Vanuatu Markets for Change
Proposed Project Document
Overall Title
Markets for Change – Fiji, Solomon
Islands, and Vanuatu
Vanuatu Title
Markets for Change - Vanuatu
Short Title
M4C PROJECT
Geographical Coverage
Vanuatu1, Fiji, Solomon Islands
Thematic Area
Women’s Economic Empowerment
Expected Starting Date
1 January 2014
Duration
6 years
Executing Agency
UN Women
Responsible Party to Support
Outcome 2
UNDP
Brief Description
The Markets for Change - Fiji, Solomon Islands and Vanuatu Project (hereinafter referred to as the M4C
PROJECT) is a six year initiative aimed at ensuring that marketplaces in rural and urban areas in Fiji, Solomon
Islands and Vanuatu are safe, inclusive and non-discriminatory environments, promoting gender equality and
women’s empowerment. This Project Document (ProDoc) is specific to the proposed project in Vanuatu.
Market vendors and predominantly women, and marketplaces offer important venues to effect women’s social
and economic change. In targeting female market vendors at marketplaces, the M4C PROJECT will contribute
to the broader Pacific Women’s Economic Empowerment (WEE) result of secure, productive and sustainable
work opportunities for women. The M4C PROJECT is based on
experiences gained from implementation of the Partners
Improving Markets (PIM) Pilot Project that included Vanuatu,
which showed solid evidence that marketplace improvements
in physical infrastructure and governance can significantly
improve the economic and social lives of women market
vendors.
The Theory of Change (ToC) guiding the M4C Project is that
gender-equitable economic and socio-cultural empowerment
of women market vendors within the market environment in
Vanuatu can be attained if the following take place:
http://4.bp.blogspot.com/_IF5HK3Sqp7M/SwiM7e50foI/AAAAAAAAGmk/osTgoW6N50g/s1600/Picture+132.jpg
1) accessible, inclusive, and representative governance structures within marketplaces are put into place
that will enable markets to grow, and will specifically strengthen the role and influence of women
market vendors;
2) actions that improve governance and social and economic security will facilitate market vendors to
achieve economic, social and financial advancement, with specific outcomes related to improved
gender-equality and the advancement of women;
1
Source for map: Government of Vanuatu (2012). Situation Analysis: Vanuatu Overarching Productive Sector Policy, prepared by the Government
of Vanuatu, Port Vila.
3) actions that improve governance among market management and local governments will enable
decision-making processes to be more gender-responsive, transparent, accountable and receptive to the
needs of vendors;
4) improved infrastructure and on-site services that are developed in a gender-responsive manner will
significantly improve social and economic security for women market vendors.
Consistent with the World Bank’s evidence on
women’s empowerment within the context of gender
equality, the M4C Project in Vanuatu is aimed in
particular at strengthening the role of women market
vendors in terms of the following:


agency (‘she gains confidence and realises her
own value’);
economic opportunity (‘she obtains access to
and control of economic opportunities,
training, markets, and resources to expand her
influence’;
endowment (‘she enhances her capacity to
earn and control personal income and resources’)2.
http://media-cdn.tripadvisor.com/media/photo-s/03/46/5f/7d/port-vila-markets.jpg

UN Women has made US$900,000 available towards financing the M4C PROJECT, providing US$300,000 for
each country. The larger operations in Fiji warrant slightly higher resource allocation to the country, with a
breakdown expected at 40% of staff and operational costs for Fiji, compared to 30% for Solomon Islands and
30% for Vanuatu. Detailed budgets per country have been included in each of the Project Documents.
International Women’s Development Agency (2013). “Gender Matters”, March. http://www.iwda.org.au/wpcontent/uploads/2013/03/20130325_GenderMatters2.pdf
2
ii
Table of Contents
List of Acronyms ................................................................................................................................. iv
List of Tables and Figures .................................................................................................................. vi
M4C PROJECT Vanuatu at a Glance .................................................................................................. vii
Summary ............................................................................................................................................. xii
1 Project Context ............................................................................................................................. 1
1.1
Vanuatu Context Analysis ........................................................................................................................ 1
1.1.1
Formal and Informal Sectors- Opportunities for Women ................................................................. 3
1.2
Market Overview ...................................................................................................................................... 5
2
2.1
2.2
3
4
5
Overview of the Partners Improving Markets Project ........................................................... 20
UN Women’s Knowledge Products ....................................................................................................... 20
Lessons Learned and Rationale for Marketplace Focus ......................................................................... 21
Theory of Change ....................................................................................................................... 24
Phasing and Activities ................................................................................................................ 30
Project Governance and Management ..................................................................................... 32
5.1
Internal Governance and Management Structures .................................................................................. 32
5.1.1
Regional and Country Level Accountability Frameworks .............................................................. 32
5.1.2
Human Resources and Staffing and Reporting Structures ............................................................. 33
5.1.3
Inter-Agency Operations: UN Women and UNDP ........................................................................ 35
5.1.4
Procurement Systems and Standards.............................................................................................. 36
5.1.5
UN Women Annual Work Planning and Approval Processes ........................................................ 38
5.1.6
Donor Reporting Processes ............................................................................................................ 38
5.2
Infrastructure Management..................................................................................................................... 39
6
6.1
6.2
6.3
Knowledge Management ............................................................................................................ 45
Approach ................................................................................................................................................ 45
Implementation Procedures .................................................................................................................... 46
Value for Money Data Collection and Management Processes ............................................................. 48
7 Programme Partnerships ........................................................................................................... 51
8 Resource Mobilisation ................................................................................................................ 53
9 Results Framework ..................................................................................................................... 54
Annex A: Risk Assessment ............................................................................................................... 78
Annex B: Budget Summary .............................................................................................................. 80
iii
List of Acronyms
ABV
AUD
AusAID
AYAD
AVID
AWP
BNE
CEDAW
CIDA
CLGF
CSO
CT
DAC
DDR
DFAT
DRF
EU
EVAW
FAO
FDC
FRR
FTA
FWCC
GBV
GRB
HIV&AIDS
HRBA
ICF
IDRC
IFAD
IFC
ILO
IPF
JICA
KM
Logframe
M4C
MCO
MDGs
M&E
MTR
NCDC
NGO
NZaid
Australian Business Volunteers
Australian Dollars
Australian Agency for International Development
Australian Youth Ambassador for Development
Australian Volunteers for International Development
Annual Workplan
Brisbane
Convention on the Elimination of All Forms of Discrimination Against Women
Canadian International Development Agency
Commonwealth Local Government Forum
Civil Society Organisation
Country Team
Development Assistance Committee
Disaster Risk Reduction
Department of Foreign Affairs and Trade
Development Results Framework
European Union
Eliminate Violence Against Women
Food and Agricultural Organisation (of the United Nations)
Foundation for Development Cooperation
Financial Regulations and Rules
Foreign Technical Assistance
Fiji Women’s Crisis Centre
Gender-Based Violence
Gender Responsive Budgeting
Human Immunodeficiency Virus/Acquired Immunodeficiency Syndrome
Human Rights Based Approach
Internal Control Framework
International Development Research Centre
International Fund for Agricultural Development
International Finance Corporation
International Labour Organisation
Integrated Project Framework
Japanese International Cooperation Agency
Knowledge Management
Logical Framework
Markets for Change
Multi-Country Office (of the United Nations in the Pacific)
Millennium Development Goals
Monitoring and Evaluation
Mid-Term Review
National Capital District Commission
Non-Governmental Organisation
New Zealand Aid
iv
OECD
PARDI
PFIP
PIM
PMF
PNG
PPP
ProDoc
PVMC
RBM
RBM&E
RRRT
SPG
ToC
TOR
UN
UN Women
UNDAF
UNDG
UNDP
UNEG
UNIFEM
US$
VAW
VAWG
VSA
VT
WEE
WFP
WHO
WMV
IE
M4C PM
DC
MC
Organisation for Economic Co-operation and Development
Pacific Agribusiness Research for Development Initiatives
Pacific Financial Inclusion Programme
Partners Improving Markets Project
Performance Monitoring Framework
Papua New Guinea
Public Private Partnership
Project Document
Port Vila Municipal Council
Results-Based Management
Results-Based Monitoring and Evaluation
Regional Rights Resources Team
Shefa Provincial Government
Theory of Change
Terms of Reference
United Nations
United Nations Entity for Gender Equality and the Empowerment of Women
United Nations Development Assistance Framework
United Nations Development Group
United Nations Development Programme
United Nations Evaluation Group
United Nations Development Fund for Women
United States Dollars
Violence Against Women
Violence Against Women/Girls
Volunteer Service Abroad
Vanuatu Vatu (currency)
Women’s Economic Empowerment
World Food Programme (of the United Nations)
World Health Organisation
Women Market Vendors
Infrastructure Engineer
M4C Project Manager
Design Consultant (Sub contractor)
Managing Contractor
v
List of Tables and Figures
Figure 1: Theory of Change .............................................................................................................................. 26
Figure 3: M4C PROJECT Organogram ................................................................................................................ 34
Figure 4: M4C PROJECT Vanuatu ........................................................................................................................ 35
Figure 5: Infrastructure Planning and Implementation ...................................................................................... 39
Table 1: Background Statistics ............................................................................................................................ 2
Table 2: Description of Markets in Vanuatu ..................................................................................................... 13
Table 3: Summary of Key Knowledge Products under the PIM Pilot Project .................................................. 20
Table 4: Team Member Responsibilities ............................................................................................................ 40
Table 5: Summary of Process and Responsibilities ........................................................................................... 43
Table 6: Knowledge Management Activity, Timing, Means of Verification and Resources............................ 48
Table 7: Vanuatu Project Results Framework ................................................................................................... 54
vi
M4C PROJECT
Vanuatu at a Glance
Issue
Discussion
Alignment
Millennium Development
Goals
UN Women Global
Strategic Plan 2011-2013
Commission on the Status
of Women
Pacific Regional UNDAF
2013-2017
Goal 3: Promote gender equality and empower women.
MDG : Beyond 2015 report under Target 3.A:states:
In many countries, gender inequality persists and women continue to face
discrimination in access to education, work and economic assets, and participation in
government. For example, in every developing region, women tend to hold less secure
jobs than men, with fewer social benefits.
Development Results Framework Goal 1: To increase women’s leadership and
participation.
Development Results Framework Goal 2: To increase women’s access to economic
empowerment and opportunities
Impact area 2 supports increased momentum for women’s access to sustainable
livelihoods, productive assets and decent work, increased resilience to mitigate climate
change, and poverty reduction and women’s participation and leadership in economic
policy and decision-making. Work in this area takes into account women’s economic
opportunities at all levels, with a strong focus on the poorest and excluded women.
47. Outcome-level results include the adaptation and implementation of national plans,
legislation, policies, strategies, budgets and justice mechanisms to strengthen women’s
economic empowerment; the development and implementation of gender-responsive
services, including transport, utilities, markets, water and energy, to enhance women’s
sustainable livelihoods; and support to gender equality advocates to enable them to
better influence economic policies and poverty eradication strategies to promote
women’s economic empowerment and sustainable development.
48. These results build upon achievements and lessons learned during the 2011-2013
Strategic Plan, including acceleration of progress toward economic empowerment of
rural women through a joint programme with FAO, IFAD and WFP, efforts to
strengthen the evidence base for women’s economic empowerment, and strategic
partnerships with agencies including the World Bank. At country level, programming
has increasingly addressed disaster risk reduction in the context of climate change, and
supported gender responsive services, focusing on scaling-up support to the most
excluded women.
CSW Session 57, Agreed Conclusions,, paragraph 19: The Commission stresses that
the realization of gender equality and the empowerment of women, including women’s
economic empowerment and full and equal access to resources, and their full
integration into the formal economy, in particular in economic decision-making, as
well as their full and equal participation in public and political life is essential for
addressing the structural and underlying causes of violence against women and girls.
CSW Session 56, Agreed Conclusions, stresses on “the empowerment of rural women
and their role in poverty and hunger eradication, development and current challenges”,
noting unequal access for women to productive resources and markets, rural
unemployment and the shortage of ‘decent work’, and the ability to adapt to respond to
climate change (http://www.un.org/ga/search/view_doc.asp?symbol=E/CN.6/2012/3).
Outcome 1.1: By 2017 the most vulnerable communities are more resilient and select
government agencies, civil society organisations and communities have enhanced
capacity to apply integrated approaches to environmental management, climate change
adaptation/mitigation, and disaster risk management.
Outcome 2.1: By 2017, all women and girls, men and boys will contribute to national
development and citizenship through opening channels to decision-making, improved
access to social services, strengthened livelihoods and greater economic security; and,
together with children and other vulnerable groups, benefit from strengthened
protection systems that respond to and prevent violence against them, in line with
international standards.
vii
Issue
Discussion
Outcome 3.1: By 2017, inclusive economic growth is enhanced, poverty is reduced,
sustainable employment is improved and increased, livelihood opportunities and food
security are expanded for women, youth and vulnerable groups and social safety nets
are enhanced for all citizens.
Outcome 5.1: Regional, national, local and traditional governance systems are
strengthened and exercise the principles of good governance, respecting and upholding
human rights, especially women’s rights, in line with international standards.
Vanuatu UNDAF
UN Women Pacific
Regional WEE Programme
Strategy
UN Women Pacific MCO
Strategic Plan 2014-2017
Pacific Island Forum
Gender Equality
Declaration, 2012
Pacific Women Shaping
Pacific Development
(DFAT)
DFAT Disability Inclusive
Programming
Outcome 1.1: National, local and community capacities to effectively plan and
implement enhanced natural resource management, biodiversity conservation, climate
change adaptation and mitigation, and disaster risk reduction are strengthened.
Outcome 3.1: Alleviation of poverty and increased inclusive growth, employment and
livelihoods with a focus on women and youth. Specific reference to Output 3.1.3:
Improved and equitable access to markets, financial and business services for women
and youth.
Aim: Safer, inclusive and non-discriminatory workplaces.
Result: Secure, productive and sustainable work opportunities for women.
Outcome 2.1: National plans, legislation, policies, strategies, budgets and justice
mechanisms adopted and implemented to strengthen women’s economic
empowerment
Outcome 2.2: Women’s sustainable liveli-hoods enhanced by gender-responsive
services and access and control over means of production and resources
Economic empowerment – Improve the facilities and governance of local produce
markets, including fair and transparent local regulation and taxation policies, so that
market operations increase profitability and efficiency and encourage women’s safe,
fair and equal participation in local economies.
Target support to women entrepreneurs in the formal and informal sectors, for example
financial services, information and training, and review legislation that limits women’s
access to finance, assets, land and productive resources.
1. Increasing the proportion of Pacific women in leadership and decision-making
roles, both nationally and locally.
2. Increasing economic opportunities for women through improved access to
financial services and markets.
3. This will be underpinned by a focus on changing social attitudes and behaviours
towards women across the region.
Guiding Principles
1. People with disability will play an active and central role. Results area include
how and the extent to which people with disability have been able to participate in
and contribute to Australia’s development programmes.
2. Our work will recognise, respect and promote rights. Result areas will include the
level, scope and quality of DFAT’s understanding and implementation of the
disability strategy, using key benchmarks for diversity, gender and children’s
concerns.
3. Our approaches will respect and build understanding of diversity. Results areas as
with (2).
4. We will take into account the interaction of gender and disability. Results areas as
with (2).
5. We will focus on children. Results areas as with (2).
6. We will actively promote and support people-to-people links and partnerships.
Results areas will include the strategic nature, clarify of purpose, quality and
results of partnerships and people-to-people links in the area of disability and
development.
viii
Issue
Discussion
Core Outcomes
1. Improved quality of life for people with disability. Result areas will include levels
of poverty of people with disability, education and health outcomes, gender
equality, access to services, whether people with disability have greater sense of
dignity and social inclusion and are equal participants and decision makers.
2. Reduced preventable impairments. Result areas will include change in occurrence,
type and severity of impairments, in line with activities implemented.
3. Effective leadership on disability and development. Result areas will include the
extent and nature of Australia’s influence on policies and programmes
implemented in disability by other international agencies and partner governments.
Enabling Factors
4. Creating a development organisation that is skilled, confident and effective in
disability-inclusive development.
5. Improving our understanding of disability and development by focusing on the
lived experiences of people with disability.
M4C
PROJECT
Theory of Change
Goal
Project Outcomes
Key Strategies
Gender-equitable economic and socio-cultural empowerment of women market
vendors within the market environment can be attained if the following take place:
1) accessible, inclusive, and representative governance structures within
marketplaces are put into place that will enable markets to grow, and will
specifically strengthen the role and influence of women market vendors;
2) actions that improve governance and social and economic security will facilitate
market vendors to achieve economic, social and financial advancement, with
specific outcomes related to improved gender-equality and the advancement of
women;
3) actions that improve governance among market management and local
governments will enable decision-making processes to be more gender-responsive,
transparent, accountable and receptive to the needs of vendors; and
4) improved infrastructure and on-site services that are developed in a genderresponsive manner will significantly improve social and economic security for
women market vendors
By the end of the Project, marketplaces in rural and urban areas in Vanuatu are safe,
inclusive and non-discriminatory, promoting gender equality and women’s
empowerment.
1. Inclusive, effective and representative marketplace groups are created and grow,
contributing to gender, social and economic advancement, the elimination of genderbased discrimination and violence, and expanded economic opportunities for women
2. Improved economic security of market vendors strengthens their lives and
livelihoods and improves the revenue base for local authorities, sustaining all Project
outcomes
3. Local governments and market management agencies are gender responsive,
effective and accountable to gendered needs
4. Physical infrastructure and operating systems are improved to make markets more
sustainable, resilient to disaster risks and climate change, safer and more accessible
1. Targeting municipal markets as key sites for women’s economic empowerment and
poverty reduction. Vanuatu – Consolidate support to Port Vila Municipal Market, with
a focus on strengthening associations, linking vendors to micro-finance services, and
reviewing risks (personal and climate associated) to integrate responses into the market
plans. Support physical infrastructure developments associated with these plans.
Expand support to the Ring Road marketplaces, establishing vendor associations and
enabling them with training and support. Link to Outcome 2 on financial support.
2. Involving local government, civil society, the private sector and representative
institutions in the empowerment of market vendors. Vanuatu - Review of bylaws that
have been adapted to support the empowerment of vendor associations to consider gaps
ix
Issue
Discussion
in the bylaws and their implementation. Identify gaps in local authority bylaws, with
particular attention to the Ring Road markets, and work with local authorities in
development and revision. Training of local authorities and other local actors as
appropriate. Work with vendor associations, market management and local authorities
on design and operations of agreements between the parties. For infrastructure
development, ensure that vendor associations and market management are involved in
plan development and review, and support oversight of physical infrastructure
developments.
3. Building democratic institutions that advocate for market vendor rights and interests
through support to institutional strengthening, infrastructure, product improvement and
related. Vanuatu - Focus on developing/supporting market vendor associations that
engage women market vendors and support their involvement in association
leadership. Support the development of constitutions and operational agreements with
the associations.
4. Responding to the multifaceted needs of women market vendors’ rights and
interests. Vanuatu - Review the findings from the assessment of the pilot initiative at
Port Vila Municipal Market and, in tandem with the associations at the market,
determine the best modalities to provide prioritised services. This can include a wide
range of issues, depending on expressed needs, including gender-based violence,
finance, product diversification training, HIV&AIDS, infrastructure cleaning and
management, etc.
5. Building gender-sensitive and disability inclusive market infrastructure and on-site
services (e.g., lighting, sanitation, overnight facilities, water supply, child care
facilities, etc.). Vanuatu - Some improvements likely needed at Port Vila Municipal
Market. Luganville Market requires infrastructure upgrading based on identified needs,
including leaking roofs, market frontage repairs, and market signage. Vendors
requesting for market rules to be developed and enforced, including agreements on
opening hours, fee structures, rules around children in markets, cleaning schedules,
rubbish collection procedures and timetables and rules, governance (terms of reference
for council workers and development of clear bylaws), and the expansion of the market
to include flower vendors.
For the Ring Road markets, existing structures are mostly made of traditional
materials, and they have repeatedly been damaged by storms and other natural
disasters. Modern materials are needed, and the facilities have to be built to a standard
that can withstand natural disasters such as earth tremors. They also need water and
sanitation facilities, access ramps for the disabled, improved drainage around the
markets, counters for display, and places to sit. There is a particular need to expand
the current structures to accommodate new vendors.
For Marobe Market, there is a need for twinning with Shefa and Port Vila and the
Marobe Market, with support for governance, maintenance, safety and security.
For the Port Vila Municipal Market, there is a need to repair and maintain the existing
markets. The roof is unsound, and when it rains the water comes into the marketplace.
Sanitation facilities are in disrepair. There are particular problems facing the women
who stay overnight at the market, as the market is open 24 hours a day. Nursing
facilities are also needed.
6. Implementing a sound knowledge management system intended to inform
implementation and provide insights regarding what works and what does not at
regional and international levels. Vanuatu - A Knowledge Management team (KM
team) will be based at the Regional MCO for UN Women in Suva, responsible for
working with the Project Manager, the Communications and Monitoring Officer and
others working on the Vanuatu M4C PROJECT. The Vanuatu team will work with the
KM team as follows: establish Project and results monitoring systems; determine and
support reporting requirements, ensuring that evidence of results is included in reports;
prepare evaluability assessments and support evaluation; co-plan with the KM team
based on a review and processing of international materials; prepare KM products for
x
Issue
Implementing Agency
Discussion
field implementation working with associations, market management and local
authorities; conduct baseline and impact surveys and qualitative data collection
activities.
7. Instituting a phased implementation approach with a distinct handover phase to
support sustainability.
UN Women
Responsible Party for
Outcome 2
Other Parties
UNDP
Human Resourcing and
Rationale





