commonwealth secretariat strategic...
TRANSCRIPT
-
Strategic Plan
CommonwealthSecretariatStrategic Plan2013/14 - 2016/17
-
Commonwealth Secretariat Strategic Plan
2013/14 2016/17
Approved by the
Commonwealth Secretariat Board of Governors
23 May 2013
-
4 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
Contents
Acronyms and Abbreviations 5
Executive Summary 7
Message from the Chair, Board of Governors 9
Foreword by the Secretary-General 10
1. Introduction 13
2. Context: Challenges and Opportunities 18
3. Strategic Results Framework (SRF) 21
3.1 Strategic and intermediate outcomes 22
3.2 Enabling outcomes 31
3.3 Internal outcomes 33
4. Monitoring, Evaluation and Reporting Framework 36
5. Collaboration with Commonwealth Organisations 37
6. Moving Forward 40
Annexes
Annex I Strategic Plan Development Consultative Process 43
Annex II Evaluation Studies (20082012) 44
Annex III Strategic Results Framework 45
Diagrams
Diagram 1 Strategic Overview 16
Tables
Table I Monitoring, Evaluation and Reporting Framework 38
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 5
Acronyms and Abbreviations
AOSIS Alliance of Small Island States
APEC Asia-PacificEconomicCooperation
ARTEMIS ActivityResultsTrackingandExpenditureManagement Information System
AU African Union
BoG Board of Governors
CARICOM Caribbean Community
CBC Commonwealth Business Council
CEN CommonwealthElectoralNetwork
CHOGM Commonwealth Heads of Government Meeting
CMAG Commonwealth Ministerial Action Group
CoL Commonwealth of Learning
CPP Civil Paths to Peace
EPG EminentPersonsGroup
EU EuropeanUnion
ExCo ExecutiveCommittee
GDP Gross Domestic Product
HRD Human Resources Division
HLRG High-Level Review Group
ICTs Information and Communication Technologies
IMF International Monetary Fund
IT Information Technology
LDCs Least Developed Countries
-
6 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
MDGs Millennium Development Goals
ME&R Monitoring,EvaluationandReporting
PCP Primary Contact Point
PIFS PacificIslandsForumSecretariat
RBM Results-based Management
SAARC South Asian Association for Regional Cooperation
SIDS Small Island Developing States
SRF Strategic Results Framework
TA technical assistance
UN UnitedNations
UNFCCC UNFrameworkConventiononClimateChange
UNDP UnitedNationsDevelopmentProgramme
UPR Universal Periodic Review
WTO World Trade Organization
YDI YouthDevelopmentIndex
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 7
Executive Summary
The Commonwealth Secretariat is the principal intergovernmental
agency of the Commonwealth The Strategic Plan for the period
2013/14 to 2016/17 has been developed after extensive consultation
with member governments It is more narrowly focussed than
previous plans, as directed by Commonwealth Heads of Government
Nevertheless, it maintains a balance of outcomes and allocation of
effort between the longstanding democracy and development
pillars of the Secretariats work. The plan takes into account agreed
recommendations of the 2011 report of the Eminent Persons Group
(EPG) It also includes the orientation to a strategy to collaborate with
Commonwealth organisations
Theplanreflectsthesharedprioritiesofmembergovernments.These
includethreelonger-termgoalsforthenexteighttotenyears,andsix
strategicoutcomestobepursuedduringthenextfouryears.
The three goals are:
1. Strongdemocracy,ruleoflaw,promotionandprotectionofhuman
rights and respect for diversity;
2. Inclusivegrowthandsustainabledevelopment;and
3. Awell-connectedandnetworkedCommonwealth.
The plan is based on a Strategic Results Framework (SRF), which provides
intermediateoutcomesandindicatorstosupportthesesixstrategic
outcomes:
1. DemocracygreateradherencetoCommonwealthpoliticalvalues
and principles;
2. Publicinstitutionsmoreeffective,efficientandequitablepublic
governance;
3. SocialDevelopmentenhancedpositiveimpactofsocial
development;
4. Youthyouthmoreintegratedandvaluedinpoliticalanddevelopment
processes;
Theplanreflectsthe shared priorities of member governments...Italsoenvisages a number of fundamental changes in the way that the Secretariat deliversitswork...
-
8 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
5. Development:pan-Commonwealthmoreeffectiveframeworksfor
inclusive economic growth and social and sustainable development;
and
6. Development:smallstatesandvulnerablestatesstrengthened
resilienceofsmallstatesandvulnerablestates.
In addition to the strategic and intermediate outcomes, the SRF also
hasthreeenablingoutcomesandfourinternalresultareas.Theenabling
outcomesarethoseresultsthatunderpintheintermediateoutcomes.
Theinternaloutcomes,ontheotherhand,willensureanefficientlyrun
organisation that promotes the delivery of the enabling and intermediate
results.Indicatorsareprovidedagainstwhichtheimpactofthe
Secretariatsworkcanbemeasured.Theplanistobedeliveredunder
aresults-basedmanagement(RBM)approach.
AMonitoring,EvaluationandReporting(ME&R)Frameworkcomplements
the SRF to help the Secretariat monitor and evaluate results, as well as
reportonprogressinachievingtheagreedoutcomes.Theplanwillbe
thesubjectofamid-termreviewin2015.
The plan envisages a reduction in the number of activities currently
undertakenbytheSecretariat.Italsoenvisagesanumberoffundamental
changes in the way that the Secretariat delivers its work, including greater
use of information and communication technologies (ICTs), strategic
partnerships, promotion of collaboration between member states and
brokerage of assistance from elsewhere when the Secretariat itself is
unabletoprovidethis.
Theplanassumesacontinuedzerorealgrowthfinancialclimateandis
basedonthe2012/13budget.ThePlanwillberolledoutfrom1July2013.
Thefirstsixmonthsofthe2013/14financialyeararebeingusedasatime
oftransitiontogiveeffecttothesignificantreductions,narrowingof
focusandotherchangesthatareenvisaged.
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 9
Message from the Chair, Board of Governors
As Chair of the Board of Governors, I am pleased that a consultative
process has been chosen to develop the new Strategic Plan From
meetings with the Secretary-General to briefing sessions on the
discussion paper and the draft plan, the Secretariat has made a
concerted effort to listen to the many voices of its members. This
plan is mindful of the challenging economic pressures of members
It is reform oriented and reflects our collective priorities.
TheplanfocusesontheSecretariatsperceivedstrengths.
It introduces a strategic emphasis on small states, an area in which
theCommonwealthhasconsiderableexpertiseassmallstates
accountformorethanhalfofitsmembership.Italsolookstothe
future, to our youth, and aims to develop our young peoples
contributiontotheCommonwealth.
The plan should result in an enhanced, focussed and results-oriented
organisation, which should facilitate collaboration between its members
andthetransferofportableconceptsandbest-fitsolutionsamong
them.Theexpectedbenefitsoroutcomesshouldbetoassistmember
states to be able to develop good governance and public institutions
which are in keeping with generally accepted laws, and the common
principlesandvaluesoftheCommonwealth.
ByworkingwiththeSecretariattheSecretary-General,senior
managersandstaffoftheSecretariatwhoaredrawnfromacrossthe
CommonwealthtoshapethefinaloutcomeoftheStrategicPlan,the
BoardisconfidentthatitwillhelptheSecretariatachievesuccessasit
embracesaneraofreform.
HE Dr Carl BW Roberts, CMG
High Commissioner
Antigua and Barbuda
The plan focuses on the Secretariats perceivedstrengths.It introduces a strategic emphasis onsmallstates...Italso looks to the future, to our youth...
-
10 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
Foreword
This plan reflects some of the most fundamental reform of the
Secretariat in a generation both of the work we do and in the way we
do it We have embraced the change with enthusiasm and belief
I am confident that this New Strategic Plan heralds an era of significant
opportunity for the Secretariat and to member states We will build
on the essence of our track record and our organisational brand
strengths, success and unique advantage We will strive to be more
tightly focussed, with practical outcomes as our orientation
I pay tribute to the detailed thought and attention that has been given by
so many from throughout the Commonwealth, and which has provided
thenecessarygroundworkinordertobringthisPlantofruition.Itisthe
culminationofadeepandextensiveprocessofconsultation,appraisal
andreview.
Having taken stock, and having considered projections of the likely
contextwithinwhichwearelikelytooperateinfuture,wenowmove
forwardwithareconfiguredapproach,adoptingnewwaysofworkingso
thatwedeliverefficientlyandcost-effectivelyforthebenefit,collectively
andindividually,ofallCommonwealthmemberstatesanditscitizens.
Suchmodificationandmodernisationarecrucialtothecontinuing
processes of reform and renewal that maintain the vitality of the
CommonwealthSecretariataswestrivetofulfilourmissionofserving
thememberstatesandpeoplesofourworldwideCommonwealthfamily.
Kamalesh Sharma
Commonwealth Secretary-General
...wenowmoveforward with a reconfiguredapproach, adopting new ways of working so that we deliver efficientlyandcost-effectivelyforthebenefit...ofallCommonwealth memberstates...
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 11
Commonwealth Secretariat Strategic Plan
2013/14 2016/17
-
12 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 13
1 Introduction
1 The Commonwealth is a voluntary association of independent and equal sovereign states Its special strength lies in the combination of its diversity and shared
inheritance Its members are bound together by respect for all states and peoples;
by shared values and principles; and by concern for the vulnerable
2 TheCommonwealthSecretariatinLondonisthebackboneoftheCommonwealth.Itconvenessummitsandhigh-levelmeetings;executesplansagreedbythe
Commonwealth Heads of Government; promotes Commonwealth values and
principles;andfacilitatestheworkoftheCommonwealthfamilyoforganisations.
