Abbreviations ADB Asian Development Bank AHC Australian High Commission, Vanuatu APPR Aid Program Performance Report AQC Aid Quality Checks AusAID Australian Agency for Development (now DFAT) CBC Community Based Contract CPO Community Partnership Officers CSU Corporate Services Unit (in MIPU) CTB Central Tender Board DAC Development Assistance Committee DFA Direct Funding Arrangement DFT Department of Finance and Treasury (in MFEM) DSPPAC Department of Strategic Policy Planning and Aid Coordination (in PMO) EoPO End-of- Program Outcome FA Force Account GDP Domestic Product GESI Gender equity and social inclusion GfG Governance for Growth Program GoA Government of Australia GoV Government of Vanuatu GST Goods and Services Tax HIV/AIDS Human Immuno-Deficiency Virus /Acquired Immuno-Deficiency Syndrome IBC Island Based Contractor IDA International Development Association (part of the WBG) IDD Investment Design Document IE Independent Evaluation (of the R4D program) IMF International Monetary Fund ISP Implementation Service Provider JICA International Cooperation Agency M&E Monitoring and evaluation MCC Millennium Challenge Corporation MDB Multi-lateral development bank MDG Millennium Development Goals MFAT (New Zealand) Ministry of Foreign Affairs and Trade MFEM Ministry of Finance and Economic Management MIPU Ministry of Infrastructure and Public Utilities MIS Management information system MWG Management Working NC National contractor NMT Non-motorized travel NSDP National Sustainable Development Plan O&M Operations and maintenance ODA Official Development Assistance PFM Public financial management PMO Prime Minister’s Office PRIF Pacific Region Infrastructure Facility
PSC Public Service Steering Committee Port Vila Urban Development Project PWD Public Works Department (in MIPU) R4D Roads for Development Program (Phase 1) R4D2 (Proposed) Roads for Development Program (Phase 2) RAMS Road Management System RIMS Road Information Management System RMP Risk Management Plan RRAP Rural Roads Access Policy SOR Statement of Requirements TA Technical Assistance TOR Terms of Reference TVET Technical and Vocational Education and Training UNFCCC United Nations Framework Convention on Climate Change VAIP Vanuatu Aviation Investment Project VAT Added Tax VBC Vanuatu Based Contractor Vanuatu Infrastructure Reconstruction and Improvement Project VISIP Vanuatu Infrastructure Strategic Investment Plan VNSO Vanuatu National Statistics Office VPMU Vanuatu Project Management Unit VUV Vanuatu Vatu VTIP Vanuatu Transport Infrastructure Program VTSSP Vanuatu Transport Sector Support Program WBG World Bank Group
A dynamic public sector with good governance principles and strong institutions delivering the support and services expected by all citizens of Vanuatu Enhance the capacity and accountability of public officials, and ensure the impartiality and effectiveness of performance management systems. Develop management information and related systems. Strengthen national institutions to ensure they are cost-effective and well-resourced to deliver quality public services. Develop institutional, systems and technical capacity of PWD Strengthen authorities and municipal institutions to enable decentralised service delivery. Develop capacity of staff in PWD Divisional Offices Strengthen physical planning and management to meet the service delivery needs of a growing population. Implement management system Guarantee the public’s right to information. Ensure transparent systems and availability of information Coordinate donor resources to align with national objectives. Enhance PWD capacity to identify and develop projects Strengthen research, data and statistics for accountability and decision-making. Improve data collection and M&E An inclusive society which upholds human dignity and where the rights of all Ni-Vanuatu including women, youth, the elderly and vulnerable groups are supported, protected and promoted in our legislation and institutions Implement gender responsive planning and budgeting processes Incorporate gender equality and social inclusiveness into all program activities both within PWD and in the delivery of roadworks Prevent and eliminate all forms of violence and discrimination against women, children and vulnerable groups Empower and support people with disabilities Provide opportunities, support and protection services for youth and children as valued members of society Environment Pillar A strong and resilient nation in the face of climate change and disaster risks posed by natural and man-made hazards Institutionalise climate change and disaster risk governance, and build institutional capacity and awareness Ensure an under-standing of the implications of climate change and responses Strengthen post-disaster systems in planning, preparedness, response and recovery Develop disaster response plans and provide a means to deliver recovery funding Promote and ensure strengthened resilience and adaptive capacity to climate related, natural and hazards climate change resilience into road design and construction standards A nation committed to ensuring the conservation and sustainable management of our biodiversity and ecosystems Increase awareness on biodiversity conservation and environmental protection issues across government and publicly Build measures to protect the environment into design and construction standards and planning processes Enhance environmental monitoring, evaluation and research with relevant, open and transparent data sharing among relevant agencies Ensure monitoring and evaluation activities address environmental issues Economy Pillar Sustainable and infrastructure and services for all, Enact clear infrastructure governance, legislative frameworks and standards for resilient infrastructure and maintenance. Implement management system
Table 1: Indicative R4D2 Performance Assessment Framework Objectives Indicators Evaluation questions of Verification Assumptions NSDP Goals that R4D2 will contribute to A dynamic public sector with good governance principles and strong institutions delivering support and services to all citizens of Vanuatu. Sustainable and infrastructure and services for all, through inclusive and effective partnerships. Refer to the NSDP Monitoring and Evaluation Framework. How have road users benefited from maintenance and improvement of the Vanuatu’s arterial road network. How have women and children, the disabled and other vulnerable groups, and youth accessed opportunities and benefits attributable to the program? How have communities benefitted from PWD’s community-based road maintenance contracts? R4D2 case studies PWD traffic counts National and sector census Provincial Administrations surveys Sector studies by development partners (DPs) and NGOs Year-round basic access is established where it benefits the most number of people Road improvements result in a road’s (road standard & condition) matching its economic value Public transport fleets grow and operators provide equally for men, and children, and make special provision for the disabled. End of Program Outcome (EoPO)
