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Solomon Islands Markets for Change
Proposed Project Document
Overall Title Markets for Change –Solomon Islands,
Fiji and Vanuatu
Solomon Islands Title Markets for Change – Solomon Islands
Short Title M4C PROJECT
Geographical Coverage Solomon Islands1, Vanuatu, Fiji
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 Solomon
Islands.
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 Solomon
Islands, which showed evidence that marketplace
improvements in physical infrastructure and governance can
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
Solomon Islands 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;
1 Map from http://www.paxgaea.com/images/Map39.gif
http://travelphotos.everything-everywhere.com/Pacific/Solomon-Islands/Solomon-Islands-2007/i-jRJhXRs/0/L/971278515_92e5585cca_o-L.jpg
ii
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 Solomon Islands 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.
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.
2 International Women’s Development Agency (2013). “Gender Matters”, March. http://www.iwda.org.au/wp-
content/uploads/2013/03/20130325_GenderMatters2.pdf
http://ipsnews-net.wpengine.netdna-cdn.com/Library/2013/03/CEWilson-Flower-Selling-at-Honiara-Cental-Market-Honiara-Solomon-Islands-
2013-629x472.jp
iii
Table of Contents
Table of Contents ........................................................................................................................ iii
List of Acronyms .......................................................................................................................... iv
List of Tables and Figures ............................................................................................................. vi
M4C PROJECT Solomon Islands at a Glance .................................................................................... vii
Summary ................................................................................................................................... xii
1 Project Context ..................................................................................................................... 1 1.1 Solomon Islands Context Analysis ............................................................................................................................... 1
2 Overview of the Partners Improving Markets Project ........................................................... 15 2.1 UN Women’s Knowledge Products ........................................................................................................................... 15 2.2 Lessons Learned and Rationale for Marketplace Focus .................................................................................. 16
3 Theory of Change ................................................................................................................ 20
4 Phasing and Activities .......................................................................................................... 25
5 Project Governance and Management ................................................................................. 27 5.1 Internal Governance and Management Structures ............................................................................................ 27
5.1.1 Regional and Country Level Accountability Frameworks .............................................................................27
5.1.2 Human Resources and Staffing and Reporting Structures ...........................................................................28
5.1.3 Inter-Agency Operations: UN Women and UNDP ............................................................................................30
5.2 Procurement Systems and Standards ..................................................................................................................... 31
5.2.1 UN Women Annual Work Planning and Approval Processes ......................................................................33
5.2.2 Donor Reporting Process ..............................................................................................................................................33 5.3 Infrastructure Management ........................................................................................................................................ 34
6 Knowledge Management ..................................................................................................... 40 6.1 Approach ............................................................................................................................................................................. 40
7 Implementation Procedures ................................................................................................ 41
8 Value for Money Data Collection and Management Processes ............................................. 42
9 Programme Partnerships ..................................................................................................... 45
10 Resource Mobilisation ..................................................................................................... 48
11 Results Framework .......................................................................................................... 49
Annex A: Risk Assessment .................................................................Error! Bookmark not defined.
Annex B Budget Summary ..................................................................Error! Bookmark not defined.
iv
List of Acronyms
ABV Australian Business Volunteers
AusAID Australian Agency for International Development
CEDAW Convention on the Elimination of All Forms of Discrimination Against Women
CIDA Canadian International Development Agency
CLGF Commonwealth Local Government Forum
CSO Civil Society Organisation
CT Country Team
DAC Development Assistance Committee
DDR Disaster Risk Reduction
DFAT Department of Foreign Affairs and Trade
DRF Development Results Framework
EU European Union
EVAW Eliminate Violence Against Women
FAO Food and Agricultural Organisation (of the United Nations)
FDC Foundation for Development Cooperation
FTA Foreign Technical Assistance
FWCC Fiji Women’s Crisis Centre
GBV Gender-Based Violence
GRB Gender Responsive Budgeting
HIV&AIDS Human Immunodeficiency Virus/Acquired Immunodeficiency Syndrome
HMM Honiara Municipal/Central/City Market
HRBA Human Rights Based Approach
IDRC International Development Research Centre
IFAD International Fund for Agricultural Development
IFC International Finance Corporation
ILO International Labour Organisation
IPF Integrated Project Framework
KM Knowledge Management
Logframe Logical Framework
M4C Markets for Change
MCO Multi-Country Office (of the United Nations in the Pacific)
MDGs Millennium Development Goals
M&E Monitoring and Evaluation
MTR Mid-Term Review
NGO Non-Governmental Organisation
NZAID New Zealand Aid
OECD Organisation for Economic Co-operation and Development
PARDI Pacific Agribusiness Research for Development Initiatives
PFIP Pacific Financial Inclusion Programme
PIM Partners Improving Markets Project
PMF Performance Monitoring Framework
PNG Papua New Guinea
PPP Public Private Partnership
ProDoc Project Document
v
PVMC Port Vila Municipal Council
RBM Results-Based Management
RBM&E Results-Based Monitoring and Evaluation
RRRT Regional Rights Resources Team
SPG Shefa Provincial Government
ToC Theory of Change
TOR Terms of Reference
UN United Nations
UN Women United Nations Entity for Gender Equality and the Empowerment of Women
UNDAF United Nations Development Assistance Framework
UNDG United Nations Development Group
UNDP United Nations Development Programme
UNEG United Nations Evaluation Group
UNIFEM United Nations Development Fund for Women
US$ United States Dollars
VAW Violence Against Women
VAWG Violence Against Women/Girls
VSA Volunteer Service Abroad
VT Vanuatu Vatu (currency)
WEE Women’s Economic Empowerment
WHO World Health Organisation
WMV Women Market Vendors
IE Infrastructure Engineer
M4C PM M4C Project Manager
DC Design Consultant (Sub contractor)
MC Managing Contractor
vi
List of Tables and Figures
Figure 1: Background Statistics ........................................................................................................................... 2
Figure 2: Theory of Change .............................................................................................................................. 22
Figure 3: M4C PROJECT Organogram ................................................................................................................ 29
Figure 4: M4C PROJECT Solomon Islands ........................................................................................................... 30
Figure 5: Infrastructure Planning and Implementation ...................................................................................... 34
Table 1.1: Description of Markets in Solomon Islands ....................................................................................... 8
Table 2.1: Summary of Key Knowledge Products under the PIM Pilot Project ............................................... 15
Table 3: Team Member Responsibilities ............................................................................................................ 35
Table 5.2: Summary of Process and Responsibilities ........................................................................................ 38
Table 8.1: Knowledge Management Activity, Timing, Means of Verification and Resources ......................... 43
Table 11.1: Solomon Islands Project Results Framework ................................................................................. 49
vii
M4C PROJECT Solomon Islands at a Glance
Issue Discussion
Alignment
Millennium Development
Goals
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.
UN Women Global
Strategic Plan 2011-2013
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.
Commission on the Status
of 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).
Pacific Regional UNDAF
2013-2017
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.
Outcome 3.1: By 2017, inclusive economic growth is enhanced, poverty is reduced,
sustainable employment is improved and increased, livelihood opportunities and food
viii
Issue Discussion
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.
Solomon Islands UNDAF Outcome 3.1, Output 3.1.3: Improved access to women and youth to formal sector
employment opportunities, income generation and markets and vocational training.
UN Women Pacific
Regional WEE Programme
Strategy
Aim: Safer, inclusive and non-discriminatory workplaces.
Result: Secure, productive and sustainable work opportunities for women.
UN Women Pacific MCO
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
Outcome 2.2: Women’s sustainable liveli-hoods enhanced by gender-responsive
services and access and control over means of production and resources
Pacific Island Forum
Gender Equality
Declaration, 2012
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.
Pacific Women Shaping
Pacific Development
(DFAT)
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.
DFAT Disability Inclusive
Programming
Guiding Principles
1. People with disability will play an active and central role. Results area includes
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.
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
ix
Issue Discussion
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 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 gender-
responsive manner will significantly improve social and economic security for
women market vendors
Goal By the end of the Project, marketplaces in rural and urban areas in Solomon Islands are
safe, inclusive and non-discriminatory, promoting gender equality and women’s
empowerment.
Project Outcomes 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
4. Physical infrastructure and operating systems are improved to make markets more
sustainable, resilient to disaster risks and climate change, safer and more accessible
Key Strategies 1. Targeting municipal markets as key sites for women’s economic empowerment and
poverty reduction. Solomon Islands: Consolidate support to Honiara Municipal
Market, Kukum Market and Auki Market, with a focus on establishing and
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 towards establishing vendor associations and enabling them with training and
support.
2. Involving local government, civil society, the private sector and representative
institutions in the empowerment of market vendors. Solomon Islands: Review of
bylaws that have been adapted to support the empowerment of vendor associations.
Identify gaps in local authority bylaws, 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. Link Honiara
City Council marketplace team with the Auki Town Council.
3. Building democratic institutions that advocate for market vendor rights and
x
Issue Discussion
interests. – Solomon Islands: 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. Twinning arrangements between Honiara City
Council and Auki Provincial market as the Auki market management have requested
the Market Manager of Honiara City Council to provide technical assistance with their
governance and management issues. The Auki market infrastructure is fairly new, it
was a funding project by the Japanese International Cooperation Authority (JICA),
however the issues of insufficient people frequenting the market and no written bylaws
and legislation have resulted in poor management at Auki. The infrastructure also has
issues direct sunlight exposure and sanitation improvements.
4. Responding to the multifaceted needs of women market vendors’ rights and
interests through support to institutional strengthening, infrastructure, product
improvement and related. Solomon Islands: Review the findings from the assessment
of the pilot initiative at HCC 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.). Solomon Islands: Some improvements needed at Honiara City Council
– management of market fees, allocation of stalls, overnight vendor facilities, nursing
bay for infants, sanitation and safety and security of women vendors, drainage and
storm water systems.
A major health hazard is the waste water from the Hospital running directly to the
seafront adjacent to the Honiara City Council market. The fish vendors normally wash
their fish in the same sea water. Kukum 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), UN Women also
needs to carry out further consultations with Honiara City Council on the types of sales
being undertaken by Kukum market vendors with the permission of the Honiara City
Council, the market currently has an increase in the number of beetal nut sellers and
cooked food vendors. Beetel nut is a health issue and cooked food vendors do not have
any food handling and food selling standards. The aim is to shift market activities
from beetel nut sales to alternative market activities.
Auki market is on a different island. 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.