3 At the 2011 Commonwealth Heads of Government Meeting (CHOGM), leaders asked theCommonwealthSecretary-GeneraltodevelopaStrategicPlanforthenextfour-
yearperiodthatwasmorefocussedandreflectedtheSecretariatssizeandresources.
ThisdirectionechoedrecommendationsoftheEminentPersonsGroup(EPG),which
proposedanarrowerfocusofeffortbytheSecretariatandemphasisedsharpeningthe
impact,strengtheningthenetworksandraisingtheprofileoftheCommonwealth.
4 TheNewStrategicPlanmarksthebeginningofanewchapterfortheSecretariat.Itfocuses on those areas where the Commonwealth and the Secretariat in particular have
distinctstrengths.Itisprioritised,flexibleandresultoriented.Itisdesignedtodeliver
whatisenvisagedintherecentlyagreedCharteroftheCommonwealth.
5 The new Plan has been prepared in light of the guidance from the Heads of Government,EPGrecommendations,aswellastheSecretary-Generalsconsultations
withtheBoardofGovernors,seniormanagementandstaffoftheSecretariat,1
andinputfromotherCommonwealthorganisations.Ittakesintoaccountthe
recommendations of recent evaluation and impact studies,2 management reviews by
some member states, the results of the Priorities Questionnaire survey, feedback from
the Primary Contact Point (PCP) meetings and regular guidance from the Board of
Governors(BoG)anditsExecutiveCommittee(ExCo).
6 TheEPGreportof2011made106recommendations,mostofwhichhavebeenadoptedbyHeadsofGovernment,eitherasdraftedorwithagreedmodifications.
Whereappropriate,theadoptedrecommendationsarereflectedinthisPlan.
For instance, it is envisaged that the ability of the Secretariat to support the
Commonwealth Ministerial Action Group (CMAG) in its enlarged and positively oriented
1 TheStrategicPlanDevelopmentConsultativeProcessisatAnnex-I.
2 TheListofEvaluationStudies(20082012)isatAnnex-II.
-
14 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
mandate will be enhanced; that the technical assistance services provided to
member governments and sharing of knowledge will be strengthened; that the
Secretariat will work in closer partnership with the Commonwealth Foundation
and accredited Commonwealth organisations; and also that a number of
one-offmandateswillbedelivered.
7 TheStrategicPlanisguidedbyasetofprinciples.Itisprioritised,sharplyfocussed,realistic, impact-oriented and in line with the recently agreed Commonwealth Charter
andadoptedEPGrecommendations.ItreflectsCommonwealthsdistinctand
comparativestrengths,andavoidsduplicationofworkwithotherorganisations.
Itembedslearningfrompastplanningperiods.Itaddressesthemembershipsdiverse
needs and perspectives and manifests innovative and contemporary approaches
(suchasprojectising)tosecuringoutcomes.
8 ThisPlanreflectssomeguidingconsiderations:theglobalcontextinwhichtheCommonwealth operates; the key priorities of member governments collectively; and,
theresourcesavailabletodelivertheplan.TheStrategicPlantakesintoaccountthe
rapidly changing global environment in which the Commonwealth and other multilateral
organisationshavetopursuetheirgoals.Itisreformorientedandaimsatstrengthening
organisationaleffectivenessandvalue-added.
9 ThePlanstrivestoreflectthesharedkeyprioritiesofmembers.IthasretainedthebalancethathasexistedintheSecretariatsworkandprioritiessinceitsestablishment
in1965,andwhichisreflectedinitsfoundingMemorandum.Thenumberofwork
areas has been rationalised, yet a balance of priorities between democracy and
developmentworkcontinues.
10 In recognition of the Commonwealths strength as a community of diverse states and peoples united by common goals, values and principles, the Plan envisages a
newfocusondiversity;thiswouldtaketheformofpracticalinitiativestogiveeffect
to the Civil Paths to Peace (CPP) report adopted at the 2007 CHOGM arising from
theCommonwealthCommissiononRespectandUnderstanding.
11 With regard to available resources, the Plan is based on the envelope of funds available inthe2012/13financialyear,adjustedannuallyonazerorealgrowthbasis.Ittakesinto
accountthefinancialdifficultiesofmemberstatesinthewakeoftheglobaleconomic
crisisandvaluestheircontinuingcontributions.BiennialPlanningandBudgetingwillbe
takenforwardaftertheapprovaloftheStrategicPlaninlinewiththeavailableresources.
12 TheapprovedPlanisintendedtocomeintooperationfrom1July2013toensurethattheworkprogrammeissynchronisedwiththefinancialyear.Inaccordancewiththe
Secretariats usual practice, there will be a mid-term review of the Plan, in 2015, allowing
forflexibilityandadjustmentssothattheSecretariatsworkcontinuestomeetthe
contemporaryneedsofthemembership.
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 15
13 The schematic diagram (Diagram 1) provides a strategic overview of the CommonwealthSecretariatfromaresultsperspective.Ithasthreeover-archinggoals
atthetopindicatingthatallorganisationaleffortswillbedirectedatachievingthese
results.TheSecretariatsprogrammeisplannedinlightofthesegoals.Itisdividedinto
sixinter-relatedworkareas:Democracy;Publicinstitutions;SocialDevelopment;Youth;
Development: pan-Commonwealth; and Development: small states and vulnerable
states.Prioritythemeshavebeendefinedwithintheseworkareasintermsofstrategic
andintermediateoutcomes,withatimeframeoftenandfouryearsrespectively.Thisis
followed by three enabling outcomes that underpin the achievement of results and are
anintegralpartoftheprogramme.Finally,formingthebedrockarethefourcorporate
outcomes (hereafter called internal outcomes) which ensure the Secretariat is able to
supportthedeliveryoftheStrategicPlan.
-
16 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
Diagram 1: Strategic overview
Goals Strong democracy, rule of law, promotion and protection of human rights and
respect for diversity Inclusive growth and sustainable development A well-connected and networked Commonwealth
Democracy Public Institutions Social Development YouthDevelopment:
pan-Commonwealth
Development: small states
and vulnerable states
Strategic outcomes
1. GreateradherencetoCommonwealth political values and principles
2. Moreeffective,efficientandequitablepublicgovernance
3. Enhancedpositiveimpact of social development
4. Youth more integrated and valued in political and development processes
5. Moreinclusiveeconomic growth and sustainable development
6. Strengthenedresilience of small states and vulnerable states
Strategic outcomes
Intermediate outcomes
1.1 CMAG is well-informed and supported to protect and promote Commonwealth values and principles
1.2 Memberstatesengagewithandbenefitfromstrengthened Good Offices of the Secretary-General
1.3 Memberstatesconductfair, credible and inclusive elections
1.4 Valuesofrespect and understanding advanced
2.1 Effectiveinstitutionsand mechanisms for the promotion and protection of human rights
2.2 Improvedandconstructiveengagement of member statesintheUNsUPR process through technical assistance
2.3 Effectivemechanismsensuring the autonomous and harmonious operation of the three branches of government
2.4 Nationalinstitutionseffectivelyfacilitatingtheadministration and delivery of the rule of law and justice
2.5 Enhancedjudicial independence in member countries
2.6 Improvedpublic administration
3.1 Strengthenednationalframeworks and policies improve health outcomes
3.2 Strengthenednational policies and frameworks improve education outcomes
3.3 Gender equality and the empowerment ofwomeneffectivelymainstreamed into member state policies, frameworks and programmes and Secretariats projects
3.4 Improvedcapacitybuilding for social development
4.1 Nationaland pan-Commonwealth frameworks advance social, political and economic empowerment of young people
4.2 Youngpeopleempowered and supported to participate meaningfully and to take forward youth-led initiatives
5.1 Effectivepolicymechanismsfor integration and participation in the global trading system
5.2 Commonwealthprinciplesand values advanced in global development and financingdecisions(e.g.G20 and post-2015 MDG framework)
5.3 Nationalframeworksfacilitateeffectivedebt management
5.4 Strengthened,equitableandsustainable management of maritime and other natural resources
5.5 Knowledge management andexchangeleadstosharing of good practices and strengthened Commonwealth network
6.1 Internationalpolicies,mechanisms and rules are more responsive to small states development strategies and resilience needs
6.2 Smallstatesenabledtoeffectivelyparticipate in international decision-making processes
6.3 Improvedclimate financing frameworks
Intermediate outcomes
Enabling OutcomesI Global advocacy: international declarations, resolutions and other commitments
on democracy, development and diversity include Commonwealth perspectiveII Technical assistance, referral and partnership mechanisms respond flexibly to
member states needs and capacity building prioritiesIII Commonwealth profile: profile of the Commonwealth is strengthened at all levels
Human resources The recruitment and retention of a diverse, engaged and high-performing workforce to facilitate the effective delivery of the Strategic Plan
Financial and non-financial services Efficient and effective delivery of corporate services; sound frameworks of internal controls; and appropriate management of corporate risks
Information technology Quality and reliable information technology services support the delivery of programme outcomes
Quality and results Effective planning, quality assurance and ME&R system to facilitate the delivery and reporting of the Strategic Plan
Programme Outcomes
Internal Outcomes
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 17
Diagram 1: Strategic overview
Goals Strong democracy, rule of law, promotion and protection of human rights and
respect for diversity Inclusive growth and sustainable development A well-connected and networked Commonwealth
Democracy Public Institutions Social Development YouthDevelopment:
pan-Commonwealth
Development: small states
and vulnerable states
Strategic outcomes
