The program will seek to work across each of the five levels for improved service delivery outcomes. As represented in the program logic, SRBJS applies the five levels to give structure and form to its approach for strengthening service delivery capacity. The idea is that the approach for strengthening service delivery capacity infuses, or underlies, the three pillars and is critical to achieving the EOPOs. The five levels also evoke the inter-dependent nature of individuals, agencies and institutions in the sector to realise service delivery improvements for end-users. Description Individual Individuals supported to deliver better quality services. Targets skills and knowledge to support individual capacity to deliver better quality services. Technical Groups Technical Groups (also referred to as Functional Groups) strengthened for improved service delivery. Targets professional capabilities in specific technical areas such as human resource management, public financial management, and technical legal skills. Agency/Institution Institutions strengthened for better
Inadequate budget allocation within the sector and government generally, small size of institutions Sustainability of GoV support/take up for initiatives Sustainability of any scale up of initiatives. Absorptive capacity Substitution with the GoV knowing that is operational budget support, and in particular for the VPF Harmonisation with donors and programs. Support for VPF and MJCS with donor coordination and collaboration Absorptive capacity monitored and activities balanced accordingly Working with finance areas of VPF, MJCS and in partnership with MFEM 4 3 3 VPF, MJCS, MFEM Public Financial Management (PFM) Adviser; Support from SRBJS re: donor harmonisation Low status of women continues without improvement Low GoV engagement: DWA / VWC continues to receive no/very limited GoV funding Australia’s efforts on GBV objectives undermined Continued proactive inclusion of activities for women and youth in SRBJS programming Support selection of women for capacity development opportunities Strengthen agency capacity for crime prevention, 5 4 4 VPF MJCS DWA SRBJS (all advisers/project officers)
support of victims of crime, and prevention and response to gender-based violence Support gender mainstreaming in strategic planning Refine gender mainstreaming strategy Complex relationship and interplay between state and non-state systems. This also includes the impact of an external actor (such as the program) influencing the dynamics of that relationship Program causes harm / unintended consequences , particularly in pilot regions Malekula, Tanna, Blacksands Often described as two separate systems of dispute resolution, but rather is intermixed and sometimes in conflict and sometimes mutually reinforcing Develop programing informed by research on Malekula and Blacksands Use a sensitive, appropriately iterative approach, guided by key stakeholders Work in collaboration with ni–Vanuatu organisations, individuals 5 4 3 SRBJS VWC WSB SRBJS (all advisers/project officers) Implementation risks reliance on leadership of VPF Executive and Director General, MJCS If MJCS / VPF leadership change and poor leadership ensues, reform agenda likely to stall / regress Support leadership within the sector at multiple levels 4 3 4 SRBJS
Lack of collaboration/coordination between agency Impact on delivery, effectiveness and efficiency of cross-sectoral work Remain flexible and responsive to modes of possible engagement Maintain regular dialogue and consultation with heads who collaborating optimally 4 3 3 Program Leadership Team CD&LA VPF, MPO and MJCS Sector agencies and/or key individuals reluctant to engage in work in Malekula (domestic violence) and in Blacksands (youth in conflict with the law) Limits the strength of the work and any possible scale up Reduces the effectiveness of domestic violence responsiveness and reduction strategies Use a sensitive, iterative approach, guided by key stakeholders. Work in collaboration with ni–Vanuatu organisations, individuals. Do not assume simple transplant of international models work Engage in selection of key stakeholders, including police for the Blacksands pilot 3 3 3 SRBJS (advisers and project staff) Limited commitment to whole-of-sector work Limits achievement of activities, and resulting gains in momentum Cross-sector work will be supported jointly by SRBJS and MJCS in 3 3 4 SRBJS MJCS VPF