Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1696587586815.pdf (Vanuatu)
BUSINESS PLAN 2019 - 2020 Department of Climate Change Government of Vanuatu CONTENTS FOREWORD FROM THE DIRECTOR EXECUTIVE SUMMARY THE ROLE OF THE BUSINESS PLAN DEPARTMENT OVERVIEW REPORTING STRUCTURE VALUES PRIORITIES AND ACTIONS BUDGET ARCHIEVEMENTS FOR 2018 - 2019 ORGANISATIONAL STRUCTURE PROJECT MANAGEMENT UNIT CONVENTIONS AND POLICIES MONITORING AND EVALUATION 2 4 I R O T C E R D E H T M O R F D R O W E R O F The republic of Vanuatu geographical local in the south west Pacific is in the ring of fire.
And the south pacific belt of tropical cyclones, which has the high level of exposer and vulnerability to diverse climate change and extreme events natural hazards and man- made hazards impacts.

Frequent and seasonal hazards are geological, climatological and meteorological related hazards such as tropical cyclones, sea-level raise, droughts, ocean acidification, temperature, flooding and climate change impacts.
Vanuatu is one of the strong advocacy on climate change who have participate in a lot of regional and international forum on climate change to determine the risk on the country into the COP meetings.

Vanuatu has been rank up in 2015 as one of the most vulnerable country in the world that is most prone to natural hazards and man-made disaster and climate change.
The stag climate and disaster vulnerability to these varying degrees of extreme event brings a lot of challenges to both economic and social development efforts and livelihood.

The department of climate change (DoCC) is a mandated Vanuatu government department under the climate change Act (Cap #) task with the coordination and implementation of adaptation & Disaster risk reduction and Mitigation to climate change impacts throughout the country.
This yearly business plan is a joint effort by all staffs and project/technical advisors to work together in getting this document ready and roll out this year and next year 2020.

The plan aims to address adaptation and mitigation to strategies with the overall policies framework.

This plan priorities outlines activities that needs to be carried out this year.
This implementation strategic plans need assistance support from Vanuatu government, Ministry of climate change and natural disasters, line government agencies, Provincial government, development partners, the Non-government organisation, the private sector, civil society, and communities through existing communications to 2 B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 implement disaster risk reduction (DRR) and climate change adaptation (CCA).
Climate change need continues support of all stakeholders from national right down to community adherents.

FOREWORD FROM THE DIRECTOR Mike Sam Waiwai Director Department of Climate Change B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 3 Y R A M M U S E V T U C E X E I The Council of Ministers (COM) strongly supported a Prime Minister’s Office direction that a strategic realignment be undertaken of existing Departments and Units responsible for Disaster Risk Reduction and Climate Change issues.
Subsequently, the Council of Minister’s decision number 18/2013 (April 2013), instructed that a new Ministry – the Ministry of Climate Change Adaptation, Energy, Environment, Geo- Hazards and NDMO – be created.

This was followed by the Gazette of 23 April 2013 establishing the Ministry with responsibilities including Climate Change Adaptation and DRR issues.