1. GreateradherencetoCommonwealth political values and principles
2. Moreeffective,efficientandequitablepublicgovernance
3. Enhancedpositiveimpact of social development
4. Youth more integrated and valued in political and development processes
5. Moreinclusiveeconomic growth and sustainable development
6. Strengthenedresilience of small states and vulnerable states
Strategic outcomes
Intermediate outcomes
1.1 CMAG is well-informed and supported to protect and promote Commonwealth values and principles
1.2 Memberstatesengagewithandbenefitfromstrengthened Good Offices of the Secretary-General
1.3 Memberstatesconductfair, credible and inclusive elections
1.4 Valuesofrespect and understanding advanced
2.1 Effectiveinstitutionsand mechanisms for the promotion and protection of human rights
2.2 Improvedandconstructiveengagement of member statesintheUNsUPR process through technical assistance
2.3 Effectivemechanismsensuring the autonomous and harmonious operation of the three branches of government
2.4 Nationalinstitutionseffectivelyfacilitatingtheadministration and delivery of the rule of law and justice
2.5 Enhancedjudicial independence in member countries
2.6 Improvedpublic administration
3.1 Strengthenednationalframeworks and policies improve health outcomes
3.2 Strengthenednational policies and frameworks improve education outcomes
3.3 Gender equality and the empowerment ofwomeneffectivelymainstreamed into member state policies, frameworks and programmes and Secretariats projects
3.4 Improvedcapacitybuilding for social development
4.1 Nationaland pan-Commonwealth frameworks advance social, political and economic empowerment of young people
4.2 Youngpeopleempowered and supported to participate meaningfully and to take forward youth-led initiatives
5.1 Effectivepolicymechanismsfor integration and participation in the global trading system
5.2 Commonwealthprinciplesand values advanced in global development and financingdecisions(e.g.G20 and post-2015 MDG framework)
5.3 Nationalframeworksfacilitateeffectivedebt management
5.4 Strengthened,equitableandsustainable management of maritime and other natural resources
5.5 Knowledge management andexchangeleadstosharing of good practices and strengthened Commonwealth network
6.1 Internationalpolicies,mechanisms and rules are more responsive to small states development strategies and resilience needs
6.2 Smallstatesenabledtoeffectivelyparticipate in international decision-making processes
6.3 Improvedclimate financing frameworks
Intermediate outcomes
Enabling OutcomesI Global advocacy: international declarations, resolutions and other commitments
on democracy, development and diversity include Commonwealth perspectiveII Technical assistance, referral and partnership mechanisms respond flexibly to
member states needs and capacity building prioritiesIII Commonwealth profile: profile of the Commonwealth is strengthened at all levels
Human resources The recruitment and retention of a diverse, engaged and high-performing workforce to facilitate the effective delivery of the Strategic Plan
Financial and non-financial services Efficient and effective delivery of corporate services; sound frameworks of internal controls; and appropriate management of corporate risks
Information technology Quality and reliable information technology services support the delivery of programme outcomes
Quality and results Effective planning, quality assurance and ME&R system to facilitate the delivery and reporting of the Strategic Plan
Programme Outcomes
Internal Outcomes
-
18 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
2 Context: Challenges and Opportunities
14 Due to the interconnected nature of the global economy, the economic and financial crisesoverthepastfiveyearshavehadglobalramificationsandhaveultimatelyledto
aglobaleconomicdownturn,affectingbothdevelopedanddevelopingcountries.The
economic crisis has had serious implications for the least developed countries (LDCs)
andsmallerstates:theyexperiencedreductionsincommodityprices,remittances,
exports,tourismrevenueandforeigndirectinvestment,whichhasresultedin
diminished revenues, an increase in the demands on socio-economic safety nets and
increasinglevelsofunemployment.
15 Despite the ongoing global downturn, the economic prospects of the Commonwealth asagroupofcountriesareencouraging.ArecentreportbytheWorld Economics3
forecastsaverageannualgrowthof7.3percentforCommonwealthcountriesasa
groupoverthenextfiveyears.ThisforecastisseeingmanyCommonwealtheconomies
wellplacedtoemergestronger,moreresilientandwealthierintheyearsahead.By2015,
the Commonwealths share of global gross domestic product (GDP) is forecast to have
grownbymorethan15percentinlessthan35years.
16 The Commonwealth as a grouping includes a number of the worlds fastest growing economies.Intra-CommonwealthstatisticshighlighttheCommonwealths network advantageinanevolvinglandscape.TheCommonwealthscombinedGDPnearly
doubledbetween1990and2009.MorethanUS$3trillionintradetakesplaceeach
yearbetweenCommonwealthmembers.ExporttradeincreasedfromCommonwealth
membersasawholebetween2007and2011.
17 The Commonwealth embraces vibrant regional networks: 19 Commonwealth states are members of the African Union (AU); 12 of the Caribbean Community (CARICOM);
tenaremembersofthePacificIslandsForum(PIF);sevenoftheAsia-PacificEconomic
Cooperation(APEC);fiveoftheSouthAsianAssociationforRegionalCooperation
(SAARC);andthreearemembersoftheEuropeanUnion(EU).Keepinginviewthe
growing importance of regional networks, the Secretariats work with these networks is
expectedtogrowduringthenewplanperiod.
3 WorldEconomicshasrecentlystartedaresearchprojectentitledCommonwealthGrowthMonitorwhichcompilesandanalyses economic data about Commonwealth countries as well as compares and contrasts it with other regions
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 19
18 Climate change and environmental issues remain a global challenge and a major concernfortheCommonwealth.Itisnoteworthythatoutof100countriesclassified
as most vulnerable to climate change, 45 are Commonwealth states, 31 are
Commonwealth small states and 27 are Commonwealth small island developing states
(SIDS).TheCommonwealthaimstobeaglobalplayerinpromotingawarenessof
theseissues,devisingstrategiesforclimatechangefinanceandactingasachampion
advocatingthecaseofsmallstatesandvulnerablestates.
19 Global demand for energy and natural resourcesisincreasingwhilefinitenaturalresourcesaredeclining.Commonwealthstatesrankprominentlyasproducersof
many precious metals including gold, diamonds, platinum and copper, as well as natural
gas.ManyCommonwealthstatesalsohaveextensivecoastlines.TheSecretariatwill
continuetoprovideassistancetomembersinstrengtheningequitableandsustainable
managementofmaritimeandothernaturalresources.
20 Technology is radically changing the way in which individuals, organisations and the worldworkandinteract.Theworldsinternetpopulationispredictedtoreach3.4billion
by2016.ThereisahugepotentialforthecountriesandpeoplesoftheCommonwealth
toleveragethistechnologicalresource.TheCommonwealthSecretariatispoisedto
benefitfromthisopportunity.CommonwealthConnects4 and other ICT tools will
be used to facilitate intergovernmental linkages and pan-Commonwealth interaction
amongpractitionersandpeopleoftheCommonwealth.
21 Demographic shifts in recent years have changed the outlook of populations and regionsaffectedbysuchshiftsacrosstheglobe.InCommonwealthcountries,more
than50percentofcitizensareundertheageof30.In31ofthe54Commonwealth
states,morethanone-fifthoftotalpopulationisundertheageof14.The
Commonwealth views young people as assets and works with them to enhance their
politicalanddevelopmentalrole.
22 The G20 has emerged as the major grouping in the global economic and developmental arena.The CommonwealthG20 relationship has grown as the Commonwealth
has served as a vehicle for bringing the perspectives of developing countries to the
G20,andalsoforsuggestingpracticalsolutionstodifficultdevelopmentchallenges.
This engagement has been rooted in the 2009 CHOGM mandate, which urged the
Commonwealth to work with the G20 and to strengthen the voice and representation
ofdevelopingcountriesininternationaleconomicdecision-makingandnorm-setting.
4 CommonwealthConnectsisadigitalplatformforprofessionalnetworkingandcollaboration.ThissecureplatformsupportsnetworksofexpertiseandcommunitiesofpracticeacrosstheCommonwealthtobeincontactwitheachother,toshareknowledgeandtocollaborateindevelopingbestpractice,managingprojectsandcoordinatingevents.Usingcloud-based technology, Commonwealth Connects enables people to build working partnerships using their internet-enabled communicationdevicessuchasdesktop/laptopcomputersormobilesmart-phones.
-
20 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
23 The Commonwealth focuses its soft power in several areas, including peace building and democracy, respect and understanding, the rule of law and constitutionalism, and
humanrights.TheCommonwealthhasexcelledinfosteringanatmosphereof
peer-to-peerinfluence.TheCommonwealthvalueswhichhavebeenagreedand
demonstratedbythemembersoverthedurationofitsexistenceremainabenchmark
bywhichmemberscontinuetoholdthemselvesandeachotheraccountable.
24 Thenextfouryearswillseefurtherreformintheglobaldevelopmentagenda.Therewillbeopportunitiestoinfluencethisreformbyadvocatingthe Commonwealths
perspectivesincludingitsprinciplesofinclusivenessandequity,itsfundamental
values,anditsconcernforthesmallandvulnerable,reflectedintheMarlboroughHouse
DeclarationoftheHeads(2008).Significantopportunitiesincludecontributionsto
striving forward the Millennium Development Goals (MDGs) by 2015; the creation of the
newpost-2015globaldevelopmentagenda;influencingtheglobaldebateonclimate
change and sustainable development; providing inputs to the Small Island Developing
States (SIDS) summit in 2014; and advocacy in support of global trade negotiations and
rules-basedorder.