As with the Honiara 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. Solomon Islands: A Knowledge Management 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 Solomon Islands M4C PROJECT. The Solomon Islands 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
xi
Issue Discussion
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.
7. Instituting a phased implementation approach with a distinct handover phase to
support sustainability.
Implementing Agency UN Women
Responsible Party for
Outcome 2
UNDP
Other Parties Government departments, municipalities, academic institutions, sub-contractors
Human Resourcing and
Rationale
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 for the delivery of Outcome 2.
xii
Summary
Overview
This Project Document elaborates the rationale and characteristics of the Markets for Change (M4C) PROJECT
in Solomon Islands. 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 goodwill 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 Solomon Islands would be supported by the Women’s Economic Empowerment
(WEE) Specialist and a Knowledge Management team based at UN Women’s Multi-Country Office in Fiji.
UNDP/Solomon Islands will be the Responsible Party for implementation of Outcome 23.
The M4C PROJECT aims to promote gender equality and the 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 Solomon Islands, the focus will be on the Honiara City Council (HCC) Market, the
Kukum Market and the Auki Market. As noted earlier, there is a particular need to shift market activities away
from beetel nut sales to alternatives. 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 improved management of HCC Market 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 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
Project Outcome 3 Local governments and market management are gender responsive, effective and
accountable to women market vendor needs
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
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.
xiii
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 Solomon Islands, 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 Solomon Islands 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 Solomon Islands, one area of focus will be organised savings schemes, although the lack of
experience in this regards means extensive preparations. Additional attention needs to be focused on
improving food handling and hygiene standards, proper food storage and protection of foodstuffs. For
Auki Market, the emergent twinning arrangement between the market with Honiara City Council
Market and Auki Market makes it especially important to enhance the profitability of operations as well
as the efficiency of the marketplace overall to improve sales. With financing from the Project based on
the upgrading proposal submitted by Honiara City Council, significant improvement could take place.
3) Local governments and market management agencies are gender responsive, effective and accountable to
gendered needs.
In Solomon Islands, 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
HCC and introducing similar ideas for Auki and Kukum Markets.
The Project would also work with Honiara City Council 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., Auki), work with market vendors and local authorities on the development of a
management and operations plan for the produce market. 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 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
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.
xiv
feedback mechanisms, and using knowledge management products to strengthen communications.
Specific attention will be devoted to gender responsive budgeting training and support.
Another possibility is to conduct a feasibility study of the quality and functions of existing
infrastructure, such as the study carried out in Fiji that helped prioritise interventions. There are
particular challenges at Honiara City Council, Kukum and Auki with regard to the ability of the markets
to cope with heavy rains and runoff, sewerage, and similar.
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 Solomon Islands, 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.
A strong knowledge management component is proposed that will involve 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 Solomon Islands. 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 Solomon Islands 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) Pilot Project began field activities in Solomon Islands in January 2010.
Stakeholder consultations took place and a situation analysis was prepared to consider opportunities. The
Solomon Islands site markets were 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 HCC Market to maintain this initiative, including a study
tour for the HCC market manager to Fiji which saw impressive improvements being undertaken by the Market
manager at HCC market. A public address system is also in place and there is a decrease in the number of
women market vendors being hassled by drunkards at HCC. The Honiara Festival of Arts took place in 2012
where UN Women actively participated, taking participants from Fiji and Vanuatu as well to participate in a
workshop. The aim of PIM Pilot Project involvement in the Festival was aimed at showing what was possible
in terms of marketplace development, champion gender responsive reform of market governance, and
strengthen south – south exchange. UN Women sponsored a full day symposium entitled ‘Empowered
Women and Inclusive Markets: Gender Responsive Market Governance and Reform’, enabling the Honiara
xv
City Council and women market vendors and leaders from the four PIM Pilot Project countries to share
information on their activities and needs, and how to solve problems6.
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.
In spite of socioeconomic growth the Solomon Islands remains relatively poor and continues to face serious
economic challenges. The majority of the population is involved in subsistence cash crop agriculture, with less
than a quarter involved in paid work. Although Solomon Islanders are reported to rarely interact with people
outside of their province, women play a critical role in the country's economy, as both producers and sellers of
produce at the market. Women are responsible for about 90% of fresh fruit and vegetable marketing – as bulk-
buyers and as retailers.7 These women, in addition to those selling meat, seafood and fish, and crafts, use the
main markets in Honiara and Auki in Malaita province to sell their goods. As a result, the sociocultural,
nutritional and economic impacts of Honiara market, Kukum market and Auki market are critical to the overall
socioeconomic development of the Solomon Islands.
Honiara Central Market is the centre of trading activity in the islands. The market is managed by a woman,
and is one of two in Honiara owned and run by the Honiara City Council. The market manager benefited from
a study tour to Fiji on better market practices supported by UN Women. It is the only outlet in Honiara for
fresh vegetables, fruit, fish and other goods.8
According to research conducted on behalf of UN Women, Honiara Central Market has around 1,000 vendors,
operating at full capacity9 from approximately 50 stalls, some of which have been constructed by the vendors
themselves. A sample of 10% of the vendors demonstrated that 17% of the vendors were men.10 The male
vendors were highly represented in the sale of the most profitable products: salt fish, fresh fish and peanuts.
These vendors made more than four times as much as fruit, vegetable, cooked food and craft vendors, who
were mainly women.11 Solomon Star News reports that most of these women are farmers from the outskirts of
town, from rural communities and villages12. Many of these women have to travel long hours alone, at high
cost (travel costs are estimated at 8% of the sales turnover13) and often end up sleeping in the market until their
goods are sold. Some women reported staying overnight in the markets to avoid violent situations in their
homes.
The Honiara Central Market is an economic anchor for the community and country. Transport costs incurred
by vendors are around $6M per annum, and it is possible that transport of customers involves an equivalent
sum. If 25% of transport costs were involved in paying the wages of transport service staff, the market might
generate jobs for an additional 300 people at basic salary levels.14 While almost all of the fresh fruit and
vegetable vendors interviewed claimed that they were primary producers15, an estimated one-third of vendors
actually buy their goods from primary producers. The misstated claims probably arise from the considerable
vilification of “on-sellers” (also termed ‘black marketers’) by the local community. Given assumptions made
about the cost of goods, and the fact that at least a slight majority of vendors in the central market are primary
producers, it is likely that the central market supports a further 2,000 equivalent jobs in primary production,
6 Szamier, M. (2012). Summary Report. Partnership to Improve Markets at the Festival of Pacific Arts 2012, UN Women, Suva, Fiji. 7 IFC (get exact citation) 8 http:www.solomonstarnews.comfeatureswomen8437-women-vendors-call-for-attention 9 Stanley, J. A Survey of the Economic Performance of Selected Markets in the Solomon Islands and Papua New Guinea, UN Women
2009, unpublished. 10 ibid. 11 ibid 12 http:www.solomonstarnews.comfeatureswomen8437-women-vendors-call-for-attention 13 Stanley, J. A Survey of the Economic Performance of Selected Markets in the Solomon Islands and Papua New Guinea, UN Women
2009, unpublished. 14 ibid. 15 Grow their own produce before bringing it to market.
xvi
supplementing subsistence production for these producers and helping to support a rural population of around
6,000.16
Market vendors’ disposable income after accounting for purchase of goods for trade and meeting basic
household needs was focused on paying of school fees (34%). Many managed to save some of their income
(an average of 25% of disposable income), and the remaining income was spent equally on building materials
and gifts to relatives. There was a considerable gender bias in the money provided to male and female
relatives, with 88% of vendors giving more to male than to female relatives. Many vendors pointed out that
they made regular monetary allocations for customary purposes such as weddings (bride price), funerals and
other ceremonies.
Kukum Market is also managed by the Honiara Council. In early 2010 it was upgraded for the sale of produce.
The market space is not as developed as Honiara Central market and mainly sells beetel nuts and cigarettes.
The council and the market manager have indicated that they would like to upgrade the market and expand to
selling other produce.
UN Women research indicates that the women vendors and market management in Honiara Central and
Kukum markets report their major challenges to be:
Market Space and Hygiene – the Honiara Central Market manager reports that the market was
designed for a smaller population and a lot of vendors find it difficult because of lack of space.17
Additionally, there are not enough bathrooms for vendors, or clear areas and protocols for product
disposal. At present the market manager often assists volunteer cleaning staff with cleaning the market
grounds and stalls. While the market is a tourist attraction, women vendors believe it could be further
beautified and made more sustainable and disaster-risk resilient.
Security and Theft – Theft is an increasing problem faced by market vendors. There are no proper
security services provided at the market area during the day and night.
Governance –
i) While things have improved under present market manager in HMM, she requires
more support in managing the administration, because of the scale and scope of the
market. The market manager does not collect the vending fees. This is done by a
council representative, but the women vendors complain that market fees and the
collection process are not transparent. Market fees accounted for 6% of turnover, and
this was by far the highest monetary fee cost of all the markets assessed.
ii) There is no umbrella organisation of market vendors to advocate for vendor rights,
and promote better practices for vendors.
Capacity Building – Many of the women indicated that they would benefit from financial literacy,
product development, value chain analysis, and quality control training support. The cost of goods was
assumed as 50% unless otherwise stated, with the assumed costs for primary producers equating to
costs of production. Women vendors believed that with financial literacy and product development
training, and increased access to financial services they would be able to better manage their money
and increase profits.
Improved Environmental Management – The HMM market manager complained of sores from the
cleaning material used in the markets. Also much of the waste from the market goes directly into the
sea.
Shifting from Beetel nut sales – Kukum market in particular is dominated by Beetel nut sales. A
prime focus at Kukum will be on shifting to alternative marketing opportunities.
16 Stanley, J. A Survey of the Economic Performance of Selected Markets in the Solomon Islands and Papua New Guinea, UN Women
2009, unpublished. 17 http:www.rnzi.compagesnews.php?op=read&id=70070
xvii
Auki Market is located in the town of Auki, which is the provincial headquarters of Malaita province. Auki
and the Auki Market serve as the main economic link between Honiara and the rural villages of the highlands
of Malaita. Auki Market was recently moved and rebuilt with the support of the government of Japan. The
new structure was opened in March 2012 and has reportedly relieved market congestion as a result of
increased total selling floor space per vendor. It enables vendors to sell on rainy days and supports the
improved hygienic conditions and freshness of the vendors’ products. The Auki Market is managed by Malaita
Chazon Development Authority (MCDA), the business and economic arm of Malaita Province. The total
number of market staff was 6 in October 2012, comprising a market manager, market fee collectors (2),
cleaners (2) and a JICA volunteer who provides technical support to the market manager in capacity building.