MIPU-PWD positively influences road funding outcomes and uses enhanced institutional capacity to manage the road network of Vanuatu more effectively and efficiently. Achieved biennial RAI targets (%) for the whole of Vanuatu and for individual provinces (GoV’s targets are in the Rural Roads Access Framework - RRAF). Achieved Level of Service (LoS) targets (kilometres (km)/standard/ condition) for Vanuatu’s rural Arterial road network (GoV’s time-bound targets are in the RRAF). The % of completed road Operations works (by km/number and value) reported as meeting all aspects of PWD’s Roads and Bridges i) Design Guide; ii) Design Specification; and iii) Standard Drawings – including climate resilient design considerations. The number of National and Contractors (NCs and IBCs), committed, and gearing up to participate long-term in PWD’s road operations program (also, by total value of annual contracts, and by totals of physical works outputs). To what extent is MIPU-PWD influencing road funding outcomes? How well does PWD meet its mandate according to GoV’s Rural Road Access Policy and Strategy? To what extent is PWD more effective and efficient in delivery of rural road Operations (maintenance, spot improvements, rehabilitation)? To what extent is PWD’s improved road Operations capability sustainable? To what extent is PWD ensuring its road Operations provide access for women and children, for the disabled and for other vulnerable groups. To what extent is PWD ensuring that its road Operations protect the environment and result in resilient roads. MIPU annual budget submissions GOV National Appropriation Bill Record of Annual Planning Workshop PWD Management Information System (MIS): procurements, expenditure, physical progress PWD Road Inventory Management System (RIMS) MIPU Annual Reports R4D2 review and evaluation studies, including the IBC Tracer PWD has capacity to set and meet annual targets and PWD budget levels are sufficient to achieve targets MIPU-PWD management remains committed to organisation change and performance improvement Political and other external interference in work planning and procurement is limited No exceptional weather, earthquake or volcanic eruptions Stream A: Road Network Operations Intermediate Outcomes
A.1. PWD Divisions fully execute PWD’s annual road Operations work plans. Variance of executed vs. approved annual road Operations work plans. To what extent are Divisions achieving annual Operations work plan targets. R4D2 Quarterly and Annual Reports. PWD Management Reports PWD Divisional Manager (DM) Monthly and Quarterly Reports MIPU Annual Reports ‘Special requests’ and outside influence are limited. IBC capacity and willingness continues to grow in all provinces. Communities are willing to undertake road maintenance works. All necessary Central Office support systems function as required, e.g. procurement; contract administration; financial management; dispute resolution; and so on. Divisions have the staff and resources needed. A.2. PWD Divisions require only limited road Operations technical support from R4D2. R4D2 Road Operations Engineers’ (R0E) and other specialists’ time (days) spent in-field with each Division. % (by value and number) of Work Plan items (outsourced and force account) completed without ROE inputs. How are Divisions reducing reliance on R4D2 technical support. R4D2 quarterly and annual reports. As for A.1. Divisional managers perform to the required level. A.3. Road Operations contractors and contracted communities comply with contract provisions. % (by value and number) of IBC and national contracts passing performance assessment reviews % of CBC contracts passing performance assessment reviews % of contracts meeting contract social and environmental safeguards provisions. To what extent are PWD Operations contractors and contracted communities complying with contract provisions. R4D2 Quarterly and Annual Reports. PWD Management Reports PWD Divisional Manager Monthly and Quarterly Reports MIPU Annual Reports Divisions have the staff and resources necessary to supervise works and administer contracts. Merit-based selection of new IBCs. Local political influence and pressure in favour of contractors is nullified. PWD’s CBC works program is rationalised.
Outputs Reduced road sub-sector funding gap. Stronger PWD road network management competencies and systems. Supportive reform and policy conditions. Stream C: Transformational Partnerships and Investments Intermediate Outcome C.1. Australia supports high impact investments. The value ($) and number (#) of high impact infrastructure investments funded by Australia. The number (#) of direct beneficiaries, appropriately disaggregated (by gender, people with disabilities, youth, and so on). [Targets will be set later.] How have Australian infrastructure investments impacted direct beneficiaries, catalysed change, strengthened Australian positions, and improved Australia’s public standing. To what extent have Australian infrastructure investments influenced attitudes and practices around inclusive and gender-responsive development? R4D2 Quarterly and Annual Reports AHC reporting Independent evaluations Feedback and progress reports by implementing agencies Suitable investment opportunities GoV agrees to Australia funding identified investments. C.2. MIPU-PWD can respond to disasters more immediately and effectively. MIPU endorses a PWD Cyclone Response Plan; it specifies and responsibilities by R4D2 personnel. How has R4D2 strengthened PWD’s capacity to respond to damaging cyclones? R4D2 Quarterly and Annual Reports PWD Management Reports MIPU Annual Reports Independent evaluations MIPU endorses a Cyclone Response Plan. MIPU-PWD assign roles for R4D2 personnel in cyclone responses. C.3. Australian support leverages and improves the quality of development partner (DP) infrastructure investments. The value ($) of Australian project preparation and implementation technical assistance (TA) taken up by DPs. The value ($) of infrastructure investments supported by Australian TA. [Targets will be set later.] How is Australian TA improving the planning, design and implementation of DP-funded infrastructure investments? To what extent are DP-funded investments more inclusive and gender-responsive because of Australian TA? R4D2 Quarterly and Annual Reports AHC reporting Independent evaluations Feedback and progress reports prepared by GOV implementing agencies and DPs DPs continue supporting infrastructure development in Vanuatu. DPs and implementing agencies request Australian TA support for their investments.