25 The Commonwealth family of organisationsisavaluablenetworkfortheSecretariat.Forging stronger partnerships with accredited Commonwealth organisations is vital
tostrengthenthenetworkandtocreategreaterimpact.Similarly,strategic
partnerships with other organisations will be strengthened in order to ensure
Commonwealth values and developmental priorities are advanced through wider
collaborationandco-operation.
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 21
3 Strategic Results Framework (SRF)
26 TheStrategicPlanfocusesonresultsthattheSecretariataimstoachieveinthenextfouryears.TheseoutcomesaresummarisedintheSRF,whichisthecoreoftheplan
(Annex-III).TheSRFwillguidetheSecretariatsplanningandbudgeting,monitoring,
evaluationandreportingduringtheplanperiod.
27 TheSRFfocusesattwolevelsofoutcomesstrategicandintermediate.Strategicoutcomesreflectthelong-termchangetheSecretariataimstostriveforoverthe
nexteighttotenyears.TheSecretariatscontributionstothestrategicoutcomeswill
be assessed at the end of that period, largely through evaluation studies guided by the
indicators,verifiableexternallyavailabledataandfeedbackfromstakeholders
andmemberstates.
28 Intermediate outcomes are medium-term results which the Secretariat will focus upon overthenextfouryears.TheSecretariatwillalignitsresourceswiththeseresultsand
trackprogressthroughindicatorsduringtheplanperiod.Theseintermediateoutcomes,
expectedtoberealisedbetweentwotofouryears,willresultfromanorganisational
effortandbycontributionsfromtheSecretariatsstaff,whichwillbeadjustedinterms
ofstructureandcorecompetenciesaccordingly.
29 The intermediate outcomes and indicators will be supported by the development of short-term outcomes and indicators for a two-year period during the biennial planning
andbudgetingcycle.TheoutcomesandtheirindicatorsintheSRFwillguidethe
developmentofallSecretariatprojects,andallocationoffinancialandhumanresources.
Outcomeswillbesubjectedtorigorousqualityassurancemechanismstoensure
complianceandrelevancewiththeSRF.Thiswillbesupportedbytheongoingefforts
intheSecretariattostrengthenthecapacityofstaffonresults-basedmanagement
(RBM).Monitoringandevaluationwillbeconductedagainstthedefinedquantitative
andqualitativeindicators.
30 In addition to the strategic and intermediate outcomes, the SRF also has three enabling outcomesandfourinternalresultareas.Theenablingoutcomesarethoseresultsthat
underpintheintermediateoutcomes.Theinternaloutcomes,ontheotherhand,will
ensureanefficiently-runorganisationthatpromotesthedeliveryoftheenablingand
intermediateresults.
31 The Strategic Plans priorities will inform both the Secretariats structure and subsequentplanningandbudgeting.TheSecretary-Generalwillmakerequisite
adjustmentsintheSecretariatstructuretobestdeliverallStrategicPlanoutcomes.
Itisenvisaged,forexample,thatrequisitedeliverycapacitywillbecreatedinthose
-
22 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
areas where new CHOGM mandates have emerged (strengthened role of Good
OfficesandCMAG;buildingresilienceinsmallstatesandvulnerablestates),whereEPG
recommendations have been adopted including partnerships and collaboration with
Commonwealth organisations; and where the Secretariat is proposing new initiatives
(suchastheknowledgemanagementandexchangefunction,countrytocountry
collaboration,enhancedadvisorycapacityandstrategicpartnerships).
32 Withnoexpectedgrowthinrealtermsanticipatedinthebudgetintheimmediateterm,theplanisbasedontheexistingenvelopeoffunds,adjustedannuallyonazero
realgrowthbasis.Fundswillbeallocatedforresultareasoutlinedintheintermediate,
enablingandinternaloutcomes.
3 1 Strategic and intermediate outcomes
3 1 1 Democracy
Strategic outcome: Greater adherence to Commonwealth political values and
principles
Intermediate outcomes:
CMAG is well-informed and supported to protect and promote Commonwealth values
and principles
Member states engage with and benefit from strengthened Good Offices of the
Secretary-General
Member states conduct fair, credible and inclusive elections
Values of respect and understanding advanced
33 The focus of this strategic outcome is supporting members in adhering to the Commonwealths fundamental political values in line with the recently agreed Charter of
theCommonwealth.TheSecretariatwillcontinuetoprovidesupporttomemberstates
indeepeningthesevalues.
34 TheSecretary-GeneralsGoodOfficesforPeacewillcontinuetoworkwithvigourasmandatedbyHeadsofGovernmentatthePerthCHOGM.TheSecretariatisaiming
tostrengthenitsanalyticalcapacityandproactiveengagementonGoodOffices.
Assistance and support will be provided, where sought, to help prevent, manage
andovercomeinternaldifferences.TheSecretariatwillworkwithmemberstatesto
enhance the impact of Commonwealth engagement and interventions geared to
preventconflict,aswellashelpmembersrespondtoandmanagebothconflictand
risksofconflicteffectively.
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 23
35 The Perth CHOGM approved an enhanced role of the Commonwealth Ministerial ActionGroup(CMAG).TheSecretariatwillbeprovidinganalyticalandadministrative
support to enable CMAG to deal with the full range of serious or persistent violations
ofCommonwealthfundamentalpoliticalvalues.Thiswillincludepoliticalanalysisand
greaterbackgroundcontextfortheinformationofCMAG,particularlyinadvancing
thescopetoengageproactivelyandpositively.Byincreasingthissupport,itis
envisioned that member states will respond positively to CMAGs recommendations
andimplementthem.Therewillbecloserco-ordinationbetweenthedistinctbut
complementaryrolesoftheSecretary-GeneralsGoodOfficesandCMAG.
36 TheEPGreportrecognisedtheimportanceofelectionobservation(Recommendations1115)andtheneedtopayadequateattentiontothepre-electoralenvironmentand
implementationofCommonwealthObserverGrouprecommendations.Inaddition,the
SecretariatwillcontinuetoworktodevelopthecapacityofCommonwealthElection
Management Bodies to conduct fair, credible and inclusive elections through supporting
theCommonwealthElectoralNetwork(CEN)createdin2010.
37 The Secretariat will strengthen its work in the area of diversity promotion under its CivilPathstoPeacemandate.Thismandatewastheoutcomeofthereportofthe
Commonwealth Commission on Respect and Understanding endorsed by the Heads
ofGovernmentintheKampalaCHOGM(2007).Theprioritisationofthisareaofwork
wasreiteratedinthePerthCHOGMCommunique.TheSecretariathasalreadyinitiated
actionsthroughadvocacyandinstitutionbuildingatthelocallevel.Thisworkwillbe
deepenedduringthenewplanperiod.
3 1 2 Public institutions
Strategic outcome: More effective, efficient and equitable public governance
Intermediate outcomes:
Effective institutions and mechanisms for the promotion and protection of human rights
Improved and constructive engagement of member states in the UNs Universal Periodic
Review process through technical assistance
Effective mechanism ensuring the autonomous and harmonious operation of the three
branches of government
National institutions effectively facilitating the administration and delivery of rule of law
and justice
Enhanced judicial independence in member countries
Improved public administration
-
24 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
38 Well-performing public institutions are critical for establishing and sustaining democracy,goodgovernanceanddevelopment.TheSecretariathasatrackrecord
of strengthening the core public institutions of rule of law, human rights and public
administrationthroughcontext-sensitivetechnicalsupportandpeer-to-peersupport.
Inthisresultarea,theSecretariatwillbeworkingtocreateandstrengtheneffective,
efficientandequitablepublicinstitutions.
39 In the area of human rights, focus will be on supporting the establishment/strengtheningofNationalHumanRightsInstitutions(EPGRecommendation10)or
otheracceptablemechanisms.TheSecretariatwillbehelpingtodevelopeffective
human rights institutions and mechanisms in line with the Paris Principles to advance
developmentofnationalhumanrightspolicies,actionplansandlegislation.
40 In addition, the Secretariat will build members capacity and provide the technical assistance to engage constructively with international and regional human rights
mechanismssuchastheUnitedNationsHumanRightsCouncilsUniversalPeriodic
Review(UPR);andhelpmembersimplementUPRoutcomes.
41 The Secretariat aims to strengthen member states democratic institutions, including constitutions,judiciariesandjudicialprocesses,foreffectiveadministrationanddelivery
ofruleoflawandjustice.Thiswillbedonethroughdevelopinglong-termcapacityin
legislative drafting; assisting members to harmonise national laws with international
frameworks; developing and sharing a variety of toolkits, including model laws and
guidelines;andfacilitatingtheefficientdeliveryofjusticebystrengtheningcourt
registries,buildingthecapacityofcourtstaffandeffectivecase-flowmanagement.
Inaddition,theSecretariatwillengagewithgovernments,whenrequired,tosupport
adherencetotheCommonwealthLatimerHousePrinciples,forexampleinenhancing
judicialindependenceinmembercountries.