Government departments, municipalities, academic institutions, sub-contractors


International Project Manager (FTA – P3)
National Project Coordinator (SB4)
A Communications and Monitoring Officer (VSA/VSO/AYAD/AVID)
Administration and Finance assistant (SB2/SB3)
Technical assistance from Markets Management and Operations Advisors will be
sourced on a need basis, where possible from the ABV programme.
A Managing Contractor or Technical Specialist with knowledge in architecture,
engineering or urban planning will be engaged during the planning and
construction of works in the markets.
The project will also be supported by regional and in-country specialists on a
needs basis for implementing activities related to brokering services and capacity
building on GBV, GRB, DRR, KM, infrastructure, etc.
The above will work in close collaboration with UNDP’s implementation team on the
ground and with the support from Suva for the delivery of Outcome 2.
xi
Summary
Overview
This Project Document elaborates the rationale and characteristics of the Markets for Change (M4C) PROJECT
in Vanuatu. The proposed implementation period is for six years from 2013. Year 1 is focused on Project
establishment, baseline data collection, stakeholder engagement, and setting up knowledge management
systems that will enable Project implementation. Importantly, it will also include commitment of funds for
infrastructure and on-site service development as a continuation from the PIM Pilot Project, as considerable
good will has been built that would enable M4C PROJECT implementation. Years 2-4 comprise the ‘core
delivery phase’ with intensive Project actions and attention to replication and up scaling, while Years 5-6
comprise the ‘transfer phase’ for handover to relevant authorities, and specific support for replication and up
scaling. The Project Team in Vanuatu would be supported by the Women’s Economic Empowerment (WEE)
Officer, a Knowledge Management team and a Regional Infrastructure Engineer based at UN Women’s MultiCountry Office in Fiji. UNDP/Vanuatu and Fiji will be the Responsible Party for implementation of Outcome
23 .
The M4C PROJECT aims to promote the gender, social and economic empowerment of market vendors, with
specific attention to the needs and aspirations of women market vendors. Through the creation of
representative groups in marketplaces, a focus on economic security, the strengthening of local government
institutions, procedures and development approach, and the design and building of gender-responsive
infrastructure, market vendors will be able to influence decision-making on market management and resource
allocation, supporting the economic and social empowerment of market vendors, and the advancement of
women market vendors. In Vanuatu, the focus will be on the Ring Road markets, coupled with support to
markets that operate largely on weekends and the Marobe Livestock Market. There are considerable
opportunities for replication of marketplace interventions, given local government support for pilot
interventions. This will mean early consideration of replication and up scaling. There are promising examples
of effective management of Ring Road markets that would be important to consider when moving forward
with replication.
Regarding alignment to UN and development partner policies and strategies, UN Women’s Global Strategic
Plan Development Results Framework (DRF) for 2014-20174 specifies one Impact area that is consistent with
the M4C PROJECT: Women, especially the poorest and most excluded, are economically empowered and
benefit from development”. At Outcome level, the following two outcomes in the DRF apply: 2.1) National
plans, legislation, policies, strategies, budgets and justice mechanisms adopted and implemented to strengthen
women’s economic empowerment; and 2.2) Women’s sustainable livelihoods enhanced by gender-responsive
services and access and control over means of production and resources.
The following M4C PROJECT Outcomes are aligned with 2.1: National plans, legislation, policies, strategies,
budgets and justice mechanisms adopted and implemented to strengthen women’s economic empowerment
Project Outcome 1
Project Outcome 3
Inclusive, effective and representative marketplace groups are created and grow,
contributing to gender, social and economic advancement, the elimination of genderbased discrimination and violence, and expanded economic opportunities for women
Local governments and market management are gender responsive, effective and
accountable to women market vendor needs
3
A Responsible Party is defined as an entity that has been selected to act on behalf of the implementing partner on the basis of a written
agreement or contract to purchase goods or provide services using the project budget. In addition, the responsible party may manage the use of
these goods and services to carry out project activities and produce outputs. All responsible parties are directly accountable to the
implementing partner in accordance with the terms of their agreement or contract with the implementing partner. Implementing partners use
responsible parties in order to take advantage of their specialised skills, to mitigate risk and to relieve administrative burdens.
4
UN Women (2013). Draft UN Women Strategic Plan 2014-2017. Making this the Century for Women and Gender Equality,
Executive Board of the United Nations Entity for Gender Equality and the Empowerment of Women, Annual Session of 2013, 25-27
June 2013, New York, United States.
xii
Project Outcome 4
Physical infrastructure and operating systems are improved to make markets more
sustainable, resilient to disaster risks and climate change, safer and more accessible
Project Outcome 2 aligns with DRF Outcome 2.2: “Improved socio-economic security of women market
vendors”.
Key Project outcomes comprise the following:
1) Inclusive, effective and representative marketplace groups are created and grow, contributing to gender,
social and economic advancement, the elimination of gender-based discrimination and violence, and
expanded economic opportunities for women.
In Vanuatu, this will include determining the number and functioning of existing vendor associations
and the extent to which they represent women market vendors, establish or strengthen accountability
and governance mechanisms, training of association leaders and groups, support learning across
associations, expand access to services including micro-lending, establish performance monitoring
systems, collect relevant quantitative and qualitative data and data utilisation to improve performance,
and using knowledge management products to strengthen communications.
DFAT has also published a policy on disability inclusive development and specific accessibility design
guidelines. Given the particular importance of access when designing marketplace interventions, and
considering the importance of market activity in the lives of marginalised women, including the
disabled, the M4C PROJECT in Vanuatu will carefully consider these policies and standards5.
2) Improved economic security of market vendors strengthens their lives and livelihoods and improves the
revenue base for local authorities, sustaining all Project outcomes.
In Vanuatu, there is a relatively well organised savings scheme in the Ring Road markets, managed by
women’s committees at these facilities. To strengthen the economic security, the vendors noted the
importance of improving food handling and hygiene standards, proper food storage and protection of
foodstuffs, and the ability to cook at the market itself, rather than bringing cooked foods from home.
For Marobe Market, the emergent twinning arrangement between the market with Shefa and Port Vila
was important to enhance the profitability of operations as well as the efficiency of the marketplace
overall to improve sales. With financing from New Zealand, the Marobe Market was improved and was
able to process more livestock, with support to farmers from outer islands to bring their livestock to the
market for sale.
3) Local governments and market management agencies are gender responsive, effective and accountable to
gendered needs.
In Vanuatu, this will include a review of bylaws and their effectiveness as well as gap identification,
assess the extent to which these governance tools are gender responsive and have been implemented in a
manner that strengthens the influence of women market vendors and respond accordingly, share
experiences across markets, help strengthen the relationship between associations and local
governments, strengthen bylaws and their enforcement to ensure responsiveness to the needs of vendors,
assess marketplace revenue systems, revenue use, and reinvestment in marketplaces. For the Ring Road
markets in particular, which are currently run by community groups, work with the groups to assess
maintenance procedures financing and implementation procedures and identify areas for improvement.
For markets that do not operate on a regular basis (e.g., Marobe), work with market vendors and local
authorities on the development of a management and operations plan for the proposed produce market
extension work. For relevant markets, assess need for and feasibility of establishment of financing
mechanisms to assist market management and local government to invest in marketplace maintenance
and upgrading, assess solid waste management mechanisms and make recommendations to improve
solid waste management procedures, do the same for sewerage systems, and work with permanent and
5
AusAID (2009). Development for All. Towards a Disability-Inclusive Australian Aid Program 2009-2014, prepared by AusAID,
Canberra, Australia. AusAID (nd). Accessibility Design Guide: Universal Design Principles for Australia’s Aid Program, prepared
by AusAID, Canberra, Australia.
xiii
temporary markets to review issues of safety and discrimination and implement actions in response
(physical infrastructure, training, management).
Other activities will include strengthening
communications infrastructure within local authorities, developing effective feedback mechanisms, and
using knowledge management products to strengthen communications. Specific attention will be
devoted to gender responsive budgeting training and support.
4) Marketplaces are resilient to disaster risks and climate change, and are structured in a gender-sensitive
manner that helps enable gender, economic and social advancement of market vendors.
In Vanuatu, this will include an assessment of marketplace vulnerability to climate and weather
conditions, including issues such as storm water runoff, localised flooding, vulnerability to storm surges
because of proximity to the shoreline, and similar, ensure that the review of waste management (solid
and sewerage) facilities and management systems are disaster resilient, incorporate response strategies
in market plans, and establish linkages between the Disaster Risk Reduction Programme and the Project.
Checklist and assess the safety and access (for vendors and customers) implications of existing
infrastructure and plan accordingly, working with representative institutions, market management and
local government. Engage in dialogue with organisations working with people living with disabilities
on design issues. Consider accommodation requirements compared to existing accommodation
arrangements, and respond accordingly. Consult regularly with representative institutions when
planning, designing and building marketplace infrastructure. It should be noted that Vanuatu is amongst
the countries with the highest risk of natural disasters, according to the 2012 United Nations University
“World Risk Report”6.
A strong knowledge management component is proposed that will be involving the stationing of a Knowledge
Management team in the Multi-Country Office in Suva, Fiji, offering substantial support to Knowledge
Management (KM) activities working with the Project Team in Vanuatu. The M4C PROJECT will work
within the framework of the Women’s Economic Empowerment Programme, and will systematically use the
UN Women Knowledge Gateway for Women’s Economic Empowerment (www.empowerwomen.org) for
engaging M4C stakeholders and share their stories (e.g. experiences, lessons learned, good practices). It will
also share knowledge with other UN Women programme areas comprising Ending Violence Against Women,
Advancing Gender Justice, and I-REACH (Increasing Community Resilience through the Empowerment of
Women to Address Climate Change and Natural Hazards), UN Joint Programme on Community Resilience
and Coping with Climate Change and Natural Disasters, and UNDP programmes on economic security. More
directly, the Project commits to devoting specific and sustained attention to knowledge management and the
development and distribution of knowledge management products that contribute to the sustainability of M4C
PROJECT outcomes, and contribute to the international body of literature that will inform best practices
worldwide.
Rationale and Focus of the Vanuatu M4C PROJECT
The M4C PROJECT will build on a prior initiative operating from 2010-2012, with on going support in 2013.
The Partners Improving Markets (PIM) Project began field activities in Vanuatu in January 2010. Stakeholder
consultations took place and a situation analysis was prepared to consider opportunities. The Market Nasara
initiative at the Port Vila Municipal Market was of particular interest and was felt to be especially of
relevance. The Market Nasara initiative was reviewed in mid-2010, and the following aspects were found to
be of relevance to the PIM Pilot Project: training on financial literacy, violence against women, HIV&AIDS,
coverage of health and other well-being issues, and food hygiene; the formation or market vendor associations
and their training and strengthening; and communications and high profile coverage of the initiative.
Additional support activities were undertaken for the Port Vila Municipal Market to maintain this initiative,
including the development of a guide to the market and the establishment of two women’s vendor
associations, while support was also offered for the establishment and strengthening of a women’s market
6
http://www.abc.net.au/news/2012-10-11/an-vanuatu-named-greatest-risk-of-disaster/4308752
xiv
vendor association at Epau Village and one other rural market. During 2011 continued support was offered to
these initiatives, while scoping missions took place to learn from these initiatives. In early 2012 a workshop
was held that resulted in focusing more attention on legal and management support to the women’s market
vendor associations, training in marketing skills, expanding gender-responsive programme activities to the
Marobe livestock market to strengthen the role of women at the markets, and initiating a consultative planning
process with other villages to consider a ‘one village/one market’ approach to support more produce reaching
market, and creating more viable marketplaces. A series of product development workshops were thereafter
held aimed at improving products on offer and diversify the product range at markets reached by the project.
The Marobe Livestock Market recently received PIM Pilot Project support for new infrastructure for fresh
produce vendors, with a 50:50 cost sharing arrangement with the government council. This is aimed at helping
transform the Marobe Livestock Market from a twice-monthly operation to a permanent market.
The PIM Pilot Project, and now the M4C PROJECT, focuses on women and marketplaces due to the central role
of these markets in the lives and livelihoods of both urban and rural women. Some two-thirds of all jobs in
Vanuatu are outside the formal sector, with women comprising half the population and 45% of the formal
labour force7. Some 80% of the population is engaged in smallholder agriculture, ranging from arable
production and livestock tending to fishing. Markets are especially important to smallholder producers, as
they represent the key source of household income. Women and girls assume primary responsibility for food
production and sales, as well as family food security, by growing crops in homestead gardens, producing arts
and crafts for sale and rearing animals. Ni-Vanuatu women participate in virtually all farming-related
activities. Around 80% of women in Vanuatu live in rural areas. Over three-quarters (77%) of all
economically active women engage in subsistence agriculture and the production of root crops, fruit and
vegetables including cash crops such as copra, kava, coffee and vanilla. However, this does not necessarily
result in their access to financial resources, as these are generally under the men’s control. Fresh food and
craft markets are often a primary entry point into the cash economy for rural women and low-income women.
Women sell produce at fresh food and craft markets to a wide customer base from the general public and
tourists to the food services sector including hotels, restaurants, canteens and kava bars. It is therefore not
surprising that the sociocultural, nutritional and economic impacts of markets are critical to gender equality
and the overall socioeconomic development of Vanuatu.
The Port Vila Municipal Market is fairly well advanced at this juncture, and the M4C PROJECT will therefore
provide strategic support. The focus for the M4C PROJECT will be on the Ring Road markets. These markets
are among the largest markets in the country. Previously reached by the PIM Pilot Project, the aim will be to
consolidate gains and help transform the markets by diversifying products, up scaling and replicating activities
and expanding the customer base. The Ring Road markets are also a valuable economic asset for Ni-Vanuatu
women. There are over 15 markets run by a network of women vendors. Some of the markets are more
successful based on location and products. The stronger Ring Road markets manage their own bank accounts
and some have even managed to buy the land on which they operate.
There are early plans for the creation of a market targeting cruise ships around the Luganville Market. A UN
Women mission visited the nacent marketplace, and discussed incorporating the wharf marketplace with
vendors and city authorities, all of whom were supportive of the idea. For this reason, the developing
Luganville Wharf Marketplace will form part of the M4C PROJECT. Luganville market is located on Main
Street on Espiritu Santo Island. The market is situated at the western end of the commercial centre on the
north bank of the Sarakata River, proximate to the port, and therefore in a position to serve cruise passengers.
However, its current hours (7-19hrs Monday through Friday, 7-14hrs on Saturday, and closed on Sunday)
would need to be revisited.
Management of the Luganville Market falls under the Luganville Town Council, which receives an annual
income of approximately VT15m, with expenditures averaging VT14m. A full time Market Manager is
employed to oversee the marketplace. Three part-time cleaners are also employed. Security guards are also
7
Piau-Lynch, A. (2009). Vanuatu: Country Gender Profile, prepared for the Japanese International Cooperation Agency,
http://www.jica.go.jp/english/our_work/thematic_issues/gender/background/pdf/e07van.pdf.
xv
employed, but there are reports of unhappiness with the performance of these officers. Many vendors and
their children overnight at the markets, making them vulnerable to assault.
The market is open, with a roof, with good ventilation, and with the exception of the toilets (which are in poor
shape) much of the infrastructure is in reasonable shape. The market is divided by type of sales, including
livestock sales which occurs in a separate building where there are sales of pigs, poultry and goats. An area
has been set aside for compost, using left over produce that is no longer saleable. The livestock market is set
back from other market buildings and from the street. Separate from the building for livestock sales are
market vendors selling cooked food, fresh produce, and other items. The cooked food kiosks are located on
the eastern side of the market, separated from the fresh produce hall by a lawn area and a service road.
Cooking demonstrations are organised by a volunteer focused on product diversification and improving value
added.
Managalilu is one of the Ring Road markets. It is situated about a kilometre from the main road. The track to
the village from the road is steep in places and very rough. This means that women have to walk to the market,
away from the village and with limited foot traffic. They therefore become despondent and have lost
enthusiasm for the market, while an automobile accident destroyed the handicraft stalls. This market has
consequently stopped trading. However, the market is close to a world heritage site and could potentially
target tourists.
There is a strong handicraft association in the village previously served by Managalilu, formed as a result of
training organised by SPGC in association with its partners that make and sell authentic local handicrafts to
craft shops in town. The vendors are awaiting a Council of Chiefs decision on whether a new market building
can be erected in a location where the market would attract foot traffic, including tourist traffic. Well
positioned, and if it recognises the need for heavy foot traffic and accessibility by vendors and customers,
there is considerable potential for expanded handicraft marketing.
Emua is another of the Ring Road markets. Emua is a large village of 35 households with a strong traditional
chief who is also the head chief in the district. The village is 45 minutes’ drive from Port Vila, has a bank, a
cooperative shop and a beach that is an attraction for both tourists and locals. The market vendors sell raw and
cooked foods as well as handicrafts. The market committee, which manages the market is run by the chief’s
wife and has maintained good records and a bank account.
Paunagisu is a Ring Road market located in the north. The market is deemed the centre for North Efate and has
a lot of traffic. The market vendors sell raw and cooked food. The village has approximately 45 households
and has a health centre, a factory and a school. The school teachers are not local to the village and often shop
at the market. The village and its beach are an attraction for both tourists and locals so the market benefits
from this population. Paunagisu has a strong market committee with a chairperson who is educated, literate
and related to the local high chief. The committee holds frequent meetings, keeps records of meetings and has
a bank book.
The Ring Road markets situated towards the south eastern part of Efate are not as successful as those to the
northern part of Efate. Some of the vendors do not benefit from frequent tourists or local visitors. Also, some
of the markets suffer from lack of product diversification or non-relevant products for the target populations.
More analysis is required for these markets to better determine what product development and market analysis
support would be most relevant for the market vendors.
In addition to the five Ring Road markets, attention will also be given to the main Luganville market, which is
at the port, and has the potential to serve a growing cruise line industry. Luganville is a major city in
Vanuatu's northern islands and is the second largest city in Vanuatu. It is also one of Vanuatu's busiest ports.
The Luganville market has a strong reputation nationally for innovative better practices. The town clerk is very
reputable and dedicated to women’s rights and gender equality. There is a very strong vendors association and
the clerk has built strong partnerships with other departments to ensure successful market operations through
xvi
the Luganville Market House Committee, which has monthly meetings and has made incremental decisions
and changes to operations of the market.
Vendors at the main centrepoint handicraft and textile market were relocated some two years ago to a
temporary facility which lacks disability access. The building is poorly located, and cannot easily be seen by
tourists. As the centrepoint marketplace is being demolished to make way for a new development, the
building of new infrastructure offers an important opportunity to expand market opportunities for these market
vendors. Nevertheless, there are growing concerns about the possibility of high rent charges and a lack of
space (down from 75 to 40 vendors) that will negatively affect the market vendors, and constraint the
expansion of market trade. While the focus of the M4C PROJECT is on fresh produce, attention will be devoted
to discussing a solution to these and associated problems at the new marketplace.
Partnerships would be further established with tourist boards to promote consistent local sourcing from women
vendors and traders, to expand women vendors’/traders’ customer base and thereby increase the scale of their
work. Tourism and tourism-related services sectors (wholesale and retail trade, hotels and restaurants, and
transport and communication) account for approximately 40% of GDP and one-third of people in formal
employment, so this is a strategic area for women market vendors to enter. Additionally, women
vendors’/traders’ access to finance and financial services has not yet been addressed.
Disability access will be made available at all of the larger marketplaces (Luganville, Port Vila, Marobe), with
appropriate ramps constructed and pathways sufficiently clear and properly structured to allow access. It is
also intended that bylaws will ensure that at least five disabled vendor spaces be made available, as well as
parking spaces reserved for the disabled near the access ramps.
Evacuation plans have been developed for Port Vila and Luganville markets, while for smaller markets
communications are key, so rechargeable radios are planned, linked to village evacuation plans.
xvii
1 Project Context
The Markets for Change (M4C) Project is a multi-country initiative covering Vanuatu, Fiji and the Solomon
Islands. It falls under UN Women’s Economic Empowerment (WEE) Programme, which is overseen by UN
Women’s Multi-Country Office in Suva, Fiji. WEE’s overall aim is that Pacific women advance
economically, especially the poorest women, and this results in improvements in women’s well-being and
economic growth nationally8. The M4C PROJECT is aimed at empowering women vendors in targeted
marketplaces through direct actions with target groups and strengthening the local enabling environment,
with broader impacts in terms of the national enabling environment facilitating women’s economic
empowerment. It is a six year initiative with an expected starting date of 1 January 2014. Year 1 would
focus on Project establishment, stakeholder engagement and establishing knowledge management systems,
years 2-4 would comprise a core delivery phase with intensive Project actions as well as transfer planning,
and years 5-6 would comprise a transfer phase for handover to relevant authorities. It builds on earlier
initiatives covering these three countries as well as Papua New Guinea (PNG) which focused attention on
marginalised urban and rural women who worked in food production, distribution, and marketing.
The M4C Project will operate at two levels: 1) country-level implementation for each of the three countries of
Vanuatu, Fiji, and Solomon Islands; and 2) regional-level implementation supporting the three country
projects. Country-level implementation involves each country proceeding at its own pace and with a
nuanced approach relevant to the particular situation in that country, overseen by a country-based team.
Regional-level implementation would aim to ensure that each country operation is contributing towards the
overall outcomes of the Project as a whole, and adding value beyond the three countries. Regional-level
implementation would be overseen by UN Women’s Pacific Multi-Country Office (MCO) in Suva, Fiji,
overseen by the WEE Officer. The MCO will provide financial oversight, including specific attention to
infrastructure tendering and quality control during construction, as well as technical oversight in terms of
performance management. Technical responsibilities include providing technical support for planning and
implementation, overseeing services provided by implementing partners, co-ordinating training and other
support to implementers, and the design and oversight of knowledge management activities.
1.1
Vanuatu Context Analysis
Approximately two-thirds of the world’s poor live in the Asia-Pacific region based on the one dollar a day
poverty line.9 Additionally, the International Labour Organisation (ILO) estimates more than 60% of those
working in the non-agricultural sector regionally, work in the informal economy. 10 Many Pacific Island
countries are struggling to build resilience to global and regional economic transitions. However, of the
Pacific countries, Vanuatu has a strong reputation of social stability and economic resilience. Tourism has
grown rapidly in the past decade, and over 300 cruise ships visit the island every year.
Vanuatu is comprised of 80 islands with a diverse population with over 100 local languages, as well as
French, English, and the lingua franca Bislama. The country is divided into six provinces. Port Vila on the
island of Efate and Luganville on the island of Espiritu Santo are the largest towns, at 38,000 and 12,000,
respectively11. The population of Vanuatu is approximately 245,61912 and women represent 49.7% of the
total population.
According to the Vanuatu census of 2009, the unemployment rate in Vanuatu is 4.6%, with the rate at 4.1%
UN Women MCO (2013). Draft Regional Programme Strategy. Women’s Economic Empowerment 2013-2018, UN Women
Multi-Country Office, Suva, Fiji.
9 http://www.unescap.org/pdd/CPR/CPR2006/English/CPR3_1E.pdf
10 Women and Men in the Informal Economy: A Statistical Picture International Labour Organization, 2002.
11 UNIFEM (2009). Melanesian Markets, United Nations Development Fund for Women (UNIFEM), New York.
12 http://www.doingbusiness.org/data/exploreeconomies/vanuatu, IFC, Doing Business Report, 2012.
8
1
and 5.2% for males and females, respectively13. In the Census, unemployed is defined as those who do not
have a job, are looking for a job and would be available to work. The lowest unemployment rate is in the
provinces of Torba and Penama while Shefa has the highest unemployment rate. The unemployment rate
does not include the many Ni-Vanuatu who are not in the formal labour force. Only 23% of all adult
females, and 37% of all adult males, are in the formal sector, with most of these concentrated in urban areas.
Overall statistics on Vanuatu, along with the other two countries in the Project, are contained in the
following table:
Table 1: Background Statistics14
Fiji
Population (est)
Population growth per annum
Rural/urban population (%)
GDP growth (2012)
External debt as % of GNI
GNI per capita (2011 $US)
Human Development Index (2012)
Population below poverty line (2011)
Secondary enrolment net % of school
age female (male) 1999-2011
Total fertility rate per woman (2010-15)
Women % of waged, non-agricultural
employees (2012)
EIU Women’s Economic Opportunity
score of 100 (2012)
860,000
0.7%
49/51
2.5%
14.5%
$3720
0.702
31%
88 (79)
Solomon
Islands
550,000
2.3%
80/20
5.5%
18.4%
$1110
0.510
22.7%
29 (32)
Vanuatu
2.6
29.6%
4.0
30.8%
3.7
38.9%
48.5
29.2
39.1
250,000
2.6%
76/24
2%
17.9%
$2730
0.626
12.7%
49 (46)
Including non-formal economic activity, the national labour force participation rate is 71%, with the rate at
80% for males and 61% for females. The labour participation rate for females did not exceed 71% at any
age, while that of males was more than 90% for the age group 30-49. The rural areas has higher labour force
participation rate than in urban areas because of the high proportion of the rural working age population
engaged in smallholder agricultural production.
In terms of employed population by type of employee, almost half (47%) of those in paid employment are
working in the private sector, 24% produce goods for sale, 15% are in the public service, and 14% are selfemployed. The vast majority of employees are working in the agriculture, forestry, and fishing industry
(57,191 total employed population), followed by those in wholesale and retail trade and repair of motor
vehicles (7,746), and public administration and defence and compulsory social security (7,075). While
domestic work is dominated by females, most of all other industry groups are dominated by males.
The country’s main natural resources are manganese, hardwood, and fish. The country is classified as a
lower-middle income country, with a per capita income of US$2,401 (2007 data). Despite this, levels of
poverty and problems in education and health service delivery mean that the human development index
ranking for Vanuatu is 126th out of 182 countries. In 2002 an estimated 40% of the population was living in
poverty, rising to 50% in rural areas. However, in the past decade these figures have certainly declined, as
high levels of economic growth had had especially positive impacts in urban areas15.
Despite these economic gains, doing business in Vanuatu remains a challenge, and slows economic growth.
13
The information in the remainder of this sub-section is from the following document: Government of Solomon Islands (2012).
Draft CEDAW (4th and 5th ) Combined Report, Vanuatu, Government of Solomon Islands, Honiara.
14 UNFPA (2012). Population and Development Profiles Pacific Island Countries, United Nations Population Fund, Suva, Fiji;
http://www.adb.org/publications/key-indicators-asia-and-pacific-2012?ref=publications/series/key-indicators-for-asia-and-the-pacific
15 IFC (2010). Vanuatu Gender and Investment Climate Reform Assessment, International Finance Corporation of the World Bank
in partnership with AusAID, prepared by S. Hedditch and C. Manuel, Washington DC and Canberra.
2
Vanuatu ranks 110th out of 183 countries in terms of being able to start a business, 104 th in terms of
registering property, and 141st in terms of trading across borders. In response to these problems, government
recognised the importance of creating a more business friendly investment climate, which has included
recent passage of the Personal Property Security Act, the introduction of alternative dispute resolution
procedures to each backlog in the Courts, and the Land Registry is in the process of being computerised16.
In Vanuatu, there are no legal barriers to women receiving bank loans, mortgages and other financial credit.
Under the Reserve Bank of Vanuatu Act, the Bank supervises and regulates financial intermediaries under
the Financial Institutions Act. In terms of financial services, there are four commercial banks, a
superannuation fund, and four domestically licensed general insurers operating in Vanuatu. However, only
the National Bank of Vanuatu is providing financial services on any scale to low income clients and other
two smaller semi-formal providers, the Vanuatu Women’s Development Scheme (VANWODS) and the
Department of Cooperatives17.
The National Bank of Vanuatu is a government controlled bank providing business banking (commercial
lending, consumer lending and international business) and retail and rural banking (commercial, personal,
and rural banking services) services to qualified creditors. The National Bank has 27 branches and agencies
across Vanuatu. In 2010, there were an increased number of savings accounts as a result of the National
Bank’s community workshops and seminars through its designed Financial Literacy Education Programme
for people to learn basic skills related to earnings, spending, budgeting, savings discipline and access to
financial credit. The bank also has a twice weekly radio programme broadcast throughout Vanuatu and
dissemination campaign through distribution of promotional brochures on savings and micro loan products.
However, the National Bank does not have a sex disaggregated data to show the numbers of females and
males accessing financial services from the national bank.
1.1.1
Formal and Informal Sectors: Opportunities for Women
In 2008 the Department of Cooperatives and the Ni-Vanuatu Business Council developed a manual in
Bislama for establishing savings and loans cooperatives using the Accumulating Savings and Credit
Associations model where groups of community members come together, save an agreed amount of money
every week and develop a lending procedures to allow members to borrow the accumulated capital at an