On 13th December 2013, the Corporate Services Unit for the new Ministry was approved.
The new Ministry of Climate Change Adaptation therefore currently consists of: • Corporate Services Unit (CSU) • Vanuatu Meteorology & Geo-Hazards Department (VMGD) • Energy • Department of Environmental Protection & Conservation (DEPC) • National Disaster Management Office (NDMO) According to the White Paper which justified the establishment of the Department of Climate Change, the Department, guided by Vanuatu’s CCDRR Policy, will establish clear priorities for future action, deliver better assessment of climate change and disaster risks, monitor and evaluate projects and outcomes, capture experiences and lessons learned, and drive better climate service delivery.” As the Vanuatu Government’s focal point for achieving resilient development across all levels and sectors, the focus of the new Department of Climate Change was intended to: • Lead innovation and change in CC initiatives across the Pacific; • Support the National Advisory Board on CCDRR • Improve sustainability by securing highly trained technical contracted staff in permanent GoV positions; • Maintain momentum & delivery of current projects; • Progress current & new initiatives in Climate Change and Disaster Risk Reduction • Progress compliance to International Conventions to which Vanuatu is a signatory • Mainstream Climate Change across the Vanuatu Government as per National Sustainable Development Plan (NSDP) • Operationalize the CCDRR Policy • Coordinate and monitor CC & DRM projects • Secure further CC & DRR projects and funding 4 B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 While much can be done in theory, it is essential for the new Department to quickly and unambiguously establish its practical identity and function.
EXECUTIVE SUMMARY The initial months will be critical, and given the limited staffing and budgeting, carefully and strategically prioritizing activities will be imperative.
The following table presents advice from technical advisors with a past institutional engagement in the Vanuatu climate sector, and is intended as a guide only B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 5 The Ministry Corporate Plan, and the Departmental strategy plan, is a series of documents that bridge the Business Plan with day-to- day work plans and budgets.
It allows the department to look ahead, focus on key activities, allocate resources, prepare for opportunities and risks, and set priorities accordingly.

Most important, the Business Plans ensure that all Departments are moving in the same direction.

Departments prepare Business Plans which have two primary purposes: • A planning tool to achieve the objectives of Ministry in an organized and efficient manner.
• A communication tool to solicit Ministry feedback and direction on service delivery so that we clearly understand and meet their expectations; and Every year difficult decisions have to be made around which initiatives to fund, what the appropriate service levels should be and to chart the immediate direction of the organization through the Business Plans.
The ultimate goal of this process is always to be cognizant of the long- term viability of the department, to spend public funds wisely, and to maintain the quality of life for all of our citizens during disaster events.

When deliberating business plans and budgets, departments must constantly weigh different National down to community level needs.

Increases in service levels must be matched by corresponding allocated budget.
By Financial regulation, the department cannot spend more funds than the approved recurrent budget ceiling, and even the department does not have the financial resources or the organizational capacity to do everything at once.

Therefore, choices need to be made on service levels and allocation of budget and this is decided through the business planning process.
While this is a challenge, it also presents an opportunity for the organization to become more resilient, to improve, and to do business differently where efficiencies can be achieved - 2 0 2 0 I W E V R E V O T N E M T R A P E D GOAL Resilient development, environment and economy Strengthen relationship with key stakeholders to allow for mainstreaming of Climate Change into sector plans, polices and budgets.
Raise awareness to stakeholders and partners on Climate Change initiatives and national endorsement processes Ensuring effective monitoring and reporting and efficient management of department resources.

Department of Climate Change supports and facilitate the implementation of programmes and projects.

Effective project coordination to support the Department of Climate Change mandate.
6 DoCC is recognized as an informed, accurate source of best practice knowledge and provides timely advice to stakeholders for CCDRR issues.

7 8 Support the review and implementation of CCDRR policy and action plan.