42 In the area of public administration, the Secretariat will provide assistance to create moreeffectiveinstitutionsatthecentreofgovernment.Thiswillbedonebyimproving
co-operationbetweenpoliticalandadministrativeleadership.Supportwillalsobe
provided to members to help create well-functioning anti-corruption and public
procurementagenciesthrougheffectivenetworkstoconductpeerreviewsandto
facilitatesharingofgoodpractices;andstrengtheningpublicfinancialmanagement
institutions.Specialemphasiswillbepaidtostrengtheningpublicadministrationin
smallstatesbysharingandassistingincapacitybuildingneeds.
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 25
3 1 3 Social Development
Strategic Outcome: Enhanced positive impact of social development
Intermediate Outcomes:
Strengthened national frameworks and policies improve health outcomes
Strengthened national policies and frameworks improve education outcomes
Gender equality and the empowerment of women effectively mainstreamed into
member state policies, frameworks and programmes and Secretariats projects
Improved capacity building for social development
43 GlobaleducationandhealthgoalsareparticularlysignificanttoCommonwealth nations which collectively carry high burdens of poverty-related health diseases
and education challenges, including providing pre-school education which has been
showntobeakeyfactorinachievingeducationoutcomes.Recognisingthathealth
andeducationarekeysectorswithsignificantnationalandinternationalbudgetsand
majorplayers,theSecretariatwillfocusitseffortsonprovidingpolicyadviceand
technicalsupporttostrengthenpolicyandregulatoryframeworks.Expertisewillbe
provided to member states in policy analysis and strategies for bridging gaps between
policyformulationandpolicyimplementationinordertoeffectivelyrealisenational
healthandeducationoutcomes.
44 This process will be anchored on in-depth research, policy analysis and documentation of Commonwealth practices, identifying trends, gaps and opportunities for policy
advocacytoinformMinisterialMeetingsandrelatedglobaladvocacyforums.Special
focus in this plan will be the Post-2015 development agenda and the implication for
thememberstates.
45 Thedifferentstagesofdevelopmentofmemberstateswillbeharnessedforexchangeand learning opportunities drawing the membership into a dialogue, a development
thatwillbestrengthenedthroughknowledgeandexchangeplatforms(hubs).These
will be professionally managed, specialised on-line environments: a secure place for
expertsandpractitionerstodiscuss,shareandlearn(inform);aconvergencepointfor
forging and nurturing pan-Commonwealth partnerships and linkages (connect); and, a
central access point for governments, civil society and private stakeholders to conduct
business(transact).TheSecretariatwillfacilitateconnectionsbetweensuchpotentially
dynamicnetworks.Accesstothehubscanbecontrolled,tomaintainrelevanceand
efficacyfortheusers.Therecan,forinstance,bespacesforprofessionals,accredited
Commonwealth civil society organisations, and associations, to follow and share
emerging trends and good practices, form partnerships, provide peer-support and
-
26 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
mentoring,andimpartspecialisedtraining.Thiscouldforgestrongerlinks,partnerships
and collaboration between Commonwealth Universities and higher institutions of
learning, including more collaboration with partners such as the Commonwealth of
LearningandtheAssociationofCommonwealthUniversities.
46 The importance of gender mainstreaming has been consistently emphasised in CHOGMcommuniqus.Effortshavebeenmadeinthepastinthisregard,butthereis
recognitionthattheSecretariatshoulddomoretorenewanddeepenthepractice.The
Secretariatisaimingatmakingsignificantprogressinthenewplanperiodtoachieve
genderequalityindiverseareasofitsworkaswellashelpmemberstatesmainstream
genderintheirpolicies,frameworksandprogrammes.
47 The Secretariats gender policy was launched on International Womens Day in March 2012 and provides a framework for a concerted and systematic approach to gender
mainstreamingwithintheSecretariat.Attheorganisationlevel,policyandplanning
processeswillreflectgenderequalityprinciplesandmeasures.Attheprogrammeand
project level, special consideration will be paid to the gender dimension, and measures
to address gender gaps will be incorporated throughout the programme and project
cycle.Thiscommitmenttowardsgendermainstreamingwillbetranslatedintoallocation
offinancialresources,aswellascapacitybuildinginitiatives.TheSecretariatwillalso
provide technical assistance to member states to help empower women and develop
effectiveframeworksforgenderequality.
48 During the development of the strategic plan, members highlighted the importance ofsocialdevelopmenttotheircountriesandtheneedtoseethatreflectedintheplan
itself.TheyaskedtheSecretariattofocusonfacilitatingcapacitybuildingwherethe
Commonwealthcanaddvalue.
3 1 4 Youth
Strategic outcome: Youth more integrated and valued in political and development
processes
Intermediate outcomes:
National and pan-Commonwealth frameworks advance social, political and economic
empowerment of young people
Young people empowered and supported to participate meaningfully, and to take forward
youth-led initiatives
49 With40yearsexperienceinyouthdevelopment,theSecretariathasauniqueadvantageintermsofitsbroadnetworks,trustedrelationshipsandconveningpower.
The Secretariat will be working towards the goal that national and pan-Commonwealth
frameworksadvancethesocial,politicalandeconomicempowermentofyoungpeople.
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 27
This will be achieved by providing technical assistance for national and regional
youth-relevantpoliciesandenablingenvironments,ifsorequestedbymember
states; advocacy for investing in youth ministries and programmes; development
and sharing of frameworks, guidelines and tools; and the creation of a Youth
DevelopmentIndex(YDI)thataugmentsrespectivemembercountriesnational
youthdevelopmentindicators.
50 In addition, the Secretariat will support members to continue promoting the professionalisationofyouthwork.Thiswillbepursuedthroughsettingcompetency
standardsforyouthdevelopmentwork;explorationandfacilitationofcoursesin
youth development work; advocacy and support for the recognition of youth work
as a profession; and the establishment of national and pan-Commonwealth youth
workerassociations.
51 A special focus will be placed on supporting young people to design and drive youth-led initiatives, especially by providing technical assistance and support for
national,regionalandpan-Commonwealthyouthnetworks.ThisisinlinewithEPG
Recommendation 50, which recommended the development of an autonomous
andyouth-drivenCommonwealthYouthCouncil.Inadditiontothis,theSecretariat
will continue to support young leaders to convene Youth Forums at CHOGM and key
ministerialmeetings.TheSecretariatwillalsobuildthecapacityofnational,regional
and international institutions and mechanisms in youth development and youth-
ledprogramming,toempoweryoungpeopletoconfidentlyandskilfullyparticipate
in democracy and development processes, in accordance with national laws and
regulationsofMemberStates.
52 TheSecretariatsyouthworkwillbeunderpinnedbytheexistingCommonwealthPlanofActiononYouthEmpowerment(20072015).TheSecretariatsyouthdevelopment
work will place particular emphasis on the most critical challenges and opportunities
relevanttoyoungpeopleintheCommonwealth.Mostprevalentatthecurrenttimeis
the area of youth employment, where the Secretariats work will focus on environments
and mechanisms that enhance entrepreneurship and youth enterprise, thus enabling
youngpeopletocontributetonationaleconomies.
53 Additionally,theEPGReportrecommendedthattheSecretariatplayaroleinhelpingmember states strengthen the linkage between sport, development and peace, as
well as in helping member states develop Sport for Development and Peace initiatives
(Recommendations105,106).Thisworkwillbetakenforwardalsoincollaborationwith
theCommonwealthCivilPathstoPeaceinitiative.
54 The Secretariat will continue to support members through its regional facilities in Zambia(Africa),India(Asia),Guyana(Caribbean)andSolomonIslands(Pacific).
-
28 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
3 1 5 Development: pan-Commonwealth
Strategic outcome: More inclusive economic growth and sustainable development
Intermediate outcomes:
Effective policy mechanisms for integration and participation in the global trading system
Commonwealth principles and values advanced in global development and financing
decisions (e.g. G20 and post-2015 MDG framework)
National frameworks facilitate effective debt management
Strengthened, equitable and sustainable management of maritime and other natural
resources
Knowledge management and exchange leads to sharing of good practices and
strengthened Commonwealth networks
55 TheSecretariatseffortswillbeanchoredinstrengtheningframeworksforinclusiveeconomicgrowthandsustainabledevelopment.TheSecretariathascarvedouta
nicheofexpertiseoverthelast25yearssupportingmemberswitheconomicpolicy
development, trade negotiations, debt management, natural resource management,
delimitationofmaritimeboundariesandoceangovernance.
56 The Secretariat will be engaged with emerging issues on regional trade integration andeconomicco-operationthataffectCommonwealthdevelopingcountriesTrade
policy-makers,negotiators,regulatorsandotherstakeholderswillbenefitfromtimely,
relevantandhigh-qualityeconomicresearch,analysisandtechnicalsupportupon
whichtoframenationaleconomicgoalsandstrategies.Thefocuswillbeondeveloping
institutionalcapacityatthenationallevel.Thisworkwillbetakenforwardincollaboration
withotherrelevantorganisations,includingtheCommonwealthBusinessCouncil(CBC).
57 TheSecretariatwilladvanceitsworkintheareaofglobaldevelopmentandfinancingdecisionsthroughitspolicywork,expertplacement,researchandbyconveningefforts
inspecificemergingissues.Itwillworktowardsthefollowing:scanningmajorglobal
developments; policy contributions to the G20 Working Group on Development; and
facilitating discussions and developing collective Commonwealth stances on the post-
2015globaldevelopmentagenda.