agreed interest rate. As a result of this model, here are now 75 registered savings and loans cooperatives
with 40.6 million vatu (US$446,620) in savings, and 3,451 registered members.
Due to lack of credit in rural areas, the Vanuatu Agricultural Development Bank was passed to re-establish a
development bank in 2006. Under the Vanuatu Agricultural Development Bank Act No 20 of 2006, the
Minister of Finance and Economic Management appoints members of the Development Bank Board with
three year membership from nominations received from the Director Generals of the Ministry of Finance, the
Ministry of Agriculture, Syndicate Agricole, the Chamber of Commerce and Industry, the Vanuatu Society of
Accountants, the National Council of Chiefs, and the Director of Women’s Affairs. The appointed
Development Bank members select a Chairperson and a Deputy Chairperson. The bank opened in April
2008, and a three-year strategic plan was approved in 2009. The government has capitalised the amount of
500 million vatu of which the last tranche of 100 million vatu was made in February 2011.
The Vanuatu Women’s Development Scheme (VANWODS) has been providing micro finance services to
women since 1996. It started as a pilot project under the Department of Women's Affairs and became a
beneficiary owned non-governmental organisation in 2003. Between 2003 and 2007, the number of
members increased to almost 3000, and the value of its savings grew from 15 million vatu at the end of 2003
to 73 million vatu at the end of 2007. In 2007, VANWOODS started to accept male members. As of
November 2010, there were a total of 5514 clients, of which 4085 had taken our loans. Since its start,
VANWODS has released a total of Vatu 814m in loans. In 2010, VANWODS conducted an impact
16
17
ibid.
Reserve Bank of Vanuatu (2011). Financial Assessment Services in Vanuatu, Port Vila.
3
assessment and found that 46% of all loans in 2009 were used for business (such as retail store, kava bar,
baking etc.) and 54% were used for non-business activities (such as solar lights, education, household assets
etc.).
Fresh food and craft markets are often a primary entry point into the cash economy for rural women and lowincome women. Women sell produce at fresh food and craft markets to a wide customer base from the
general public and tourists to the food services sector including hotels, restaurants, canteens and kava bars.
It is therefore not surprising that the sociocultural, nutritional and economic impacts of markets are critical to
gender equality and the overall socioeconomic development of Vanuatu.
Women market vendors and market management in Vanuatu reported the following needs in consultations
held during PIM Pilot Project implementation:
1. Empowered vendor associations
 Local, provincial and national level vendors associations strengthened.
 Training in planning, management and financial literacy.
 Coordination with other vendor associations.
 Women’s and girls’ increased participation in decision-making in community and local
government.
2. Gender-responsive local government
 Planning, decision-making, policies and budgets for markets in Shefa province respond to
women vendors’ priorities.
 Information and technical expertise reaches women vendors.
 Capacity building among technical officers to promote gender equality.
3. Product development, market research and value-chain support
 Review price control issues and policies.
 Undertake market research study to understand customers, products and ideas women
market vendors can implement.
 Undertake comparison/analysis of costs and impacts of selling at different markets.
 Develop new products, systems, technologies and value-added products.
4. Inclusive community market governance systems
 Support new ways to solve community market challenges, and consider how men and
women work together.
 Promote engagement and awareness of the chiefs in market vendor priorities.
 Include all women in strategies to increase economic security through markets.
5. Improved market infrastructure
 Improved community spaces
 Improved toilets
 Comfortable stools, tables
 Safe and clean water supply
 Better shelter from weather
 Adequate space
 Beautified green spaces.
4
1.2
Market Overview
This section provides an overview of markets in Vanuatu.
Luganville Market
Luganville market is located off Main Street (Boulevard Higginson) of Luganville on Espiritu Santo Island.
The market is situated at the western end of the commercial centre on the north bank of the Sarakata river,
near the port.
Market Management
The market opens from 7 am until 7 pm Monday to Friday and until 2 pm on Saturday. It is closed Sunday.
The management and security of Luganville market is the responsibility of Luganville Town Council. A full
time Market Manager is employed. She was a Market Vendor and is well known by the other vendors. She is
based at the market.
Fees are VT300 per table for maximum of 2 days. The toilet facilities are charged- 30 vt for toilet paper, 20
vt for water, and 30 vt for swim. A male attendant collects fees. Toilets can also be used by the public. There
are only three (3) seats, two (2) for women and one (1) for men.
The toilets are in a poor state of repair. The septic tanks require repair. The cleaners try to keep the toilets
clean. The issue is constantly discussed with the Municipality who have indicated they will upgrade the
facilities when the budget permits.
Three (3) part time cleaners are also employed. Green waste is now put in compost bins. The bins have been
provided through a donation from Santo hardware and the on going training and monitoring of their use is
monitored and supported by a VSA volunteer. The compost is then made available to the vendors to use on
their crops. This has the potential to increase the quality of crops and to encourage diversification.
The market is open walled and well ventilated. The floor of the fresh produce hall is concreted and the
perimeter pathway is sealed with pavers. The market tables are made of concrete and generally covered with
strips of vinyl floor covering.
The livestock area building is walled with cyclone mesh wire. This section is used as a holding pen for
livestock, including pigs, poultry and goats. The building is setback from the fresh produce stall near to the
riverbank to minimise dust, noise and odour nuisance. It is structurally sound and well maintained.
A row of 10 cooked food kiosks is located on the eastern side of the market. These are separated from the
fresh produce hall by a lawn area and a service road. Shuttered windows open from the kiosks onto a covered
concrete veranda where diners place their orders and eat at wooden tables. The vendors supply their own
cooking equipment and utensils. There are two (2) outside sinks with cold water only for the use of the kiosk
vendors.
A wide range of produce is sold at the market. Cooking demonstrations to promote product diversification
and added value are held at least twice a week by a VSA Volunteer.
Crime and safety
Many vendors and their children overnight at the markets. There are security guards employed but it has
been reported that, along with male kava drinkers, the security are menacing the women for sexual favours.
Shefa Ring Road Markets
5
Market Committees of well-organised women run each of the markets except for Karngo which is run by one
family. In some markets there is a roster to determine whose turn is it to sell on a specific date. Eco-tourism
programme run by young women is available at Karngo market. Some of the women have been given
training on food preparation and jewellery making.
The Council provided funds for small sign boards at each Ring Road market but this has been said to be too
small to provide enough visibility and attract more buyers. Support provided by the council could be
strengthened by increased communication with the market vendors and the authorities on their needs.
CLGF offered a Local Elected Leaders Programme to build capacity and performance for the development
work assigned to them. This training did not include the 19 area secretaries that are in charge of the Ring
Road Markets. Women who sell handicrafts are concerned about quarantine and import restrictions and
limited advertising of the market products. Vendors sometimes sell to a handicraft store who resells them at a
higher price.
Waste disposal is a challenge in all markets as the vendors do not have rubbish bins and there is irregular
waste collection in some areas. There is potential for eco-friendly initiatives for waste management.
There are no official bylaws but women are organised within the community and operate according to their
own rules.
Mele Maat
The Shefa Council has identified there is a need for official bylaws. Market vendors contribute 10% of their
income from sales at the market into the vendors association’s fund, except for Mangaliliu where the vendors
plan to start collecting fees soon after not operating for some time. Council has spent VT70,000 to extend the
facilities in Mele Maat and through contribution from a local business man, the Epau market is being
extended. There is a need to do this extension in other markets. No water and toilet facilities available except
on Epau where this is currently being built as part of the market extension.
Some vendors have raised concerns about limited space or limitation on days available for them to sell.
Request for facilities extension has been made. Safety at night is not an issue as these road markets operate
as day markets. Most of the Ring Road markets are built with traditional materials (except for Epau and
Mele Maat), which get easily damaged with harsh weather and heavy rain and require constant maintenance.
The two markets that have corrugated iron roof and concreted floor are an example for scale up and
replication into the other markets. None of the markets have toilet facilities or running water except for the
Epau market for toilet facilities and running water are being installed.
There are no facilities accessible for disabled people.
Mangaliliu Market
This market was situated about a kilometre from the main road the track to the village from the road was
steep in places and very rough. This meant that women had to walk to the market, away from the village and
with not much passing trade didn’t make enough money became despondent and lost enthusiasm for the
market. This market had stopped trading.
However in 2011 an NZAid project had initiated interest in a jewellery-making project that to begin with had
been very successful. However once the materials initially supplied through the aid project had been used,
the women were unable to locate or buy more. The village chief’s daughter attended the workshop held at
the SPG and asked for help to assist the village women locate supplies to be able to continue making the
jewellery. They would like to have a small shop selling handcrafts and jewellery actually in the village and
brand their village as a handcraft village. At present they are very despondent.
6
Epau - very successful in early 2011 but used infrequently towards the end of the year due to organizational
problems. Was again operating when it was visited in 2013 and it looked as though it was doing well though
it might have been set up to cater for workshop.
Emua - most successful road market on Efate. Village has a bank, large cooperative and wharf where boat
passengers support the road market every day. The committee is strong and proactive and village women are
supportive and engaged in the market activities. The key success factor of this market is its location near
other government and community activities and its proximity to the road and wharf.
Paunangisu- proximity to Health Clinic and large village size helps support the road market. It is well
attended and well managed, with news of the new program and committee members listed and displayed up
at the market. The food displayed was fresh and delicious.
Marobe Market
Marobe market is situated on the outskirts of Port Vila on the road to the airport. It is about 15 minutes by
vehicle from downtown Vila and is on land owned by the SPG.
The market was an initiative of the Vanuatu Government. The aim of the market was to provide a place
where livestock could be sold within close proximity to Port Vila central. It was intended to provide an
opportunity for rural producers to sell their livestock to fulfil celebratory feasting needs of the Port Vila
community and to provide a venue for livestock sales for vendors from outer islands to bring livestock for
sale. The national government approached the Shefa Provincial Government to partner on the project and
provide land for the Market development.
Plans have been developed by the SPG for a bigger project that would house a collection of buildings
designed to include offices, accommodation for vendors, toilet and shower blocks, a produce sales area, and
an area for preparation and sale of hot food. The site is large and fronts the main road but access and view
from the main road is currently unusable and is unkempt and overgrown.
The livestock sales building that is currently operating has been funded by NZ Aid and the SPG is waiting
for a donor to assist with the future development of the grander plan for the market that is hoped will provide
an alternative to the overflowing Port Vila Central Market. There is an accommodation house provided but
there are no facilities specific for women vendors, and there is no security for women who travel from other
islands to sell there. It is not visible from the main road and there is often no one at the site except the
occasional buyer so women felt vulnerable and scared when they were there on their own at night.
Amongst the people interviewed about the potential of the Marobe Market plan, there seemed to be general
consensus that a fully developed Marobe market would be sustainable. The area surrounding the land
designated for the development is close to land that has been designated for residential subdivision and many
people are now living and moving there.
A market in close proximity would seem to have the potential to supply the needs of the area’s growing
population.
The currently operating livestock component of the Marobe site is complicated, bureaucratic, and involves a
value chain that extends from villages situated on the outer Islands and throughout other provinces to their
destination to customers at the Marobe Market.
A Livestock officer for the Vanuatu Government works for the program called the REDI (Rural Economy
Development Initiative) and has been set up throughout the provinces. As part of this programme Area
Secretaries have been appointed throughout the province with a view to working within local communities as
a communication conduit and community facilitator between rural communities and the Provincial
Governments. They are paid by the Provincial Governments. At each workshop location Shefa Province
7
Council used the Area Secretaries to organise the local communities to prepare for the workshops. The Area
Secretaries appeared to be efficient and reliable in carrying out the tasks required of them and the Council
personnel appeared to have good working relationships with them all. Most of them attended the workshops
in the communities they were responsible for and were helpful and supportive during our visits.
The Livestock officer explained that there are also Agricultural Extension Officers employed by the
Department of Agriculture Vanuatu, who were also working in the regional areas. Their job is to assist in the
development of the agricultural sectors, by initiating the development of co-operatives with a view to
developing a more organised approach to getting produce and livestock to market by taking advantage of
shared and subsidised transportation costs and group market sales.
There had been some awareness programs run in the communities to explain the program however more
needs to be done to explain the program and to develop trust in the communities. The Government has been
concentrating on working with the Area Secretaries to develop cooperatives or community vendor groups in
local areas to coordinate the transport of livestock to the Marobe Market on a regular basis. Currently the
basis on which a community can participate in the market is determined by the amount of livestock that the
group can collectively put together to bring to the market (i.e., 50+ pigs, 100+ chickens and a mixture of root
crops). Work is underway to appoint a trustworthy community member as agent who would accompany the
produce to market and manage all sales, pay market commissions and pay out community members on their
return home. This sounds like a sensible and workable system. However, from information gathered on Epi,
local communities have not yet developed the necessary trust in the idea of agents to feel confident to adopt
the system. Numerous people commented that they didn’t trust the system because there was no transparency
to the system.
There is an employee who attends the market and records all sales made, so it should be easy enough to trace
and check the facts that have recorded. Suggestions from relevant authorities are that there needs to be
further workshops conducted through the provinces to educate the communities about the system and to
improve communication and transparency.
Port Vila Central Market
There are existing vendors associations. There are differences between the cooked vendors association which
is more urban-based and literate and the greens vendors that are more rural based and illiterate. There is a
need to address this when doing training. The Vendor associations are in different stages of having a
constitution developed to guide their work. In the green Market Vendors associations the Presidents are the
focal contact points of the market management. The market manager’s office is placed on site and the
market manager is the contact point between the market vendors and the city council.
Port Vila City market houses between100 to 150 vendors a day. Toilet and bathroom facilities are provided
for but are often insufficient due to excess demand from not only vendors but also members of the general
public and tourists from the cruise ships. Adequate lighting is provided but the Council is considering using
more energy saving methods such as led lighting. A rubbish tip is located at the back of the market site and
this is regularly cleaned out. However better management is needed as there is often a bad stench from the
area. There is no sleeping area for the vendors who are likely to spend almost a week selling their produce.
Vendors have had training recently conducted in April 2012 by DFAT and the Pacific Leadership Program.
Social problems often arise from poor management of income; such as the case of vendors using their
income on kava consumption and gambling in casinos. Market operates 24 hours throughout the week,
except on Sundays.
Vendors pay daily tables fees of VT.450 that entitles them to use the toilets and shower facilities. Vendors
have expressed concern regarding the receipting system as when they misplace their receipt then they will be
charged to use the toilet facilities up to VT.40 each time. Another concern regarding the fees, which vendors
feel strongly about is very often when the market has exceeded maximum capacity, they are then charged per
8
vendor rather than for the space allocated. Port Vila Market Council (PVMC) had discussed with UN Women
other means of receipting, such as e-receipting using the mobile phones but also e-payments of market fees
to ensure transparency and accountability. Fees are collected by the Collectors and recorded by the Cashier
before it is deposited into the Council Treasury. The management of funds collected by the Council is
determined by the Council.
The Council is considering relocating Port Vila city market due to overcrowding of people and traffic. This
is in line with the Tourism Infrastructure Project where markets will be decentralized to Freshwota, Namba
Tri and Korman Stadium areas in Port Vila city.
The market manager is accountable to the Council Market Committee made up of Councillors within the
PVMC. There are no civic education facilities on site, except for Telecom and Digicel stalls. Toilets and
shower facilities are provided for vendors who are entitled to use these only after they have paid their table
fees. There are security guards onsite at night; but vendors are concerned that they request from them goods
in exchange for a service that they are already being paid for.
Certain sections of the market are for use by certain communities as directed by market management and
vendors come in on days allocated to them. There are concerns raised by vendors that preference may be
given to specific community groups based on nepotism, for instance, women market vendors from Tanna
because the market manager or head of security is from the same island. No overnight accommodation
provided. All vendors sleep under their tables and some may sleep in family homes if they are able to.
However, this also places an additional burden on relatives in Port Vila.
A Public Private Partnership has been entered into with the telecoms (TVL and Digicel) and they have
assisted with painting of market and tiling.
There are toilets and showers available but often these are not well maintained. Maintenance problems may
often occur such as blocked toilets and this is addressed by the market management.
Women’s Safety (especially GBV)
The Vanuatu Women's Centre in partnership with Vanuatu National Statistics Office conducted a study on
women's lives and family relationship adapting the WHO methodology for Vanuatu covering six provinces
and the main areas of Port Vila and Luganville. The objectives of the study were to estimate the prevalence
of and incidence of violence against women, the effects of violence against women victims/survivors, the
effects of violence against women on children, the attitudes, risks and protective factors, and the coping
strategies of women.
The type of violence measured in the study and the results during their lifetime compared to the last 12
months for the whole of Vanuatu and in urban and rural areas, are the following:
1. Violence by current or former husband/partner:
a) Emotional Violence (68% during their lifetime and 54% during the last 12 months; 61% in
urban areas and 70% in rural areas)
b) Physical violence (51% during their lifetime and 33% during the last 12 months; 41% in
urban areas and 53% rural areas)
c) Sexual violence (44% during their lifetime and 33% during the last 12 months; 41% in
urban areas and 53% in rural areas)
d) Physical and/or Sexual Violence (60% during their lifetime and 44% during the last 12
months; 50% in urban areas and 63% in rural areas)
9
2. Violence by non-partners (parents, teachers, strangers, brothers etc.):
a)
b)
c)
d)
Physical violence (over 15 years old): More than one in four women (28%)
Sexual Violence (over 15 years old): One in three women (33%)
Childhood sexual abuse (under 15 years of age): Almost one in three women (30%)
Forced first sex: two in five women (41%)
The study also shows the impact of violence against women's health with the following results:
a) Almost two in five women (39%) have been injured in their lifetime due to physical or sexual
violence by their husband or intimate partner. This amounts to one in four ever-partnered women
(24%).
b) More than two in five women (41%) were injured more than three times; more than one in five
(21%) now has a permanent disability; and almost half (48%) lost consciousness at least once.
Women living with physical, sexual or emotional violence have more mental health problems and
are much more likely to attempt suicide than women who are not experiencing violence.
Other impacts on women who are 80% income earners (most of them from marketing or trading) are the
following:
a) Work was disrupted for 30% of women who experience physical or sexual violence
Ways that work and income generation activities were disrupted (percentage of 311 whose work was
disrupted), are the following:
a)
b)
c)
d)
e)
Husband/partner interrupted work (94%);
Unable to concentrate (14%)
Unable to work/sick leave (13%)
Loss of confidence in their own ability (13%)
Husband/partner stopped her from working (11%)
As part of the result of the study, it also shows women's coping strategies:
a) More than two in five women (43%) have never told anyone about the violence, and almost three in
five women (57%) have never sought help from any agency.
b) Most often told their birth family, friends, and their husband/partner's family
c) Almost one in four asked chiefs (24%) and church leaders (23%) for help, 15% asked health
agencies, and 1 in 10 asked for police help.
d) About half (49%) have left home temporarily due to violence, but less than 1% left permanently. The
most common reason was that they could not take any more of the violence.
e) The most common reasons for returning home, and for never leaving at all, were that she forgave
him, did not want to leave the children, and her belief in the sanctity of marriage18.
Women’s Leadership
The Decentralization Act [Cap 230] of 1994. The Decentralizations Act mandates for the appointment of
women as members of the Local Government Council. Part III, section 5 provides for the names, and duties
of local government councils and section 7 provides for appointment of the members of the local government
council. Section 7 is quoted below:
18
Government of Vanuatu (2010). Women’s Lives and Family Relationship Study, Government of Vanuatu, Port Vila.
10
“7. Appointment of members of Local Government Councils
(1) The Minister may by Order provide for appointed members of each Local Government
Council in respect of its Local Government Region and such members shall consist of:
(a) chiefs appointed by the Minister from among persons nominated by representative bodies of
chiefs;
(b) women appointed by the Minister from among persons nominated by representative bodies
of women;
(c) youth representatives appointed by the Minister from among persons nominated by
representative bodies of youth;
(d) church representatives appointed by the Minister from among persons nominated by
representative bodies of churches.
(2) The appointed members –
(a) shall hold office for a period of four years and shall be eligible for reappointment; and
(b) shall be consulted on any matter, question or issue coming before the Local Government
Council for its decision”.
(3) The appointed members shall not be entitled to vote at the meetings of the Local
Government Councils.
(4) The appointed members shall not be more than half the number of elected members.”
In 2008, following the resolution on Special Measures for Women in Papua New Guinea to reinstate women
into Provincial Councils as nominated members, the resolution was adapted by Vanuatu. As a result, the
Department of Local Authority circulated a directive to all the six Provincial Councils to nominate women
representatives to sit in the council. At present, all six Provincial Councils have women representatives
sitting in the council either as nominees from women's organisations in the provinces or nominees by
provincial based women's organizations. However, not all women representatives have been formally
appointed by the Minister to sit in the council. All women nominees have the right to participate in the
provincial sessions, however, they do not have voting rights. Any issues raise has to pass through their
respective councillors who represent the woman's nominees.
Under the area councils women representatives are represented in all the area councils. However, the
Decentralization Act does not cover area councils; the DLA is working on a CoM's paper proposing an
amendment to the Decentralization Act for the inclusion of Area Councils as part of the provincial
organisational structure.
The Provincial Councils are mandated by law to provide an annual operational budget. The annual budget
includes a provision for women nominees under the provincial President's Council. There is also a budgetary
provision for the development of women in the provinces under the women and youth code.
The Council of Ministers has recently endorsed 30% to 34% reserved seats for women at the municipal
council level and UN Women is now supporting government towards realization of this.
The National Gender Policy is currently being drafted by the Ministry of Justice & Community Services led
by the Department of Women’s Affairs.
Women’s economic empowerment is a matter of principle and in respect of women’s human rights. Vanuatu
has ratified CEDAW (The United Nations Convention on all Forms of Elimination of Discrimination against
Women) Articles 11f, 13 and 14 which state that “States Parties shall take all appropriate measures to ensure
the right to protection of health and to safety in working conditions”, “States Parties shall take all appropriate
measures to eliminate discrimination against women in other areas of economic and social life” and “States
Parties shall take into account the particular problems faced by rural women and the significant roles which
rural women play in the economic survival of their families respectively”.
11
The United Nations Development Assistance Framework (UNDAF) identifies gender equality, poverty
reduction and inclusive economic growth as Pacific Sub-Region 2013-2017 priorities. Also, UN Women’s
global strategy reflects that promoting women’s economic empowerment and security are economically
sound development strategies. UN Women’s programme of support in Vanuatu to promote and implement
innovative multi-sectoral approach to fully tap the potential of women vendors is therefore timely and
relevant, and critical to the country’s sustainable development.
Pacific island governments have made a high-level commitment to gender equality and sustainable rural
development. The link between achieving gender equality and reducing poverty was a key topic among
leaders at the Pacific Islands Forum Economic Minister Meeting in Kiribati in 2012. The commitments at the
Forum were followed by the adoption of the Gender Declaration and the announcement of the Pacific
Gender Initiative at the Forty-Third Pacific Islands Forum in Cook Islands, with a detailed annex of
acknowledgement and commitment by Pacific Island leaders as part of the Forum Communiqué.
12
The following table offers an overview of markets in Vanuatu along key characteristics of relevance to the M4C PROJECT.
Table 2: Description of Markets in Vanuatu
Accomplishments and issues
arising from the
markets
VANUATU MARKETS
Marobe Livestock Market
Ring Road Markets (Karngo,
Epau, Paunangisu, Emua,
Mangaliliu, MeleMaat)
Luganville
Port Vila
A Market manager, Catherine Leo,
has been in place for 2 years. A
committee (Luganville Market
House Committee) is also in place
and meets regularly. The
committee is supported by a World
Vision volunteer supported by
VSA and is chaired by a woman
market vendor and comprises
representatives from the Luganville
Municipal Council, the private
sector, government departments,
women market vendors, and NGOs
(refer to attached documents).
Existing vendors associations
which is said to be a model for
what could be done in other
markets with vendors associations.
There are differences between the
cooked vendors association which
is more urban-based and literate
and the greens vendors that are
more rural based and illiterate.
Need to address this when doing
trainings.
The relationship between the
council and the market vendors is
good at present mainly due to an
empathetic Town Clerk and the
work put into the relationship by
the market manager and the
volunteer. He attends market
vendors meetings occasionally.
Recent improvements have been
made to the market place by the
council
There exists market vendors
associations whose Presidents are
the focal contact points of the
market management. The market
manager’s office is placed on site
and the market manager is the
contact point between the market
vendors and the city council.
Status of women in the market places and
their contribution to the economy
Organization of vendors
No market vendors association in existence from
the existing vendors at the Marobe market, but
there is an umbrella organization called the Shefa
Market Association that has been established for
all market committees. This organization does not
have a constitution or specific roles and
responsibilities as of yet.
Market management has plans to facilitate the
establishment of an association inside Marobe
market once infrastructure for a fresh produce
selling space is developed.
Market Committees of well organized
women run each of the markets except
for Karngo which is run by one family.
In some markets there is a roster to
determine whose turn is it to sell on a
specific date.
Eco-tourism programme run by young
women is available at Karngo market.
Some of the women have been given
training by on food preparation and
jewellery making.
Leadership training to vendors can be
delivered to the market vendors.
Vendor associations are in different
stages of having a constitution
developed to guide their work.
Opportunities for other
intervention markets to learn from
Port Vila as a model.
Dialogue between City Council, Markets Management and Vendors
Marobe market will be managed by Mautfer Efate
Council of Women which has 11 affiliates.
The Council provided funds for small
sign boards at each Ring Road market
but this has been said to be too small to
provide enough visibility and attract
more buyers. Support provided by the
council could be strengthened by
increased communication with the
market vendors and the authorities on
their needs.
CLGF offered a Local Elected Leaders
13
Whether this structure effective is
to be determined.
Accomplishments and issues
arising from the
markets
VANUATU MARKETS
Marobe Livestock Market
Ring Road Markets (Karngo,
Epau, Paunangisu, Emua,
Mangaliliu, MeleMaat)
Luganville
Port Vila
Vendors are happy with recent
improvements (e.g., compost bins,
safer roads around the market
area).
Port Vila City market houses
between 70 to 100 (need to double
check numbers) vendors a day.
Toilet and bathroom facilities are
provided for but are often
insufficient due to excess demand
from not only vendors but also
members of the general public and
tourists from the cruise ships.
Adequate lighting is provided but
the Council is considering using
more energy saving methods such
as led lighting.
Programme to build capacity and
performance for the development work
assigned to them. This training did not
include the 19 area secretaries that are in
charge of the Ring Road Markets.
Conditions for vendors in the markets
Most of the cost to get the farmers across from the
islands is being borne by the Shefa Provincial
Government Council and members of parliaments
whose constituency the farmers are being shipped
from.
If the market at Mangaliliu is to re-open,
attention will need to be given to
making sure that the market location is
accessible by both the market vendors
and customers.
There is night time security only.
The livestock market has been built with funding
support of VT.4 million from NZAID. There is
also an existing dormitory made of thatched
roofing; which is suitable for men but may not be
safe for women.
Toilets need upgrading.
A rubbish tip is located at the back
of the market site and this is
regularly cleaned out.
There is no sleeping area for the
vendors who are likely to spend
almost a week selling their
produce.
14
Accomplishments and issues
arising from the
markets
VANUATU MARKETS
Marobe Livestock Market
Ring Road Markets (Karngo,
Epau, Paunangisu, Emua,
Mangaliliu, MeleMaat)
Luganville
Port Vila
Economic Security and
Rights
Access to financial services and training
Vendors have no access to financial services or
training. The limited number of days they are
present at the market poses a challenge to deliver
these types of services.
Women who sell handicrafts are
concerned about quarantine and import
restrictions and limited advertising of
the market products. Vendors
sometimes sell to a handicraft store who
resells them at a higher price.
Vendors have had training in
preserving and jam making by a
VSA volunteer. No other training
has been carried out.
Vendors have had training recently
conducted in April 2012 by DFAT
and the Pacific Leadership
Program.
Waste disposal is a challenge in all