Partner with stakeholders to effect the national implementation of international Climate Change and Disaster Risk Reduction convention obligations.
9 Support government guidance and facilitation of CCDRR Projects This Department’s national strategy and priorities serve as the foundation for developing annual business plans and budgets that guide how we will deliver programs and services to our citizens in 2019.
B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 7 E R U T C U R T S G N T R O P E R I MoCC Corporate Plan 2016-2018 Articulates Ministry high level of goals and priorities Nab Secretariat Plan DoCC Annual BP 2019-2020 A Identifies department tasks/actions that meet the strategic Plan Annual Budget Allocation 2019-2020 Identifies the resources needed to achieve those activities mention in BP 8 B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 S E U L A V Department emphasis on cost containment together with modest short term growth forecasts has been reflected in the conservative approach taken to planning and budgeting for 2017.
The following principles were applied to the development of the 2017 business plans and budgets: Partnership Working together with other responsible humanitarian actors including government, private, donors funded projects and civil society organizations to implement priority activities highlighted in the business plan Transparency Operating openly on insensitive matters for others to see and to enable effective good relationship among our partners and increased participation in all aspect of planning and implementation of activities Inclusiveness To encourage the participation of all groups to achieve equitable outcomes and interventions in Climate change and DRM VALUES Sustainability Strengthening and utilizing the existing systems through mitigation and adaption building on experience, learning from events, activities and good practice to ensure continuity of programs Accountability Maintain the integrity of the department by ensuring culturally acceptable provision of services through proper uses of allocated budget and relief supplies Positive Working Environment Open & honest communication, support and respect in the work place, be it in the office or out on the field Innovation Community Focused SMARTER Specific, Measurable, Achievable, Realistic, Timeframe, Evaluate, Readjust Learning and Reflection 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 B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 9 I S N O T C A D N A S E T R O R P I I I IMMEDIATE ACTIONS Actions Activities Time frame Responsible person Separations of function exercise a) Conduct stock take exercise (adaptation and general CCDRR function) • Email out tracking tools • Convene stake holders workshop Aug – Sep 2019 b) Inform MCCA department Jul heads on stock take • CCDRR officer and Director ( lead) • VCAN • NAB • Donors • MCCA Staff induction Trainings of critical tool and processes: • Adaptation planning • Vulnerability assessment • MRV tool • Project screening • GCF project development Jul - Sep • Mitigation, CCDRR officer • M and E, comms office • NAB CCDRR policy Implementation plan • CCDRR policy implementation Early Jul • Director and TA plan formulation • Reviewing of implementation plan.
(stuff workshop) Early to Mid- Jul (lead) • All stuff Budget a) Develop assets NPP (non – Early - 12 Jul current) • Comms equipment • Vehicle • Laptop b) Re current NPP’S • Climate and DRR • symbolism International negotiations regional • Finance ( Lead) • All staff NAB portal • Assign administrative rights to asap • NAB sec Manager focal stuff member.

• DoCC to seek short term IT support to upgrade portal.
• Training and handover ( lead) • Comms manager / M&E • Director( lead) • VCAN , iCLIM Business plan Draft 2020 business plan Nov to Dec • All stuff( M&E SMR Compilation and submission of SMR Staff tracking and accountability • Formulation of meeting minutes action template.

• Circulate populated templates to all stuff for each meeting.
• Track action Sep (initiate process) Jun - Dec on-going lead) • NAB sec • M&E ( lead) • All staff • Finance / admin ( lead) and M and E • Director 10 B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 PRIORITIES AND ACTIONS SHORT-TERM ACTIONS Actions Activities Time frame Establish partnerships with NGOs private sectors and government department through MOUs DoCC to ensure timely PMR of each staff members TAs supports to DoCC • Recommended to be address to Q3 Red color as a level of urgency to be done in quarter 3 in 2019.
• Department of Forestry and DoCC End of Aug 2019 (Mitigation) • DoCC and OXFAM • DoCC and Government stakeholders and NGOs in relation to CCA • To be completed by end of Q3 September ( all stuffs to be in permanent position) • To be added to Red color • Maybe to be considering in the future since DoCC had recruited a senior COM Officer to assist in this area.
TBC • To be added into Green color LONG-TERM ACTIONS Actions Activities Activity prioritization • Stock take Budgeting • Development of publications/ printing/ marketing.
• Financial Resources Directory Legislation and Policy • Stock take of sectors activities on CC MEL and Reporting Obligation Staffing and Administration and DRR ( CC policy mapping) • Monitoring, Evaluation and Learning • Travel policy • Internal arrangements and Planning Time frame All Staff Finance and Admin, Coms All staff and stakeholders M&E officer and Director All Staff B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 11 T E G D U B These Business Plan and Budget have been fully integrated with the objective of laying out information in a transparent manner to allow the ministry and interested stakeholders the opportunity to understand how the allocated budget is spent.
The Department business planning process ensures resources and budget are allocated to the various programs and tied to clear and achievable activities.