The market operates at about half the capacity of the central market. In spite of the new structure the market
management is now struggling with stall set-up and administration, and as a result they have approached the
Honiara market manager to assist. A critical challenge for Auki market vendors is expanding their customer
base and diversify products since the population of Auki is only 5,105. Many women vendors often have to
make the trip to Honiara central to sell excess goods. As a result of the new and improved market space the
vendors in Auki Market only indicated governance and capacity-building as areas for support.
The New Zealand Aid Programme (NZAid) funds the Honiara Economic Development Support Programme
(HEDSUP) (2012-2016), which aims to achieve sustainable economic development for Honiara city and
improve the city’s future and quality of life for all residents. It focuses on efficient local government
administration, effective local governance and improved urban management. The inputs provided by the
programme – including an international advisor serving as deputy city clerk, and other planned inputs from
specialists in financial management, human resources, and property valuation, will provide important support
to the changes the M4C PROJECT will initiate. HEDSUP inputs will include industrial surveys, asset mapping,
and ward profiles, and the preparation of a City Development Strategy and a Local Economic Development
Plan, which represent strategic entry points for organised groups of women market vendors to influence and
contribute. New Zealand previously supported the Institutional and Capacity-Building Project, which ended in
2011 with the Commonwealth Local Government Forum (CLGF).
The World Bank-funded Rapid Employment Project (REP), targeting urban youth in Honiara in labour-based
public works activities, has been operating since 2010. The Honiara City Council directly administers project
funds, which have been largely used for street cleaning. However, with better dialogue between organised
groups of women vendors and council leaders, it could potentially include a wider range of work prioritised by
women vendors in the future. The World Bank also funds a Rural Development Programme (RDP), which
aims at increasing the capacity of agricultural institutions to provide agricultural support services (including
extension), as well as establishing inclusive committees to identify, plan and develop small-scale infrastructure
with World Bank grant funds, often community markets.
The UN Habitat EC-ACP Participatory Slum Upgrading Programme has undertaken rapid situation
assessments or ward profiles in Auki and Gizo, to understand urban living conditions and influence policy
responses.
One aim of the M4C PROJECT is to consistently and directly work with the women vendors to improve
financial and quality control skills, to strengthen and scale up their work. Support is also required to establish
an association of market vendors who can advocate for the relevant policy development and reform, to create
an enabling legislative environment for women vendors. Gender-responsive public administrative training has
not been provided for market managers or city and provincial council representatives. Also, partnerships have
not been established with local businesses and tourist boards to promote steady local sourcing from women
vendors and to expand women vendors’ customer base and thereby increase the scale of their work.
Additionally, women vendors’ access to finance and financial services has not been addressed.
1
1 Project Context
The Markets for Change (M4C) Project is a multi-country initiative covering Solomon Islands, Vanuatu and
Fiji. 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 nationally18. 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
Solomon Islands, Vanuatu and Fiji; 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 guided 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 Solomon Islands 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.19 Additionally, the International Labour Organisation (ILO) estimates more than 60% of those
working in the non-agricultural sector regionally, work in the informal economy.20 Many Pacific Island
countries are struggling to build resilience to global and regional economic transitions. The informal
economy has been a key element of the economic foundation in the region. During times of conflict, women
and men working in the informal economy provide the necessities that can no longer be provided by the
formal economy, and keep cash circulating. However, during times of stability and prosperity with inclusive
transparent governance smallholdings, informal traders and others in the informal economy often graduate to
the formal economy, providing goods and services, as well as generating tax revenues, to finance essential
social and economic infrastructure.
Overall statistics on Solomon Islands, along with the other two countries in the Project, are contained in the
following table:
18 UN Women MCO (2013). Draft Regional Programme Strategy. Women’s Economic Empowerment 2013-2018, UN Women
Multi-Country Office, Suva, Fiji. 19 http:www.unescap.orgpddCPRCPR2006EnglishCPR3_1E.pdf 20 Women and Men in the Informal Economy: A Statistical Picture International Labour Organization, 2002.
2
Figure 1: Background Statistics21 Fiji Solomon
Islands
Vanuatu
Population (est) 860,000 550,000 250,000
Population growth per annum 0.7% 2.3% 2.6%
Rural/urban population (%) 49/51 80/20 76/24
GDP growth (2012) 2.5% 5.5% 2%
External debt as % of GNI 14.5% 18.4% 17.9%
GNI per capita (2011 $US) $3720 $1110 $2730
Human Development Index (2012) 0.702 0.510 0.626
Population below poverty line (2011) 31% 22.7% 12.7%
Secondary enrolment net % of school
age female (male) 1999-2011
88 (79) 29 (32) 49 (46)
Total fertility rate per woman (2010-15) 2.6 4.0 3.7
Women % of waged, non-agricultural
employees (2012)
29.6% 30.8% 38.9%
EIU Women’s Economic Opportunity
score of 100 (2012)
48.5
29.2
39.1
Solomon Islands is one of the less developed countries in the Pacific region, and is especially vulnerable to
global financial crisis trends. It ranks a low 135th out of 182 countries on the human development index. As
with other small island states, the country is remote and isolated with relatively high transport costs, a small
domestic market, susceptibility to natural disasters and climate change, limited economic diversity and a
high reliance on the export of resources, limited capacity in both the private and public sectors, and
vulnerability to changes in the global economy. Particular problems facing those trying to do business in
Solomon Islands included difficulties in securing credit (ranked by the International Finance Corporation as
167th out of 183 countries in this regard), registering property (ranked 172nd out of 182), starting business
operations (111th out of 182), enforcing contracts (108th out of 182), and the ability to close a business (107th
out of 182) 22. Particular problems were noted to face women, related to lack of training and effective
networks for business women, the need for an improved legislative framework that currently discriminated
against women in a number of respects, the need to streamline regulations, and the need to address a
particularly serious problem of harassment of women working in the informal sector, including those in the
markets.
The International Finance Corporation23 highlighted the ethnic and linguistic diversity of Solomon Islands,
although over 90% of the population was classified as Melanesian. The country gained its independence
from Great Britain in 1978. Local government is divided into ten provinces, one of which comprises the
capital city of Honiara. The overall population in the Solomon Islands is estimated to be 515,870 as of 2009,
comprising 264,455 males and 251,415 females.24 The average annual population growth rate is 2.3%, with a
population density at 17 persons per square kilometre. The most densely populated areas outside of Honiara,
the capital, are Malaita and Temotu.
The Solomon Islands suffered from years of political instability and ethnic conflict, culminating in five years
of low intensity civil conflict from 1998 until 2003. During this time the economy collapsed, and even in the
post conflict years continued instability hampered recovery, with post-election riots in 2006 worsening the
situation. However, in recent years the economy has started to grow again, mostly on the back of mining
21 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 22 Hedditch, S. and C. Manuel (2010). Solomon Islands. Gender and Investment Climate Reform Assessment, International Finance
Corporation in partnership with AusAID, Washington DC and Canberra. 23 Hedditch, S. and C. Manuel (2010). Solomon Islands. Gender and Investment Climate Reform Assessment, International Finance
Corporation in partnership with AusAID, Washington DC and Canberra. 24 http:www.dfat.gov.augeosolomon_islandssolomon_islands_brief.html
3
and agricultural and timber exports, as well as fisheries25, and economic diversification intentions have yet to
translate into changes on the ground.
Governance structures are weak and there is little implementation capacity, and there are limited
opportunities for communities to actively engage in the identification of development priorities. Civil
society, which has a role to play in strengthening governance, are few in number and relatively weak. The
ethnic conflict from 1998-2003 not only had a severe toll on the economy, it undermined national unity and
weakened democratic governance. The desk review prepared for the 2013-2017 United Nations
Development Assistance Framework (UNDAF) concluded26: the failure of effective governance within the
state triggered by a weakened economy, perceived inequity in benefiting from government services and
resources, unauthorized sale of customary land on Guadalcanal by few self-interested individuals, illegal
squatting on, and use of customary lands, particularly around Honiara due to poor management of urban
growth, rapid population growth and pressures on land, concentration of economic opportunities largely on
Guadalcanal, political power influences, the weak traditional and non-traditional law enforcement
mechanisms27, and limited employment opportunities, especially for the growing youths who have emerged
from schooling and aspiring for opportunities that are either limited or inaccessible.
The number of employed persons is 81,240, with 54,571 males and 26,669 females in the formal sector, an
estimated one-quarter of the workforce28. The vast majority of Solomon Islanders are not in the formal
sector, rates are low, reflecting the fact that most people fall outside the formal labour market. The national
labour force participation rate is 62.8%, including both formal and informal sectors and smallholder
production. A survey of the Solomon Islands shows that some 66% of women engage in informal trade, and
that informal trade represented 33% of the total income families in the Solomon Islands receive.29
In Solomon Islands, smallholdings are usually farms supporting a single family with a mixture of cash
crops and subsistence farming. In the Pacific, smallholders represent the largest production unit, producing
goods for use in the home, for exchange and for sale in domestic and export markets.30 Smallholders straddle
the informal and formal economies as market and street vendors. 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.
Honiara Municipal Market
Honiara Municipal Market (HMM) is located along the Main Street (Mendana Avenue) of Honiara on the
main island of Guadalcanal. The market is situated at the centre of the commercial area in the city. The stalls
sell everything from fruits and vegetables, to fish and curios and handicrafts.
Market Management
The market is open from 6am until 17hrs throughout the week, including Sundays. As of April 2013, the
Honiara Market Management within the Honiara City Council (HCC) has given approval to open the market
on Sundays to allow people especially women to sell their crafts and cooked food. HCC manages and
provides security services for both HMM and Kukum. A full time woman market manager is employed for
the market and based at the HMM.