markets as the vendors do not have
rubbish bins and there is irregular waste
collection in some areas. There is
potential for eco-friendly initiatives for
waste management.
Waste is no longer an issue as
compost bins have been provided
by the council.
There is a waste disposal area but
better management is needed as
there is often a bad stench from the
area.
No official bylaws but women are
organized within the community.
Due to good communication
between the council, and the
committee another VSA volunteer
has worked with the council to
supply compost bins. The compost
is made on site for vendors to take
home and use for their crops
Market operates 24 hours
throughout the week, except on
Sundays.
Social problems often arise from
poor management of income; such
as the case of vendors using their
income on kava consumption and
gambling in casinos.
Market management, transparency and
accountability
Waste Management
An assessment on the manure and waste
management needs is required. Part of the NZAID
funding is planned to go towards the biogas
facility that will use waste manure from the
livestock. At this stage this facility is yet to be
completed.
Market Bylaws and enforcement of rules
No existing bylaws. Gender sensitive bylaws to be
developed.
The Shefa Council has identified there
is a need for official bylaws.
15
Accomplishments and issues
arising from the
markets
VANUATU MARKETS
Marobe Livestock Market
Ring Road Markets (Karngo,
Epau, Paunangisu, Emua,
Mangaliliu, MeleMaat)
Revenue collection, maintenance and development budgets
Farmers who go and sell are charged; with, this
cost paid by the person who buys the livestock.
Currently the basis on which a community can
participate in the market is determined by the
amount of livestock that the group can collectively
put together to bring to the market (i.e., 50+ pigs,
100+ chickens and a mixture of root crops).
Market vendors contribute 10% of their
income from sales at the market into the
vendors association’s fund, except for
Mangaliliu where the vendors plan to
start collecting fees soon after not
operating for some time.
According to officials, the Vanuatu Dept. of
Livestock has only collected 18,000vt commission
to date (April 2013) but this has only been
collected for one previous market.
Luganville
Revenue is collected from the
vendors by the market manager.
It is unclear how much revenue is
collected. There is indication
revenue is used to pay for the full
time salary of the market manager
who has been in place for 2 years,
2 part time cleaners and security
guards. There is no information
about maintenance budgets.
Port Vila
Vendors pay daily tables fees of
VT.450 that entitle them to use the
toilets and shower facilities.
Vendors express concern regarding
the receipting system as when they
misplace their receipt then they
will be charged to use the toilet
facilities up to VT.40 each time.
Other concern is regarding the fees,
which vendors feel is high and very
often when the market has
exceeded maximum capacity, they
are then charged per vendor rather
than for the space allocated. PVMC
had discussed with UN Women
other means of receipting, such as
e-receipting using the mobile
phones but also e-payments of
market fees to ensure transparency
and accountability.
This money is collected by the
Collectors and recorded by the
Cashier before it is deposited into
the Council Treasury. How this
money is used is determined by the
Council.
16
Accomplishments and issues
arising from the
markets
VANUATU MARKETS
Marobe Livestock Market
Ring Road Markets (Karngo,
Epau, Paunangisu, Emua,
Mangaliliu, MeleMaat)
Capacity and commitment of Council and Markets Division
Shefa Council has budgeted VT189 million and
NZAID has provided VT79 million to establish
new market facilities.
Recent contribution of USD50,000 by UN Women
for the building of the greens infrastructure at the
Marobe Complex co-financed by Shefa PGC.
Council has spent VT70,000 to extend
the facilities in Mele Maat and through
contribution from a local business man,
the Epau market is being extended.
There is a need to do this extension in
other markets.
Luganville
Port Vila
The management and security of
Luganville market is the
responsibility of Luganville Town
Council. A full time Market
Manager is employed. Three (3)
part time cleaners are also
employed.
The Council is considering
relocating Port Vila city market
due to overcrowding of people and
traffic. This is in line with the
Tourism Infrastructure Project
where markets will be
decentralized to Freshwota, Namba
Tri and Korman Stadium areas in
Port Vila city.
The market manager is accountable
to the Market Committee made up
of Councillors within the PVMC.
Safety, capacity and civic education on markets vendors
There is running water available onsite. There are
rudimentary toilet facilities. Need to investigate
proper toilet facilities.
No water and toilet facilities available
except on Epau where this is currently
being built as part of the market
extension.
Women vendors express concern
that they are hassled during the
night by men drinking kava and
also by the security guards who are
paid to protect them.
There are no civic education
facilities on site, except for
Telecom and Digicel stalls.
Toilets and shower facilities are
provided for vendors who are
entitled to use these only after they
have paid their table fees.
There are security guards onsite at
night; but vendors are concerned
that they request from them goods
in exchange for a service that they
are already being paid for.
17
Accomplishments and issues
arising from the
markets
VANUATU MARKETS
Marobe Livestock Market
Ring Road Markets (Karngo,
Epau, Paunangisu, Emua,
Mangaliliu, MeleMaat)
Luganville
Port Vila
Some vendors have raised concerns
about limited space or limitation on
days available for them to sell. Request
for facilities extension has been made.
Stalls are allocated to vendors from
each rural area on certain days.
This system seems to work well.
Certain sections of the market are
for use by certain communities as
directed by market management
and vendors come in on days
allocated to them. There are
concerns raised by vendors in
consultations that preference may
be given to specific community
groups based on nepotism, for
instance, women market vendors
from Tanna because the market
manager or head of security is from
the same island.
Not an issue as these road markets
operate as day markets only.
There is no overnight
accommodation provided. Vendors
sleep on the floor under the tables.
Because of perceived problems
with the performance of security
guards, it is reported that women
market vendors are concerned
about the possibility of assault,
including assault by security
guards themselves.
No overnight accommodation
provided. All vendors sleep under
their tables and some may sleep in
family homes if they are able to.
However, this also places an
additional burden on relatives in
Port Vila.
Most of the Ring Road markets are built
with traditional materials (except for
Epau and Mele Maat), which get easily
damaged with harsh weather and heavy
rain and require constant maintenance.
The two markets that have corrugated
iron roof and concreted floor are an
example for scale up and replication
The market area is covered and
sturdy. Council is being made
aware of maintenance issue and is
attempting to fix some. Open
drains are an issue especially to
children. The market is water
blasted and cleaned on Sunday
mornings.
Maintenance problems may often
occur such as blocked toilets and
this is addressed by the market
management.
Public Private Partnership (PPP)
has been entered into with the
telecoms (TVL and Digicel) and
they have assisted with painting of
Market capacity and space allocation
Infrastructure and design problems in the markets
2 acre property that is completely fenced. There
are plans underway for the construction of a fresh
produce area that will extend from the existing
livestock market.
Overnight accommodation
Livestock vendors go to the market for 2-3 days in
a row. Currently, they sleep in dormitories that are
made up of traditional materials with no sanitary
facilities available. The construction of adequate
accommodation facilities has been identified as a
priority.
Maintenance
Current infrastructure requires little maintenance
as there are only cement blocks.
No spaces that are used on a regular basis.
With the construction of new facilities a cyclical
maintenance plan and budget will need to be
developed.
18
Accomplishments and issues
arising from the
markets
VANUATU MARKETS
Marobe Livestock Market
Ring Road Markets (Karngo,
Epau, Paunangisu, Emua,
Mangaliliu, MeleMaat)
Luganville
into the other markets.
Port Vila
market and tiling. More can be
done with PPP.
Sanitation facilities
There are no toilet facilities. There is access to
running water on site.
None of the markets have toilet facilities
or running water except for the Epau
market for toilet facilities and running
water are being installed. The project
will aim at supporting the construction
of such.
There are toilets available but are
not in good repair. Vendors must
pay to use them
There are toilets and showers
available but often these are not
well maintained.
Most of the Ring Road markets are built
with traditional materials, which get
easily damaged with harsh weather and
heavy rain. The project will aim at
providing permanent concrete structures
that reduce current problems.
The market area has a roof but no
sides. Rain often comes inside. Sun
is also a problem for vendors who
do not find space under the shelter.
The building has a roof, but no
covering on the sides and vendors
who sell goods outside the building
are exposed the elements.
No facilities accessible for disabled
people
No facilities accessible for disabled
people
No facilities accessible for disabled
people
A volunteer is training women
involved in the sale of cooked food
to diversify their products and
improving value added.
The building is overcrowded with
little space for additional
amenities.
Weather and Disaster Resilient Infrastructure
Limited infrastructure at the moment. This will
need to be considered for the building of the new
facilities.
Accessibility and safety
No facilities accessible for disabled people
Additional Amenities for Women's Empowerment
The current infrastructure plans include a training
facility and overnight accommodation.
Village halls are available in the vicinity
of each market which can be used for
training.
19
2 Overview of the Partners Improving Markets Project
This section of the Vanuatu submission provides an overview of the work to date under the PIM Pilot
Project, indicating key actions and deliverables. This is followed by a sub-section on key findings and
lessons learned that highlight the importance of focusing on marketplaces to reach women under the WEE
Programme.
2.1
UN Women’s Knowledge Products
Key knowledge management products delivered under the PIM Pilot Project are summarised as follows:
Table 3: Summary of Key Knowledge Products under the PIM Pilot Project
Year
Title
Narrative
2009
A Survey of the Economic Performance of Selected
Markets in the Solomon Islands and Papua New
Guinea.
The analysis is based on a survey of vendors in several
markets located in the Solomon Islands (Honiara) and
Papua New Guinea (Port Moresby and Kundiawa).The
performance of markets in terms of employment and
income/earnings generation, providing earnings for
people who lack alternative employment (expressed as
number of jobs created and associated earnings) and the
return on capital employed within the market, ie profits
after an allowance is made for a basic wage, providing
funds that can be reinvested in business growth.
2009
Melanesian Markets
The Melanesian Markets Report consists of the Market
Profiles for 56 Markets in the Melanesian Countries
(PNG, Solomon Islands, Vanuatu and Fiji)
October 2010
Economic Analysis Report on Four Markets in Fiji
The report is based on the economic analysis of four
markets (Suva, Nausori, Sigatoka and Labasa) in Fiji
July 2011
Pacific Markets and Market Vendors –Evidence,
Data and Knowledge in Pacific Islands Countries1st Edition
The literature review contains some general comments
about agriculture across the Pacific.
2011
Partnerships to Improve Markets (PIM):Summary
Survey Results from Nine Markets in Fiji
A detailed survey of market managerial staff at nine of
Fiji’s thirteen municipal markets whereby approximately
one hundred and fifty questions were designed regarding
infrastructural and socioeconomic issues facing market
workers. The nine surveyed markets were Sigatoka,
Nausori, Rakiraki, Ba, Tavua, Lautoka, Nadi, Namaka,
Labasa and the summary captured vary considerably in
size, demographic characteristics, and the complexity of
infrastructure and trade-related social networks.
November
2011
Fiji Market Improvement Handbook
This handbook has been designed to assist Fiji local
government, city councils, town councils and market
authorities who are responsible for managing
marketplaces, to improve their marketplaces. This
handbook has been designed to especially capture issues
which pertain to the needs and wellbeing of women
market vendors, who make up the bulk of vendors across
Fiji. The handbook is to be used in conjunction with a
consultative process between market vendors and market
authorities, to ensure a more positive and conducive
environment for all is achieved.
20
Year
Title
Narrative
March 2012
Rural Pacific Island Women and Agriculture -2nd
Edition
The literature review contains some general comments
about agriculture across the Pacific
November
2012
Feasibility Study of the Fiji Markets Infrastructure
Component
The report is based on a feasibility study of the current
Market Infrastructure of the 10 Markets in Fiji
December
2012
“Getting Started Toolkit” for Vendors Association
The Getting Started Toolkit was developed to assist in
getting the women vendors organised and empowered to
engage in dialogue with the Market Vendors Association
and the Market Management. The toolkit was developed
in consultation with the Suva Market Vendors and the
Sigatoka Market Vendors.
December
2012
Tailevu Women Documentary -Nasau Village,
The 25 minute documentary captures the journey
undertaken by the rural women of Nasau village (located
in the Tailevu highlands) every week. The struggles and
constraints experienced with the early morning distanced
walk to their gardens to collect ferns, then loading all the
village produce into hired carriers in the early hours of the
morning and the troubled and congested journey to the
Suva market via unsafe roads to only be allocated spaces
on the concrete pavements of the Suva market. The
vendors resort to sleeping on the pavements until the
market is officially opened, after a full days sales from the
pavement then they shop in the nearby supermarkets and
once again take the painstaking journey back home.
2.2
Lessons Learned and Rationale for Marketplace Focus
The M4C PROJECT will build on what was learned from the 2009-2012 PIM Pilot Project, as well as from the
Safe Cities for Women and Girls Programme in PNG. The PIM Pilot Project was divided into two phases.
The initial phase comprised a broad scoping and gender analysis investigation of the social, economic, and
physical conditions in 50 Melanesian markets across the Pacific region. This assessment yielded previouslyunknown insights into the nature and operations of markets in the region. It included documentation of
relationships between local government, market management and market vendors, the functioning of
markets, the availability and quality of services and amenities, including water, sanitation, rubbish collection
and shelter, including overnight shelters. The assessment also included a mapping of value chains, modes of
transport and market use, product types and values, the supply and demand for different goods, revenue
generation and collection, wholesaling and retailing activities, and daily, seasonal and weekly market use.
Analysis and information sharing from this phase informed pilot initiatives, including the design of project
interventions and establishment of key indicators for measuring the gendered impacts of unequal power
relations in the governance, management, accessibility, safety and economic opportunities that undermined
livelihoods and weakened local economies.
The second phase resulted in a series of country-specific pilot activities in selected markets across the
diverse countries of Vanuatu, PNG, Fiji and Solomon Islands. The main aim of pilot implementation was to
test mechanisms to challenge unequal power relations, improving livelihoods and strengthening local
economies. Building on local initiatives and identifying entry points for action, the pilot project aimed at
facilitating partnerships and social dialogue, building accountable systems, and strengthening social
organisation among market vendors themselves.
21
One of the most important lessons learned from 2009-2012 implementations was that local markets offered
an excellent entry point to respond to a variety of constraints facing women in an integrated manner that
would have broad consequences not just in the economic realm, but also in terms of culture and society. A
second lesson learned was that effective policies, or their absence, manifested themselves in tangible ways
when trying to implement programmes at marketplace level. The mandate and ability of local authorities to
provide safe systems, the ability of women entrepreneurs to negotiate effectively with powerful informal and
formal structures, the extent to which an enabling environment exists that expands and diversifies markets
that benefit both women and men, and the degree to which infrastructure itself is conducive to positive
gender outcomes, are all affected by the policy and strategy environment. A third lesson learned is that
change is difficult to effect, and requires implementation of an adaptive, informed approach to
implementation, an approach that learns as it proceeds, and shares knowledge in a manner that informs
broader planning actions, nationally and regionally.
Overall, ensuring women’s economic and social empowerment, as well as access to and control over
resources, requires an integrated approach. Marketplaces offer an excellent venue where practical actions
can achieve broad-based desired outcomes. By changing the dynamics of gender relations in the economic
realm (not just in the markets but at home and on the farm), by changing the dynamics in resource control
through political and institutional power, and by carefully tracking what works and what does not as well as
what the broader impacts are from these changes, the M4C PROJECT can effect important change in a
multifaceted manner. For example, in addition to lessons learned from the 2009-2012 programming, the Safe
Cities for Women and Girls Programme, implemented in a number of countries including PNG, shows how
marketplace targeting can respond to economic challenges, but also gender violence. Lessons learned from
the PIM Pilot Project itself included the importance of quality data and the use of information in programme
implementation, the particular challenges women face in marketplaces, the asymmetrical power relationships
between market vendors and local authorities, the central role markets place in livelihoods especially for
poorer households, the effectiveness of information use and dialogue for improving relations between market
vendors and local authorities and changing negative local authority attitudes, and the gender dimensions of
marketplaces19.
UN Women also has an office based in Vanuatu with strong links in the Department of Local Authorities,
Department of Women’s Affairs and among city and provincial councils. SPG has already introduced a
number of innovative ways to increase women’s involvement in the management and governments of
markets. In 2006, SPG adopted CEDAW and the MDGs as the framework for provincial development. Of
special reference is CEDAW Article 14 with particular attention to improving rural women’s access to
markets and improving their income and livelihoods. SPG worked with 15 rural communities to set up
community-managed rural markets along the Efate Ring Road, a capital project funded under the USA
Millennium Development Fund. The rural Ring Road markets aimed at reducing travel time that women
spent in travelling to sell at Port Vila Municipal Market, reduce the number of days the rural women market
vendors are absent from their families and provided women with an opportunity to earn close to their homes
and communities.
Critically, SPG secured the support of the male traditional leaders of the targeted communities, to hand over
the management of these markets to the community women’s group. The management of the community
market by women can be seen as a step away from traditional gender relations in a patriarchal Melanesian
tradition. The governance, management and economic importance of the Ring Road markets were the focus
of the UN Women/UNDP Pacific Centre scoping mission in early 2013. SPG had set up three innovative
strategies in the governance, management and operation of rural community-managed markets in the
province.
19
See Underhill-Sem, Y. (2012). UN Women Desk Review: Partners Improving Markets (PIM) Project (2008-2012), prepared for
UN Women by Dr. Y. Underhill-Sem, University of Auckland, New Zealand. This report built on the 2011 report by V. Griffen,
Desk Review of Documentation and Materials from the Partnerships to Improve Markets Project Phase I and Phase II, final report on
status of the project and on pre-selection of materials for a toolkit. Prepared for UN Women SRO, Suva, Fiji.
22
The strategies of the proposed project will build on the successes and lessons learned from work piloted in
markets across other Pacific Island countries in the past four years, as well as the better practices already
implemented in Vanuatu, Shefa and Luganville. In Fiji, Solomon Islands, Vanuatu and Papua New Guinea
(PNG), women market vendors have been trained and sensitised on the importance of getting organising to
lobby and demand their rights. In Fiji, because of strong and established women market vendors’
associations, women have been able to advocate for policies that contribute to a healthier and safer
environment, such as no-smoking policies in the markets. The benefits of organised networks of women
market vendors in enhancing women’s voice and participation in governance and creating empowering
environments have been demonstrated by UN Women preliminary studies in Vanuatu. In PNG, women’s
participation and decision-making has been strengthened through the formation of vendors’ associations,
revision of market bylaws and the implementation of a zero-tolerance policy on violence against women in
public markets of the capital district.
A united and effective advocacy network of women vendors is critical to the success of the M4C PROJECT.
Further emphasis will be placed on capacity building for women vendors and specifically: product quality
control and value added, financial literacy, access to financial services, and disaster risk reduction and
preparedness. Finally, experience in PNG and Fiji underscores the importance of advocacy, policy
development and reform in creating an enabling environment for women vendors.
Successful practices have also come from the development of infrastructure projects in different market
initiatives, led by relevant government authorities and supported by UN Women, building on good practices
from PIM Pilot Project in the Pacific. For example, in Ba Town, Fiji, lack of overnight accommodation
posed serious health and safety hazards to women market vendors coming from the rural areas, and was
identified as one of the biggest challenges for women to access markets and make a living. An overnight
accommodation and training facility has been built and will be providing overnight accommodation facilities
for women travelling from the rural areas, as well as a training centre for all market vendors. While there are
risk factors associated with maintaining the security of these spaces, their usefulness in providing temporary
shelter cannot be denied, especially until women have safer spaces in their homes and easier and more secure
transportation options. In PNG, through the Safe Cities for Women and Girls programme, UN Women has
also provided technical assistance for the refurbishment of the first market pilot site, and the development of
maintenance cyclical plans to ensure sustainability. UN Women has also supported the National Capital
District Commission in PNG to develop and implement new market structures and systems that protect the
rights of market vendors, promote inclusivity, collaboration, civic education and rights. Innovative methods
for revenue collection that also provide increased access are being devised.
Lessons from the markets work piloted around the Pacific had also revealed the opportunity to work on
green, sustainable and disaster risk resilient initiatives in the market places. Composting, recycling, solar
power and other green initiatives will be piloted in the intervention sites. UN Women will therefore continue
to support infrastructural improvements and provide technical assistance to develop and implement
accountable, transparent, fair and sustainable systems in the markets that meet the needs of the women
vendors and the market population.
UN Women has a coordination and leadership role within the UN system regarding gender equality and
women’s empowerment programming. Therefore UN Women is well-positioned to manage a comprehensive
collaborative programme to promote the M4C PROJECT.
23
3 Theory of Change
The theory of change and socio-economic transformation behind the M4C PROJECT is as follows:
Gender-equitable economic and socio-cultural empowerment of market vendors within the market
environment can be attained if the following take place:
1. accessible, inclusive, and representative governance structures within marketplaces are put into
place that will enable markets to grow, and will specifically strengthen the role and influence of
women market vendors;
2. actions that improve governance and social and economic security will facilitate market
vendors to achieve economic, social and financial advancement, with specific outcomes related
to improved gender-equality and the advancement of women;
3. actions that improve governance among market management and local governments will enable
decision-making processes to be more gender-responsive, transparent, accountable and
receptive to the needs of vendors;
4. improved infrastructure and on-site services that are developed in a gender-responsive manner
will significantly improve social and economic security for women market vendors.
This theory of change is based on four hypotheses derived from past PIM Pilot Project and other experience,
and will be tested during implementation. Illustrative activities are noted in the figure below the hypotheses,
which are thereafter elaborated in the activities noted in the Results Framework:
Hypothesis 1
Inclusive, effective and representative marketplace groups are created and grow. The
hypothesis is that, if active, inclusive and effective representative marketplace groups that
involve women market vendors are created and grow over time, the political and civil
knowledge, skills and entry points will allow collective action to engage routinely and
effectively in market governance and decision-making, contribute to the elimination of
gender-based discrimination and violence, and expand economic opportunities for
women.
In Vanuatu, there is existing evidence that the Port Vila Municipal Market intervention
under the PIM Pilot Project has been effective in upgrading the marketplace itself, while
work at the Central Market and at Epau and other locations has resulted in the
establishment of women’s market vendor associations. Support has been provided,
including training, materials development, and support for discussions with local
authorities, suggesting that such support has helped enable these associations. A 2012
review by the PIM Pilot Project team with external support suggests that additional
support will help strengthen these associations, and further that it is possible to expand on
these actions to include access to micro-finance, training and interventions that cover a
range of risk and social development issues (e.g., HIV&AIDS, gender-based violence).
Hypothesis 2
Market vendors achieve gender, social, economic and financial advancement, sustaining
Project outcomes. The hypothesis is that economic advancement to central to the success
of any intervention actions and Project sustainability, and that without economic gains
Project achievements cannot be sustained. This is reinforced when social and gender
advancements coincide with these economic advances, and strengthen the gendered
aspects of economic gains. This involves working with both women and men market
vendors, and it means managing the challenges that will emerge as gender roles change.
In Vanuatu, there is a relatively well organised savings scheme in the Ring Road markets,
managed by women’s committees at these facilities. To strengthen the economic
security, the vendors noted the importance of improving food handling and hygiene
standards, proper food storage and protection of foodstuffs, and the ability to cook at the
market itself, rather than bringing cooked foods from home. For Marobe Market, the
emergent twinning arrangement between the market with Shefa and Port Vila was
24
important to enhance the profitability of operations as well as the efficiency of the
marketplace overall to improve sales. With financing from New Zealand, the Marobe
Market was improved and was able to process more livestock, with support to farmers
from outer islands to bring their livestock to the market for sale
Hypothesis 3
Local governments and market management agencies are responsive, effective and
accountable to gendered needs. The hypothesis is that, if the enabling environment is
strengthened at local government level, if duty bearers are responsive to gendered needs
and provided with resources to accomplish objectives, and if rights-holders effectively
press for change, local government actions will enable these right-holders both
economically and in terms of decision-making power.
In Vanuatu, local authorities and political leaders have been very supportive of the Port
Vila Central Market activities, and have provided substantial additional support. This
commitment, reflected in the positive working relationship between the council and the
women’s market vendor associations, has resulted in better governance and a closer
cohesiveness between the local government and vendors. The Shefa Province is working
very closely with Ring Road vendors and have requested for financial literacy trainings to
be conducted. A female staff was employed by Shefa as a Gender and Disability
Relations Officer and she is dedicated to working with the Ring Road and Marobe
markets.
SPGC has a Shefa Technical Advisory Committee (STAC) with members from
government line ministries and met on a quarterly basis to receive reports on activities
implemented by the Council such market development and economic projects within the
province.
SPGC would like institutional strengthening for their operations, support to set up market
bylaws, strengthen the Market Mamas Association especially that the Efate Women
Market Vendors Association would be managing the facilities to be located at the Marobe
Livestock Market.
SPGC shared that it does not have market bylaws to govern, management, operate and the
use of their markets.
Hypothesis 4
Gender- and disability-sensitive infrastructure upgrading and on-site service expansion
that is resilient to disaster risk and climate change and improvement helps enable gender,
economic and social advancement. The hypothesis is that resilient, gender-responsive,
improved, accessible and functional infrastructure and on-site services will enable and
protect women market vendors and support attainment of other objectives.
The health and safety risks associated with poor market infrastructure suggests that
helping to overcome these risks will improve economic and social outcomes. Ensuring
that physical infrastructure meets the particular needs of women market vendors is key,
especially with regard to the reduction in risk of violence and disease transmission
(including illnesses affecting their children), the problems associated with poor drainage
and poor roofing and damage to produce, adequate sanitation and safe facilities free from
violence, and lighting that ensures a safe market environment.
In Vanuatu, the SPGC assured the mission team that the Council has mandated the
management staff to work with the UN agencies to improve markets in the province
especially the Ring Road Markets. With support from NZAID, SPGC has opened
another 3 road side markets on Epi Island. Market improvement has the support of the
chiefs of the province and the Ministry of Trade. SPGC has started works to develop two
acres land around the Marobe Livestock Market which was set up in 2009 with NZAID
funding. Infrastructure development at the Marobe Market to include a dormitory for
farmers who sell at the market, a training centre for vendors, farmers and producers and a
fresh food market to cater for the nearby heavily populated area.
25
The Theory of Change is reflected in the following figure, showing the expected change at the top, followed by long-term results, short-term results, and sets of
activities. The results are consistent across the M4C PROJECT overall, while the activities to influence these results are specific to Vanuatu
Figure 1: Theory of Change
Gender-equitable economic and socio-cultural
empowerment of market vendors within the
market environment
Long-Term
Result
Improved Socio-Economic
Security
Responsive Governance
Structures and Systems
Short-Term
Result
Access to Services
through service
providers
Increased Income
and Economic
Opportunities
Increased Social
Protection and
Reduced Gender
Violence and
Discrimination
* Support for product
diversification
* Access to expanded
agricultural extension services
for product diversification and
quality improvements
* Enhanced value added to
production
* KM tracking impacts of
expanded and improved
marketplaces on livelihoods,
mitigation and enhancement
opportunities considered
* Marketplace-based GBV
outreach
* Link women market vendors
to prevention and support
services
* KM tracking impacts of
expanded and improved
marketplaces on intrahousehold control over
resources
Voice and
Participation
Transparency and
Accountability in
Market
Management
Gender Sensitive
Bylaws
Infrastructure
Maintenance and
Investment
Activities
* Support expansion of microfinance initiatives at/near
marketplaces, focus on sites
where UNDP will join team in
roll-out, likely Suva and
Nausori.
* Assess role of moneylenders
and rates and consider ways to
reduce the cost of finance
*Encouraging financial/ IT/
Comminucations- mobile
service providers to operate at
markets and vicinity
* Assessment of status and
functioning of women's
vendors associations, jointly
plan means to improve
situation
* Training and mentoring
* Strengthening
communications between
vendors, representative
institutions and councils,
ensuring two-way flow
26
* Assess revenue systems and
reinvestment experience and
gaps
* Assess transparency and
measn to improve
* Review bylaws and similar
to consider revisions to
improve transparency and
accountability
* Regularly consider systems
for accountability and assess
their effectiveness
* Review of bylaws and
adjustment and utilisation
* Develop template inputs to
strengthen the gendered
responsiveness of bylaws,
work with councils to consider
'best fit'
* Strengthen gender-budgeting
* Assessment of marketplace
vulnerability to climate and
weather
* Incorporate disaster risk
management in market plans
* Improved waste
management systems
Long-term results were grouped into two categories: 1) improved socio-economic security; and 2)
responsive governance structures and systems. Short-term results clustered under these two categories, and
activities linked to these. The short-term and long-term results and corresponding sets of activities where
checked against M4C PROJECT outcomes and outputs as per the Vanuatu Results Framework, to ensure
alignment. Relevant strategies to effect this include the following:





Targeting municipal markets as key sites for women’s economic empowerment and poverty reduction.
o Vanuatu – Consolidate support to Port Vila and Luganville Municipal Markets, with a focus on
strengthening associations, linking vendors to micro-finance services, and reviewing risks
(personal and climate associated) to integrate responses into the market plans. Support physical
infrastructure developments associated with these plans. Expand support to the Ring Road
marketplaces, establishing vendor associations and enabling them with training and support. Link
to Outcome 2 on financial support. Establish the extent to which technical and vocational
training opportunities can be access in relevant ways by market vendors, including the provision
of business development and financial management courses to market vendors.
Involving local government, civil society, the private sector and respective representative institutions in
the empowerment of market vendors.
o Vanuatu – Working closely with local government and market managers, ensuring support for
agreed actions, review of bylaws that have been adapted to support the empowerment of vendor
associations to consider gaps in the bylaws and their implementation. Identify gaps in local
authority bylaws, with particular attention to the Ring Road markets, and work with local
authorities in development and revision. Training of local authorities and other local actors as
appropriate. Work with vendor associations, market management and local authorities on design
and operations of agreements between the parties. For infrastructure development, ensure that
vendor associations and market management are involved in plan development and review, and
support oversight of physical infrastructure developments.
Building democratic institutions that represent and advocate for women market vendor rights and
interests.
o Vanuatu - Focus on developing/supporting market vendor associations that engage women
market vendors and support their involvement in association leadership. Support the
development of constitutions and operational agreements with the associations.
Responding to the multifaceted needs of women market vendors’ rights and interests.
o Vanuatu - Review the findings from the assessment of the pilot initiative at Port Vila Municipal
Market and, in tandem with the associations at the market, determine the best modalities to
provide prioritised services. Quantitative surveys and focus group discussions with beneficiaries
from all target sites. This can include a wide range of issues, depending on expressed needs,
including gender-based violence, finance, product diversification training, HIV&AIDS,
infrastructure cleaning and management, etc.
o Plan, based on discussions with vendor associations, market management, and local authorities,
how similar prioritised activities can be incorporated into outreach programmes at other markets,
including weekend marketplaces.
Building gender-sensitive and disability-friendly market infrastructure and on-site services (e.g.,
lighting, sanitation, overnight facilities, water supply, child care facilities, etc.).
o Vanuatu - Some improvements likely needed at Port Vila Municipal Market. Luganville Market
requires infrastructure upgrading based on identified needs, including leaking roofs, market
frontage repairs, market signage, and disability access. Vendors requesting for market rules to be
developed and enforced, including agreements on opening hours, fee structures, rules around
children in markets, cleaning schedules, rubbish collection procedures and timetables and rules,
governance (terms of reference for council workers and development of clear bylaws), and the
expansion of the market to include flower vendors.
27
o

