dynamic public sector with good governance principles and strong institutions delivering the support and services expected by all citizens of Vanuatu Soc 1.2 Preserve and enhance cultural and traditional knowledge Soc 2.4 Increase higher education opportunities, including technical and vocational training Soc 6.1.2 Track annually No.# of DoCC Officers receiving relevant qualifications Soc 6.4.1 Strengthen DoCC planning, reporting, resourcing (staff & infrastructure) and financial management capacity to meet Business Plan targets (Departmental) Soc 6.8 Coordinate donor resources to align with national objectives • 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 • Support development of technical engagement & skills by supporting Work Placement, Open Days, Cadetships, Internships, awareness programs, TVET courses and mentoring programs • 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 • Ensure 70% of DoCC Business Plan KPIs are met annually • 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 ANNEX 1: STRATEGIC PRIORITIES AND ACTIONS 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 • Support the improving the proportion of GoV Ministries mainstreaming policies, budgets, legislation for CC & DRM 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 3 Climate and Disaster Resilience A strong and resilient nation in the face of climate change and disaster risks posed by natural and man-made hazards 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 Env 3.4.2 Number of communication and partnership activities and awareness programs established targeting issues such as climate change adaptation & resilience Env 3.5.2 Access available financing for CCA and DRM Env 3.2.1 Improve monitoring and early warning systems • 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 • Implement and track communication & partnership strategies targeting CCA and resilience targeting issues such as climate change adaptation and resilience • 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 • 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 40 DoCC STRATEGIC PLAN 2021 - 2023 NSDP Pillars and Goals Policy Objective Activities Env 3.2.3 Increase knowledge and scientific research in atmospheric and earth sciences Env 3.4 Promote strengthened resilience & adaptation to climate related, natural and man-made hazards • Improve number of research papers and research proposals in atmospheric or earth sciences supervised or in collaboration with VMGD • 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 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 2 Improve Infrastructure Sustainable and well-maintained infrastructure and services for all, through inclusive and effective partnerships 4 Create Jobs and Business Opportunities An enabling business environment, creating opportunities and employment for entrepreneurs throughout Vanuatu 3 Strengthen Rural Communities A strong rural economy that creates opportunities, enables the development of rural communities and increasingly contributes to national prosperity Eco 2.9 Increase access to and use of information and communication technologies, including online government services i.e.
Funding opportunities, CC proposal forms Eco 4.9.1 Strengthen government and private sector dialogue through PPPs to deliver MCCA contracts (GoV) and donor • Improve access to online DoCC services • Seek PPP initiatives (where cost effective) to deliver DoCC initiatives • Seek direct access accreditation for GoV and local private sector and civil society agencies Eco 3.6 Improve the provision of Government services to rural areas • Enable public service delivery of climate change activities for rural projects ANNEX 2: CLIMATE CHANGE ACTIVITY MAPPING 41 Annex 2: Climate Change Activity Mapping SMART Indicators from NSDP SDG ADR Activities Soc 1.2 Preserve and enhance cultural and traditional knowledge SDG 11.4 (Tier 3) Soc 2.4 Increase higher education opportunities, including technical and vocational training SDG 4.3.1 (Tier 2) 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 Support development of technical engagement & skills by supporting Work Placement, Open Days, Cadetships, Internships, awareness programs, TVET courses and mentoring programs 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 Target 2021 Verification/ Reporting • Options Paper developed • Draft ESSF developed On- going • HR Reports in Annual Report By 2021 12.5% increase • MCCA Annual Report tracks DoCC training.