The business planning and budgeting process is transparent and provides the Ministry and donor with information on how department funds are used.

It allows for accountability in service delivery, while maintaining a focus on long term sustainability.
Payroll Budget (Recurrent) Breakdown Position Post # Scale Salary Amount Allow- ances Sub Total VNPF Total Director 7020 EL7.1 2,504,880 228,000 2,732,880 109,315 2,842,195 Senior Officer (M&E) Finance & Admin Officer 7025 7028 Senior Officer (Comm, Outreach & Partnerships) Senior Officer (Mitigation) Senior Officer (Adaptation & DRR) Senior Officer (Procurement & Contracts) Senior Officer Finance (CC Projects) 7022 7023 7024 7026 7027 H Os 4.3 As 3.0 H Os 4.3 H Os 4.3 H Os 4.3 H Os 4.3 H Os 4.3 All Amounts in Vatu (VT) 1,517,040 228,000 1,745,040 69,801 1,814,841 1,058,400 228,000 1,286,400 51,456 1,337,856 YEAR 1 IMPLEMENTATION TOTAL: 5,994,892 1,517,040 228,000 1,745,040 69,801 1,814,841 1,517,040 228,000 1,745,040 69,801 1,814,841 1,517,040 228,000 1,745,040 69,801 1,814,841 1,517,040 228,000 1,745,040 69,801 1,814,841 1,517,040 228,000 1,745,040 69,801 1,814,841 YEAR 2 IMPLEMENTATION TOTAL: 9,074,205 YEAR 3 IMPLEMENTATION TOTAL BY 2018: 15,069,097 Currently, all 7 positions (2 others not staffed) within the Climate Change Projects Management Unit are fully funded by donors.
Therefore, the staffing costs for the proposed Department of Climate Change would be incremental as project funding completes over the three-year period of implementation for the new Department as directed by the Public Service Commission.
12 B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 Operations Budget (Recurrent) Breakdown BUDGET Item Communication (Telephone, Internet) Vehicle maintenance, fuel and GPS tracking Utilities water only (solar power for electricity) Stationery, office supplies, cleaning VAT Travelling: local & international Membership fees Total 1,000,000 1,000,000 80,000 1,000,000 1,000,000 2,000,000 1,300,000 Equipment servicing, parts and roll –over/replacement 500,000 Awareness activities Training Intern Program All Amounts in Vatu (VT) 1,000,000 500,000 120,000 10,000,000 Experience has demonstrated that sized departments, especially those with strong donor support for activities, can operate on 10,000,000 vatu per annum.
Total Budget Details Payroll Budget (Recurrent) Operations Budget (Recurrent) Current Approved Structure Costs Current Ops to Salary (%) Proposed Structure Costs Proposed Ops to Salary (%) 16,822,549 71.9% 15,069,097 57% 6,601,675 28.1% 10,000,000 43% Total 23,424,224 100% 25,069,097 100% Increase after Equipment Purchase & Full Implementation 1,644,853 All Amounts in Vatu (VT) Conclusion Vanuatu’s society, environment and economy are highly vulnerable to climate change and disaster risks.
Predicted increases in extreme weather from climate change means we will face greater impacts in future.

We also live with the threat of volcanic eruptions, earthquakes and tsunamis.

Indeed, as an island nation, Vanuatu is ranked as the B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 13 BUDGET country with the highest exposures in the world to multiple hazards.
Almost 81% of the country’s landmass and 76% of its population are vulnerable to multiple hazards, including: • Volcanic eruptions - there are six active volcanoes; • Cyclones - on average 2-3 per year; • Earthquakes - on average, one major earthquake greater than M7.0 every year, and numerous 5-6 level magnitude quakes; • Tsunamis - on average one significant tsunami with a wave height >1m every 10 years.
• Storm surges (both cyclonic and non-cyclonic); • Coastal and river flooding including flash flooding of small streams, and major flooding from larger rivers; • Landslides and debris flow; • Droughts, both short and long-term; • Climate Change; • Sea Level Rises.