For the Ring Road markets, existing structures are mostly made of traditional materials, and they
have repeatedly been damaged by storms and other natural disasters. Modern materials are
needed, and the facilities have to be built to a standard that can withstand things such as earth
tremors. They also need water and sanitation facilities, access ramps for the disabled, improved
drainage around the markets, counters for display, and places to sit. There is a particular need to
expand the current structures to accommodate new vendors.
o For Marobe Market, there is a need for twinning with Shefa and Port Vila and the Marobe
Market, with support for governance, maintenance, safety and security.
o For the Port Vila Municipal Market, there is a need to repair and maintain the existing markets.
The roof is unsound, and when it rains the water comes into the marketplace. Sanitation facilities
are in disrepair. There are particular problems facing the women who stay overnight at the
market, as the market is open 24 hours a day. Nursing facilities are also needed.
o For Luganville, there is an urgent need to consider improved solid waste disposal systems.
Implementing a sound knowledge management system intended to inform M4C PROJECT implementation
and provide examples of what works and what does not at a regional and international level.
o Vanuatu - A Knowledge Management team (KM team) will be based at the Regional MCO for
UN Women in Suva, responsible for working with the Project Manager, the Communications and
Monitoring Officer and others working on the Fiji M4C PROJECT. The Vanuatu team will work
with the KM team as follows: establish Project and results monitoring systems; determine and
support reporting requirements, ensuring that evidence of results is included in reports; prepare
evaluability assessments and support evaluation; co-plan with the KM team based on a review
and processing of international materials; prepare KM products for field implementation working
with the KM team, associations, market management and local authorities; conduct baseline and
impact surveys and qualitative data collection activities.
Direct intervention at marketplace and local authority levels is intended to strengthen Project-targeted
marketplaces and vendors. A key aim is replication and up scaling of the initiative by local authorities and
this will receive attention from the start of the Project. There are significant opportunities to expand
activities at other Ring Road markets in particular.
The Theory of Change is also based on evidence that the elimination of gender inequality and the economic
empowerment of women requires specific attention to the needs of women. To achieve gender equality in
development, gender gaps in access to economic opportunities, earnings, and productivity need to close.
Available evidence suggests that gender inequality declines as poverty declines, but that economic
development alone is not enough to bring about gender equality. Women’s economic disadvantage largely
stems from historically gendered roles and women’s disadvantage in the following areas: the gendered
division of work (paid and unpaid); agency (voice and choice over household and community decisions), and
access to resources. In the three Melanesian countries included in the M4C PROJECT, gender differences in
human capital have reduced and now, apart from in the Solomon Islands, girls are more likely to be enrolled
at school than are boys. However employment inequalities remain a serious problem.
A major barrier to gender equality at the household and community level is women’s lack of agency which is
evidenced by high levels of violence against women. Within formal political structures, this lack of agency is
reflected by women’s limited representation amongst decision-makers. Three years of grass roots field
research, led by the University of the Western Pacific and the Fiji National University, for the International
Women’s Development Agency has developed a set of community-based indicators of gender equality to
track the impacts of economic change on Melanesian communities. It emphasises the importance of four
interrelated factors: women’s collective action; women having more leadership (including role models),
household togetherness (including ending violence and manipulation), and women’s lives improve and their
positions in their homes and society improve (including women gaining resources, skills and more voice in
28
the family20. Therefore, focused actions are needed that have specific equality and women’s empowerment
objectives21.
The target populations are twofold: 1) women market vendors and other actors in marketplaces; and 2) local
authorities. Important progress has been made in recent years that can be built on in target locations and
beyond with the implementation of the M4C PROJECT. In Vanuatu, particular progress has been made at the
Port Vila Municipal Market. Considered Project design and testing implementation modalities in year 1 will
ensure that Project implementation is sound. Key progress is expected in years 2-4, with years 5-6 focused
specifically on sustainability and adoption by other actors and other locations. The success of the
intervention is based in part on experience of what worked during the pilot phase, as well as what is being
learned from the Safe Cities Programme in PNG. Authorities are increasingly supportive of the initiative at
local and national levels, and results are tangible and support effective planning and implementation.
The Theory of Change would be further considered and refined during Year 1 of M4C PROJECT
implementation, as additional evidence is gathered, as lessons are learned from initial interventions, and as
systematic inputs are received from baseline data collection and early monitoring activities. This would be
done by the Vanuatu Country Team, working with the M4C PROJECT KM team based in Fiji.
20
http://www.iwda.org.au/research/measuring-gender-equality-outcomes-economic-growth-pacific/
(Duflos, E., 2011) Women’s Empowerment and Economic Development, National Bureau of Economic Research, Working Paper
17702, www.nber.org/papers/w177702. Also see the 2012 World Bank “Gender Equality and Development Report”.
21
29
4 Phasing and Activities
The M4C Project will be implemented over a period of six years, with an estimated starting date of 1 January
2014. The six year intervention is divided into three phases:
Phase 1
The Preparatory Phase would take one year from the second half of 2013. The focus will be
on Project establishment, stakeholder engagement, and establishing knowledge management
systems. Phase 1 will include systematic consideration of what was learned from the 20092013 implementation. Stakeholder engagement will take place at multiple levels, intended to
explore avenues to advance the Project local government levels and within marketplaces.
Phase 1 will also include on going infrastructure development based on going initiatives UN
Women Vanuatu M4C team recently started working with a film crew from Samoa tasked
with completing a documentary. In 2009 UN Women, then UNIFEM started the production
of a documentary on “Women in Pacific Parliaments” in partnership with the Secretariat of
the Pacific Community and DFAT.The documentary aims to capture the Pacific Island
Nations as they move towards affirming gender equality at the highest level of decision
making, to document the struggles of women leaders as well as the work UN Women has
done in the area of providing advice about electoral reform, including Temporary Special
Measures (TSM) such as elected reserved seats and political party quotas. This documentary
will survey the various challenges to political participation that Pacific women face. UN
Women, in partnership with local governments, has worked hard to remove these barriers
and support women and this film will examine the challenges, and highlight success stories
from around the region.
It has also been noted that the markets and councils baseline studies covering Port Vila City
Market, selected Efate Ring Road markets and Luganville City Market were completed and
data analysis sheets prepared and sent to UN Women Fiji MCO in August 2013. The study
will enable us to better determine UN Women’s intervention in areas where further
strengthening is needed in women’s economic empowerment and security.
At the end of Phase 1, the following will have been accomplished: a clear annual work plan
and budget for implementation for year 2, plus indicative materials for years 3-4, will have
been prepared, vetted and agreed; activities will have been fully elaborated for each country
and for regional and multi-country activities; staff will be place; criteria for marketplace
selection and activity plans in place; planned infrastructure work will have continued and
new plans established; significant progress will have been made with regard to knowledge
management activities, including materials assembly and processing, establishment of
monitoring systems (project and results), commissioning and overseeing all baseline data
collection exercises; reporting procedures will be in place and relevant reports issued on
time; procedures will be in place for implementation and followed; and effective
management systems will be in place.
Phase 2
The Core Delivery Phase would last three years, with completion anticipated in 2017. The
focus will be on delivery of direct services, extension support, problem-solving, institutional
strengthening, and infrastructure development.
During this phase, activities associated with each of the four outcomes will be fully
underway, support actions for group formation and enabling will be carried out;
infrastructure design and implementation activities – guided by technical inputs and
representative structures – will be carried out; activities for strengthening local government
and oversight are underway; activities for economic enhancement are in place; and
knowledge management processes and products will enable implementation and provide
oversight, reflection and learning, reporting will continue, results-monitoring will continue, a
mid-term review will have been conducted, and an outcome evaluation will have taken
place.
30
Phase 3
The Transfer Phase would last two years, with the emphasis on how Project outcomes can be
sustained over time. The focus will be on ensuring that responsible agencies have the skills
and orientation required to continue towards desired results, identifying challenges to
achieving desired results, securing agreement on actors and actions to effect change and
building coalitions to respond to these challenges. Knowledge management activities will
include continued reporting and results-monitoring, preparation of final knowledge
management products, and the impact assessment.
31
5 Project Governance and Management
This section presents overall project governance, management arrangements, human resources and staffing,
as well as reporting systems.
Internal Governance and Management Structures
5.1
The M4C PROJECT will have rigorous and well established structures of accountability and management that
will ensure successful delivery of results in the ground and that evidence is collected and collated for
dissemination at a regional level. The following regional and country level mechanisms will therefore be
established in the first year of implementation.
5.1.1
Regional and Country Level Accountability Frameworks
Project Board: This body will include UN Women, UNDP and DFAT. It would review the reports
submitted by the Project Managers and consider progress and problems and advise accordingly. The Project
Board meeting would take place every twelve months in early January and focus on assessing progress under
the regional logframe22.
Project Management Committee: A Project Management Committee will be established in each country of
implementation. It will include representatives from relevant Government agencies (led by a nominated
focal point within Government), UN Women, UNDP, DFAT, marketplace representatives (following
establishment of, and strengthening of, these associations) and representatives of civil society, including
national organisations that represent disabled persons. The Committee will receive advice from the country
based Project Management team, who will provide the Committee with various documents relevant to
considering implementation and progress.
o
These committees would meet every six months with the second one each year held immediately
before the programme board meetings and would be responsible for reporting on implementation of
activities, and consider progress towards output and outcome indicators as per each country’s
Results Framework.
o The second meeting each year would review progress over the previous twelve months as well as
review the annual workplan for the next year.
The Project Management teams in Vanuatu would be led by international Project Managers (UN Women
appointed) who would be responsible for coordinating all inputs, including the components directly
implemented by UN Women as well as the component where UNDP serves as the responsible party.
National Project Co-ordinator will also be retained. The project management team will also include a
Communications and Monitoring Officer, an Admin and Finance Assistant, technical specialists that support
the project on a needs basis, and the project implementation team from UNDP as the responsible party for
Outcome 2. A Regional Advisor for Infrastructure Development will be based in the UN Women Office in
Suva and will provide support to the Project in Vanuatu.
22
A draft logframe is contained in the Integrated Programme Framework, but will be reviewed and finalised in Year 1 of
implementation.
32
5.1.2
Human Resources and Staffing and Reporting Structures
As mentioned above, project management teams for the M4C PROJECT will be established in each country to
facilitate implementation and coordinate and manage the project for the next six years. The following
organograms show the composition of the project management teams at the country level as well as the
regional management structures, reporting lines and initial partnerships. During the first year of
implementation additional local partners may be identified.
At the Regional Level, the M4C PROJECT will be supported by a Knowledge Management team headed by
international consultants, selected based on the skills required at that point in implementation, for regular
inputs over the duration of the project and, on as-needed basis, by a technical advisor for infrastructure
development. These consultants and team members will report directly to the Deputy Representative and
work in close collaboration with the WEE specialist.
At the country level, International Project Managers will be responsible for the day to day implementation of
the project, supervision of project staff and collation of information for the Knowledge Management team to
consolidate information for all three countries. It is expected that each project management team will work
directly with relevant local authorities and partners to support the institutionalisation and skills transfer of
processes. UN Women will act as the Implementing Agent23 and UNDP will be a Responsible Party24 for the
delivery of Outcome 2 of the project.
UN-Women Financial Regulation 22.1 – 22.3 clarifies programming arrangements for UN Women. Implementing Partners
undertake and manage UN-Women supported projects (ProDocs), including the procurement and delivery of inputs, to produce
outputs. There is one Implementing Partner (IP) per project who is responsible and accountable to UN-Women by signing the project
document along with UN Women. Categories are: (1) government entities, (2) non-UN inter-governmental organizations, (3) nongovernmental organizations, (4) UN agencies, (5) Direct implementation by UN Women. An Implementing Partner may enlist one or
more responsible parties (RP) to assist it in programme implementation. UN Women is the Executing Agency/ Implementing Partner
for all its SN/AWPs, programmes, and projects. The predominant programme modality therefore is Direct Implementation (DIM).
24 A Responsible Party is defined as an entity that has been selected to act on behalf of the implementing partner on the basis of a
written agreement or contract to purchase goods or provide services using the project budget. In addition, the responsible party may
manage the use of these goods and services to carry out project activities and produce outputs. All responsible parties are directly
accountable to the implementing partner in accordance with the terms of their agreement or contract with the implementing partner.
Implementing partners use responsible parties in order to take advantage of their specialised skills, to mitigate risk and to relieve
administrative burdens.
23
33
Figure 2: M4C PROJECT Organogram
Fixed Term Positions
Support roles service contracts
Responsible Party Staff- UNDP
Technical Assistance for Infrastructure (contract modality will depend on the magnitude and complexity of
works undertaken in each country & Technical Assistance for other crosscutting issues addressed by the project
Key local government counterparts
M4C Project staff
Continuous line = reporting & accountability lines
Dotted lines = collaboration & partnership lines
34
Figure 3: M4C PROJECT Vanuatu
Fixed Term Positions
Support roles service contracts
Responsible Party Staff- UNDP
Technical Assistance for Infrastructure (contract modality will depend on the magnitude and complexity of
works undertaken in each country & Technical Assistance for other crosscutting issues addressed by the project
Key local government counterparts
M4C Project staff
Continuous line = reporting & accountability lines
Dotted lines = collaboration & partnership lines
5.1.3
Inter-Agency Operations: UN Women and UNDP
UNDP as the responsible party will be entrusted with a part of the project budget to spend on behalf of UN
Women in accordance with a signed Agency-to-Agency agreement, and deliver project results for Outcome
2. UNDP will be responsible and accountable for the capacity-building and partnerships required to deliver
the results of Outcome 2. As part of its programming responsibilities, UNDP may undertake planned
procurement with suppliers in accordance with its procurement processes, providing that these do not
contravene UN Women Procurement Policies and Procedures.
For this purpose, UNDP as the responsibility party has designated its Multi-Country Office (MCO), based in
Suva, Fiji, as the Project Management Team responsible for the day-to-day management of activities and
35
monitoring of progress for this component. UNDP Project Management Team will work closely with the
UN Women WEE Specialist and the country-level M4C Project Managers for coordination, integration,
synergies and efficiencies that would ensure achievement of the overall goal of the project.
The M4C PROJECT will elaborate consultative processes and interventions for which close coordination is
required to avoid duplication of efforts. This is especially important with regard to Knowledge
Management.
As the M4C PROJECT will be implemented over a period of six years, disbursement of funds to UNDP will be
made in instalments on the basis of receipt detailed Annual and Quarterly Workplans in consultation with
UN Women.
UNDP MCO as the responsible party is directly responsible for collecting information on Outcome 2 to track
implementation and measure progress against success. The MCO will work closely with the Knowledge
Management team in this respect, and will be responsible to the WEE Specialist for this.
UNDP MCO as the responsible party is directly responsible to the WEE Specialist for Outcome 2 reporting
inputs, working closely with the Knowledge Management team. It will also appraise its donors of progress
towards project results, upon approval from the WEE Specialist.
While UNDP MCO will serve as a responsible party in implementing the M4C PROJECT, UN Women will
manage all reporting requirements. All reports will be consolidated and issued by UN Women.
For Shefa Market, UNDP MCO will liaise with the UNDP Pacific Centre to implement activities associated
with Outcome 2, and UN Women will implement activities associated with outcomes 1, 3 and 4. UNDP
MCO will implement activities associated with Outcome 2 in all remaining markets, in close working
relationship with UN Women, who will be directly involved in outcomes 1, 3 and 4.
5.1.4
Procurement Systems and Standards
UN Women retains a decentralised organisational approach to procurement under delegation of procurement
authority. The Fiji Multi Country Office (MCO), like all MCOs in UN Women with full delegation of
authority, has a procurement delegation approval limit of up to US$100,000 and any transactions of a higher
threshold are submitted for review by higher level committees at the Regional Centre in Bangkok, Thailand
and at headquarters in New York, USA, depending on respective amounts. The programmatic limit is,
however, US$1 million. The procurement section in the Fiji MCO is composed of highly qualified and
certified practitioners, who interact with the project teams in the countries to facilitate the procurement
process as defined by the internal control framework (ICF, refer below on ICF details).
The integrity of the procurement system in UN Women is underpinned by a sound regulatory framework,
policies and procedures as well as procurement principles. In the UN Women Financial Regulations and
Rules (FRRs), Article 24 governs all UN Women procurement. The FRRs specify the key regulations and
rules for procurement, types of procurement instruments and evaluation mechanisms and primacy of
competitive tendering while recognising situations in which that may not be in the best interest of the UN
Women. The UN Women Internal Control Framework (ICF), derived from the FRRs, governs the way
procurement is done at UN Women Fiji MCO by providing detailed control mechanisms and clearly defined
roles and responsibilities, thus ensuring separation of duties and accountability for the use of delegated
procurement authority, including limits of procurement activity for review by a review committee, the
Acquisition Management Review Committee. The key principles of UN Women procurement, which are
also derived from the FRRs, underpin all procurement. The best value for money, fairness, integrity,
transparency, effective competition and the interest of UN Women are the core guiding principles for
procurement which guide all procurement processes.
36
The centrality of the procurement function in UN Women is noted by the strength of the regulatory
framework, guidelines and procedures in this area. In addition to the above, UN Women has stringent rules
on Ethical Standards, Corruption and Fraud in relation to procurement.
UN Women – Accountability Framework
The accountability framework captures the essence of transparency mechanism in UN Women conduct of
business. It highlights quite importantly that UN Women personnel shall never use their authority or office
for personal gain and will seek to uphold and enhance the standing of UN Women. To reinforce this:
UN Women Financial Rule 203, states “All personnel of UN Women are responsible to the UnderSecretary-General/Executive Director for the regularity of actions taken by them in the course of their
official duties. Any personnel who take any action contrary to these financial regulations and rules or to the
instructions that may be issued in connection therewith may be held personally responsible and financially
liable for the consequences of such action.”
For operational effectiveness, the Executive Director has delegated to the Deputy Executive Directors the
Director of Management and Administration and all Heads of Office, specific authority which includes (but
is not limited to) approval authority in country programming, resource mobilization, procurement and
contract matters, assets, finance and budget management matters and human resources management. The
nature and scope of these areas of authority is described in detail in the relevant chapters of the Programme
and Operations Manual, the UN Women Internal Control Framework and other administrative issuances.
The delegations within the Delegation of Authority Framework are designed to:
1.
2.
3.
4.
Ensure organisational, programmatic, and management effectiveness;
Strengthen organisational efficiency;
Establish appropriate accountabilities, and
Ensure that due process is followed.
All delegations must be done in writing and no authority defined within the Delegation of Authority
Framework shall be undertaken prior to receipt and counter signature of a Delegation Letter in accordance
with the delegation of authority policies and procedures. The Representative is authorised to assign roles
and responsibilities to personnel within the MCO.
Regional Director, Country Office Representative and/or Programme Manager(s)








Manage and monitor overall programme at country or regional level for the achievement of
programme outputs and plausible contribution to outcomes.
Monitor that resources entrusted to UN Women are utilised appropriately.
Ensure appropriate arrangements with implementing partners.
Ensure on going stakeholder engagement and sustainability.
Participate in component programme or project management and monitoring, as needed.
Manage decentralized evaluations of programmes according to the MERP and follow-up on the
management response and dissemination strategy.
When UN Women is the ‘implementing partner’ or a ‘responsible party’, perform duties and
provide implementation support services, as agreed.
Report on the achievement of results and financial expenditure to donors and to UN Women
through corporate reporting mechanisms.
* Extract from UN Women’s Programme Implementation and Management Guidelines.
37
5.1.5
UN Women Annual Work Planning and Approval Processes
Annual Work Planning Process for the M4C PROJECT: The Fiji, Solomon Islands and Vanuatu Country
Annual Workplans are developed in alignment with the UN Women Pacific Multi Country Office Strategic
Work plan. Each of the country M4C PROJECT teams will work in consultation with the local counterpart and
submit a draft copy of the annual work plan to the UN Women Multi Country Office in the first week of the
last month of each year.
The regional management team based in Suva will then provide comments to each country office and ensure
knowledge management and monitoring and evaluation activities are adequately reflected in the workplans
and continue to build on the evidence to measure results. Once the country project teams have integrated
suggested amendments, a final submission to UN Women Multi Country Office in Suva, Fiji will be done no
later than end of last month of each year, which will allow the project teams to incorporate M4C AWP into
their respective countries’ AWP.
UN Women Integrated AWP process: In November each year, Country Program Co-ordinators submit
country AWPs to Regional Programme Managers. UN Women MCO will then integrate Country AWPs into
the Regional AWP which is then submitted to the Regional Office in Bangkok by the Head of Agency. A
Peer Review from the Regional Office and/or headquarters is then undertaken. UN Women’s MCO revises
changes and then re-submits for final approval. The Regional Office then approves Regional AWP by
December each year.
In addition to the process above, between 1st November and 15th December, UN Women headquarters
undertakes a Programme Planning and Mid-Term review to:
1. Review and draw lessons learned from the first year of implementation of all UN Women
programmes as per the approved Strategic Notes and Annual Work Plans.
2. Draw lessons from the programmatic results and experience from previous years to inform
preparation of UN Women’s revised/new Strategic Plan (2014-2017).
In planning for a new year, the Multi Country Office draws from the results and achievements of the AWP
for that particular year and also highlight challenges and lessons learnt. The AWP also includes:



5.1.6
Changes to the results framework including:
o Development Results Framework outcomes, outcome indicators, baselines and targets.
o Outputs, indicators, baselines and targets;
o Management Results Framework outputs, baselines, targets and activities.
Previous year’s budget for core and non-core (taking into account projected delivery for the previous
year and carry over to the following).
Changes in staffing and staff costs, alongside total programme budget.
Donor Reporting Processes
UN Women Fiji MCO shall provide to the Donor all or parts of the following reports prepared in accordance
with UN Women accounting and reporting procedures.
a) An annual status report of programme/project progress for the duration of the Agreement,
as well as the latest available approved budget.
b) An annual certified financial statement as of 31 December every year to be submitted no
later than 30 June of the following year.
c) Within six months after the date of completion or termination of the Agreement, a final
report summarising programme/project activities and impact of activities as well as
provisional financial data.
38
d) On completion of the programme/project, a certified financial statement to be submitted
no later than 30 June of the year following the financial closing of the project.
If special circumstances so warrant, UN Women may provide more frequent reporting at the expense of the
Donor. The specific nature and frequency of this reporting shall be specified in an annex to the donor
Agreement.
5.2
Infrastructure Management
Through the Safe Cities for Women and Girls Programme in PNG, UN Women has acquired knowledge and
experience on managing the development of infrastructure and improving facilities at the markets. UN
Women has developed a system to ensure risk and liability is minimized for UN Women, but more
importantly, that the principles from the Paris Declaration on Aid Effectiveness and the Accra Agenda for
Action on ownership and government alignment are followed.
The diagram below demonstrates how the process of infrastructure planning, costing, procurement,
development and verification will take place where adequate public financial management systems exist. In
cases where public financial management systems do not exist or do not meet minimum accountability
standards, UN Women will develop a more comprehensive framework to ensure the planning, procurement,
supervision of works and quality control are adequately met.
Figure 4: Infrastructure Planning and Implementation
The system is expected to function as follows:
39






5.2.1
The UN Women Project Manager, in consultation with the Local Municipal Councils will ensure
that gender inclusive designs are incorporated into the market infrastructure project design.
The UN Women Infrastructure Engineer (engineer, architect, urban planner) or managing
contractor will then draft the scope of works in consultation with local municipal councils ensuring
that milestones are also included in the submission. The contractor will be responsible for the day to
day supervision during the construction phase
The Local Municipal Council/Department of Works/Engineering Division will ensure that the
scope of works is approved by the relevant government departments and that the procurement of
works is implemented through government systems. The evaluation panels will include government
experts or selection panel experts and UNW technical experts. The purchase order issues with
specification on payment schedule will also be included with the milestones and retainer.
Construction Company/Contractor: Upon achievement of each milestone, will request for
payment documentation and invoice submitted to Local Government, copy to UN W technical
expert. Depending on the size and complexity of the works, a performance security bond will be part
of the terms and conditions of the contract with the Managing Contractor as an additional security.
The UN Women Infrastructure Engineer validates works have been completed and provides
certification for processing payment.
Joint inspection by UN Women and the relevant Local Council and, where required, Council
expert/engineer confirms works are in compliance with regulations.
Team Member Responsibilities
The responsibility for various stakeholders in the construction project is elaborated in the following table:
Table 4: Team Member Responsibilities
Position
UN Women Project
Manager
Responsibilities
International Position (1 in each country)
Relevant skills and training, prior experience and satisfactory performance