The toilets are in a poor state of repair, and the septic tanks require repair. The cleaners try to keep the toilets
clean, but given the poor state of the infrastructure, this is difficult. The issue is constantly discussed with the
25 http://www.bbc.co.uk/news/world-asia-15896396 26 UNDP (2012). Solomon Islands Desk Review (draft) for the United Nations Development Assistance Framework, United Nations
Development Programme in Solomon Islands, Honiara. 27 UNDP (2005). Peace and Conflict Development Analysis: Emerging Priorities in Preventing Future Violent Conflict, United
Nations Development Programme, New York, United States. 28 UNDP (2012). Solomon Islands Desk Review (draft) for the United Nations Development Assistance Framework, United Nations
Development Programme in Solomon Islands, Honiara. 29 http:www.dfat.gov.augeosolomon_islandssolomon_islands_brief.html 30 http:www.fao.orgdocrep008af348eaf348e07.htm
4
HCC who are working closely with UN Women to upgrade the existing toilets and construct four toilets and
showers. At the end of the market day considerable green waste remains, and is not properly handled. The
HMM has plans to improve the situation in the near future.
The market building is opened walled. The second hand clothing vendors (mostly women) sell in the front of
the market building. They are currently selling clothes in the sun and have no shelter. They provide their own
iron rods to hang their clothes. Similarly, root crop vendors sell outside of both sides of the building. They
have no seats and benches. Next are the handicrafts and shell money vendors who place their products on
benches provided and occupy the first three rows, next vegetables and then cooked food vendors occupy the
two last rows. At the back of the building the fish and meat vendors conduct business. Because of poor
drainage and lack of hygienic practices, the area smells. No seats or stools are provided for the vendors.
There are chairs which vendors have to hire from an individual vendor. Due to inconsistent supply of piped
water the fishermen resort to washing their fish in the sea water. There are major health risks surrounding
the quality of the seawater by the market as the hospital liquid waste along with the Honiara Market liquid
waste is discharged into the seawaters along the market area.
There are no sinks provided either for vendors to wash their crops and hands or provided for the cooked food
vendors. The cooked food vendors cook at home and bring the food to the market.
Crime and safety
Many vendors especially from the Central Province and some of the black market vendors sleep overnight at
the markets. There are security guards employed and a police post was located there but still there a lots of
criminal activities including sexual harassment on going in the market.
Kukum Market
The Kukum market is located along the Kukum highway towards east Honiara and opposite the Honiara
Casino. Recently there has been an increase in the number of beetelnut and cooked food vendors with fresh
produce vendors now finding it difficult to sell their produce from the market.
There is no market committee set up but it’s also under the HCC standard Committee similar to the HCM.
There is an assistant Market Manager employed by HCC and he manages the market. There is no regular
dialogue between HCC and the vendors. Fees are collected each day from beetelnut stalls and cooked food
vendors.
With waste management, the HCC requires to set up better waste management strategies as it causes sanitary
concerns the public. Green waste is not properly disposed and no adequate bins provided for the market.
HCC does not have a separate by-law for Kukum Market. However, they have an existing by-law which
requires urgent amendments. Since this market is now mainly for beetelnut vendors, the council has issues
with settling up of stalls for them. Beetelnut vendors have been building unsafe shanty structures along the
Kukum market to set up their stalls.
The market has a fence around it but issues with safety for vendors exist since it is a beetelnut market and
most of the beetelnut vendors accommodate in the market. There is a large open wall building with benches
for cooked food vendors built by the HCC. Kukum Market has 2 toilets 1 for men and 1 for female. They
applied the user-pay concept with the toilets and vendors/public pay SBD3.00 per visit the toilets. No
trainings opportunities have been provided to the Kukum market vendors.
5
Auki Market
Auki Market is located in the provincial capital for Malaita Province called Auki. It is situated on the
northern end of Langalanga Lagoon on the north-west Coast of Malaita Island. There are daily flights
between Honiara and Auki. There are also regular shipping services between Honiara and Auki.
It was constructed and funded by JICA with final handover to the Malaita Provincial government (MPG) in
2012. During the same year, MPG handed the market management to the Malaita Development Chazon
Association (MDCA) to manage the market, highlighting a willingness on the part of local authorities to
engage effectively with representative institutions. Despite the work of JICA and the local authorities, at
times the Auki Market does not have clear revenue systems in place to effectively manage the market, or
invest in infrastructure.
Currently, the market has no vendor associations but they do have a market committee chaired by a female.
They are looking into setting up market vendor association and hoping for UN Women`s assistance with this.
There is a positive working relationship between the vendors, committee and MDCA although engagement
with the provincial government has been lacking. There is a market master and MDCA is planning to have a
female as the Market Manager, as is the case in Honiara.
The customer base is limited. Many vendors travel to Honiara Central Market to sell their products and the
majority of vendors are usually from Central Malaita which is closer to Auki where vendors have to catch
boats to travel to Honiara. The vendors travel by truck and boat and it is very expensive to meet the truck
fees and fuel. Roads are poor, transport crowded, and there are no street lights in the Auki area, putting
women and children at risk. This is especially the case because they have to travel at night, meaning that
some men are drunk and on the same transport. Some of the vendors start travelling at 2 am to reach Auki
Market.
The market vendors at the Auki Market have yet to receive necessary training of basic issues such as
financial literacy, product quality, product diversification. Currently, there are little data on women vendors
improved financial literacy, quality control and up-scaling of their work.
There are no bylaws, and as a consequence market management is weak. Consultations to date highlight
market vendor prioritisation of establishing bylaws, supporting the efforts of the MDCA, as a starting point
for improved infrastructure development.
In 2012, the Honiara Market Master and a representative from UN Women/Solomon Islands conducted a site
visit to the Auki Market. They met with a number of stakeholders associated with the market and its
operations, as well as the women vendors themselves. They held a half day workshop with the vendors and
market management, facilitated by the Malaita Women’s Development Division, to discuss the PIM Pilot
Project and its potential roll-out. The discussions covered issues such as the possible role of market
committees and market vendor associations.
Women’s safety (especially GBV)
The Solomon Islands has one of the highest rates of violence against women and children (VAWC) in the
world. In 2009, the first nationally representative prevalence study of VAW was conducted through a
partnership between the Solomon Islands government, UNFPA and the Secretariat of the Pacific
Community. This study, entitled the Family Health and Safety Study (FHSS) found that 64% of ever-
partnered women aged 15-49 years reported physical and/or sexual violence by an intimate partner, while
42% of women reported experiencing physical and/or sexual partner violence in the 12 months prior to the
survey. Rates of severe and sometimes life-threatening violence were especially problematic, with many
women having experienced punching, kicking, weapon use, or sexual violence.
The effects of VAWC extend far beyond the personal lives of the abused women and children. It
undermines their engagement in economic activities, it weakens their participation in politics and community
6
affairs, and it harms cultural relations and expression. It challenges family structures and, in so doing,
undervalues girls, which in the worst cases results in girls entering the sex trade, sold into marriage at a
young age, or forcing boys and girls into dangerous child labour. These factors themselves undermine social
and economic advancement of society overall, hampering economic growth and social advancement.
The FHSS, along with other qualitative research, highlighted the problem of violence being viewed as an
acceptable norm in society, with men feeling that it is their role to ‘discipline’ their wives, women feeling
that the violence was justified, and children accepting that this is a part of family life. The MOH, UNICEF
supported 2009/10 baseline study on HIV/AIDS found that 38% of sexually active youth had experienced
forced sex, with variation between males (28%) and females (49%). The Child Protection baseline research
for Solomon Islands highlighted the high level of violence that children experience in schools and homes.
Seventy percent of education informants admitted that teachers practice corporal punishment and 72% of
caregivers responding to the survey admitted to physically hurting children in the household.
Women’s Leadership
The under-representation of women in the Solomon Islands’ national and local legislature has been a
recurring trend despite the increasing number of women candidates in recent years. Twenty-five (25)
women contested for parliament seats in the last 2010 national elections, whilst in the 2006 elections twenty-
six (26) women contested, the largest numbers so far and yet none of them won seats in both elections. A
by-election in North Malaita constituency eventually resulted in a female candidate being elected.
During a visit to the Solomon Islands in 2012, the Special Rapporteur on Violence against Women, Ms.
Rashida Manjoo of South Africa, Special Rapporteur on Violence Against Women, its Causes and
Consequences, shared her findings on violence against VAWG. Levels of violence are connected to
women’s political participation and economic empowerment, which is weak in Solomon Islands. Ms.
Manjoo noted that this reinforced “traditional perspectives and also reflects the dominant views regarding
women’s status and value”.
Recent legislative and policy reforms have provided a basis for the Solomon Islands government to support
women to enter parliament. The current revised draft of the Political Party bill provides for a 10% quota for
women party candidates. The recent establishment of the National Gender Equality and Women’s
Development Policy, premised on CEDAW has also included as one of its priority outcomes ‘Women in
leadership and decision making’ and has established a National Taskforce to oversee implementation of this
Policy Outcome. The reigning NCRA government stipulates in its policy statement a provision for some
reserved seats for women in parliament and the recently launched Solomon Islands 2011 National
Development Strategy (NDS) which promotes gender equality, empowering women and equal participation.
Despite the good intentions of the above policies, women in Solomon Islands still face challenges as
progress on the implementation of these policies are slow due to capacity and lack of resources. Women
candidates also need support and training to build their individual capacities to be able to develop good
campaigning strategies and communication plans on issues that are favourably associated with women
candidates to improve their prospects of electoral success.
Women’s economic empowerment is a matter of principle and in respect of women’s human rights. Solomon
Islands 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”.
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 Solomon Islands to promote and
7
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.
8
The following table offers an overview of markets in Solomon Islands along key characteristics of relevance to the M4C PROJECT.
Table 1.1: Description of Markets in Solomon Islands Accomplish-
ments and issues
arising from the
markets
SOLOMON ISLANDS MARKETS
Honiara Central Market Auki Kukum
Organization of vendors
Sta
tus
of
wo
men
in
th
e m
ark
et p
lace
s a
nd
th
eir
con
trib
uti
on
to
th
e ec
on
om
y. No organized vendors association. However, vendors are interested
in forming an association to have better dialogue with HCC and
other agencies who want to work with market vendors.
There are possible plans to set up a vendors association in
December 2013.
No organized vendors
associations.
No vendors association or organisation at present.
However, vendors are interested in forming an
association to have better dialogue with HCC and other
agencies who want to work with market vendors.
As with HCM, there are possible plans to set up a
vendors association in December 2013.
Dialogue between City Council, Markets Management and Vendors
It is evident from meetings with Council that the views of vendors
have not been incorporated into planning and management, but the
council is willing and supportive of the idea of vendors associations
participation in decision making and market management.
Inexistent dialogue between
market vendors, council and
market management.
There is dialogue between local authorities and the
vendors on an ad-hoc basis. The main interest from the
authorities is on fee collection.