Therefore, a key priority for the Vanuatu Government is achieving resilient development across all levels and sectors in our small island nation, addressing the risks faced because of the potential impact of climate change and disaster.
It is vital that the best use is made of human, natural and financial resources.

This proposed new Department of Climate Change will provide the focal point for driving and delivery of these changes and programmes.

The Department, guided by Vanuatu’s CC and DRR Policy, will promote good governance and establishes clear priorities for future action.
It will deliver better information on and assessment of climate change and disaster risks, building on existing systems and cultural heritage to improve Vanuatu’s resilience.

Monitoring and evaluation of projects and outcomes, capturing experience and lessons learned to inform planning and good practice will drive better service delivery and implementation of Climate Change projects.
Coordination and communication at all levels of government and across sectors and communities are crucial to effective implementation of millions of vatu of Climate Change funding.

Provincial authorities and area councils, coordinated by the new Department, will be supported to play key roles, in line with decentralization.

Women and vulnerable groups including the elderly, disabled and youth will share in planning, decision making and community action.
To reiterate, the creation of the Department of Climate Change should not be regarded as a cost but rather an investment in a more resilient Vanuatu better placed to meet the challenges of Climate Change.

14 B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 Establishment of a new department of climate change New recruits of climate change staffs Establishment of new cc; vision, mission, valuses/ princincals, goals/ objectives, logos.
Department business address, private mail bag, letterhead etc… 9 1 0 2 - - 2 0 2 0 15 E R U T C U R T S L A N O T A S N A G R O I I Director Senior Officer (CCA and DRM) Senior Officer (M&E) Senior Officer Finance (CCA Projects) Senior Officer (Mitigation) Senior Officer (Comm, Outreach and Partnership) Senior Officer (Procurements and Contracts) Finance and Admin Officer 16 B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 I T N U T N E M E G A N A M T C E J O R P Technical Advisory Team to National Advisory Board The PMU is assisted by a technical advisory expert team (which could be the current NAB “scientific” Secretariat).
These consultants were funded initially by EU GCCA-V A, then B (IRCCNH) until the end of 2014.

Thereafter, positions should be incorporated into the Government structure (PSC), or a sustainable financial system must be setup funded proportionally by funds pulled from all financial agencies and donors involved in the CCA/DRR projects under the ambit of the PMU.
PMU Director The PMU Director coordinates all MCC CCA/DRR projects, support project management and supervises project implementation in liaison with the implanting agencies/departments and he is guided by a technical advisory team.

The head of the MCC CSU should assume the role, or a Corporate Officer delegated by MFEM.

PMU Staff The PMU is generally divided into two levels: PMU and PIUs.
The PMU level is the Program Management level, generally fiduciary, comprising: • PMU Director (or Program Director, or Head of CSU), • Finance Management Officer(s), assisted by Accountant(s), • Procurement Officer(s), assisted by Civil/Structural Engineer, • HR Officer, • M&E Officer (including Environmental and Social Management frameworks, and/or assisted by an Environmental & Social Mitigation Officer), • Communication and Public Relations Officer, if required, • Executive Secretary, or Office Assistant, or IT Officer.
The underlying principles for most donors financed project is for the PMU to use Government systems and officer (i.e.

CSU) where possible.

But if project burden is over and above Government/CSU officers’ normal duties, the PMU may also draws on the considerable technical staff and other resources at the project/institutions as needed for project implementation.
Because positioned in close proximity of CSU, PMU should also strengthen CSU capacities (and minimise engagement on operational issues such as procurement and HR).

B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 17 PROJECT MANAGEMENT UNIT The PIU level is the Project Implementation level comprising of project staff (both at PIU and agency level) including project and program coordinators, M&E focal points, etc.