58 InlinewithEPGrecommendations(Recommendations33and34)ondebtmanagement, the Secretariat will assist members to design and implement sound and
prudentpolicies.Thisroleincludesadvisingstatesontheappropriatelegaland
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 29
institutional structures; developing and implementing strategies to guide relevant
operations; the provision of a suite of software tools to record and analyse debt
portfolios; assistance in setting up accurate and timely databases covering various debt
categories;andprovisionofhands-oncapacitybuildingthroughtraining.
59 Supportwillbeprovidedtomemberstatestodevelopandbenefitfrommarineresources by: securing access to marine resources through the delimitation of maritime
boundariesinaccordancewiththeUNConventionontheLawoftheSea;realisingthe
value of the ocean economy through coastal policy-making, investment and decision-
making;andintegratingoceangovernanceintonationalgovernanceframeworks.
60 Members will also be supported in the development of other natural resources throughmodellawsandpractice.TheSecretariatwillhelpinthedevelopmentoflegal,
commercialandenvironmentalframeworks,aswellasfiscalregimes,andassistancein
thepreparationoftransparentandfairbiddingroundstoattractforeigninvestment.
61 The work of the Secretariat and member countries has created a body of knowledge thatwouldbeidealforknowledgetransferamongmembers.Forexample,inthelast
plan period the Secretariat produced research papers, CHOGM and ministerial meeting
reports, consultants technical analyses, feasibility studies and evaluations, as well
asprojectdesigndocumentsandprojectcompletionreports.TheSecretariatalso
delivered training programmes and developed the presentations and databases to
delivertheseprogrammes.OtherknowledgeproductsincludedtheSmallStatesDigest
andtheCommonwealthLawBulletin.Intheabsenceofaninstitutionalapproachto
knowledge management and sharing, such a reservoir of knowledge was not collated,
organisedormadeavailabletostakeholdersinasystematicway.
62 During the new plan period, knowledge is being recognised as a strategic asset and sourceofvaluecreation.Knowledgewillservebothinternalandexternalpurposes.
Internally, it will be a source of organisational learning that will help strengthen the
Secretariatsorganisationalcapacityandimproveitseffectiveness.Externally,the
sharing of knowledge with member countries and stakeholders will inform, empower
andhelpdecision-making.
63 MemberstatesandtheEPGhavebothrecommendedthattheSecretariatstrengthentheCommonwealthnetwork.Effortsarealreadyunderwayandacloud-based
electronicplatform,CommonwealthConnects,hasbeenestablished.Astrategyto
collaborate with Commonwealth organisations will also be developed and implemented
induecourse.
-
30 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
3 1 6 Development: small states and vulnerable states
Strategic outcome: Strengthened resilience of small states and vulnerable states
Intermediate outcomes:
International policies, mechanisms and rules are more responsive to small states
development strategies and resilience needs
Small states enabled to effectively participate in the international decision-making
processes
Improved climate financing frameworks
64 ThemajorityoftheCommonwealthsmembership32of54comprisessmallstates,and in the last 35 years the Commonwealth has consistently been at the forefront in
identifying and proposing responses to the challenges that small states face, while
atthesametimeadvocatingfortheircauses.Infact,theSecretariathasdeveloped
expertiseinsmallstatesworkacrossseveralthematicareas.Inlinewith11EPG
recommendations on small states (Recommendations 28, 29, 30, 31, 37, 38, 39, 40,
41, 42, 43), a dedicated work area on small states and vulnerable states has been
introduced to strengthen advocacy for their concerns on global platforms, as well as to
addresstheirparticulardevelopmentneeds.
65 The Secretariat will carry out global advocacy towards the end that international policies, mechanisms and rules are more responsive to small states development
strategiesandresilienceneeds.Thiswillalsoincludeimplementationofdecisionsof
high-levelCommonwealthforumsandeventstoraiseawarenessandbuildconsensus.
The Secretariat will seek in particular to complement the work of the Alliance of Small
Island States (AOSIS) and to support a strong Commonwealth contribution to the
AOSISsummitin2014.
66 The Secretariat will help strengthen the policy development and implementation capacitiesofsmallstates.Technicalassistanceandsupportwillbeprovidedintheareas
ofgrowth,resilience,tradeandregionalintegration,andsustainabledevelopment.
This work will be supported by policy research and analysis on the particular challenges
facingsmallstates.
67 TheSecretariatwillfacilitatetherepresentationandeffectiveparticipationofsmallstatesininternationaldecision-makingprocessesthroughtheCommonwealthoffices
inNewYorkandGeneva.TheNewYorkofficewillcontinuetoprovideadiplomatic
baseforenvoysfromsmallstatestorepresenttheirrespectivestatesattheUNand
promotepan-CommonwealthcollaborationintheUN.TheGenevaOffice,inadditionto
providingasubsidisedofficespacefordiplomaticmissionsandabusinesscentre
fortenantsandvisitingsmallstatesdelegations,willalsocontinuetooffertechnical
assistancefromresidenttechnicalexpertsintheareasofworkthattakeplacein
Geneva,includingtradeandhumanrights.
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 31
68 Emphasiswillbeplacedonsupportingtheworkbeingdonetoimprovetheclimatefinancingframeworksforvulnerablestatesandsharingknowledgebetweenregions.
While the focus is principally on small and vulnerable states, the solutions may be
applicabletootherdevelopingmembers.Globaladvocacywillbecarriedouttofacilitate
improvedflowofclimatefinancetosmall,vulnerableandislandstates.TheEPG
recommendationtoconveneanExpertGrouponClimateChangewillbeimplemented.
3 2 Enabling outcomes
3 2 1 Global advocacy
Outcome: International declarations, resolutions and other commitments on
democracy, development and diversity include Commonwealth perspective
69 TheCommonwealthSecretariathasadistinguishedhistoryofengagingandinfluencingglobaldiscussionsanddecision-makingprocesses.Itwillcontinueitseffortsinthisarea.
The advocacy work will be carried out at three levels, as follows:
a. OfficeoftheSecretary-General,involvingseniorpolitical-levelengagement
withorganisationssuchastheUN,theWorldBank,IMF,EUandtheG20.Thisis
inlinewiththeEPGrecommendationsandPerthCHOGMmandate.Thiseffort
willbesupplementedbysupportfortheCHOGMChair-in-Officetoadvocatefor
Commonwealthpositionsinglobalforums,suchastheUNGeneralAssembly.
b. Conveningofministerialmeetings(suchaseducation,environment,finance,
foreignaffairs,health,sports,womensaffairsandyouth)hasgenerallyfocussedon
discussingcontemporaryglobalissuesandprovidingmandatestotheSecretariat.
The focus on ministerial meetings will gradually shift and these meetings will be
used as an opportunity to build consensus on global issues and otherwise utilise the
Commonwealthpowerofconvocationrepresentedbythesemeetings.Theagreed
outcomes of these meetings will provide common policy positions for advocacy at
relevantinternationalfora.Ministerialmeetingswillbeencouragedtonetworkonline
throughtheCommonwealthConnectsplatform.
c. TheCommonwealthSecretariat,withitspolicyanalysis,hashadprovenimpact
intechnicalareasofglobalsignificance.Theseareasincludetrade,environment,
debtmanagementandG20developmentwork.TheSecretariatwillstrengthenits
effortsandwillcontributetothedevelopmentofthepost-2015globaldevelopment
framework,climatefinancingforsmallandvulnerablestates,andpromotionof
internationalrules-basedtrade.
-
32 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
3 2 2 Technical assistance, referrals and partnerships
Outcome: Technical assistance, referral and partnership mechanisms respond
flexibly to member states needs and capacity building priorities
70 Provision of tailored technical assistance (TA) to members and regional bodies has been ahallmarkoftheSecretariatswork.Itfocusesonstrengtheningsustainablenational
capabilities through institutional capacity development and is provided in many forms
e.g.,researchandfeasibilitystudies,despatchoflong-andshort-termexpertsetc.The
Commonwealthapproachisflexible,aswellasculturallyandcontextuallysensitive,and
emphasisescountryownership.Itisguidedbytheprincipleofbestfitratherthanbest
practice.TheSecretariatwillcontinuetoprovideTAtoitsmembersinresponse
torequests,especiallyleastdevelopedmembers,smallstatesandvulnerablestates,
inlinewiththenewStrategicPlan,whileshowingsensitivitytotheuniquechallenges
ofitsmembers.
71 In addition to providing direct TA to members, the Secretariat will develop a referrals facilityforitsdevelopingmembers.Thismechanismwasinitiallyproposedbythe
HighLevelReviewGroup(HLRG)oftheCommonwealthin2001.Itsdesirabilitywas
reiterated by the Governors to the Secretary-General during the recent Strategic Plan
discussions.Thereferralsfunctionwillbeamechanismforreceivingandrespondingto
requestsforassistancefromthemembers.Itwillactasanadvisorycelltoidentify
work that the Secretariat may not be well-placed to undertake, but which could be
referred to :
a. Commonwealthfamilyoforganisations;
b. OtherCommonwealthmemberstates;and/or
c. Relevantinternationalorganisationsandotherentities.
72 Strengtheningpartnershipswillbeusedasakeymethodologytosupportmembers.ThevalueofpartnershipswasemphasisedinanumberofEPGrecommendations
(Recommendations17,27,42,43,58,59and92).Currently,theCommonwealth
Secretariat is working with a number of organisations including the World Bank, United
NationsDevelopmentProgramme(UNDP),WorldTradeOrganization(WTO),the
AfricanUnion(AU),theEuropeanUnion(EU),theCaribbeanCommunity(CARICOM)
andthePacificIslandsForumSecretariat(PIFS).TheSecretariatwillstrivetostrengthen
existingrelationshipsandwillalsoexploreneweffectivepartnershipsatthemultilateral,
regionalandnationallevels.