Conditions for vendors in the markets Majority of vendors at the market are from Guadalcanal and travel
from 4 am in the morning to get to the market when it opens. There
are a number of vendors from Central Province who travel by boat
to sell for a few days. These women sleep at the market. Travel
fares are expensive for market vendors from the outer areas. The
return boat fare ranges from S$200.00 to S$400.00
There are complaints from vendors about the level of fees charged
and deficiencies in environmental health, including the appalling
state of the toilets.
The market is fenced but vendors are allowed to sleep in the market
overnight, as a concession to primary producers who bring bulk
goods into town and sell them over a period of several days.
Customer base is limited. May
vendors travel to Honiara
Central Market to sell excess
produce.
The market vendors at Kukum are mostly day vendors
and they do not have an issue with vendors sleeping
overnight at the Kukum market.
The majority of vendors are from Malaita Province, but
travel to and from the market is felt to be expensive,
and is felt to seriously undermine profits.
The market is open from 6am until 18hrs.
Tables and proper shelter are lacking, as if water for
human consumption. Security services are lacking, and
the market is not fenced. Market vendors are regularly
harassed by males drinking proximate to the market.
9
Accomplish-
ments and issues
arising from the
markets
SOLOMON ISLANDS MARKETS
Honiara Central Market Auki Kukum
Eco
no
mic
Sec
uri
ty a
nd
Rig
hts
Access to Financial Services and Training
Women’s literacy levels are much lower compared to males.
Only 20% of Honiara residents have access to financial services.
Strong potential to partner with the Financial Inclusion programme
with PFIP as it aligns with the government’s goal of having 50,000
people (30,000 of which should be women) accessing financial
services by 2015. There are a number of existing accounts but they
are inactive, linking an initiative like the one in PNG that ensures
market vendors use the mobile banking systems have great potential
for achieving financial and economic inclusion goals of the
government as well as the project goals on economic empowerment
and improved market management.
Market vendors interviewed reveal that they do not have records of
their sales, mobile phones, or any way of saving their earnings.
An earlier income and expenditure survey revealed that there is a
disproportionate amount of earnings being given from the women
vendors to the male relatives as compared to the female relatives.
Much of the market earnings from the vendors are used for
customary purposes including weddings (bride price), funerals and
other ceremonies.
Income of fish vendors has been found to be well above the rest of
the market vendors. Cost of goods sold for most vendors’ averages
at 50%, cost of travel estimated at 8% of the sales turnover and 6%
on market fees.
Vendor types and average income earned:
salt fish S$4,525 per week ($77 per hour)
fresh fish S$4,223 per week ($200 per hour)
meat (dressed chickens) S$2,447 per week ($655 per
hour)
peanuts S$1,386 per week ($32 per hour)
cooked food s$900 per week (30 per hour)
craft S$867 per week ($25 per hour)
Serve as the main economic
link between rural villages of
Malaita and Honiara.
Limited reported work on
women vendors’ improved
financial literacy skills,
quality control and scale up of
their work.
No partnerships have been
established with local
businesses or tourist board to
promote steady local sourcing
from women’s vendors to
expand their customer base.
No training has been provided to the vendors at Kukum
market.
There are no accurate records regarding the number of
stalls and vendors, but it is estimated that there are now
more than fifty stalls. Fees are collected daily, with
betaalnut stalls charged SI$25, and cooked food stalls
SI$22. In addition, each time someone uses the toilet,
it costs SI$3.
The majority of vendors do not keep records of their
market income and expenditures (all fifteen vendors
interviewed did not keep records). Average incomes
are not known, and more information is required.
However, discussions suggest that incomes may be up
to SI$2000 per week for betaalnut and cigarette
vendors, while cooked food vendors tend to earn about
half this much.
Few vendors have bank accounts, but in recent months
there have been efforts to strengthen banking outreach
and access to finance at the marketplace.
Transport costs are of concern, averaging over SI$250
a week, but up to SI$1000 for vendors living some
distance from the marketplace. In addition, those with
heavy produce, including beetel nut sellers, have to
hire transport.
10
Accomplish-
ments and issues
arising from the
markets
SOLOMON ISLANDS MARKETS
Honiara Central Market Auki Kukum
Ma
rket
ma
na
gem
ent,
tra
nsp
are
ncy
an
d
acc
ou
nta
bil
ity
Waste Management
There are 20 market cleaners, 12 of which are women. It has been
identified that they need training on properly handling cleaning
materials and health and safety standards.
There are 4 market cleaners.
All females. Identified that all
needs training in proper
handling and health standards.
No proper equipment to carry
out their daily cleaning at the
Market.
There are several reported issues with waste
management. This market has beetel nut selling which
causes sanitary concerns. Green waste is also not
properly disposed there are not sufficient or adequate
bins provided for the market.
Vendors have repeatedly requested that HCC provide
rubbish binds, but to date they remain inadequate.
Equipment is lacking for proper cleaning of the
marketplace, resulting in the build-up of grime over
time.
Market By-laws and enforcement of rules
Ministry of Home Affairs has recognized the by-laws are antique
and require urgent reforms. Municipal Council has therefore
requested technical support to carry out the review.
There are no by-laws
developed for this market.
There are no by-laws developed for this market.
Revenue collection, maintenance and development budgets
11
Accomplish-
ments and issues
arising from the
markets
SOLOMON ISLANDS MARKETS
Honiara Central Market Auki Kukum
City Council recognizes the large contribution from market vendors
from stall fees. However, there is limited revenue being generated,
which is contrary to the information that had been provided in the
socioeconomic study in 2010. This suggests that due to the lack of
managerial and operational transparency, there is potential
misplacement of stall fees which can be addressed in a combined
initiative of financial inclusion like the one being trialled in PNG
markets.
Ticketing system for the market is in place, 11 fee collectors are
men and 1 is a woman. The market manager has recognized the
need to have a full time and trained accounts/clerks to take the
financial responsibility of reconciling fees collected.
Daily collection is around S$11,000.00 and this increases to
S$14,000.00 on Saturdays
Revenue collected was
managed by the MCDA.
Large amount of revenue
collected each day but most of
them spend on fuel for
electricity to provide for the
vendors. The management
would like to have a solar
system to recue cost of fuel.
Malaita Provincial
Government has no
contribution since last year.
Ticketing system for the
market in lace. 3 revenue
collectors. 2 male and 1
female.
The council is interested in improving its revenue
collection streams. Data is being collected around
budgets and maintenance. Currently only two revenue
collectors collect finance.
There are no proper offices for staff.
Capacity and Commitment of Council and Markets Division
Strong interest from Guadalcanal Provincial Council, LLG
members, market staff, Guadalcanal Council of Women, and
Honiara City Council, to partner in this initiative as they are
focusing on Local Economic Development. The Council is also
keen to partner in this project to improve situation for vendors and
operations and sustainability of the market.
Honiara City Council has received financial support from NZAID
for the Strengthening Local Governments Project, through which
two technical staff, a legal adviser and a market adviser are funded.
Market Chairman of the Commerce Standing Committee has
participated in workshops organized by UN Women under the
previous PIM project and considers the ongoing engagement and
capacity building of the markets staff crucial to improving existing
market conditions. There is lack of clarity of what the role of the
Standing Committee is. Market manager has identified the need to
train her staff on communication skills, performance, and
relationship with the vendors and conflict resolution in the market
place.
The market is managed by the
Chazon Development
Authority. There are 6 market
staff including cleaners,
market manager, fee
collectors and a JICA
volunteer.
Despite new infrastructure,
market staff have reported to
be struggling with stall set up,
allocation and overall
administration.
The Council is interested in further improving the
infrastructure and training for vendors. However, the
betel nut selling poses a challenge to whether or not
this market should be included in the project.
Market vendors have expressed an interest in
improving the environmental cleanliness of the
marketplace. This requires a cement floor, rubbish
bins, reliable water supply, and better shelter that
protects the marketplace from the weather.
12
Accomplish-
ments and issues
arising from the
markets
SOLOMON ISLANDS MARKETS
Honiara Central Market Auki Kukum
Safety, Capacity and Civic Education on Markets Vendors All cooked food vendors are licensed by the Health and
Environment Unit of the City Council. Vendors’ kitchens are
inspected before license is issued.
It has been reported that salt fish is obtained from commercial
trawlers who generally barter the bi-catch (which is salted in the
hold) for fresh fruit and vegetables, or even for sexual favours – it is
not available for monetary sale. This represents a considerable
commercial opportunity as the monetary cost of goods is well below
that of other products. There is considerable controversy over the
way salt fish is obtained and traded, and there are moves to ban it
altogether. It obviously provides a good income for the vendors, and
a cheap source of protein for customers, but it also undermines the
incomes of local fishermen who sell their fresh fish. Potential support.
Cooked food vendors have no
health licenses. Kitchens are
not inspected and no trainings
have been provided.
Only JICA has been assisting
them by providing a JICA
volunteer to assist the Market
Master with Administration.
Therefore, they are really
looking forward for the M4C
Project.
The market has a secure fence around it. The main
issues faced are around health, sanitation and waste
management.
Even with the fencing, however, the absence of locks
means that there are sometimes unwanted persons
entering the marketplace, with particular problems with
drunk males. This is felt to be worsened by the
presence of gambling at the marketplace.
Even though vendors do not overnight at the facility,
they often work well into the evening.
Infr
ast
ruct
ure
an
d d
esi
gn
pro
ble
ms
in t
he
ma
rkets
Market Capacity and Space Allocation
There are issues with availability of land that the Guadalcanal
Council is facing to provide a space for markets, therefore many
vendors have to go to Honiara Central Market to sell their products.
Estimated 1,000 vendors daily. This increases to 1,200 from
Thursdays to Saturdays.
Shelter is an issue for a lot of vendors.
Council considering the possibility of establishing a wholesale
market for rural farmers.
An average of 602 vendors sell at the market on the average day.
Traders dominant the market inside the building, while farmers tend
to set up outside, and therefore suffer considerable disadvantage in
terms of shelter, tables, stools, safety, etc.
There is no knowledge on the number of stalls available in the
market.
Entire market has been
recently rebuilt with the
support of the government of
Japan. The new structure is
reported to have relieved
congestion as additional
selling floor space has been
built.
There is insufficient space in the market to cater for the
vendors population. This has become an increased
challenge since betel nut vendors joined the market.