• Capability Ensure high performing staff and positions identified by Succession Planning are supported to receive scholarships By 2021 12.5% increase SDG 16.6.1 (Tier 1) ADR 6.4.1 Ensure 70% of DoCC Business Plan KPIs are met annually 70% by 2021 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 Soc 6.4.1 Strengthen DoCC planning, reporting, resourcing (staff & infrastructure) and financial management capacity to meet Business Plan targets (Departmental) Soc 6.8 Coordinate donor resources to align with national objectives Assessments done • Training Report (#s, gender, type) provided for MCCA Annual Report • ADR Indicators met for DCC • Annual Report tracks % Business Plan KPIs achieved • % 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 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 3.1.1 Improving the proportion of GoV Ministries with policies, budgets, legislation for CC & DRM 42 DoCC STRATEGIC PLAN 2021 - 2023 SMART Indicators from NSDP 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 Env 3.1.2 Institutional strengthening of NAB, Department of Climate Change and other MoCC Departments SDG ADR Activities Target Verification/Reporting 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 SDG 13.2.1 (Tier 3) ADR 3.1.2 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 SDG 13.2.1 (Tier 3) ADR 3.1.3 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 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 50% by 2021 • Annual Report on staffing On Going • Annual Report on TA 25% of all Sector polices & plans have climate change and DRM strategies embedded By 2021 21.5% of GoV schools and contracting • Annual Report • Published Sectoral Polices & Strategic Plans • Reports on schools and TVET using CC DRR modules in curriculum Env 3.4.1 Percentage of public schools using the climate change and Disaster Risk Reduction modules in national 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 By 2021, at least one new accreditation • Climate Finance Road Map reviewed and progressed 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 • Reports on Accreditation progress to Adaptation Fund and Green Climate Fund • Amount funding secured • Statistics from CF Tracking Tool • 10 million US$ per year Utilise partnerships with national, regional and international partners to secure funds 2019, 2020, 2021 ANNEX 2: CLIMATE CHANGE ACTIVITY MAPPING 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 25% of provinces with systems by 2021 • Annual Report & • ADR Reporting 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 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 Env 3.4 Promote strengthened resilience & adaptation to climate related, natural and man-made hazards SDG 13.3 (Tier 3) 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 Undertake a restructure of VMGD establishing a Research Division 2019 • Research Unit in new VMGD restructure 2020, 2021 • % increase in publications or research proposals • No # of collaborative research projects 50% by 2021 • Business Plan sets annual target • AR and SMR reports 15% of islands by 2021 • Training reports in Annual Reports on #s and communities Improve number of research papers and research proposals in atmospheric or earth
 sciences supervised or in collaboration with VMGD Integrate climate information services for resilient development in Agriculture, Water, Fisheries, Tourism, Infrastructure and Health.
Establish & implement communication & partnership strategies targeting issues such as climate change adaptation, mitigation, resilience and risk reduction SDG 17.8.1 (Tier 1) Improve access to online DoCC services 20% increase by 2021 • Annual Report details usage and initiatives Eco 2.9 Increase access to and use of information and communication technologies, including online government services ie Funding opportunities, CC proposal forms Eco 4.9.1 Strengthen government and private sector dialogue through PPPs to deliver MCCA contracts (GoV) and donor Eco 3.6 Improve the provision of Government services to rural areas SDG 17.17.1 (Tier 3) 44 DoCC STRATEGIC PLAN 2021 - 2023 SDG 17.17.1 (Tier 3) Seek PPP initiatives (where cost effective) to deliver DoCC initiatives By 2020 increase by 10% • Annual Report details Seek direct access accreditation for GoV and local private sector and civil society agencies Enable public service delivery of climate change activities for rural projects 2019,2020, 2021 • • # IBC or CBC contracts or joint ventures • # direct access entities accredited • Projects delivered by DoCC in rural areas reported in Annual Report by # and value Annex 3: DoCC Planning, Budgeting and Reporting Calendar Monthly Report Evaluation of previous, existing activities New Activities Planning Supplementary Budget Approval for the year Monthly Report Monitoring of Output from Previous Annual Business Plan, budget and projects Monthly Report Annual Business Plan and Budget Prepared Quarterly Report Monthly Report Budget Presentation Monthly Report Budget Approval, Final Business Plan and operation calendar Developed Monthly Report Quarterly Report JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Monthly Report Monthly Report Monthly Report Monthly Report Monthly Report Monthly Report End of year Reporting process begins Consultation within DoCC on next-years’ activities Approvals on next-years’ activities Annual Report Prepared Preparation of Next year’s Budget Priorities Preparation of Supplementary Budget for the year Six Monthly Report (SMR) 45 Notes 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 DoCC STRATEGIC PLAN 2021 - 2023 48