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 33
3.2.3 Commonwealth profile
Outcome: Profile of the Commonwealth is strengthened at all levels
73 TheSecretariatwillstrengthentheCommonwealthsprofileindiverseways,buildingpublic awareness and understanding of the organisations values and accomplishments
throughincreasedvisibility.Profileliftingwillneedtobeajointeffortbetween
Secretariatandmemberstates.Forinstance,theEPGencouragedreferencestothe
Commonwealthinpublicspeechesbyleadersandministersatinternationalforums.
74 Profile-raisingincludessustainingthehighestlevelsofparticipationbyCommonwealthmembersinministerialmeetings,andespeciallyinCHOGM.Additionalimpetuswould
come from member governments celebrating Commonwealth Day in a public way
and advancing the Commonwealth among citizens through, national events and
recognisingcreationandactivismofCommonwealthsocieties.Increasedengagement
anddialogueacrossCommonwealthnetworkswouldalsobedesirable.TheSecretariat
will seek to support systematic and orchestrated activity of this kind across its
membership.AnaspectofsuccessfullyraisingtheCommonwealthsprofilewill
include recognition by international partners of the value of its contributions, including
enhancedmediacoverage.TheSecretariatwillstrengthenCommonwealthwide
engagementwiththemedia.
3 3 Internal outcomes
3 3 1 Human resources
Outcome: The recruitment and retention of a diverse, engaged and high-performing
workforce to facilitate the effective delivery of the Strategic Plan
75 The Secretariat will develop and deliver an organisational change programme, focussing onthestructureandstaffingrequirements,inordertodevelopanappropriateculture
todelivertheStrategicPlan.Thefocuswillbeondevelopingacoherentapproachto
people management in the form of a Human Resource Strategy that is aligned with and
supportstheStrategicPlan.Thestrategywillincludemechanismstoattractandretain
high-calibreemployees,andeffectivepoliciesonlearninganddevelopment,reward
managementandperformancemanagement.Greatergenderbalanceandreflectionof
Commonwealthnationaldiversityintheworkforcewillbeapriority.
76 Therewillbegreaterflexibilityinprojectandstaffingarrangements,sothatstaffcanberecruitedandprojectsundertakeninsomecasesforspecificpurposesoveragiven
timehorizon.ThescopetoprojectisetheSecretariatscontributioninthisway,in
preference to being a continuous Secretariat function or open-ended work programme,
-
34 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
wouldbeexaminedwhereappropriate(i.e.certainactivitieswouldbedeliveredbystaff
recruitedforfinitetermstodeliveractivitiesdesignedastime-boundprojects,rather
thanbeingdeliveredbystaffrecruitedtotheestablishmentonrenewablecontracts).
The criteria for such areas of work would be those where the Secretariat has no
long-term,uniqueandcomparativeadvantage.
77 The impact will be measured through key performance indicators that monitor, measure andcomparestrengthsanddevelopmentareas,bothinternallyandexternally.Tools
such as the HR Management Information System and annual performance appraisals
willbeusedtomonitorandevaluateindicatorsagainstoutcomes.Thenewlyupgraded
Human Resources Division (HRD) will work with managers to develop, motivate and
manage employees in the organisation in a way that promotes organisational health
andapositiveworkingculture.
3.3.2 Financial and non-financial services
Outcome: Efficient and effective delivery of corporate services; sound frameworks of
internal controls; and appropriate management of corporate risks
78 Financialandnon-financialservicesareanessentialunderpinningtoensurethattheSecretariatisabletodeliveritsprogrammaticmandates.Theseincludefinancial
systems,conferenceservices,facilitiesmanagementandprinting.TheSecretariat
will discharge its key responsibility in this area to a variety of stakeholders, both
internalandexternal.
79 Within the Strategic Plan horizon, the Secretariat will continue to improve on these services.Successwillbesubstantiatedthroughunqualifiedexternalauditreportson
thefinancialstatementsoftheSecretariatsfunds,responsivenessandprogresson
implementing audit recommendations related to the control and risk management
framework to the satisfaction of the Audit Committee, and the facilitation of good
stewardshipofgovernmentalfunds.
3 3 3 Information technology (IT)
Outcome: Quality and reliable information technology services support the delivery
of programme outcomes
80 IT strategy supports the Secretariats needs and direction and its delivery of programmemandates.Thefocusisonensuringthattheserviceisreadilyavailable
and underpinned by a resilient infrastructure that supports transformational business
changeandorganisationalrequirements.Staffwillbeempoweredtomakebestuseof
their IT facilities, supported and made easier by appropriate technologies and
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 35
innovation.TheITservicewillsupportspecificdevelopmentsandimprovements
andenablemoreeffectivecollaborationandcommunications,bothinternallyand
withstakeholders.
81 NecessaryenhancementswillbemadetoITsecurityinkeepingwithindustrybestpractice.ProgresswillbemeasuredincompliancewithServiceLevelAgreement
targets,levelofstaffsatisfactionwiththeservice,aswellasmeetingtargetsforservice
availabilityandsystemuptime.ITwillalsosupportthedevelopmentofPhaseIIofthe
ActivityResultsTrackingandExpenditureManagementInformationSystem(ARTEMIS),
which will link project design to the new Strategic Plan and divisional work plans, as well
astomonitoring,evaluationandreportingmechanisms.ThisiskeytodeliveringRBM.
3 3 4 Quality and results
Outcome: Effective planning, quality assurance and ME&R system to facilitate the
delivery and reporting of the Strategic Plan
82 Thequalityassurancefunctionwillbestrengthenedandalignedtoplanning,monitoringandevaluation.ThiswillallowtheSecretariattomovebeyondassessingthequality
ofprojectdesignonlytoensuringqualityatallstagesofprojectimplementation.
Emphasiswillbeplacedonthedesignofbiggerandlonger-termprojectsthatmeetthe
qualitystandardssetoutintheprojectmanagementguidelines.Attentionwillbeplaced
on ensuring that all intermediate results outlined in the SRF are integrated in project
plans,andprojectsarealignedeffectivelytointermediate,enablingand
internaloutcomes.
-
36 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
4 Monitoring, Evaluation and Reporting Framework
83 WhiletheSRFoutlinesthestrategicprioritiesforthenextfouryears,itissupportedbyarobustME&RframeworkthatwillhelptheSecretariattomonitorandevaluateresults,as
wellasreportontheprogressagainsttheagreedoutcomes.
84 During the plan period, monitoring, evaluation and reporting will be undertaken as envisagedintheframeworkinTable1.Theframeworkwillhelpensurethatwearedoing
therightthingsanddoingthemright.TheSecretariatwillendeavourtoestablish
baselinesassoonastheStrategicPlanisapprovedandrequisitestructuraladjustments
aremadetodeliverthenewplan.IndependentevaluationsoftheSecretariatswork
willberoutinelyundertakentoassesstherelevance,effectiveness,efficiency,impact
and sustainability of Secretariats programme of assistance, and more importantly the
lessonsonhowtheSecretariatcandemonstratebetterresults.
85 Reporting of the results will take the form of an annual report to the Board of Governors ontheperformanceoftheSecretariatinachievingtheprioritiesoftheStrategicPlan.
In addition, detailed mid-term and end-term reviews will be presented to the Board
ofGovernors.
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 37
5 Collaboration with Commonwealth Organisations
86 The Secretariat has continued in recent years to consolidate a closer working relationship with the accredited Commonwealth organisations, in order to give greater
relevanceandsubstancetoaccreditationitself,aswellastopromotemoreeffective
partnershipsindeliveringtheSecretariatsworkprogramme.Thisapproachwas
givenafurtherimpetusbytheEPGrecommendationsthattheSecretariatshould
strengthen its relationship with the Commonwealth Foundation (Recommendation 81);
co-ordinate its work with associated Commonwealth institutions in order to draw on
theirexpertise(Recommendation87);andstrengthenitslinkagesandfunctionalco-
operationwithCommonwealthagenciesinthefield(Recommendation89).
87 The Secretariat will establish institutionalised mechanisms of liaison and collaboration withotherinter-governmentalandaccreditedCommonwealthorganisations.The
Secretariat will propose, for the approval of Board of Governors, a framework of
consultationswithaccreditedCommonwealthorganisations.
88 The Secretary-General will meet at least once every year with the heads of inter-governmental organisations and attend consultative meetings with accredited
organisations.TheS-G,aswellasothermembersoftheseniormanagement,will
continuetopromoteCommonwealthorganisationsinmemberstates.Theongoing
consultations with accredited organisations will be made strategic and meaningful,
withanemphasisonpromotingmorequalitative,knowledge-sharingandresults-
orienteddialogue.TheAccreditationGuidelineshavebeenrevised,andtheSecretariat
will develop a framework for the accreditation review process to ensure that these
organisationsupholdCommonwealthvaluesandprinciples.
-
38 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
Table I: Monitoring, evaluation and reporting framework
Results Monitoring
and evaluation
process
Methodology Frequency Report Utilisation of Findings
Strategic
outcomes
(810years)
Strategic Plan
review
The Strategic Plan review will be based on a comprehensive
strategic monitoring and evaluation plan with indicators, means of
verificationand,wherepossible,baselineinformationandtargets.
The contribution of intermediate outcomes to the plans strategic
outcomeswillbeassessed.