There is also a notable increase in the number of
cooked food vendors. The market used to only be for
fresh produce previously.
Stall allocation needs to also be revised.
Proper shelter is lacking, and tables are in short supply.
Vendors often bring their own tables and chairs and use
their own umbrellas.
13
Accomplish-
ments and issues
arising from the
markets
SOLOMON ISLANDS MARKETS
Honiara Central Market Auki Kukum
An ID card system is being proposed for better allocation of spaces
and control over the market.
Overnight Accommodation
The women market vendors especially who travel long distances
sleep under their stalls based on availability of space. There is no
overnight sleeping facility provided by HMC.
Vendors are not allowed to
sleep at the Market. This is to
reduce violence or other social
activities within the market
area.
Not an issue.
Maintenance
No cyclical maintenance plans are available. There is very minimal
maintenance been undertaken
and it is on an as and when
required basis and also
depends on the availability of
funds. Eg.changing of taps
and hand basins. There are
plans to extend the market to
the sea front area.
No cyclical maintenance plans are available.
Sanitation Facilities
Upgrading of toilet facilities is required. It has been found in
extremely unhygienic state.
Continuous water supply is a problem. Access to water will be
incorporated into the project.
Encountered water supply
problem when power cuts as
the water is currently powered
by electricity. Provision of
water tanks for constant
supply of water has been
identified by the management
as a need.
Additional toilets are required. The market has one
block of three toilets, one for market staff, one for
women, and one for men. These facilities are
insufficient for the demand.
There is one water tank providing water, but this is
inadequate, and many parts of the market are not
served.
There is no cement floor, and therefore traders trade in
the dirt.
The market facility itself is quite small, and it lacks
office space for revenue collectors and others involved
in market management.
While there are some rubbish bins around the market,
they are insufficient, and are often not emptied,
resulting in rubbish stacking up.
14
Accomplish-
ments and issues
arising from the
markets
SOLOMON ISLANDS MARKETS
Honiara Central Market Auki Kukum
Weather and Disaster Resilient Infrastructure
UN Women has invested USD $50,000 for the Sanitation
improvements project. One of the activities being undertaken is the
EIA of the Market area prior to any infrastructure works
commencing.
A feasibility study and an
EIA needs to be carried out to
determine the condition of the
existing infrastructure as the
infrastructure has detoriated
with very minimal
maintenance and repairs being
undertaken.
The market is prone to flooding due to poor drainage.
Accessibility and Safety
No facilities accessible for disabled people Facilities not accessible for
disabled people.
No facilities accessible for disabled people
Additional Amenities for Women's Empowerment
There is an existing meeting room which the market manager has
offered to be used as a training facility for small groups. The market
manager has provided the best times for vendors to receive training
as there is less clientele at certain times of the day.
There are existing refrigerated rooms below the market
administration building that are leased on a daily basis to vendors to
keep their produce. Market Management sells blocks of ice for
vendors. If the market management focuses on managing the market
other vendors could diversify their activities into selling ice blocks.
There is a conference centre
located in the Market Master`s
office. Lack workshop
furniture like white board etc.
There is no additional space for training of market
vendors.
15
2 Overview of the Partners Improving Markets Project
This section of the Solomon Islands 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 Projects are summarised as follows:
Table 2.1: 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 Countries-
1st 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.
16
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 previously-
unknown 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.
One of the most important lessons learned from 2009-2012 implementation was that local markets offered an
excellent entry point to respond to a variety of constraints facing women in an integrated manner that would
17
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
marketplaces31.
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. In Fiji, the 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 by-laws
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 the government of Fiji and supported by UN Women, building on good practices from the
PIM Pilot Project. 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
31 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.
18
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.
There is a particular need to support Honiara Central Market, Kukum Market and Auki Market, with
emphasis on establishing and 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 towards establishing
vendor associations and enabling them with training and support.
There is a need to develop bylaws and ensure that they support the empowerment of vendor associations.
Local authority and market management training should include how to effectively work with vendor
associations. Thereafter, work with vendor associations, market management and local authorities on the
design and operations of agreements between the parties. For infrastructure development, there is a need to
ensure that vendor associations and market management are involved in plan development and review, and
support oversight of physical infrastructure developments. Based on previous collaboration, developing a
link between Honiara Market Management and the Auki Market Management should be effective.
It is important to focus on developing/supporting market vendor associations that engage women market
vendors and support their involvement in association leadership. There is a need to support the development
of constitutions and operational agreements with the associations. Twinning arrangements between Honiara
City Council and Auki Provincial Authorities also require strengthening. The Auki market infrastructure is
fairly new, it was a funding project by the Japanese International Cooperation Authority (JICA), however the
issues of insufficient people frequenting the market and no written bylaws and legislations have faced the
Auki market management with various problems. The infrastructure also has issues direct sunlight exposure
and sanitation improvements.
A review of the findings from the assessment of the pilot initiative at Honiara City Council 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.
Some improvements are needed at Honiara City Council – management of market fees, allocation of stalls,
overnight vendor facilities, nursing bay for infants, sanitation and safety and security of women vendors,
drainage and storm water systems. A major health hazard is the waste water from the Hospital running
directly to the seafront adjacent to the Honiara City Council market. The fish vendors normally wash their
fish in the same sea water. Kukum 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
19
markets, cleaning schedules, rubbish collection procedures and timetables and rules, governance (terms of
reference for council workers and development of clear bylaws), UN Women also needs to carry out further
consultations with Honiara City Council on the types of sales being undertaken by Kukum market vendors
with the permission of the Honiara City Council, the market currently has an increase in the number of beetel
nut sellers and cooked food vendors. Beetel nut is a health issue and cooked food vendors do not have any
food handling and food selling standards.
Auki market is on a different island. 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.
As with the Honiara 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.
Nursing facilities are also needed.
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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 Solomon Islands, there are no organised vendors associations at this time, but there is a
strong interest in their development. Vendors do not effectively influence marketplace
decisions, but the Honiara council in particular is interested in establishing effective
channels of communications. The permanent market vendors are mostly from
Guadalcanal, and therefore represent a cadre that may be easiest to organise. Some of the
temporary vendors who come for weekends only get to market by boat, and given costs
associated with transport, they name little profit. There are concerns about the quality of
marketplace services and complaints about fees being too high for what is offered, with
particular concerns about the very poor state of the toilets.
Hypothesis 2 Market vendors achieve gender, social, economic and financial advancement, sustaining
Project outcomes. The hypothesis is that economic advancement is 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.
Access to financial services for all market vendors is low, especially for women. The
Financial Inclusion Programme is working in markets to support government’s goal of
having 30,000 women (and 50,000 people overall) accessing financial services for market
trade. However, prior experience with micro-lending suggests that there are a number of
problems, and that the return from savings must be sufficient in order for people to be
21
committed. Interviewed female market vendors found that few kept records, and that the
majority turned over money to male relatives for handling.
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 Solomon Islands, the councils in the areas of Project focus operated on old bylaws that
have little to do with current needs. This have not however been reviewed, but the
councils are keen that this take place. There are opportunities for revenue enhancement,
but poor market management and lack of record keeping, coupled with problems in
handling funds and the lack of reinvestment in infrastructure, has meant that local
government management of marketplaces remains weak. Nevertheless, some
interventions are in place, including attempts to streamline staff fee collection and fund
management. The Honiara City Council now has a market advisor and a legal advisor to
support reform.
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 suggest 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 Solomon Islands, much of the infrastructure is in extremely poor condition, and there
is little reinvestment of revenues generated back into infrastructure. While there are
many problems, poor sanitation infrastructure and lack of effective storm water drainage
are among the two most serious problems. Flooding of markets is common. Shelter is
generally in poor condition. The councils recognise the problems, and have prioritised
sanitation, shelter, and improved drainage. UN Women invested $50,000 for sanitation
improvements at HMM. There are no current facilities for disabled persons at any of the
markets, and no current plans are in place to resolve this problem.
22
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 Solomon Islands.
Figure 2: Theory of Change
Gender-equitable economic and socio-cultural empowerment of market vendors within the
market environment
Improved Socio-Economic Security
Access to Services through service
providers
* Support expansion of micro-finance 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
Increased Income and Economic Opportunities
* Access to credit and savings scheme.
* Use of mobile phones for banking.
* For Kukum, shift from beetelnut to alternatives
* KM activities to better understand control over monies beyond the marketplace
Increased Social Protection and
Reduced Gender Violence and
Discrimination
* Marketplace-based GBV outreach
* Link women market vendors to prevention and support services
* Infrastructure adaptation to reduce risk of violence at HCC
* Shift in products at Kukum market
Responsive Governance Structures and Systems
Voice and Participation
* Assessment of status and functioning of women's vendors associations
* Training and mentoring
* Strengthen communication between councils and market-place management and associations
Transparency and Accountability in
Market Management
* Assess revenue systems and reinvestment experience and gaps
* Investigate means to improve transparency in collection and handling of monies, test alternatives
* Review systems for financial probity and recommend changes to bylaws and related
Gender Sensitive Bylaws
* Review of bylaws and adjustment and utilisation
* Develop template inputs to strengthen the gendered responsiveness of bylaws, work with councils to consider 'best fit'
Infrastructure Maintenance and
Investment
* Assessment of marketplace vulnerability to climate and weather
* For each infrastructure development, ensure a fully developed maintenance plan
* Incorporate disaster risk management in market plans
Long-Term
Result
Activities
Short-Term
Result
23
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 Solomon Islands 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 Solomon Islands – Access to credit and savings schemes, training and support for improved
record keeping systems, establishment of e-paying schemes, business skills training, leadership
training and mentoring, product diversification, utilisation of value chain analyses.
Involving local government, civil society, the private sector and respective representative institutions in
the empowerment of market vendors.
o Solomon Islands – Enhanced responsiveness and accountability to expectations of market vendor
associations, effective revenue collection systems and reinvestment in infrastructure, enhanced
local authority capacity to meet marketplace demands, gender responsive budgeting.
Building democratic institutions that represent and advocate for women market vendor rights and
interests.
o Solomon Islands – Leadership skills training, membership in market management boards,
awareness raising and training on bylaws, policies, etc.
Responding to the multifaceted needs of women market vendors’ rights and interests.
o Solomon Islands – Effective consultation with women market vendors and linking demands to
services provided, building effective communications system. The priorities of women market
vendors has not always resulted in these being priorities on the part of other parties, but the
situation is reported to be improving. There is a need to strengthen women’s role in the
associations and helping them to organise, so that their voices are heard and priorities considered.