UN Women
Infrastructure
Engineer
Represent UN Women with regard to all aspects of the Project
Overall all aspects of Project implementation, including scheduling, administration of
management contracts, hold to milestones, and handle handover to local authorities
 Financial and technical monitoring of budget and scopes of work
 Site visits and inspections
 Regular progress meetings and checks against milestones
 Ensure contract compliance, monitor costs, and supervise teams
 Counter sign all certifications by the Infrastructure Engineers on all payments to the
managing contractor
 Ensure effective consultation with stakeholders, with particular regard to market vendors,
regarding market infrastructure design and construction
 Directly engage with organisations representing disabled persons when designing
infrastructure
 Sits on selection panels for contractor selection
 Other activities as required
International Position (based at the MCO in Suva, Fiji) (1 covering all 3 countries)
Engineering, architecture or urban planning background

Support country-based project management teams in providing overall supervision and
design of structure plans of the market infrastructure projects in the following areas:
o Assess the capacity of local government authorities to undertake the supervision
and design of structure plans
o Support the project management team in consultations with stakeholders on
infrastructure matters, and help address stakeholder desires into structure plans
o Support the project management team in the development of structure plans that
effectively respond to the needs of women and men, disabled persons, and
address universal access matters, ensuring compliance with DFAT’s Universal
40
Position
Responsibilities
Access Guidelines
Confirm that structure plans drafted for market infrastructure are compliant with
pre-approved DFAT and/or UN standards, as appropriate. This includes all
technical specification, drawings and conditions of contract
o Design the quality assurance and quality control plan
o Work with the project management team to ensure that relevant approvals are
obtained from respective authorities, and help resolve any problems arising
o Ensure compliance with environmental legislation, including DFAT EIA
requirements, tender and oversee environmental impact assessment contractors,
and ensure compliance of contractors with relevant authorities
o Support the project management team in oversight of construction, and ensure
compliance with scheduled deliverables. Ensure that safety procedures are
elaborated and followed
o Identify, assess, and record in a risk management plan any risks prior to specific
project activities are approved by relevant authorities. Subsequent to this risk
assessment, monitor, maintain and implement the risk management plans
o Other activities as required
Support country-based project management teams in providing construction and quality
assurance supervisory services of market infrastructure projects in the following areas:
o Capacity assessment of local authorities to carry out construction and quality
assurance supervision, and make recommendations thereto
o Help supervisor local authorities and, as appropriate, local contractors during
construction to ensure that designs aimed at improved gender sensitive structures
and universal access protocols are complied with, ensuring compliance with
DFAT’s Universal Access Guidelines
o Supports effective contractor planning and implementation, including scheduling
of various resources to ensure delays are avoided
o Monitoring and enforce quality assurance and quality control plans
o Highlight risks and means of mitigation in a timely manner
o Site inspections
o Sits on selection panels for contractor selection
Engagement of managing contractor for works as per Government regulations. Effective
oversight of tendering and firm selection
Set material, equipment and operational standards based on existing local regulations. If
existing regulations are inadequate, based on DFAT pre-approved standards, work with
the infrastructure engineer to strengthen these
Make architectural design decisions, in liaison with the infrastructure engineer
Address financial, insurance and legal requirements
Establish effective systems for construction site safety, including for those accessing
facilities in the case of infrastructure upgrading
Appoint a Site Manager to:
o Ensure overall co-ordination of contractors, suppliers, and others work on site
and providing services
o Obtain necessary statutory permission to ensure site entry, building permits,
work permits, etc.
o Oversee safety inspections
o Arrange for services on site, including water, electricity and sanitation services
o Ensure compliance with safety and fire regulations
o Check periodic valuations and facilitate approval for payment to the managing
contractor
o Regularly monitor progress and quality control
Provide a safe and reasonable working environment for all
Through an approved competitive process, appoint a contracting company to conduct
oversight and management functions as per the above.
Will engage with the local authority, the UN Women Project Manager, and the UN
Women Infrastructure Engineer
Build capacity in the local authority
o

Local Authority –
where authority has
capacity






Local Authority –
where authority
needs significant
capacity
enhancement




41
Position
Managing
Contractor
Responsibilities




Market Infrastructure Steering
Committee – UN
Women, local
council, relevant
government
departments,
managing
contractor, and
suppliers as
required












Plan, manage and properly execute construction activities, reporting to the Site Manager
in the local council or representing authority
Sub-contracting for materials and equipment supplies, speciality sub-contractors, material
fabricators, construction trade workers and others
Overseeing plan implementation, solve problems, ensure timeline is complied with
Ordering materials and supplies, ensure job site safety (plan development and oversight),
ensure proper performance of sub-contractors and suppliers, provide construction workers
with the requisite skills
Co-ordinate across project team members
Comply with all applicable laws and regulations
Comply with contract documentation
Liaise effectively between market vendors and local authorities
Help ensure that gender matters and universal access considerations are taken into
account, ensuring compliance with DFATS Universal Access Guidelines
Approve the project business plan
Oversee planning and construction as an independent advisory body and bring relevant
issues to the attention of the managing contractor
Raise concerns with relevant authorities
Ensure that the contractor has employed people from the community labour lists
Assist with dispute resolution as required
Review progress and quality
Meet monthly or more frequently, as required
Procurement Process
The construction procurement process, quality control and financial accountability will be undertaken as
follows:






UN Women will hire an Infrastructure Engineer (regional position) with an engineering, architecture or
urban planning background to oversee the Infrastructural projects being undertaken in all three
countries. The Infrastructure Engineer will work closely with local authorities, the M4C PROJECT
Manager and short-term sub-contractor hired to support the design, validation and supervision of the
works. The sub-contractor will address design considerations and could include some or all of the
following: draughtsmen to produce working drawings from the architectural sketches, structural
engineers to design the structure, civil engineers to design earth works, water engineers and electrical
engineers to design power and lighting, and quantity surveyors to prepare estimates and tender
documents.
The decision on whether to hire a sub-contractor or a managing contractor company will depend on
each country’s local authority capacity as well as the complexity of the works being undertaken.
The UN Women Project Manager will ensure that consultations with relevant stakeholders will take
place, in particular with regard to market vendors, that concerns are addressed on infrastructure design
and plans.
UN Women’s Infrastructure Engineer will draft the various scopes of work in consultation with the
relevant division of the Local Council (Department of Works, Engineering Division, etc.). These will
include a clear outline of milestones to be completed in each phase of the construction of infrastructure
for the release of each payment.
The UN Women Infrastructure Engineer, with assistance from the UN Women Project Manager, will
liaise with the relevant division of local government (e.g., Department of Works, Engineering Division,
etc.) for the approval of scopes of work.
The local government authority calls for tender or requests for quotations according to their public
works procurement procedures. In some instances UN Women’s Infrastructure Engineer can support in
sourcing quotes.
42






The procurement process is completed and approved by the requisite authorities.
A purchase order is issued with the payment schedule that clearly outlines each milestone the
construction contractor needs to achieve.
Upon achievement of each milestone, the Managing Contractor submits the invoice to the relevant local
authority with a copy to the UN Women Project Manager. The UN Women Infrastructure Engineer,
together with a focal point from the local authorities and the relevant sub-contractors, validate the work
and achievement towards milestones25. Thereafter certification of satisfactory works is issued and a
request for payment processed. The UN Women Project Manager would receive a copy of all
documentation being processed.
Where required, the UN Women Infrastructure Engineer and the government’s relevant works
department will do a joint inspection at the site to ensure works are compliant with security and quality
control regulations and local standards.
In addition to the above, UN Women’s M4C PROJECT team and sub-contractor will conduct day-to-day
supervision of the works, while reporting on site progress to the UN Women Infrastructure Engineer
during the construction phase.
Depending on the size and complexity of the works, a performance security bond/guarantee may be part
of the terms and conditions of the contract with the Managing Contractor as an additional security
measure.
Table 5: Summary of Process and Responsibilities
Function
Description
Responsibility
Hire Project Manager
and Infrastructure
Engineer for the M4C
PROJECT
UN Women Project Manager to be a country-based post to oversee project
activities in each country.
Regional Infrastructure Engineer to oversee the infrastructural projects
being undertaken in all 3 countries.
UN Women
Design Consultant
(sub-contractor)
The sub-contractor will address design considerations and could include
some or all of the following: draughtsmen to produce working drawings
from the architectural sketches, structural engineers to design the structure,
civil engineers to design earth works, water engineers and electrical
engineers to design power and lighting, and quantity surveyors to prepare
estimates and tender documents.
UN Women Project Manager &
UN Women Infrastructure
Engineer
Communication to
local community
leaders, vendors,
media and
Government
stakeholders
Identify project impacts of concern to local community and business
groups.
Specifically discuss access and use matters with representative
organisations working with disabled persons.
Communicate frequently and in a timely manner on the status of the project
and associated impacts (community meetings, informational newssheets).
Limit media contact to designated personnel.
Require contractors to refer all media comment to the designated
personnel.
Establish the official position on project issues communications.
Address media questions so as to communicate the right message.
Cultivate the media to present positive news on project events.
Include Government stakeholders in project milestone events so that their
support and contributions can be recognised.
UN Women Project Manager
Drafting the Scope of
Works & Tender
Documents
The scopes of work to be drafted in consultation with the relevant division
of the local council (e.g., Department of Works, Engineering Division, etc)
and include a clear outline of milestones to be completed in each phase of
the construction of facilities/ infrastructure for the release of each payment.
UN Women Infrastructure
Engineer
Approval of the
Scope of Works
Liaison with the relevant division of local government (Department of
Works, Engineering Division, etc) for the approval of the Scope of Works.
UN Women Project Manager &
UN Women Infrastructure
25
The focal point from the local authority must have the requisite skills to complete these responsibilities. One of the tasks to be
conducted at start-up is an assessment of the skills profile of the local councils, and whether the councils need to secure additional
skilled personnel. The project would assist in training such an officer should this be required.
43
Function
Description
Responsibility
Engineer
Local Councils, supported by
the UN Women Infrastructure
Engineer
Tendering
The local government calls for tender or requests for quotations according
to their public works procurement procedures. In some instances UN
Women’s Infrastructure Engineer can support in sourcing quotes.
Procurement for the
Managing Contractor
Evaluation committee to be convened by the Local Council, and to include
the Infrastructure Engineer and the M4C Project Manager.
Contract issuance and
purchase order
issuance
A contract will be issued to the Managing Contractor by the local council.
Based on the contract, UN Women to issue a purchase order according to
the schedule of payments.
Certification of works
and approval for
payment
Upon achievement of each milestone, contractor submits invoice to Local
Council with a copy to UN Women. UN Women Infrastruc-ture Engineer
together with the M4C Project Manager and Sub – contractor validates the
works’ milestones have been completed and provides certification for
processing of payment. Project manager receives copy of all
documentation being processed.
UN Women Project Manager &
UN Women Infrastructure
Engineer
Security and
Compliance with
safety regulations
The Managing Contractor has responsibility for adherence to safety and
security standards. The Local Councils have responsibility of ensuring all
the safety procedures are complied with. UN Women also has a
responsibility of ensuring laid down safety procedures are complied with at
all stages of the works. Where required, UN Women Infrastructure
Engineer and the government’s relevant division will do a joint inspection
at the site to ensure works are compliant with security regulations and
standards.
Local Councils, supported by
the UN Women Infrastructure
Engineer
Quality Management
Quality management during the construction phase covers:

Review of contract documents to verify that quality aspects have been
considered

Surveillance of construction for adherence to quality requirements

In process and receiving point quality inspections

Audits of consultant, contractor, and supplier quality programs for
adequacy and compliance.
The focus for the Local Council and UN Women is quality management
and assurance, through scheduled audits and periodic oversight reviews to
ensure contractors comply with their quality plans and overall quality
assurance plan in place.
From the side of the Managing Contractor, quality is achieved by the
contractors performing work in accordance to an approved quality control
plan. Construction contractors and suppliers should be required to submit a
quality plan appropriate for their scope of work to the Local Council for
approval.
Local Councils, supported by
the UN Women Infrastructure
Engineer and the Managing
Contractor
Market Site Project
Closure
Closing contractual activities requires the M4C project manager to oversee
final settlement of project contracts, acceptance of contract deliverables,
collection of contract documents and records (such as as-built drawings,
operation and maintenance manuals, and warranties, etc.), final inspections
and approval of final payments. The project manager’s responsibilities for
administrative closeout relate to demobilising the UN Women project team
and completing activities with other stakeholders, arranging the disposition
of project records, closing of funding and financing agreements, and
performing an evaluation of project success and lessons learned.
The M4C project manager, Managing Contractor and Local Councils
should follow the procedures and actions specified in each contract’s terms
and conditions to settle and close the project’s construction contract
agreements.
Local Councils, supported by
the UN Women Project
Manager, the UN Women
Infrastructure Engineer and the
Managing Contractor
44
Local Councils, supported by
the UN Women Project
Manager and the UN Women
Infrastructure Engineer
Local Councils, supported by
the UN Women Project
Manager
6 Knowledge Management
In the Pacific, one of UN Women’s key roles is to support evidence-based advocacy and programming on
gender equality and women’s empowerment. As evidence of this commitment, the M4C PROJECT will design
and employ a robust knowledge management strategy that includes project monitoring of activities and
outputs, results monitoring of use of outputs and intermediate outcomes, evaluation of outcomes and impact
assessment of results.
Knowledge Management (KM) is defined herein as the systematic collection, use, and sharing of evidence,
gained through quantitative, qualitative, observational and consultative means, which is aligned with UN
Women’s mandate and objectives and responsive to the needs of the Project’s target groups, to support M4C
PROJECT objectives, the national and regional WEE agenda, and the aims of UN Women overall.
The UN Women Knowledge Gateway (KG) for Women’s Economic Empowerment
(www.empowerwomen.org) will be one of the platforms apart from the UN Women Asia Pacific website
showcasing stories collected, knowledge products produced, facilitate exchange of lessons learned and good
practices and capture processes including reflection and learning etc. All stakeholders will be encouraged to
register to the KG and become active users of this global online platform. The Knowledge Gateway for
Women’s Economic Empowerment is building a new functionality, the Market Place, which will support the
pipeline of women in business to become part of global supply chains (either as primary or secondary
suppliers) hence, the KG will be integrated into the M4C project as a tool to support women’s business
growth. In addition, the Knowledge Gateway for Women’s Economic Empowerment runs discussions on the
obstacles of women to formalize their businesses therefore partners & stakeholders will have access to a
global platform to engage in discussions as well.
The Media and Communications Specialist at Fiji MCO, the Communications and Monitoring Officer and
the Project Manager of each country will also be liaising with the Women’s Economic Empowerment
Regional Coordinator in Bangkok and the Knowledge Gateway team at HQ in New York to ensure effective
and efficient coordination is maintained on KM
Approach
6.1
The KM process and products are meant to inform M4C PROJECT operations, strengthening implementation,
provide advocacy tools for local and national audiences, and provide knowledge products for sharing at
national, regional and international levels. As noted earlier, Year 1 of M4C PROJECT implementation will
include attention to systems establishment. For KM, this means elaborating project and results monitoring,
establishing the evaluation framework, and setting up systems for effective KM implementation.
Knowledge Management activities will be implemented at three levels in the M4C PROJECT: 1)
‘horizontally’ within the M4C PROJECT team and within the WEE Programme overall; 2) ‘upstream’ to
regional and international levels; and 3) ‘downstream’ within the M4C PROJECT implementation areas.


Horizontally – Within the M4C PROJECT team and within the WEE Programme, KM is meant to
inform Project implementation, strengthen systems for lessons learning, and serve as a catalyst for
the development of joint knowledge products. Given that UNDP will be involved in the
implementation of Outcome 2, horizontal KM is also aimed at maximising information sharing and
joint knowledge product development. It is also especially important in building team commitment
for KM. KM will reflect learning from partner agencies and projects, and help inform these agents
as well.
Upstream – PIM Pilot Project implementation, as well as Safe Cities implementation, highlights the
many lessons learned from marketplace-focused interventions. KM will encourage more systematic
collection of data, including documenting innovations in implementation, and the sharing of
45

information at regional and international levels. At the same time, there is much that can be learned
from other regions of the world, prior experience in the Pacific, and from international agencies.
The M4C PROJECT KM component will include learning from these agencies and their varied
knowledge products, and direct engagement with relevant actors to support the M4C PROJECT in this
regard.
Downstream – Of particular importance, KM is intended to strengthen implementation on the
ground, creating a variety of tailored knowledge products that will be of use for effective
implementation. KM products and processes will ensure an informed response at local level,
supporting bylaw development and oversight, marketplace design and construction, and institutional
strengthening, along with other uses. At the same time, it is recognised that marketplace
representative institutions will only be viable and will only be sustained if they have important roles
to play. The KM process will actively engage with these institutions for informed decision-making
and problem-solving, helping strengthen these institutions in the process.
7 Implementation Procedures
An experienced Knowledge Management team will be based at junctures at the regional UN Women MultiCountry Office in Suva, Fiji, responsible for KM for the Project overall and across the three countries, and
reporting to the WEE Specialist. The KM team will work especially closely with the Communications and
Monitoring Officers in each of the three Country Offices, will liaise with the country Project Managers to coordinate implementation of KM activities, and will directly engage in field activities to ensure a proper
understanding of implementation context and processes. The terms of reference for the KM short-term
international technical advisors covers co-ordination of project and results monitoring and evaluation, as well
as broader KM functions associated with product development, learning and sharing. This is not a full-time
position, but it is expected that the level of effort in Year 1 and Year 6 will be very high given activities
(including end line evaluation preparation for Year 6), and with shorter-term inputs in between.
In each country, the Communications and Monitoring Officer will be responsible for day-to-day M4C
PROJECT monitoring of inputs, activities, and outputs, and with support from the KM team will process
results-based monitoring data focused on use of outputs and intermediate outcomes.
Key KM activities are as follows:







At start-up, assemble and review materials from the PIM Pilot Project and the UNDP project.
Expand this to include other relevant materials from the region, including the Safe Cities Women
and Girls Programme.
Expand this to include an exhaustive review of international materials, including from UN
headquarters, the World Bank, the International Fund for Agricultural Development, research
institutes and other agencies involved in markets as well as in gender.
Organise the local and international materials. Establish a system for storage and access and
utilisation. Draft thematic notes of relevance for implementation as a first range of project
knowledge products.
Working with the team, review the relevance of the materials for M4C PROJECT implementation.
Review and update the logframe. Refine the M&E Framework, including a Performance Monitoring
and Assessment Framework and a Results Framework. Ensure that consideration of learning and
sharing with Safe Cities Women and Girls Programme is incorporated. This would need to include
content requirements and deadlines to meet reporting requirements of UN Women and donor
agencies.
Establish and report towards annual workplan for KM.
Quarterly internal project and results monitoring report.
Annual project and results monitoring report and issues arising by year end.
46

Annual reporting on programme performance against the Performance Monitoring and Assessment
Framework.
Broad-based KM actions are as follows:








Ensure high quality KM products, with consistent standards of KM processes and products across
the three countries. Data collected through KM processes will be comparable across the three
countries.
Align these with the information requirements for UN Women and development partners, ensuring
in particular that the materials can be incorporated into reports, and inform analysis of Project
progress.
Working with the country teams, identify KM products for upstream use, establishing
responsibilities and deadlines.
Working with the country teams, based on the materials review identify KM products for
downstream use, establishing responsibilities and deadlines.
Prepare (and oversee preparation of) flagship publications, newsletters, policy briefs, and similar
knowledge products. Prepare (and oversee preparation of) project-site relevant materials. Work
with innovation communications approaches, including photos, contests, videos, social media, etc.
Engage with research institutions in the Pacific region and beyond on various knowledge products.
Organise and facilitate conferences, within the team and beyond, for lessons learning and
information sharing.
Evaluation preparation and support.
Regarding this last point on evaluation, the M4C PROJECT will include an endline evaluation/impact
assessment early in Year 6 of implementation and a Midline Assessment early in Year 4 (at the end of the
intensive implementation period). Year 1 will therefore include planning for a Baseline Survey covering the
M4C PROJECT areas in all three countries, with specific care taken to establish ranges of project exposure and
how these levels may affect impacts at individual level. The baseline will include both quantitative and
qualitative approaches, and will include inputs from stakeholders at all levels to ensure that requisite
variables are measured. Phase 2 would include a Formative Evaluation, focusing on implementation
modalities, with an emphasis on implementation problem identification and recommendations for resolution.
In Year 4, a rapid Midterm Review is also proposed, building on the Formative Evaluation, and again
focused on implementation. Phase 3, the Transfer Phase, would include the end line Evaluation/Impact
Assessment. It would be an external evaluation, and would comprise an evaluation activity with technical
oversight from the regional office in Bangkok.
47
8 Value for Money Data Collection and Management Processes
The KM team will report to the WEE Specialist at the MCO. The KM team will be responsible for
processing data for inputs into major reports, for submission of reports by the WEE Specialist. This includes
the annual UN Women reports, as well as the Annual Report to DFAT.
It is important that all primary data collection activities be conducted as efficiently as possible. There are a
number of indicators that would involve quantitative data collection, which can be especially expensive. The
KM team will be responsible for ensuring that these data collection activities are:
1) grouped together as possible, with a single survey covering numerous indicators (including across
outcomes);
2) adapted for use in each of the three countries; and
3) prepared at baseline and implemented at marketplace level as new marketplaces come ‘online’ in the
Project.
With regard to point (1), the logframe was reviewed and considered in terms of how to proceed with
measuring various indicators at goal, outcome, and outputs. This process is reflected in the following table:
Table 6: Knowledge Management Activity, Timing, Means of Verification and Resources
Year
Means of
Verification
1
Quantitative
survey
1
Key informant
interviews
1
Focus group
and similar
discussions
1
Other
2
Rapid
quantitative
survey
Indicators to be Measured
# of Times
Activity to
Take Place
Goal level indicators: G1, G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.1,
2.1, 2.2, 2.3, 4.2
Output level indicators: 1.1.1,
2.1.2, 2.2.1, 2.3.1, 2.4.1,
3.2.1, 3.2.2, 4.2.1
Goal level indicators: G1, G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.3,
2.2, 2.5, 3.1, 3.3, 4.2
Output level indicators: 1.3.1,
1.3.2, 2.2.1, 2.5.1, 3.1.1,
3.1.2, 3.3.2, 4.2.1
Goal level indicators: G1, G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.2,
3.2, 4.2
Output level indicators: 1.2.1,
3.2.1, 3.2.2, 4.2.1
SN Outcome Level Indicators:2.1
, 2.2
Outcome level indicators: 1.1,
1.2, 1.3, 2.2, 2.3, 2.5, 3.1, 3.2,
3.3, 4.1
Output level indicators: 1.1.1,
1.1.2, 1.2.1, 2.2.1, 2.4.1,
2.3.1, 2.2.1, 2.4.1, 2.5.1,
3.2.3, 3.3.1, 4.1.1
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.1,
1.2, 1.3, 3.2,
Output level indicators: 1.1.2,
1
Survey mgt and
conter-parting
Survey firm
3
Conduct
interviews
None
2
Conduct group
discussions
None
1
Various data
collection
Some
requirement for
external local
expertise
1
All handled
internally
None
48
Resources
Internal
External
Year
Means of
Verification
2
Key informant
interviews
2
Focus group
and similar
discussions
3
Key informant
interviews
3
Focus group
and similar
discussions
3
Other
4
Quantitative
survey (midterm data
collection)
4
Key informant
interviews
4
Focus group
and similar
discussions
Indicators to be Measured
# of Times
Activity to
Take Place
1.1.1, 1.2.1, 1.3.1, 3.2.1
Goal level indicators: G1, G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.3,
2.2, 2.5, 3.1, 3.3, 4.2
Output level indicators: 1.3.1,
1.3.2, 2.2.1, 2.5.1, 3.1.1,
3.1.2, 3.3.2, 4.2.1
Goal level indicators: G1, G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.2,
3.2, 4.2
Output level indicators: 1.2.1,
3.2.1, 3.2.2, 4.2.1
Goal level indicators: G1,G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.3,
2.2, 2.5, 3.1, 3.3, 4.2
Output level indicators: 1.3.1,
1.3.2, 2.2.1, 2.5.1, 3.1.1,
3.1.2, 3.3.2, 4.2.1
Goal level indicators: G1, G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.2,
3.2, 4.2
Output level indicators: 1.2.1,
3.2.1, 3.2.2, 4.2.1
SN Outcome level indicators: 2.1,
2.2
Outcome level indicators: 1.1,
1.2, 1.3, 2.2, 2.3, 2.5, 3.1, 3.2,
3.3, 4.1
Output level indicators: 1.1.1,
1.1.2, 1.2.1, 2.2.1, 2.4.1,
2.3.1, 2.2.1, 2.4.1, 2.5.1,
3.2.3, 3.3.1, 4.1.1
Goal level indicators: G1, G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.1,
2.1, 2.2, 2.3, 4.2
Output level indicators: 1.1.1,
2.1.2, 2.2.1, 2.3.1, 2.4.1,
3.2.1, 3.2.2, 4.2.1
Goal level indicators: G1, G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.3,
2.2, 2.5, 3.1, 3.3, 4.2
Output level indicators: 1.3.1,
1.3.2, 2.2.1, 2.5.1, 3.1.1,
3.1.2, 3.3.2, 4.2.1
Goal level indicators: G1, G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.2,
3.2, 4.2
Output level indicators: 1.2.1,
49
Resources
Internal
External
1
Conduct
interviews
None
1
Conduct group
discussions
None
1
Conduct
interviews
None
1
Conduct group
discussions
None
1
Various data
collection
Some
requirement for
external local
expertise
1
Survey mgt and
conter-parting
Survey firm
2
Conduct
interviews
None
1
Conduct group
discussions
None
Year
Means of
Verification
5
Key informant
interviews
5
Focus group
and similar
discussions
5
Other
6
Quantitative
survey (end
line)
6
Key informant
interviews
6
Focus group
and similar
discussions
Indicators to be Measured
# of Times
Activity to
Take Place
3.2.1, 3.2.2, 4.2.1
Goal level indicators: G1, G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.3,
2.2, 2.5, 3.1, 3.3, 4.2
Output level indicators: 1.3.1,
1.3.2, 2.2.1, 2.5.1, 3.1.1,
3.1.2, 3.3.2, 4.2.1
Goal level indicators: G1, G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.2,
3.2, 4.2
Output level indicators: 1.2.1,
3.2.1, 3.2.2, 4.2.1
SN Outcome level indicators: 2.1,
2.2
Outcome level indicators: 1.1,
1.2, 1.3, 2.2, 2.3, 2.5, 3.1, 3.2,
3.3, 4.1
Output level indicators: 1.1.1,
1.1.2, 1.2.1, 2.2.1, 2.4.1,
2.3.1, 2.2.1, 2.4.1, 2.5.1,
3.2.3, 3.3.1, 4.1.1
Goal level indicators: G1, G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.1,
2.1, 2.2, 2.3, 4.2
Output level indicators: 1.1.1,
2.1.2, 2.2.1, 2.3.1, 2.4.1,
3.2.1, 3.2.2, 4.2.1
Goal level indicators: G1, G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.3,
2.2, 2.5, 3.1, 3.3, 4.2
Output level indicators: 1.3.1,
1.3.2, 2.2.1, 2.5.1, 3.1.1,
3.1.2, 3.3.2, 4.2.1, 4.2.1
Goal level indicators: G1, G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.2,
3.2, 4.2
Output level indicators: 1.2.1,
3.2.1, 3.2.2, 4.2.1
Resources
Internal
External
1
Conduct
interviews
None
1
Conduct group
discussions
None
1
Various data
collection
Some
requirement for
external local
expertise
1
Survey mgt and
conter-parting
Survey firm
2
Conduct
interviews
Conduct
interviews
2
Conduct group
discussions
Conduct group
discussions
To ensure that data collection is handled as efficiently as possible, the international consultant heading the
KM team will be responsible for preparing a detailed data collection plan in Year 1.
The KM team will be responsible for co-ordinating data collection for all four outcomes. UN Women and
UNDP would work closely together to co-ordinate their activities to ensure value for money.
50
9 Programme Partnerships
One of the more pertinent lessons from the PIM Pilot Project has been the critical importance of political will
nationally and locally, in successfully contributing to women market vendors’ empowerment and enhancing
an enabling market environment. UN Women has already established a strong alliance with the Department
of Local Authorities, as well as the Luganville Council, Shefa Provincial Council and market committees.
These strategic partnerships will not only strengthen the impact of the M4C PROJECT interventions but will
also contribute to the programme’s sustainability.
UN Women will build on the existing relationships and forge strategic partnerships with relevant civil
society organisations to enhance women vendors’ voice and agency, and technical capacity. Civil society
organisations such as PARDI have worked closely with UN Women in Fiji to produce preliminary scoping
studies on women market vendors who sell non-meat and fish products. PARDI will be engaged further to
complete value chain analyses, and product development research, highlighting better practices and
recommendations for incorporation in training.
South-south partnerships with UN Women Papua New Guinea office and other relevant organisations whose
expertise lies in promoting women’s leadership and advocacy will to add depth and scope to the support
provided to promote market women vendors. Synergies will be explored to develop capacity-building
programmes to increase women market vendors’ voice and participation in governance, as well as for market
management to produce a gender analysis and audit of markets.
In an effort to strengthen women market vendors’ associations in Vanuatu, UN Women will promote
partnership exchanges and consultations with active, established vendor associations in Fiji. This will
promote intra-regional exchanges and wider collaboration among women market vendors.
The M4C PROJECT will complement work already being done in Vanuatu by exploring partnerships to
promote gender mainstreaming into existing work, with institutions like the Disaster Management Office.
The project will promote synergies on activities specific to the PIM Pilot Project that target women market
vendors. This will build on the comparative advantage of each agency and institution to ensure the best
results regarding women market vendors’ social and economic inclusion, strengthening governance systems
and frameworks, and sustainable and universally accessible infrastructure.
As per the mandate set by the UN General Assembly and the Secretary General, UN Women will enhance
UN system work in gender equality and women’s empowerment by leading and coordinating the overall
efforts of the UN system to support the full realisation of women’s rights and opportunities. UN Women
will explore synergies with relevant UN agencies to complement work where possible that is already being
done in markets through gender mainstreaming. UN Women will forge alliances with non-traditional
partners like financial institutions and tourist boards to ensure the success of the M4C Project. Since FAO
has experience in promoting women market producers’ engagement in tourism value chains, FAO and the
Vanuatu Tourist Board will be approached to explore opportunities to expand women market vendors’
customer bases to restaurants and hotels. And also to promote marketplaces as beautiful, safe and
environmentally sustainable spaces for tourists.
Finally, UN women will further develop the relationship established in PNG with Austraining and explore
new partnerships with Volunteer Service Abroad (VSA) from New Zealand. Australian volunteers for
development and corporate volunteers have played a significant role in the success of the PNG Safe Cities
for Women and Girls project by providing invaluable technical assistance. M4C PROJECT in Vanuatu will
rely on the technical support of Austraining and VSA volunteers to ensure the successful implementation of
capacity building and green, universal infrastructure aspects of the project.
51
UN Women will draw from expertise from UNDP to develop relevant financial management and product
development training programmes for women market vendors, programming to improve value chains, as
well as increase women market vendors’ access to finance.
UNDP is currently working with Shefa Provincial Council and Ministry of Internal Affairs to implement
Millennium Markets which will include:





institutional capacity building of Shefa provincial council in market governance and market
management;
training market vendors in financial and business literacy;
training and tools on legal and economic empowerment of MVs;
establishment of market learning centre; and
introduction of market charter as tool to monitor market performance.
In 1996, UNDP assisted the Department of Women and Culture to develop the VANWODS microfinance
institution. VANWODS operated as a beneficiary-owned NGO to provide disadvantaged women, including
women market vendors, with access to microfinance services and income earning opportunities.
In 2001, after 5 years of operation with continuous technical and financial support from UNDP, it reached a
size and stage desirable to transform the Project into an independent beneficiary-owned organization
registered under the Charitable Associations Act of Vanuatu.
As of November 2010, the portfolio of VANWODS is as follows:




Total of 156 million Vatu collected in savings
Total of 810 Vatu million has been released as loans
4805 clients have taken out loans
21 Vatu million vatu remains in outstanding loans
UNDP will work with the National Financial Inclusion Task Force to integrate the M4C PROJECT into the
national financial inclusion strategy and action plan. UNDP will provide technical advice and facilitation of
partnerships on demand – specific emphasis on women financial products, micro insurance and financial
literacy.
52
10 Resource Mobilisation
The M4C PROJECT for Vanuatu is designed for six years through on going discussions with the Australian
Agency for International Development (DFAT), who has indicated interest in partnering in this project. UN
Women has committed US$300,000 in funding for the project, a National Co-ordinator post has been
established and an officer recruited, while a volunteer from New Zealand has been recruited via Volunteer
Service Abroad (VSA) for monitoring, evaluation and communications. This project will also engage
volunteers from the VSA and Austraining programme to the largest extent possible to reduce operational
costs and promote volunteering opportunities in international development.
The M4C PROJECT has been designed with a holistic approach to address challenges at the public markets
that hinder economic and social development and limit the cities’ and townships’ ability to promote
sustainable growth and increased production and consumption of local products. This presents UN Women
with an expanded range of opportunities for partnerships with different development partners and donors,
including Japanese International Cooperation Agency (JICA), New Zealand Aid (NZaid), the European
Union (EU), the German Cooperation for International Development and other agencies. A joint submission
for funds to support different components of the project with other identified stakeholders such as the Pacific
Agribusiness Research for Development Initiatives (PARDI) will also be explored. UN Women will
therefore seek collaboration and partnership opportunities with these actors during the inception phase of the
project.
UN Women will also seek cooperation from relevant private sector entities to support the development of
environmentally friendly and sustainable initiatives, increase access to financial services for rural and lowincome women, infrastructure development etc. Westpac Bank for example, has already expressed interest in
partnering and collaborating with UN Women for expanding women’s access to financial services and
training in Vanuatu, and is already working in partnership with UNDP in carrying out financial literacy
training for market vendors in Fiji.
The total budget for this project is USD $4,654,201.20 for 6 years.
53
11 Results Framework
The M4C Project Results Framework for The M4C PROJECT Results Framework for Vanuatu aligns to the overall multi-country logframe, but has been localised to
ensure that it is relevant to, and responsive to, the specific situation in Vanuatu. During Phase 1 this Results Framework will be carefully reviewed and adapted to
ensure that it meets Vanuatu’s specific needs.
As noted under Knowledge Management above, every effort will be made to ensure efficient implementation of all quantitative and qualitative data collection
activities across all four outcomes. Care will be taken to ensure in particular that Outcome 2 KM surveys and qualitative activities will be carried, as possible, as
single exercises, with UN Women and UNDP working closely together. Multiple indicators for activities focused on the same populations will be measured in as
few surveys as possible. This should be noted when considering means of verification in the following table.
Table 7: Vanuatu Project Results Framework
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
Vanuatu UNDAF
Outcome 3.1: Alleviation of poverty and increased inclusive growth, employment and livelihoods with a focus on women and youth. Specific reference to Output 3.1.3: Improved
and equitable access to markets, financial and business services for women and youth
UNDAF Outcome 1.1: National, local and community capacities to effectively plan and implement enhanced natural resource management, biodiversity conservation, climate
change adaptation and mitigation, and disaster risk reduction are strengthened
Vanuatu Markets 4 Change- Project Results Framework
Theory of Change
Gender-equitable economic and socio-cultural empowerment of female market vendors within the market environment and in society more generally can be attained if the following take place: 1)
inclusive, effective and representative marketplace groups are created and grow, contributing to gender, social and economic advancement, the elimination of gender-based discrimination and
violence, and expanded economic opportunities for women; 2) improved economic security of market vendors strengthens their lives and livelihoods and improves the revenue base for local
authorities, sustaining all Project outcomes; 3) local governments and market management agencies are gender responsive, effective and accountable to gendered needs; and 4) marketplaces are
resilient to disaster risks and climate change, and are structured in a gender-sensitive manner that helps enable gender, economic and social advancement of market vendors
Goal: By the end of the Project, selected
Indicator G1: Proportion of organised groups in G1. Monitoring records; focus group
Risk of ‘capture’ of representative
marketplaces in rural and urban areas in Fiji,
marketplaces
with
functioning,
democratic discussions; key informant interviews;
institutions by men to the exclusion of
Solomon Islands, and Vanuatu are safe,
representative institutions that include women and have effectiveness to be measured via internal
women.
inclusive and non-discriminatory, promoting
women in leadership positions.
assessments evaluations; overall knowledge
gender equality and women’s empowerment
management activities.
Local authorities are not sufficiently
Baseline: Only 1, ie. 0.07% , women representation,
strong to implement bylaws and
(Lautoka Market Vendors Association, Fiji) out of the G2. Monitoring records; focus group
supportive actions, and do not have the
54
Results
Indicators
Means of Verification/Data Collection
entire project sites for M4C has a leadership role
(President of the association) as per 2013 survey
Target: At least 40% women representation in
organised groups in marketplaces is achieved by the
end of the programme cycle
discussions; key informant interviews;
effectiveness to be measured via internal
assessments evaluations; overall knowledge
management activities.
Indicator G2. Number of gender responsive bylaws,
policies, plans, budgets and rules adopted and
implemented by local governments and market
management for the provision of safe and secure market
infrastructure, adequate amenities and services and
transparent revenue generation and expenditures.
Risks or Assumptions
necessary legislative mandate.
Assumption is that project attention will
be focused on strengthening these local
authorities sufficient to overcome
limitations
Assumes that women are interested and
willing to mobilise across family, ethnic,
cultural, community and other allegiances
Baseline: SOI – Honiara Central Market sanitation
facility upgrade, Vanuatu – New fresh produce market
infrastructure constructed at Marobe market, Fiji – 8
markets have invested in market infrastructure upgrade
Suva Market extension of roof structure, Sigatoka
market portable tables and repairs to existing roof of the
market, Nadi market portable tables and benches for
vendors, Lautoka Market resource centre and tables for
the market, Ba Market furnishing of the resource centre,
Rakiraki Market extension and upgrade of sanitation
facilities, Tavua market water storage facility and
upgrading of drainage systems and extension to
Handicraft market as per 2013 small grants
infrastructure initiative.
UN Women
Strategic Plan 20142017 Outcome 2.1:
National plans,
M4C PROJECT
Outcome 1:
Inclusive, effective
and representative
Target: All Local Governments under M4C project
adopt and implement gender responsive by-laws,
policies, plans, budgets and rules to provide safe and
secure market infrastructure, adequate amenities and
services with transparent revenue generation and
expenditures.
Indicator 1.1: Number of local governments that have
formalised partnerships with organised groups/market
vendor associations that represent the interests of
women market vendors.
55
1.1 Monitoring records; quantitative survey,
representation assessed via internal
assessments, key informant interviews, focus
group discussions and evaluation
UN Women Strategic Plan 2014-2017
Outcome 2.1: National plans,
legislation, policies, strategies, budgets
and justice mechanisms adopted and
Results
legislation, policies,
strategies, budgets
and justice
mechanisms
adopted and
implemented to
strengthen women’s
economic
empowerment
marketplace groups
are created and grow,
contributing to
gender, social and
economic
advancement, the
elimination of
gender-based
discrimination and
violence, and
expanded economic
opportunities for
women
Indicators
Means of Verification/Data Collection
Baseline: Only Suva City Council has such an
arrangement as per survey carried out in 2013.
Target: At least 14 Local Governments formalise
partnerships with vendors associations/organised
groups that represent the interest of women market
vendors
Indicator 1.2: Proportion of organised groups/market
vendors association who are assessed to be responsive
and accountable to their members
Baseline: To be determined upon survey 2014
Target: At least 80% of organised groups are assessed
to be responsive and accountable to their members
Indicator 1.3: Number of lessons learnt / best
practises on governance of market vendors association
that are shared with market vendors association and
local governments for informed decision making.
Risks or Assumptions
implemented to strengthen women’s
1.2. Key informant interviews with group
economic empowerment
leadership; key informant interviews with
local authorities; review of minutes and other
documents; case studies; key informant
interviews with ministry of local government
personnel; focus group discussions with
group leadership; evaluation. Gender
disaggregated, disaggregated by other socioeconomic factors as well; survey to be carried
out
1.3 Monitoring records of production and
distributions ; knowledge management
products including letters supporting this
initiative
Baseline: To be determined from 2014 survey
Target: At least 1 Knowledge Product is produced and
disseminated widely.
Output 1.1. Rural and urban women market
vendors are knowledgeable of, and able to
collectively claim their rights through active
participation and leadership in, vendors
groups and other means of effective,
collective actions for market improvements
Indicator 1.1.1: Level of participation in the
consultative processes for decision making
1.1.1 Monitoring records. Quantitative
survey, Gender disaggregated, disaggregated
by other socio-economic factors as well
Baseline: To be determined upon survey 2014
Target: Association/ committees have representatives
from all groups within the markets (ethnicity
age/sex/locality etc) by end of 2014; 80% of market
vendors participating in the biannual association
meetings by 2017; All of these constitutions elaborate
56
1.1.2 Monitoring records. Gender
disaggregated, disaggregated by other socioeconomic factors as well
Risk of capture by better off market
vendors who do not represent the interests
of all groups. Assumption is that this will
be dealt with effectively as part of the
programme
Risk that marketplace organisations will
not serve the functions intended
Assumption that market vendors will see
Results
Indicators
Means of Verification/Data Collection
the required quorum for decision making of the
association committee meeting.; at least one
consultative activity is undertaken in all project market
site in each quarter of the year.
Indicator 1.1.2: Number of organised groups in
marketplaces reached with a toolkit focused on
strengthening groups and their operations
Baseline: Toolkit workshop carried out in 2 market
places in 2013 reaching to organised groups in market
places
Target: Toolkit training is conducted with organised
groups in markets at all project sites within 2014 of
project rollout.; by 2015 an induction pamphlet/notice
board on the rights of the vendors is designed by the
association committees and provided and readily
accessible for vendors at the market sites.; 2016refresher workshop conducted by the association
committee members for new committee members;
2017 is revised with the lessons learnt across market
sites and given to the committee as a manual for future
reference and given to local government for replication
into other market sites
Indicative Activities
Activity 1.1.1 Work with vendors
organizations that do not have any established
accountability mechanisms to develop TOR,
codes of conducts, or relevant documents to
guide the purpose and role of their
organization (Marobe).
Activity 1.1.2 In selected intervention sites
where markets vendors associations do not
exist or have weak governance systems or
57
Risks or Assumptions
the value of working collectively, and will
be interested in and committed to doing so
Results
Indicators
Means of Verification/Data Collection
gender equitable representation and
participation (Marobe, Luganville), establish
linkages with other organized vendors
associations that are champions in women’s
leadership (Ring Road Markets) and develop
a skills transfer and exchange initiative to
promote skills exchange and adaptation of
good practices.
Activity 1.1.3 Assess the extent to which
organized groups have access to dialogue
with City Councils or local level governments
to voice concerns. Assess the extent to which
this dialogue includes women equally to men.
Activity 1.1.4 Establish mechanisms with
women market vendors and vendors
associations to promote leadership that is
gender equitable and ensures women have
equal to opportunity to participate as leaders
in the organizations.
Activity 1.1.5 Ensure vendors associations
have structures that incentivize membership
including but not limited to access to
financial services, micro lending schemes,
eco-tourism programmes in their market,
south-south exchanges and learning
opportunities, etc.
Activity 1.1.6 Carry out an assessment and
ensure principles of gender equality,
participation and transparency are
incorporated into existing vendors’
organizations that have TOR, constitutions or
established mechanisms (Port Vila &
Luganville).
58
Risks or Assumptions
Results
Indicators
Means of Verification/Data Collection
Activity 1.1.7 Where required, provides
additional leadership training to women
market vendors to support good management,
effective advocacy and participation.
Activity 1.1.8 Assist markets management,
local government authorities and markets
vendors associations to establish mechanisms
to dialogue, raise concerns, and ensure
markets are safe, inclusive and efficiently
run.
Output 1.2. Groups with proportional
leadership by sex and provisions of different
kind of vendors and membership are
knowledgeable of market bylaws, policies,
plans, budgets, and decision-making
processes of market management and
governance
Indicator 1.2.1: Number of consultative meetings
between City/Town Councils, Market
Managers/masters and vendor association members
with regards to market-bylaws, policies, plans, budgets
and decision making processes of market management
and governance
Baseline: In Fiji: 9 Sub-committees for Council are
meeting every month. However, this meetings do not
have representatives of the vendors
Baseline in Vanuatu and Solomon Islands: TBD
Target: For Fiji, By 2015 the subcommittee meetings
will have an established practise of having
representation of vendors in at least one meeting in
each quarter with members of the sub-committee prior
to Council’s end of quarter meeting.
For Vanuatu & Solomon Islands: to be finalised upon
determining baseline but at least by 2015, regular
meetings between 3 parties should be an established
practise.
Indicative Activities
Activity 1.2.1 Ensure rules/By-laws are
59
1.2.1 Monitoring records; focus group
discussions; minutes of meetings, Rapid
Quantitative survey
Risks or Assumptions
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
drawn up are revised in a consultative manner
and with participation from women market
vendors, and vendors can provide inputs and
ensure market regulations fit their needs and
promote a healthy, safe and inclusive
environment.
Activity 1.2.2 Assist local government
authorities and market management to
develop systems that will allow them to
enforce market rules/by-laws.
Activity 1.2.3 Facilitate the formation and
establishment of committees that enable
dialogue between stakeholders for market
place governance and decision making.
Output 1.3. Groups are accountable to their
members, and local governments are
accountable to agreements made with
organised groups in marketplaces
Indicator 1.3.1: Proportion of market group leaders
who are felt by their members to display both
commitment and capacity to getting things done in the
interests of their groups
Baseline: To be determined by survey in 2014
Target: At least 70% of project sites enter into
agreement organised group members respond positively
on the performance of their market group leaders within
the first 2 years of project rollout and the remainder
30% enter into agreement by the 3rd year of project
rollout.
Indicator1.3.2: Proportion of local governments with
organised group agreements who are able to
demonstrate implementation/revision of bylaws
Baseline: To be determined by survey in 2014
Target: By 2014 at least 30 % of agreements between
60
1.3.1 Review of minutes; rapid quantitative
survey, observations data collection; key
informant interviews with association
leadership; key informant interviews with
association members; focus group discussions
with association members; review of budgets.
Gender disaggregated, disaggregated by other
socio-economic factors as well
1.3.2 Key informant interviews with group
leadership; key information interviews with
local authorities; case studies
Even if they are accountable, risk that
local authorities will not have the power
to implement agreements
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
the local authorities/market management and the market
vendors associations are followed through consistently.
From 2015 a 5% increase in the number of agreements
followed through consistently.
Indicative Activities
Activity 1.3.1 Develop processes, checklists,
or the tools necessary to ensure markets
management is able to enforce by-laws in the
market to make it a safe, inclusive and
sustainable.
Activity 1.3.2 Develop a yearly assessment
of performance and level of satisfaction of
vendors association members, local council,
market management with vendors association
leaders
Activity 1.3.3 Develop support initiatives to
address issues of accountability and
participation amongst market vendors
associations if not already addressed through
the constitutions, TOR, or other mechanisms.
Activity 1.3.4 Explore opportunities for
replication of the remaining markets and
formalizing partnerships with relevant
authorities
UN Women
Strategic Plan 20142017 Outcome 2.2:
Women’s
sustainable livelihoods enhanced by
gender-responsive
M4C PROJECT
Outcome 2:
Improved socioeconomic security of
women market
vendors
Indicator 2.1: Proportion of market vendors in Project
targeted locations who have been provided with some
form of training and practice some form of record
keeping that assists in improving their socio economic
security
Baseline: To be determined by survey in 2014
61
2.1 Baseline, midline and impact assessment
surveys; monitoring records
2.2 Council revenue records, key informant
interviews; monitoring records
UN Women Strategic Plan 2014-2017
Outcome 2.2: Women’s sustainable
liveli-hoods enhanced by genderresponsive services and access and
control over means of production and
resources
Results
services and access
and control over
means of
production and
resources
Indicators
Means of Verification/Data Collection
Target: By the end of 2014 at least 1 such training is
provided in each project targeted location that assists
market vendors with improving their socio economic
security
Risks or Assumptions
2.3 Monitoring records; knowledge
management products
Indicator 2.2: Number of project targeted locations
that have provided access for market vendors on
services such as to commercial banks (savings scheme)
Baseline: To be determined by survey 2014
Target: By the end of 2014 at least 3 project targeted
sites have made arrangements with commercial banks
for opening of new bank accounts for market vendors
and by the year 2015 at least 80% of project targeted
sites have made similar progress
Output 2.1: Market vendors lives improved
due to strengthened financial competencies
and record keeping so that they can better
leverage business and financial access
opportunities
Indicator2.1.1 Number of trainings provided to market
vendors on business management skills, financial
literacy and record keeping
Baseline: To be determined from UNDP’s baseline
assessment 2014
Target : At least 1training on business management
skill, financial literacy and record keeping is conducted
and followed through with market vendors at each
project site by 2015 that leads to market vendors taking
some form of record keeping of their financials
Indicator 2.1.2. Percentage of market vendors who
use their own mobile phones and other IT services
made available for better access to information and
leverage of business including access to internet and
mobile for banking and payments e.g. paying bills,
school fees, insurance premiums and remittances.
Baseline: To be determined by survey 2014
62
2.1.1 Monitoring records
Other barriers to finance, especially in the
commercial banking sector, constraint
supply
2.1.2 Baseline survey and annual assessments
Costs of lending is too high for market
vendors
Results
Indicators
Means of Verification/Data Collection
Target: At least 30 % of market vendors use their
mobile phones and or IT services made available for
internet services, banking services and payments by
2017
Activity 2.1.1 Conduct a training needs
assessment to ascertain the number of
vendors to be trained and the type of training
required.
Activity 2.1.2 Engage appropriate training
service providers based on the training needs
identified.
Activity 2.1.3 Deliver appropriate training
using as far as possible existing resources and
service providers; alternatively develop and
deliver required training.
Activity 2.1.4 Mentor and monitor training
recipients to ensure application of newly
applied skills to their business and the
management of household income (including
from market activities).
Output 2.2: Increased access to financial and
social services including access to savings,
credit, payments, micro insurance and
livelihood protection of market vendors
Indicator 2.2.1: Percentage of market vendors ( from
project sites) accessing credit, savings and insurance
schemes
Baseline: To be determined by survey 2014
Target: At least 50 % of the market vendors from each
market project sites have access to credit ,savings and
insurance schemes by 2017; at least 70% of market
vendors from each market project sites have access to
credit and savings schemes by 2019.
63
2.2.1 Baseline and impact surveys,
monitoring records
Risks or Assumptions
Results
Indicators
Means of Verification/Data Collection
Activity 2.2.1 Conduct assessment to create
baseline on the proportion of market vendors
that do not access to credit, savings, and
insurance schemes.
Activity 2.2.2 Mobilise partnerships with
service providers based on the assessment
findings.
Activity 2.2.3 In partnership with Ministry of
Health, NGOs, CBOs & FBOs advocate and
raise awareness on NCDs and reproductive
health rights.
Output 2.3: Improved market vendor
business and leadership skills to advance
economic security and rights
Indicator: Number of trainings provided to market
vendors on business and leadership skills
Baseline: To be determined by UNDP’s baseline
assessment in 2014
Target: At least 1 training provided at all market sites
Activity 2.3.1 Conduct a training needs
assessment to ascertain the number of
vendors to be trained and the type of training
required (refer to output 2.1).
Activity 2.3.2 Develop a leadership and
mentoring programme for women market
vendors (targeting a voice for women on the
market management board).
Activity 2.3.3 Identify and mentor a local
champion to advocate for the security and
rights of women market vendors.
Activity 2.3.4 Develop and implement an
advocacy and awareness raising programme
64
2.3.1 Baseline and impact surveys,
monitoring records
Risks or Assumptions
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
for the security and rights of women market
vendors.
Output 2.4: Interventions made which lead
to increased productivity and incomes for
farmers and market vendors
Indicator 2.4.1: Proportion of market vendors trained
in production, agricultural production and value adding
2.4.1 Baseline and impact surveys,
monitoring records
Baseline: To be determined by survey 2014
Target: At least 50 % of the market vendors from each
project sites are trained in production, agricultural
production and value adding which leads to increased
productivity and income for farmers and market
vendors
Indicative Activities
Activity 2.4.1 Partnerships developed with
department of agriculture, relevant local and
regional research and development
institutions e.g. SPC, CDI, PARDI, MDF etc.
to undertake value adding and supply chain
analysis and deliver training.
Activity 2.4.2 Awareness campaigns to
promote consumption of local healthy foods.
Activity 2.4.3 Broker agreement between
hoteliers/food outlets and market vendors for
developing the supply chain of local produce.
Activity 2.4.4 Conduct a market survey to
determine handicrafts and other tourism
products that could be developed.
Output 2.5: Access to Knowledge
Management platforms for increased SouthSouth Exchange, learning and business
management
Indicator 2.5.1: Number of knowledge products
developed from lessons learnt / best practices on
financial literacy, improving the supply chain,
commercial bank ventures for market vendors etc and
shared widely with all stakeholders and partners
65
2.5.1 Market surveys and key informant
interviews
Available technical expertise is available
at P4 level to provide advice on queries
posted on the knowledge management
platform
Indicators
Results
Means of Verification/Data Collection
Risks or Assumptions
Baseline: 10 knowledge products developed
Target: At least one knowledge product is produced by
each project site annually and disseminated.
Indicative Activities
Activity 2.5.1 Connect parties e.g.
Consultants partners, market vendors etc. to
knowledge management platform to facilitate
access to knowledge sharing.
Activity 2.5.2 Provide inputs to knowledge
management, expert on lessons learned,
success stories and best practices.
UN Women
Strategic Plan 20142017 Outcome 2.1:
National plans,
legislation, policies,
strategies, budgets
and justice
mechanisms
adopted and
implemented to
strengthen women’s
economic
empowerment
M4C PROJECT
Outcome 3: Local
governments and
market management
are gender
responsive, effective
and accountable to
women market
vendor needs
Output 3.1: Local government and market
management have increased commitment and
capacity to draft, adopt, and implement
gender responsive market bylaws, policies,
plans, and budgets for the provision of safe
Indicator 3.1: Number of gender responsive By-laws
implemented and budgets allocated to specifically
address women market vendor needs
3.1 Financial audits; daily records on
revenues collected versus revenues banked;
monthly records on all fees levied on vendors
UN Women Strategic Plan 2014-2017
Outcome 2.1: National plans,
legislation, policies, strategies, budgets
and justice mechanisms adopted and
implemented to strengthen women’s
economic empowerment
3.1.1 Review of budgets; key informant
interviews
Assumes adequate oversight of agencies
in terms of financial management
Baseline: To be determined by an internal review in
2014
Target: At least 14 (1 per market site) gender
responsive By-laws implemented and budgets allocated
to specifically address women market vendor needs
Indicator 3.1.1: Number of local governments that
have drafted revision of their by-laws, policies and or
plans budgets etc
Baseline: Only 1 Council has requested as of 2013
66
Assumes that local authorities have
sufficient independence to implement
Results
and secure market infrastructure, adequate
amenities and services, and transparent
revenue generation and expenditures
Indicators
Means of Verification/Data Collection
(Nausori Town Council)
Target: 2014 Target: In 2014 the project
completes a number of assessments and
carries out consultations that will lay the
ground work initiating gender responsive
requirements for the markets (by laws, safety,
etc.) By 2016 at least 12 Local Councils have either
revised or developed By-law, Policy, plans , or budgets
which are gender responsive
with the remainder
encouraged to do so by 2019
Indicator 3.1.2: Number of local governments that
carry out or seek assistance in carrying out GRB
training for their Council management and Market
management
Baseline: Zero Local Governments have carried out
GRB training through UN Women
Target:In 2014 the project completes a number of
assessments and carry out consultations that will lay the
ground work initiating GRB. )By 2015 at least 1
training on GRB is undertaken by Local Government
and some form of improvement is recorded in annual
budgeting capturing GRB.
Indicative Activities
67
Risks or Assumptions
effective policies without interference
3.1.2 Review of budgets; key informant
interviews, Survey
Results
Indicators
Means of Verification/Data Collection
Activity 3.1.1 In markets managed by local
authorities, carry out an assessment of the
markets management structure at each
intervention site and develop
recommendations for improving market
management governance, accountability, and
transparency.
Activity 3.1.2 Assess need and feasibility of
establishing a sinking fund or other financial
mechanism to assist government or market
management organizations to maintain and
upgrade markets.
Activity 3.1.3 Carry out an assessment of
waste management mechanisms and where
necessary, provide recommendations to
manage waste to promote healthier markets.
Activity 3.1.4 Assessment of safety and
discrimination in the markets that affect
market vendors.
Activity 3.1.5 Carry out an assessment of the
operational costs of the markets (including
staffing, service provision, etc.), the revenue
collected and the funding available and used
for market place maintenance. Develop
recommendations on how to improve market
profitability and utilize resources in further
market improvements and future
sustainability.
Activity 3.1.6 In Luganville, Port Vila and
Ring Road markets where there are existing
bylaws, provide technical assistance for a
consultative process of revision to ensure the
regulations established are adequate to the
68
Risks or Assumptions
Results
Indicators
Means of Verification/Data Collection
situation of the market and that
considerations for safety and inclusivity have
been included.
Activity 3.1.7 In markets where no bylaws
exist (Marobe), provide assistance to form a
consultative committee with local
government, market management and
vendors to develop bylaws that are address
issues in the market and ensure safety and
inclusivity.
Activity 3.1.8 Ensure lessons learned and
cross-market learning takes place from one
intervention site to the next on bylaws and
market rules that have been successful for
other markets.
Activity 3.1.9 Ensure local councils take the
necessary steps to endorse bylaws and make
them official.
Activity 3.1.10 For markets that are run by
community groups (Ring Road markets),
carry out an assessment of expenditures for
maintenance of the premises and develop
recommendations and an implementation
framework in consultation with the vendors
on how to make the market operations more
sustainable and profitable.
Activity 3.1.11 Provide support to market
vendors to implement activities and
recommendations validated and agreed upon
from assessment.
69
Risks or Assumptions
Results
Indicators
Means of Verification/Data Collection
Activity 3.1.12 For markets that do not
operate on a regular basis (Marobe market)
support the local authorities to develop a
management and operations plan for the
planned produce market extension to ensure
the market is profitable and budgets can cover
all operation all costs.
Activity 3.1.13 Based on issues identified
around safety and discrimination, develop
mechanisms of protection linked to
community groups or vendors organizations.
Incorporate a zero tolerance policy into
market by-laws/rules on GBV or gender
based discrimination, where possible connect
with Vanuatu Police on crime reduction
programmes.
Activity 3.1.14 Based on issues identified
around safety and discrimination, develop
mechanisms of protection linked to
community groups or vendors organisations.
Activity 3.1.15 Once GBV and gender based
discrimination issues have been identified in
each market, work with relevant stakeholders
to provide brokering for services and
information for market vendors to be able to
access them.
70
Risks or Assumptions
Indicators
Means of Verification/Data Collection
Risks or Assumptions
Indicator 3.2.1: Number of training provided to market
vendors to make them knowledgeable about market
functions and systems.
3.2.1 Quantitative survey; rapid quantitative
survey, focus group discussions
Assumes that marketplace group members
are well targeted with appropriate
materials consistent with levels of literacy
and numeracy
Results
Output 3.2: Local governments and market
management provide rural and urban women
market vendors with relevant information on
their functions, systems, actions, and
decisions around market governance
i.
Quantitative survey; focus group
discussions
ii.
Monitoring reports to establish
numbers; reviews to establish
effectiveness of gender-responsive
approach; special reports
Baseline: UNDP has provided training in 3 market
project sites as of 2013
Target: At least 1 training per each project site is
undertaken by end of project term
Indicator 3.2.2: Number of local government staff
who have received training on gender responsive
market governance
Baseline: No training has been carried out by UN
Women on Gender responsive market governance
Target: At least 1 training workshop is undertaken at
each project site for market/ council management on
gender responsive market governance which leads to at
least 3 local governments having timely meeting with
market vendors on improvement mechanisms with
current functions, systems and decisions
Indicator 3.2.3 Number of knowledge products
developed on Market By-laws, rules, regulations and
policies that are shared with market and Council
management for informed decision making
Baseline: 0
Target: At least 1 Knowledge Product per market site
is produced and disseminated widely.
71
Indicators
Means of Verification/Data Collection
Indicator 3.3.1: Gender-responsive budgeting training
workshop for Local Government.
3.3.1 Monitoring reports to establish
numbers; reviews to establish effectiveness of
gender-responsive approach; special reports
Results
Risks or Assumptions
Indicative Activities
Activity 3.2.1 Develop mechanisms and tools
by which local authorities are able to inform
market vendors what their functions, systems,
actions and decisions around market place
governance are.
Activity 3.2.2 Develop mechanisms and tools
by which women market vendors can provide
feedback, concerns and participate in decision
making about market place management,
improvement and redevelopments (possible a
Steering Committee of relevant stakeholders).
Activity 3.2.3 Develop an information
dissemination strategy to reach urban and
rural market vendors and provide them with
relevant information about market place
processes, mechanism and structures.
Activity 3.2.4 Explore opportunities for
replication of the remaining markets and
formalising partnerships with relevant
authorities.
Output 3.3: Local governments and market
management are knowledgeable on the
principles and implementation of genderresponsive budgeting and broader gender
principles reflected in national gender
policies and international agreed protocols
(e.g., CEDAW, MDGs)
Baseline : No GRB training has been provided by UN
3.3.2 Council revenue records, key informant
interviews
Women as of 2013
Target: At least 1 GRB training is provided to all
Local Governments of the project sites by the end of
year 2016 which leads to at least 3 local governments to
adopt GRB
Indicator 3.3.2 Percentage of market place
maintenance budget that is earmarked for gender
72
Lack of full understanding of genderresponsiveness by various actors
Political issues do not negatively affect
operations of local government
Indicators
Results
Means of Verification/Data Collection
Risks or Assumptions
friendly facilities
Baseline: To be determined by a desk review in 2014
Target: By 2019 100% of the maintenance budget is
gender responsive.
Indicative Activities
Activity 3.3.1 In markets run by local
government, carry out an assessment of
creative mechanisms to ensure stall fees are
fair and transparent and that all revenue
collected is banked into the relevant
government account.
Activity 3.3.2 Provide support to local
governments (in markets run by councils) and
to market vendors associations (in markets
run by vendors) to develop a mechanism by
which portions of the revenue collected get
continuously reinvested into market
maintenance, development and operations.
Activity 3.3.3 Carry out Gender Responsive
Budgeting training with government
counterparts.
Activity 3.3.4 Provide technical assistance to
ensure GRB is taken into consideration in
yearly budgeting and planning processes.
UN Women
M4C PROJECT
Strategic Plan 2014- Outcome 4:
Physical
2017 Outcome 2.1:
infrastructure and
National plans,
operating systems
legislation, policies,
are improved to
strategies, budgets
make markets more
and justice
Indicator 4.1 Number of marketplaces with genderresponsive infrastructure that meet the health, safety,
universal access (disability inclusive design) and
convenience needs of women market vendors
Baseline: SOI – Honiara Central Market sanitation
facility upgrade, Vanuatu – New fresh produce market
73
4.1 Monitoring records; progress reports;
annual reports
4.2 Monitoring records; knowledge
management products
UN Women Strategic Plan 2014-2017
Outcome 2.1: National plans,
legislation, policies, strategies, budgets
and justice mechanisms adopted and
implemented to strengthen women’s
economic empowerment
Results
mechanisms
adopted and
implemented to
strengthen women’s
economic
empowerment
sustainable, resilient
to disaster risks and
climate change, safer
and more accessible
Indicators
Means of Verification/Data Collection
infrastructure constructed at Marobe market, Fiji – 8
markets have invested in market infrastructure upgrade
Suva Market extension of roof structure, Sigatoka
market portable tables and repairs to existing roof of the
market, Nadi market portable tables and benches for
vendors, Lautoka Market resource centre and tables for
the market, Ba Market furnishing of the resource centre,
Rakiraki Market extension and upgrade of sanitation
facilities, Tavua market water storage facility and
upgrading of drainage systems and extension to
Handicraft market as per 2013 small grants
infrastructure initiative.
Target: All project sites under M4C have undertaken
infrastructure projects that address the needs of health,
safety, universal access (disability inclusive design) and
convenience of women market vendors
Output 4.1: Marketplaces reached by the
Project are resilient to disaster risks,
including climate change
Indicator 4.1.1 Number of marketplaces that have
undertaken infrastructure improvement projects that
meet in-country infrastructure/ environmental standards
Baseline: Solomon Islands Honiara Market site has
undertaken an EIA in 2013 and the rest of the project
sites to be determined by survey in 2014
Target: All markets under the m4c project identifies
measures to increase resilience for the disasters
common to the area
Indicative Activities
Activity 4.1.1 Support strengthening national
capacity in Vulnerability and Adaptation
Assessment for M4C project purposes.
Activity 4.1.2 In consultation with market
vendors carry out an assessment to current
74
4.1.1 Monitoring records; site assessment
reports; independent verification submissions;
records of infrastructure failure and response
to problems
Risks or Assumptions
Results
Indicators
Means of Verification/Data Collection
problems with climate and weather that an
impact in the effective running in the market;
incorporate recommendations for disaster
resilience and climate change into market
plans. Assessment will include analysis of
impacts and disaster resilience (current sewer,
water and sanitation systems).
Activity 4.1.3 Establish linkages between
Disaster Risk Reduction programmes from
UN Women, UNDP and other partners and
the Markets for Development project to
utilize the markets as centres for information
dissemination on disaster preparedness and
response with market vendors.
Output 4.2: Marketplace physical
infrastructure promotes safety and access
Indicator 4.2.1 Number of marketplaces with improved
universal access, gender responsive facilities that meets
the needs of the women market vendors.
Baseline: Seven market sites in Fiji, 1 market site in
Vanuatu and1 market site in Solomon Islands have
improved market place infrastructure(addition of water,
segregated sanitation and ablution blocks, extension of
overhead shelter) with the funding assistance by UN
Women in 2013
Target: All market sites have undertaken infrastructure
improvement that promotes universal access and gender
responsive facilities by 2018
Indicator: All market project sites have adopted and
implemented a sound, adequately resourced annual
maintenance plans for market infrastructure and
facilities
Baseline: To be determined by survey in 2014
75
4.2.1 Quantitative survey; focus group
discussions, key informant interviews
Risks or Assumptions
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
Target: All market project sites under M4C has an
allocation in their annual budget and planned activities
identified for Market maintenance on an annual basis.
Indicative Activities
Activity 4.2.1 Carry out an assessment
(utilizing checklist developed) of identified
issues at the selected markets that hinder
safety and access for all vendors.
Activity 4.2.2 Where relevant, carries out
assessment on vendors requiring
accommodation to access the market and
their needs for sanitation facilities and
dormitories.
Activity 4.2.3 Carry out an assessment for
women and children’s needs in the markets
including childcare and nursing facilities
Activity 4.2.4 Develop a plan for
infrastructure/facilities
improvement
or
development to ensure facilities require exist
and are accessible to people with disabilities,
addresses childcare issues and is safe for
women and girls.
Activity 4.2.5 Develop and/or refurbish
market facilities as per the identified needs in
each market.
Activity 4.2.6 On going oversight of
infrastructure works
Project Knowledge Management Goal
To devote specific attention to knowledge management and the development and distribution of knowledge management products that contribute to the sustainability of M4C
PROJECT outcomes, and that contribute to the international body of literature that will inform best practices worldwide
76
77
Annex A: Risk Assessment
There are several risks to the M4C PROJECT achieving its outcomes. Key risks to programme success include
organisational, financial and design-related risks. The table below summarises these risks, their severity and
probability, as well as mitigating strategies.
P-Political
E-Economic
L-Legal
EV-Environmental
Probability Key
High (H) – 90% Probability of risk
being realised.
risk being realised.
Low (L) – 50% Probability of risk
3
4
5
6
7
S-Security
O-Operational
F-Financial
D – Development
Severity Key
High (H) - Critical Path Risk. If realised the resulting issue would immediately impact cost / programme
Medium (M) – If realised the resulting issue would cause slippages in deliverable release dates but
would have an immediate effect on overall cost /programme delivery dates.
Low (L) – If realised the resulting issue would not impact delivery dates but could impact the quality of
Unclear division of responsibilities
between SRO, country office, M4C
PROJECT implementation team local partners confused and do not
commit to programme, conflicts in
roles impede ownership and
commitment.
Insufficient organisational capacity
within UN Women; cannot
strategically lead M4C PROJECT in
Vanuatu.
Vacant positions and/or
insufficient capacity of local
government to partner on the
programme, commitment not
sustained.
Proposed Mitigation Strategy
Organization
Severity
Description
Probability
deliverables.
Type
Log No
being realised.
2
T-Technological
delivery dates.
Medium (M) – 60% Probability of
1
SO-Social
O
Regular communications to agree on
approaches, clearly defined TORs and
supervisory relationships/reporting
requirements adhered to by managers.
Management arrangements decided
and clarified with all parties.
M
L
UN Women
O
All required staff included in project
management arrangements. Staff to
be recruited before programme starts.
H
L
UN Women
SO
TORs explicitly include training
counterpart staff. SI government
partners nominate counterpart staff
annually as condition of support. If
no staff available, UN Women to
fund market operations coordinator
until market revenue is sufficient to
pay for required staff.
M4C PROJECT Management Team to
closely monitor spending. HACT
principles will be used to do cash
transfers to implementing partners.
H
H
UN
M4C
H
Local partners have weak financial
management systems and
programme funds used for
unauthorised activities.
F
Policies and protections for
working with poor and vulnerable
groups do not exist or are not
enforced, main programme
beneficiaries are elites and/or
connected to government staff.
Stakeholders do not identify or
prioritise gender-responsive market
reform initiatives and status quo is
maintained.
SO
Contractors do not have necessary
expertise or capacity to deliver to
an acceptable standard.
O
SO
PROJECT Management Team will
provide technical assistance and
support throughout the six years of
implementation and therefore will
ensure project engages with all
relevant beneficiaries.
Targeted gender-sensitisation training
developed and implemented with
relevant stakeholders.
Women/Responsible
Parties
H
M
UN
Women/Responsible
Parties
M
UN
Women/Responsible
Parties
H
L
UN
Women/Responsible
Parties
Activities designed and bundled to
potentially attract qualified experts.
Proactive advertisement; international
78
H
L
UN
Women/Responsible
and through regional networks.
8
9
Funding paid in advance to
partners is misappropriated and
funds are insufficient to complete
the programme.
P&F
Funds used for non-specified
purposes.
P&F
Funds administered through
dedicated account with independent
audit. Project manager monitoring
expenditures on a regular basis and
reporting to the sub-regional office.
Funds administered through
dedicated account with independent
audit.
Parties
H
L
UN
Women/Responsible
Parties
H
L
UN
Women/Responsible
Parties
10
11
12
13
14
15
16
17
18
Programme resource requirements
change.
F
Programme not well aligned with
other donors.
D
Programme advisors are capacity
substitutes and sustainability not
evident.
SO
New approaches, including
technologies, launched without
sufficient identification of risks.
O&T
Not sufficiently prioritised or
insufficient to guide decisionmaking for local level government
and M4C PROJECT team.
P
Formative, midterm, impact
assessments and evaluations are
seen as external consultants/UN
reports and not credible or
implemented.
Barriers to women vendors
mobilising are excessively high.
D
Stakeholders and beneficiaries do
not see value in prioritising green
initiatives for the market.
Capacities and understanding of
disaster risk reduction is limited
and not prioritised by local
government.
Tailor scope of Market Development
Strategy and Plans to available
budget and identify sources of funds
for priority projects/activities. In
depth assessments and costings to be
done in the earlier stages of the
programme to identify additional
funding needs.
Review with donors prior to
finalisation. Donors to become
partners of the project.
M
Agree on a phase-out process for all
TA in partnership agreement.
H
Ensure use of international best
practice adapted to Vanuatu context.
Utilise lessons learned and southsouth exchanges to address identified
risks and challenges.
Detailed monitoring plan prepared
and agreed on by all partners as part
of inception phase.
H
M
UN
Women/Responsible
Parties
M
L
UN Women/Donor
partners
M
UN Women and
Responsible Parties
M
UN
Women/Responsible
Parties Partners
H
L
UN
Women/Responsible
Parties
SO
EV
EV
Assessments and evaluations to be
implemented and aligned in a manner
that can be measured at timely
intervals during the project life.
H
M4C
H
PROJECT designed to reduce
barriers to participation of women
through targeted training,
communications strategies, advocacy
and establishment of international
networks.
Awareness and targeted training to be
developed on benefits and importance
of green and sustainable initiatives in
the market and the benefits to the
community.
Awareness and training carried out on
the risks of manmade and natural
disasters being faced in the Vanuatu
and sharing of experiences of success
stories for disaster preparedness in
other places.
79
L
UN
Women/Responsible
Parties
L
UN
Women/Responsible
Parties
M
L
UN
Women/Responsible
Parties
M
L
UN
Women/Responsible
Parties
Annex B: Budget Summary
VANUATU - 6 Year Budget Summary
EXPECTED RESULTS
OUTCOME 1
Outcome 1: Inclusive,
effective and representative
marketplace groups are
created and grow,
contributing to gender, social
and economic advancement,
the elimination of genderbased discrimination and
violence, and expanded
economic opportunities for
women
Output 1.1. Rural and urban
women market vendors are
knowledgeable of, and able
to collectively claim their
rights through active
participation and leadership
in, vendors groups and other
means of effective, collective
actions for market
improvements
BUDGET –
2013-2019
TOTAL
OUTCOME 1
$153,000.00
$88,000.00
EXPECTED
RESULTS
OUTCOME 2
Outcome 2:
Improved socioeconomic
security and
rights of market
vendors,
especially
women market
vendors
Output 2.1:
Improved
livelihoods of
market vendors
through
strengthened
financial
competencies
and record
keeping so that
they can better
leverage
business and
financial access
opportunities
BUDGET 20132019
TOTAL
OUTCOME 2
EXPECTED
RESULTS
OUTCOME 3
Outcome 3: Local
governments and
market management
are gender
responsive, effective
and accountable to
women market
vendor needs
$182,000.00
Output 3.1: Local
government and
market management
have increased
commitment and
capacity to draft,
adopt, and implement
gender responsive
market bylaws,
policies, plans, and
budgets for the
provision of safe and
secure market
infrastructure,
adequate amenities
and services, and
transparent revenue
generation and
$76,000.00
80
BUDGET 20132019
TOTAL
OUTCOME 3
$192,000.00
EXPECTED
RESULTS
OUTCOME 4
Outcome 4: Physical
infrastructure and
operating systems
improved to make
markets more
sustainable, resilient to
disaster risks and
climate change, safer,
and more accessible
BUDGET 20132019
TOTAL
OUTCOME 4
$668,000.00
Output 4.1:
Marketplaces reached
by the Project are
resilient to disaster
risks, including
climate change
$114,000.00
$58,000.00
$0.00
expenditures
ACTIVITIES
3.1.1
$0.00
ACTIVITIES
4.1.1
$10,000.00
2.1.2
$3,000.00
3.1.2
$0.00
4.1.2
$40,000.00
$0.00
2.1.3
$58,000.00
3.1.3
$0.00
4.1.3
$8,000.00
1.1.4
$10,000.00
2.1.4
$15,000.00
3.1.4
$0.00
1.1.5
$20,000.00
3.1.5
$0.00
1.1.6
$0.00
3.1.6
$11,000.00
1.1.7
$10,000.00
3.1.7
$8,000.00
1.1.8
$17,000.00
3.1.8
$10,000.00
3.1.9
$12,000.00
3.1.10
$0.00
3.1.11
$17,000.00
3.1.12
$7,000.00
3.1.13
$21,000.00
3.1.14
$24,000.00
3.1.15
$4,000.00
ACTIVITIES
1.1.1
$25,000.00
ACTIVITES
2.1.1
1.1.2
$6,000.00
1.1.3
Output 1.2. Groups with
proportional leadership by
sex and provisions of
different kind of vendors and
membership are
knowledgeable of market
bylaws, policies, plans,
Output 3.2: Local
governments and
market management
provide rural and
urban women market
vendors with relevant
information on their
Output 2.2:
Increased access
to financial and
social services
including access
to savings,
credit, payments,
81
Output 4.2:
Marketplace physical
infrastructure
promotes safety and
access
budgets, and decision-making
processes of market
management and governance
micro insurance
and livelihood
protection of
market vendors
$30,000.00
ACTIVITIES
1.2.1
$46,000.00
$12,000.00
ACTIVITIES
2.2.1
1.2.2
$9,000.00
1.2.3
$9,000.00
Output 1.3. Groups are
accountable to their
members, and local
authorities are accountable to
agreements made with
organised groups in
marketplaces
1.3.2
$36,000.00
$0.00
ACTIVITIES
3.2.1
2.2.2
$25,000.00
2.2.3
$21,000.00
$15,000.00
$0.00
3.2.2
$6,000.00
4.2.2
$0.00
3.2.3
$10,000.00
4.2.3
$0.00
3.2.4
$5,000.00
4.2.4
$70,000.00
4.2.5
$510,000.00
4.2.6
$30,000.00
$9,000.00
ACTIVITIES
2.3.1
$0.00
$5,000.00
2.3.2
$0.00
3.3.2
$0.00
82
$610,000.00
ACTIVITIES
4.2.1
Output 3.3: Local
governments and
market management
are accountable and
committed to the
principles and
implementation of
gender-responsive
budgeting and
broader gender
principles reflected in
national gender
policies and
international agreed
protocols (e.g.,
CEDAW, MDGs)
ACTIVITIES
3.3.1
Output 2.3:
Improved market
vendor business
and leadership
skills to advance
economic
security and
rights
$35,000.00
ACTIVITIES
1.3.1
functions, systems,
actions, and decisions
around market
governance
$42,000.00
$0.00
$20,000.00
1.3.3
$2,000.00
2.3.3
$0.00
3.3.3
$15,000.00
1.3.4
$12,000.00
2.3.4
$0.00
3.3.4
$7,000.00
1.3.5
$7,000.00
Output 2.4:
Interventions to
increase
productivity and
incomes for
farmers and
market vendors
ACTIVITIES
2.4.1
$60,000.00
$35,000.00
2.4.2
$15,000.00
2.4.3
$0.00
2.4.4
Output 2.5:
Access to
knowledge
management
platforms for
increased southsouth exchange,
learning and
business
management
ACTIVITIES
2.5.1
$10,000.00
2.5.2
$0.00
$0.00
$0.00
83
Summary for Markets 4 Change Consolidated - Vanuatu 2013 to 2019
Key Outcomes
Outcome 1
Total
Inclusive, effective and representative marketplace groups are created and grow, contributing to
gender, social and economic advancement, the elimination of gender-based discrimination and
violence, and expanded economic opportunities for women
153,000.00
Outcome 2
Improved socio-economic security and rights of market vendors, especially women market
vendors
182,000.00
Outcome 3
Local governments and market management are gender responsive, effective and accountable to
women market vendor needs
192,000.00
Outcome 4
Physical infrastructure and operating systems improved to make markets more sustainable,
resilient to disaster risks and climate change, safer, and more accessible
668,000.00
Total
1,195,000.00
PROGRAMME Staff Cost
1
Regional Knowledge Management (Staff/Consultant)
180,000.00
2
Regional Infrastructure Engineer
Project Manager International
288,000.00
3
4
5
6
1,020,000.00
National Project Coordinator
348,000.00
Communications & Monitoring Officer
232,000.00
Markets Management & Operations Coordinator
60,000.00
Total
2,128,000.00
Other Programme Cost
1
Communications & Advocacy
59,500.00
2
Knowledge Management, Monitoring, Evaluation and Learning
473,000.00
3
Monitoring of Project
14,190.00
84
4
Evaluation of Project
63,000.00
5
Operating Cost
121,200.00
TOTAL
730,890.00
Total Programmable Funds
4,053,890.00
8 % Support Cost
300,311.20
Add Total funding Available
300,000.00
Total Project Budget
4,654,201.20
Funding to be Raised (Total Project Budget less Total Funding Available)
4,354,201.20
85