Towards the end of the four years, this independent strategic
review will evaluate the strategic and intermediate outcomes,
includinglessonslearned.
Quadrennial Independent
evaluation
report
Internal
Development of corporate knowledge base and organisational learning
forinformeddecision-making.
External
AccountabilitymechanismtoBoG/ExCoonprogressonachieving
strategicplanresults.Intermediate
outcomes
(24years)
Mid-term
review
A mid-term review of the Strategic Plan will assess performance
againsttheshort-termandintermediateoutcomes.Itwill
also provide an opportunity to assess the appropriateness of
indicators.ThisreviewwillconsiderhowtheSecretariatcan
bemoreeffectiveandbeinformedbyrecommendationsfrom
evaluationstudiesonselectedoutcomesandprogrammeareas.
Biennial Independent
evaluation
report
Internal
Inform review of project design, adjustment in short-term outcomes
andindicators,andallocationofresources.
External
BoGandExCoassessmentofprogress/decisions.
Annual
performance
review
Standardised monitoring and evaluation tools will be used to
assessprogress.Informationcollectedwillbeanalysedtoreflect
progressagainsttheoutcomes.Bi-annualprogressreportsand
project completion reports will inform the annual performance
review.
Annual Annual
performance
and assistance
to member
countries
report
Internal
Show trends and inform decision-making on project implementation,
reviewofdesignandbudgetreallocation.
External
InformExCoandBoGonprogressanddecisions.
Internal processes to improve performance
Short-term
outcomes
(02years)
Field visits and
project reviews
StandardisedM&Etoolswillbedeveloped,whichcanbetailoredto
meetspecificprojectrequirements.
Bi-annual Bi-annual
progress
reports
Internal and external
Data and information from the reports should show trends in outputs
and outcomes by intermediate outcomes/country region/sector/
modeofdeliveryetc.Programmeperformancewillbeassessedagainst
financialperformance.Criticalissueswillbetaggedfordiscussionatand
ExComeetings(underDevelopmentDialogue).Outputs
Ongoing
Field visits and
project reviews
This will be conducted during the delivery of outputs, through
checklistswhereprojectteamsarepresentorexpertsareplaced.
Informationwillimprovedesignanddeliveryofprojects.
Quality assurance of project design and implementation
Establish baselines
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 39
Table I: Monitoring, evaluation and reporting framework
Results Monitoring
and evaluation
process
Methodology Frequency Report Utilisation of Findings
Strategic
outcomes
(810years)
Strategic Plan
review
The Strategic Plan review will be based on a comprehensive
strategic monitoring and evaluation plan with indicators, means of
verificationand,wherepossible,baselineinformationandtargets.
The contribution of intermediate outcomes to the plans strategic
outcomeswillbeassessed.
Towards the end of the four years, this independent strategic
review will evaluate the strategic and intermediate outcomes,
includinglessonslearned.
Quadrennial Independent
evaluation
report
Internal
Development of corporate knowledge base and organisational learning
forinformeddecision-making.
External
AccountabilitymechanismtoBoG/ExCoonprogressonachieving
strategicplanresults.Intermediate
outcomes
(24years)
Mid-term
review
A mid-term review of the Strategic Plan will assess performance
againsttheshort-termandintermediateoutcomes.Itwill
also provide an opportunity to assess the appropriateness of
indicators.ThisreviewwillconsiderhowtheSecretariatcan
bemoreeffectiveandbeinformedbyrecommendationsfrom
evaluationstudiesonselectedoutcomesandprogrammeareas.
Biennial Independent
evaluation
report
Internal
Inform review of project design, adjustment in short-term outcomes
andindicators,andallocationofresources.
External
BoGandExCoassessmentofprogress/decisions.
Annual
performance
review
Standardised monitoring and evaluation tools will be used to
assessprogress.Informationcollectedwillbeanalysedtoreflect
progressagainsttheoutcomes.Bi-annualprogressreportsand
project completion reports will inform the annual performance
review.
Annual Annual
performance
and assistance
to member
countries
report
Internal
Show trends and inform decision-making on project implementation,
reviewofdesignandbudgetreallocation.
External
InformExCoandBoGonprogressanddecisions.
Internal processes to improve performance
Short-term
outcomes
(02years)
Field visits and
project reviews
StandardisedM&Etoolswillbedeveloped,whichcanbetailoredto
meetspecificprojectrequirements.
Bi-annual Bi-annual
progress
reports
Internal and external
Data and information from the reports should show trends in outputs
and outcomes by intermediate outcomes/country region/sector/
modeofdeliveryetc.Programmeperformancewillbeassessedagainst
financialperformance.Criticalissueswillbetaggedfordiscussionatand
ExComeetings(underDevelopmentDialogue).Outputs
Ongoing
Field visits and
project reviews
This will be conducted during the delivery of outputs, through
checklistswhereprojectteamsarepresentorexpertsareplaced.
Informationwillimprovedesignanddeliveryofprojects.
Quality assurance of project design and implementation
Establish baselines
-
40 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
6 Moving Forward
89 After the approval of the Strategic Plan by the Board of Governors, the Secretariat will develop an Implementation Plan to translate the approved strategy into practical
actions.Thiswillincludetheorganisationalstructure,broadinternalreforms,the
developmentofbaselines,definingshort-termresultsandindictors,andbiennial
planningandbudgeting.Allchangesinstaffingwillbeundertakeninaccordancewith
theSecretariatsobligationsandinternationalgoodpractice.
-
Annexes
-
42 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 43
Annex I: Strategic Plan Development Consultative Process
Written submissions were sought from member governments over a two-year period,
including a questionnaire in which member governments were requested to prioritise
those areas of the Secretariats current work that could be increased, decreased or
brought to a conclusion, as well as to propose new areas of work if desired or required;
The Secretary-General conducted informal consultations with groups of Governors
of the Board throughout late 2011 and early 2012;
The CHOGM-directed process to further consider the EPG recommendations informed
the strategic plan development through a senior officials meeting in April 2012 and a
meeting of the Ministerial Task Force in June 2012;
A First Discussion Paper was circulated to the Board of Governors of the
Commonwealth Secretariat in June 2012;
The Secretary-General conducted consultations in 2012 with Commonwealth
Secretariat staff;
The Secretariat met with the Consortium on Education and other leading figures working
in the education sector, and also with leading figures working in the Commonwealth in the
health and education sectors during 2012;
A Scoping Paper on emerging themes for the plan was discussed in an informal briefing
of the Board in September 2012;
The Scoping Paper was discussed and endorsed by Commonwealth Foreign Ministers
at their annual meeting in September 2012;
A draft Strategic Plan was presented to an informal meeting of Governors on
15 November, 2012;
A draft Strategic Plan was presented to an Extraordinary meeting of the Board
of Governors on 27 November, 2012;
A revised draft was circulated on 25 January 2013 and discussed at an Extraordinary
meeting of the Board of Governors on 08 March 2013 where it was agreed to form a
Sub-Group to finalise the Plan.;
The Sub-Group met on 19 March and 8 April and a revised draft was circulated to Board
members on 15 April and discussed at an Extraordinary Board meeting on 2 May 2013;
and
An expanded Sub-Group met on 17 May and reached a consensus on the draft Strategic
Plan, which would go to the 23 May 2013 Board meeting for approval
-
44 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
Annex II: Evaluation Studies (20082012)
1. EvaluationoftheCommonwealthFundforTechnical
Co-operation April 2008
2. EvaluationofCommonwealthSecretariatAssistancetoMember
States in Trade Law March 2009
3. Review of the Commonwealth Secretariats Support to the
Iwokrama Programme May 2008
4. EvaluationoftheSecretariatsTrainingProgramme June2010
5. EvaluationoftheCommonwealthSecretariatDebtManagement
Programme June2010
6. EvaluationofCommonwealthSecretariatProgrammeofTechnical
Assistance on Maritime Boundary Delimitation June2010
7. EvaluationoftheCommonwealthPrivateInvestmentInitiative May 2012
8. EvaluationoftheCommonwealthSecretariatPublicPrivate
Partnership Programme June2012
9. Country evaluations: Belize and Sri Lanka (drafts) October 2012
-
Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 45
Annex III: Strategic Results Framework
Strategic
outcomes
No. Intermediate outcomes Indicators
1. Democracy
Greater adherence
to Commonwealth
political values
and principles
1.1 CMAG is well-informed and
supported to protect and
promote Commonwealth
values and principles
Member states that respond
positively to and implement CMAGs
recommendations
1.2 Member states engage
withandbenefitfrom
strengthened Good
Offices of the
Secretary-General
Memberstatesthatbenefitfrom
theGoodOfficesoftheSecretary-
General
Member states able to prevent,
manage and overcome internal
differences
1.3 Member states conduct
fair, credible and inclusive
elections
Member states where
Commonwealth Observer Groups
assessimprovementsinthequality
and credibility of elections
NationalElectionManagement
Bodies engaged in information and
knowledgeexchangethroughthe
CommonwealthElectoralNetwork
and implementing Commonwealth
Observer Groups recommendations
1.4 Valuesofrespect and
understanding advanced
Member states initiating programmes
and projects in line with the Respect
and Understanding approach
Global advocacy opportunities to
advance Respect and Understanding
value
-
46 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17
Strategic
outcomes
No. Intermediate outcomes Indicators
2. Public Institutions
Moreeffective,
efficientand
equitablepublic
governance
2.1 Effectiveinstitutions
and mechanisms for t