Building gender-sensitive market infrastructure and on-site services (e.g., lighting, sanitation, overnight
facilities, water supply, child care facilities, etc.).
o Solomon Islands – A range of problems face the marketplaces to be reached by the project, but
council commitment is already strong. The focus will be on ensuring that women’s market
vendors associations are created and enabled, and thereafter actively engaged in marketplace
management issues, so that their concerns receive attention. At HMM, storm sewerage channels
need attention as they fill and flood the market, while management of sanitation and water
services needs attention.
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 Solomon Islands – 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 Solomon Islands M4C
PROJECT. The Solomon Islands 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. There are particular constraints in terms of information
available on markets in the Solomon Islands that will receive specific attention during
implementation of the M4C PROJECT.
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.
24
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 Western Sydney 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
the family32. Therefore, focused actions are needed that have specific equality and women’s empowerment
objectives33.
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. 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 Solomon Islands Country Team, working with the M4C PROJECT KM team based in Fiji.
32 http://www.iwda.org.au/research/measuring-gender-equality-outcomes-economic-growth-pacific/ 33 (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”.
25
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 2009-
2013 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 in
Solomon Islands, the New Zealand National Committee of UN Women (NZNC) has been a
valuable and consistent partner of UN Women and is involved with the Partners Improving
Markets project since its inception in the year 2009. The NZNC committee has continuously
raised funds to support various components of the Partners Improving Markets Projects. The
Refurbishment and upgrade of sanitation facilities was made possible through the timely
funding of USD$49,000 by the New Zealand National Committee. The sanitation facility at
Honiara Market is in an appalling condition and requires urgent attention. The project
encompasses carrying out an Environmental Impact Assessment (EIA) of Honiara Central
Market site addressing issues of poor sanitation and ablution facilities inclusive of the
market and seafront area. The assessment is technical and provides recommendations
regarding plumbing, possible septic treatment alternatives. The EIA was complemented The
EIA was completed in August 2013. Design and construction of two new sanitation blocks
with four toilets each for men and women, construction of shower facilities for both blocks
with provision of two water tanks of 1,000 liters storage capacity and connection materials
will follow upon receiving the EIA report. The Honiara City Market Infrastructure
Improvement Project is currently under way, and is anticipated to be completed by the end of
the 3rd quarter of 2013As part of the PIM projects leading up to M4C, UN Women Solomon
Islands begun to explore opportunities for market vendors, especially women, to access
through commercial banks. Market vendors in Solomon Islands face various difficulties
accessing banking services. Women and men market vendors are often restricted from, or
hesitant to open savings accounts due to banks’ strict criteria complicated and long
processes.
In addition to the above,UN Women facilitated a partnership between Bank South Pacific
(BSP) and Honiara City Council (HCC) to open access to financial services for Honiara
Central Market (HCM) market vendors. Through this partnership more than one hundred
market vendors from HCM opened savings accounts through BSP in August 2013.In order to
open a savings account, vendors must be able to provide a letter from a community leader,
church leader or employer. Such a letter would often be difficult for market vendors to
obtain. Nearly half of the stalls at HCM are occupied by resellers who have settled with
families in town or are renting cheap accommodation in the settlements. Resellers face
difficulty getting letters from their community elders or a church leader as they are not often
aligned with a church. UN Women requested whether BSP would agree to accept a letter
from Honiara City Council for each market vendor wanting to open an account. This was
agreed by all stakeholders involved. On the 14th and 15th August 2013 the BSP team visited
HCM. Market vendors collected an individual identification letter from the HCM market
manager which they presented to BSP staff who signed up each vendor on their tablets.
Vendors were able to open a savings account and collect an ATM card.
At the end of Phase 1, the following will have been accomplished: a clear annual workplan
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
26
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.
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.
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.
27
5 Project Governance and Management
This section presents overall project governance, management arrangements, human resources and staffing,
as well as reporting systems.
5.1 Internal Governance and Management Structures
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 logframe34.
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 team in Solomon Islands would be led by international Project Manager (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. The
Solomon Islands project management team will also include a National Project Coordinator, an Admin and
Finance Assistant for the project, a Communications and Monitoring Officer, 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 Solomon Islands.
34 A draft logframe is contained in the Integrated Programme Framework, but will be reviewed and finalised in Year 1 of
implementation.
28
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. Note that 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
specialist 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 Agent35 and UNDP will be a Responsible
Party36 for the delivery of Outcome 2 of the project.
35 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) non-
governmental 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). 36 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.
29
Figure 3: 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
30
Figure 4: M4C PROJECT Solomon Islands
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 responsible 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
monitoring of progress for this component. UNDP Project Management Team will work closely with the
31
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 Advisor 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 Advisor. 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.
5.2 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.
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.
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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 Under-
Secretary-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. Ensure organisational, programmatic, and management effectiveness;
2. Strengthen organisational efficiency;
3. Establish appropriate accountabilities, and
4. 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.
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5.2.1 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:
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.
5.2.2 Donor Reporting Process
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.
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.
34
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.
5.3 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 5: Infrastructure Planning and Implementation
35
The system is expected to function as follows:
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.
5.3.1 Team Member Responsibilities
The responsibility for various stakeholders in the construction project is elaborated in the following table:
Table 2: Team Member Responsibilities
Position Responsibilities
UN Women Project
Manager
International Position (1 in each country)
Relevant skills and training, prior experience and satisfactory performance
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
UN Women
Infrastructure
Engineer
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
36
Position Responsibilities
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
Access Guidelines
o 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
Local Authority –
where authority has
capacity
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
37
Position Responsibilities
Local Authority –
where authority
needs significant
capacity
enhancement
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
Managing
Contractor
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
Market Infra-
structure Steering
Committee – UN
Women, local
council, relevant
government
departments,
managing
contractor, and
suppliers as
required
Liaise effectively between market vendors and local authorities
Help ensure that gender matters and universal access considerations are taken into
account, ensuring compliance with DFAT’s 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
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.
38
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.
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 milestones37. 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 5.3: 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
37 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.
39
Function Description Responsibility 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
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.
Local Councils, supported by
the UN Women Infrastructure
Engineer
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.
Local Councils, supported by
the UN Women Project
Manager and the UN Women
Infrastructure Engineer
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.
Local Councils, supported by
the UN Women Project
Manager
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 Infrastructure 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
40
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
6.1 Approach
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
41
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 Multi-
Country 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 co-
ordinate 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 endline 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.
42
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 endline Evaluation/Impact
Assessment. It would be an external evaluation, and would comprise an evaluation activity with technical
oversight from the regional office in Bangkok.
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.
43
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 8.1: Knowledge Management Activity, Timing, Means of Verification and Resources Year Means of
Verification
Indicators to be Measured # of Times
Activity to
Take Place
Resources
Internal External
1 Quantitative
survey
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
1 Survey mgt
and conter-
parting
Survey firm
1 Key informant
interviews
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
3 Conduct
interviews
None
1 Focus group
and similar
discussions
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
2 Conduct group
discussions
None
1 Other 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
1 Various data
collection
Some
requirement for
external local
expertise
2 Rapid
quantitative
survey
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,
1.1.1, 1.2.1, 1.3.1, 3.2.1
1 All handled
internally
None
2 Key informant
interviews
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
1 Conduct
interviews
None
2 Focus group
and similar
discussions
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
1 Conduct group
discussions
None
3 Key informant
interviews
Goal level indicators: G1,G2
SN Outcome Level Indicators:
2.1, 2.2
Outcome level indicators: 1.3,
1 Conduct
interviews
None
44
Year Means of
Verification
Indicators to be Measured # of Times
Activity to
Take Place
Resources
Internal External
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
3 Focus group
and similar
discussions
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
1 Conduct group
discussions
None
3 Other 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
1 Various data
collection
Some
requirement for
external local
expertise
4 Quantitative
survey (mid-
term data
collection)
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
1 Survey mgt
and conter-
parting
Survey firm
4 Key informant
interviews
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
2 Conduct
interviews
None
4 Focus group
and similar
discussions
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
1 Conduct group
discussions
None
5 Key informant
interviews
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
1 Conduct
interviews
None
5 Focus group
and similar
discussions
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
1 Conduct group
discussions
None
5 Other 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,
1 Various data
collection
Some
requirement for
external local
expertise
45
Year Means of
Verification
Indicators to be Measured # of Times
Activity to
Take Place
Resources
Internal External
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
6 Quantitative
survey
(endline)
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
1 Survey mgt
and conter-
parting
Survey firm
6 Key informant
interviews
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
2 Conduct
interviews
Conduct
interviews
6 Focus group
and similar
discussions
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
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.
9 Programme Partnerships
An important lesson learned from previous work on markets through the PIM Pilot Project and other
initiatives has been the importance of political will, both 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 MWYCA, as well as the relevant local councils. These strategic
partnerships will not only strengthen the impact of the M4C PROJECT interventions but will also contribute to
the project’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 and other countries to produce
preliminary scoping studies on women market vendors. Partnerships with PARDI will be explored to engage
further to complete value chain analysis, and product development research of market vendors highlighting
better practices and recommendations for incorporation in training.
South-South partnerships with UN Women offices elsewhere in the Pacific and other relevant organisations
whose expertise lies in promoting women’s leadership and advocacy, will add depth and scope to the support
provided to promote market women vendors. Synergies will be explored to develop capacity-building
46
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 establish and strengthen women market vendors associations in the Solomon Islands, UN
Women will promote partnership exchanges and consultations with active established vendor associations in
Vanuatu and Fiji. Additionally, Australia and New Zealand are active members of the Pacific community.
Partnerships will be explored with organisations such as Australian Women in Agriculture, Business and
Professional Women of Australia as well as relevant organisations in New Zealand to promote better
practices in product development and management. This will promote intra-regional exchanges and wider
collaboration among women market vendors.
The M4C PROJECT will complement work already being done in Honiara by New Zealand Aid, JICA and the
World Bank by exploring partnerships to promote existing gender mainstreaming work, and promote
synergies on activities specific to the M4C 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 as well as
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, 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. For example, the
M4C PROJECT will supplement assessments completed by the UN Habitat EC-ACP Participatory Slum
Upgrading Programme in Auki, which contributed to the better understanding of urban living conditions to
develop relevant training tools and influence policy responses. UN Women has already established a
partnership with the PDF, and will use their technical support to ensure the market is universally accessible
and inclusive.