PIUs generally sits with the IA but may, if specifically agreed, be lodged at PMU (e.g.
GCCA-V-A, PRRP RGA, UNFCCC Capacity Building, etc.)

Function and Scope of Work of the PMU The function of the PMU is to manage and coordinate the implementation of the projects by the IA, monitor key targets and indicators, and carry out project-specific financial and procurement, disbursement of funds, monitoring and reporting.

The PMU is not to be an IA in itself and should not relieve the IA of their responsibility for ownership of the projects.
In keeping with these principles, the crosscutting CCA/DRM policy and the sector specific conditions stated by each project, the PMU would be responsible for the following key functions and outputs at an operational level: Financial Management Assessing Financial Management capacity of IA, providing training, and assisting in: • Budgets (with input from IA), • Accounts and contract ledgers, • Replenishments, • Financial statements and Audits facilitation, • Financial reports.
Procurement Assessing Procurement (purchasing) capacity of IA, providing training, and facilitating the procurement of goods, works and services by IA through frameworks and agreements: • Procurements plans (with input from IA), • Design, specifications, cost estimates and bid documentation, • Selection and contracts, • Contracts administration and supervision, including consultants and works.
18 B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 PROJECT MANAGEMENT UNIT Monitoring and Evaluation Facilitating and coordinating external M&E activities, and reviewing and monitoring IA activities through: • M&E guidelines and frameworks, • M&E reports (with respect to inputs, outputs, outcomes, processes and impact of the various interventions), • Monitoring database (to support country risk profile (NAB secretariat), mapping and statistics, • Environmental management and monitoring, • Social management (including gender, youth and resettlement) and monitoring, • Measures to mitigate potential social and environmental impacts, • Project identification and feasibility process (the PMU should not be directly responsible for planning but should liaise closely with the Technical Advisory Team (i.e.
NAB Secretariat), and with the planning departments and its provincial counterpart.
Project Management Generally, the responsibility of the Implementing Agencies (IA), including budget, procurement plan, TORs and specifications, supervision of consultants and works, M&E activities, etc., the PMU can eventually provide and maintain: • Training and capacity building, • Oversight of project and contracts management, • Progress updates on implementation, • Performance standards on all responsibilities and obligation of the GoV and funding partners for efficient and effective execution of project activities.
Coordination with Relevant Stakeholders PMU must establish and maintain appropriate multi-sector CCA/DRM projects coordination mechanisms with: • MCC Departments • Finance, MFEM • International institutions, donors, etc.
(MFA) • Planning, DESPAC (PMO) • Data registry, DS (MFEM) • Infrastructures, PWD (MIPU) and VPMU (PMO) • Decentralisation, DLA (MIA) • Other line ministries and agencies • NGOs, community leaders and development sectors investors • Other CCA/DRM projects associated with global and regional commitments B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 19 PROJECT MANAGEMENT UNIT e m a r f ) t n u o m A ( - a c i d n I e c n a m r o f r e P / N O T C A I s t n e m e v e h c A / , .
1 i g n o g n o r o n o D d n a C C o M K N d n a A P : f - a i - D J ( g n g a s s e M M R D / A C C ) a s t r o p e R l a u n n A / y l r e t r a u Q ) ) a t r o p p u s j t c e o r P T V 0 0 0 0 0 1 , T V 0 0 0 0 5 , ) e ) f ) g t e g d u b o N ) h d e d e e n T V 0 0 0 0 3 , ) i T V 0 0 0 0 8 1 , ) a t s o c o N ) b T V 0 0 0 0 0 1 , ) c T V 0 0 0 0 0 1 , ) ) b ) 4 8 .
i i e v v e r p u o r g g n k r o W R R D B C ) b d e h s i l b a t s e d n a l a n o g e r i , l a n o i t a n t a s e c n e r e f n o c d n a .

 ) c R R D B C e h t t u o b a O M D N h t i w e s i a L i ) . )

5 8 - D J ( t r o p p u S ) c d e t c u d n o c i s g n n a r t i f o r e b m u N ) d .
/ y l r e t r a u Q ) ) – / ’ . )
5 8 - D J ( , s t r o p e r , e s i t r e p x e n o i t a g i t i M ) f ) g ) & ) a m n a S & a b r o T ( l i i a c n v o r p n i r e c ffi O n o s i a L i l i i a c n v o r P t r o p p u S ) d i - d j ( g n g a s s e m R R D / A C C ) ) 4 8 .
- D J ( g n g a s s e m R R D / A C C ) e i g n m a e r t s n a m i t r o p p u S ) f ) 4 8 .

 . )
5 8 – D J ( ) I & H y t i v i t c A r o F ( / R R D f o s m r e t n i t r o p p u s i e d v o r P ) f o t D G M V d n a O M D N h t i w e s i a L i ) e .
d e r i u q e r r e v e r e h w M O I o t 20 B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 t r o p p u s o t l s r e d o h e k a t S & / C C n o i t a g i t i m s t n e m t r a p e d e h t . )
3 8 - D J ( ) ) ) & / C C o t n o i t a e r l ’ i s U O M g n p o e v e D ) g l n i l s r e d o h e k a t s y e k h t i ’ w s U O M e t a e r C ) g e m a r f e m T i n o i t a c i l p m I t e g d u B ) t n u o m A ( - a c i d n I e c n a m r o f r e P / N O T C A I s t n e m e v e h c A / i s r o t s n o i t a g i l b o n o i t n e v n o C R R D / ff .
& / A C C l a n o i t a n r e t n i R R D & • • • • • ff e o t l s r e d o h e k a t s h t i w r e n t r a P .
3 i g n o g n O : ) c – ) a r e t r a u Q d n 2 ) d T V 0 0 0 0 0 3 , r o t c e r i D ) a r o t c e r i D ) b a l l i c s i r P ) c n o s l e N ) / y l r e t r a u Q ) ) b d e t c u d n o c .
) a / d e s i a r s s e n e r a w a f o r e b m u N ) ) a n o i s i v o r p e h t g n i t a t i l i c a F ) c d e t c u d n o c s s e n e r a w A f o # ) d y r a d n o c e S t a s s e n e r a w a t c u d n o C ) d i g n g a s s e M M R D / C C ) b d e t r o p e r d n a s s e n e r a w a s s a m r o f . )
3 8 - D J ( d e r e h t a g S C E I l d e t a e r R R D C C ) ) / C C ) d . )

3 8 – D J ( ffi ff e g n i r u s n E .
4 PROJECT MANAGEMENT UNIT 3 d n a 2 i g n o g n O ) a r e t r a u Q ) b l a n o i t a r e p o l l a ( s n o i t a c i l p m i ) s t s o c l i a c e p s o N ) a t e g d u b r o t c e r i D ) / y l r e t r a u Q ) & ) b O M P , i n m d A , R H ( l a n o i t a r e p o t n e r r u c w e v e R i ) c C C o D h t i w e n i l n i s e s s e c o r p ) e c n a n F i i s e g e t a r t s n a p l N J ) a i g n n n a p o t l e t u b i r t n o C ) a t r o p e r l a u n n A / y l r e t r a u Q ) ) a B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 21 PROJECT MANAGEMENT UNIT e m a r f e m T i n o i t a c i l p m I t e g d u B ) t n u o m A ( - a c i d n I e c n a m r o f r e P / N O T C A I s t n e m e v e h c A / , ) a K N ) a i D J ( g n g a s s e M M R D / A C C ) a d n a s e g a s s e m n o i t a g i t i M ) a o t l s r e d o h e k a t s y e k h t i w e s i a L i ) .
) a r e t r a u Q ) b t e g d u B o N T V 0 0 0 0 3 , ) a ) ) & / C C f o n o i t a t i l i c a f i e d u G ) / .
7 l d e p o e v e d e r a s t p e c n o C ) a d n a d e w e v e r i s e n i l i e d u G ) b t p e c n o c j t c e o r p s r o t c e s t r o p p u S ) a t n e m p o e v e d l d e p o e v e d l .

.

g e ( s e n i l l i e d u g p o e v e d d n a w e v e R ) b i ) … s t n e m s s e s s a y t i l i b a r e n u v l . )
2 8 – D J ( t n e m t r a p e d e h t f o t n e m e g a n a m ) ) b j s t c e o r p g n i t s i x e c e D ) b 2 Q ) a s t c e o r p j . )
4 8 - D J ( d e z i l a n fi ’ ) a ) ) a / s r e n t r a p r o n o D ) a r o t c e r i D ) c s e i t i v i t c a f o n o i t a n d r o o c i ) a N J / A P / K N / r o t c e r i D ) ) b . )
4 8 – d e m a e r t s n a m e r a i s e i t i r o i r p , s n a p l , / y l r e t r a u Q ) ff E .
6 s t r o p e r , ) b i 22 B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 I S E C I L O P D N A S N O T N E V N O C I Republic of Vanuatu Second National Communication to the United Nations International Convention on Climate Change, March 2014 (Draft) Revised Pacific Platform for Action on Advancement of Women and Gender Equality 2005-2015: A Regional Charter SPC and SPREP, Draft Strategy for Climate and Disaster Resilient Development in the Pacific (SRDP) SPREP Pacific Islands Framework for Action on Climate Change 2006 – 2015, Apia, Samoa SPC, Pacific Regional Disaster Risk Reduction and Management Framework for Action 2005 – 2015, Noumea, New Caledonia UNDP, Risk Governance Assessment Report: Strengthening Climate and Disaster Risk Governance in Vanuatu, 2014, Port Vila, Vanuatu UNDP, Climate Public Expenditure and Institutions Review, Vanuatu Report, March 2014 SPREP and UNDP (2013) Mainstreaming Climate Change Adaptation in the Pacific: A Practical Guide, Apia, Samoa UNISDR, Hyogo Framework for Action 2005-2015: Building the Resilience of Nations and Communities to Disasters United Nations Framework Convention on Climate Change Vanuatu Disaster Risk Reduction and Disaster Management National Action Plan 2006-2016 Vanuatu Government Climate Change Strategy 2007 (Draft) Vanuatu Government National Sustainable Development Plan (Draft) Vanuatu Government Priorities and Action Agenda 2006 - 2015 Vanuatu Government Plan Long Act Short 2013 – 2016 Vanuatu National Adaptation Plan for Action 2006 Vanuatu National Climate Change Adaptation Strategy 2011 (Draft) Vanuatu National Energy Road Map 2013-2020 B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 23 I N O T A U L A V E D N A G N R O T N O M I I Monitoring is the routine collection and analysis of information to track progress against set plans and check compliance to established standards.
It helps identify trends and patterns, adapt strategies and inform decisions for project/programme management.

Evaluation involves identifying and reflecting upon the effects of what has been done, and judging their worth.

The findings allow project/programme managers, beneficiaries, partners, donors and other project/ programme stakeholders to learn from the experience and improve future interventions.
The Department will develop tools to help monitor and evaluate (M&E) all activities highlighted in this plan.

The Department will develop tools, and allocate time and budget for M&E at the commencement of activities, and undertaken to input into the mid-year, and annual report.
24 B U S I N E S S P L A N 2 0 1 9 - 2 0 2 0 Department of Climate Change Ministry of Climate Change and Natural Disasters Government of Vanuatu BUSINESS PLAN 2019 - 2020 Design and Layout by Daryl Abel Published in August 2019 Department of Climate Change Port Vila, Vanuatu PMB 9074 Tel.

+678 22160 © 2019 Department of Climate Change | Government of Vanuatu Printed in Port Vila