UN Women will forge alliances with non-traditional partners like financial institutions and tourist boards to
ensure the success of the M4C PROJECT. Through partnerships with financial institutions, UN Women will be
able to provide the necessary technical support to expand women market vendors’ access to financial
services and products. This will be mutually beneficial for financial institutions, as it will also contribute to
broadening their customer base to include more socioeconomic diversity. The Solomon Island Tourist Board
will be approached to explore opportunities to expand women market vendors’ customer bases to restaurants
and hotels, but also to promote marketplaces as beautiful, safe and environmentally sustainable spaces for
tourists. Since FAO has experience in promoting women market producers’ engagement in tourism value
chains in Vanuatu, UN Women will explore partnerships in adapting and implementing similar programmes
in the Solomon Islands.
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 Solomon Islands
will rely on the technical support of Austraining and VSA volunteers to successfully implement capacity-
building and green, universal infrastructure aspects of the project.
The Solomon Islands had formulated a Decent Work Country Programme (2008-2012) which included four
priorities for action and support: capacity building of tripartite partners and improvement of social dialogue;
promotion of decent employment opportunities, particularly for young women and men, and inclusive of
persons with disabilities; improvement of the labour market information and analysis system; and increasing
social protection. M4C PROJECT aligns with these priorities and will support the further implementation of
this work.
UN Women will work closely with UNDP on training trainers for women market vendors and supporting the
development of financial products that promote women’s access to finance. UNDP has carried out a survey
47
on the financial intermediation needs of market vendors in Honiara and Auki and results will inform the
design of interventions. Based on the results of the consultations and analysis, the scoping mission has
identified the following activities as potential entry points for UNDP and other development partners’
support:
1. Review of existing governance structure, by-laws and rules and regulations to improve transparency,
efficiency and effectiveness of market management and operation by developing systems.
2. Developing a business plan for the public markets that outlines an investment programme to enhance
the revenue potential of the city market and plans for improvement of the delivery of market
services to both market vendors and general public, and identifies opportunities for public-private
partnership in the provision and or production of market services.
3. Strengthening financial literacy of market vendors to enable them to manage their business and
income flows more effectively.
4. Technical and financial support to organise women market vendors association as a process of
women’s’ empowerment within the UNDP’s Legal Empowerment of the Poor Agenda.
5. Support women groups in value adding, produce presentation and marketing.
6. Support in organising market camps with UN agencies and stakeholders to educate women vendors
and public on MDGs particularly with regards maternity health, primary education of children,
HIV&AIDS and other diseases.
UNDP will work with the National Financial Inclusion Task Force to integrate M4C PROJECT into the
national financial inclusion and financial literacy strategies and action plans. UNDP will provide technical
advice and facilitation of partnerships on demand – specific emphasis on women financial products, micro-
insurance and financial literacy.
48
10 Resource Mobilisation
The M4C PROJECT for Solomon Islands 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 In addition, 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 Air (NZAID), the European
Union (EU), the German Cooperation for International Development and other UN 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 low-
income 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 $4 046 625.60 for 6 years.
49
11 Results Framework
The M4C Project Results Framework for The M4C Project Results Framework for Solomon Islands 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 Solomon Islands. During Phase 1 this Results Framework will be carefully
reviewed and adapted to ensure that it meets Solomon Islands’ 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 11.1: Solomon Islands Project Results Framework
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
Solomon Islands UNDAF
Outcome 3.1, Output 3.1.3: Improved access to women and youth to formal sector employment opportunities, income generation and markets and vocational training
Solomon Islands 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)
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 gender-responsive manner will
contribute to improved social and economic security for women market vendors
Goal: By the end of the Project, selected
marketplaces in rural and urban areas in Fiji,
Solomon Islands, and Vanuatu are safe,
inclusive and non-discriminatory, promoting
gender equality and women’s empowerment
Indicator G1: Proportion of organised groups in
marketplaces with functioning, democratic
representative institutions that include women and have
women in leadership positions.
Baseline: Only 1, 0.07%, women representation,
(Lautoka Market Vendors Association, Fiji) out of the
entire project sites for M4C has a leadership role
G1. Monitoring records; focus group
discussions; key informant interviews;
effectiveness to be measured via internal
assessments evaluations; overall knowledge
management activities.
G2. Monitoring records; focus group
discussions; key informant interviews;
Risk of ‘capture’ of representative
institutions by men to the exclusion of
women.
Local authorities are not sufficiently
strong to implement bylaws and
supportive actions, and do not have the
necessary legislative mandate.
50
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
(President of the association) as per 2013 survey to be
determined in 2014 survey
Target: At least 40% women representation in
organised groups in marketplaces is achieved by the
end of the programme cycle
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.
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.
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.
effectiveness to be measured via internal
assessments evaluations; overall knowledge
management activities.
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
UN Women
Strategic Plan 2014-
2017 Outcome 2.1:
M4C PROJECT
Outcome 1:
Inclusive, effective
Indicator 1.1: Number of local governments that have
formalised partnerships with organised groups/market
vendor associations that represent the interests of
1.1 Monitoring records; quantitative survey,
representation assessed via internal
assessments, key informant interviews, focus
UN Women Strategic Plan 2014-2017
Outcome 2.1: National plans,
legislation, policies, strategies, budgets
51
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
National plans,
legislation, policies,
strategies, budgets
and justice
mechanisms
adopted and
implemented to
strengthen women’s
economic
empowerment
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
women market vendors.
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.
Baseline: To be determined from 2014 survey
Target: At least 1 Knowledge Product is produced and
disseminated widely.
group discussions and evaluation
1.2. Key informant interviews with group
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 socio-
economic factors as well; survey to be carried
out
1.3 Monitoring records of production and
distributions ; knowledge management
products including letters supporting this
initiative
and justice mechanisms adopted and
implemented to strengthen women’s
economic empowerment
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
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
1.1.1 Monitoring records. Quantitative
survey, Gender disaggregated, disaggregated
by other socio-economic factors as well
1.1.2 Monitoring records. Gender
disaggregated, disaggregated by other socio-
economic 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
52
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
meetings by 2017; All of these constitutions elaborate
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.; 2016-
refresher 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
Assumption that market vendors will see
the value of working collectively, and will
be interested in and committed to doing so
Indicative Activities
Activity 1.1.1 Engage with Vendors and
create awareness on the importance of
forming Vendor associations, Rollout the
‘Getting Started ‘ workshop on the formation
of Vendor associations.
Activity 1.1.2 Work with vendors on the
organizations of the establishment of Market
vendor associations including accountability
53
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
mechanisms to develop TOR, codes of
conduct, and relevant documents to guide the
purpose and role of their association in
Honiara Municipal Market, Kukum Market
and Auki market.
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 Where required provide
additional leadership training to women
market vendors to support good management,
effective advocacy and participation.
Activity 1.1.7 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.
54
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
Activity 1.1.8 Engage in consultation with
Honiara City Council on Kukum market on
the issue of vendors selling beetel nut and
cooked food without any legislations and by-
laws in place.
Activity 1.1.9 Utilise Internationally
commemorated days such as World Food
Day, International Day Against the
Eradication of Poverty and Rural Women’s
Day to organise events that promote
ownership inclusivity growth and prosperity
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.
1.2.1 Monitoring records; focus group
discussions; minutes of meetings, Rapid
Quantitative survey
55
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
Indicative Activities
Activity 1.2.1 Ensure rules/By-laws are
drawn up in Auki Market and Kukum Market
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
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
56
Results
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Means of Verification/Data Collection
Risks or Assumptions
Baseline: To be determined by survey in 2014
Target: By 2014 at least 30 % of agreements between
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 associations members, local council,
market management with vendors
associations 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 2014-
M4C PROJECT
Outcome 2:
Indicator 2.1: Proportion of market vendors in Project
targeted locations who have been provided with
2.1 Baseline, midline and impact assessment
surveys; monitoring records UN Women Strategic Plan 2014-2017
Outcome 2.2: Women’s sustainable
57
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
2017 Outcome 2.2:
Women’s
sustainable liveli-
hoods enhanced by
gender-responsive
services and access
and control over
means of
production and
resources
Improved socio-
economic security of
women market
vendors
financial literacy 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
Target: By the end of 2014 at least 1 financial literacy
such training is provided in each project targeted
location that assists market vendors with improving
their socio economic security
Indicator 2.2: Proportion of market vendorsNumber of
in 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
2.2 Council revenue records, key informant
interviews; monitoring records
2.3 Monitoring records; knowledge
management products
liveli-hoods enhanced by gender-
responsive services and access and
control over means of production and
resources
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
2.1.1 Monitoring records
2.1.2 Baseline survey and annual assessments
Other barriers to finance, especially in the
commercial banking sector, constraint
supply
Costs of lending is too high for market
vendors
58
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
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
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
Indicative Activities
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
2.2.1 Baseline and impact surveys,
monitoring records
59
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
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.
Indicative Activities
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
2.3.1 Baseline and impact surveys,
monitoring records
Indicative Activities
Activity 2.3.1 Conduct a training needs
assessment to ascertain the number of
vendors to be trained and the type of training
required
60
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
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
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
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
2.4.1 Baseline and impact surveys,
monitoring records
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
61
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
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
Activity 2.4.5 Connect parties e.g.
consultants, partners, market vendors, etc. to
knowledge management platform to facilitate
access to knowledge sharing
Output 2.5: Access to Knowledge
Management platforms for increased South-
South 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
Baseline: 10 knowledge products developed
Target: At least one knowledge product is produced by
each project site annually and disseminated.
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
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 2014-
2017 Outcome 2.1:
National plans,
M4C PROJECT
Outcome 3: Local
governments and
market management
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
62
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
legislation, policies,
strategies, budgets
and justice
mechanisms
adopted and
implemented to
strengthen women’s
economic
empowerment
are gender
responsive, effective
and accountable to
women market
vendor needs
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
implemented to strengthen women’s
economic empowerment
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 expenditures
Indicator 3.1.1: Number of local governments that
have drafted revision their by-laws, policies and or
plans budgets etc
Baseline: Only 1 Council has requested as of 2013
(Nausori Town Council)
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
3.1.1 Review of budgets; key informant
interviews
3.1.2 Review of budgets; key informant
interviews, Survey
Assumes adequate oversight of agencies
in terms of financial management
Assumes that local authorities have
sufficient independence to implement
effective policies without interference
63
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
Target: In 2014 the project completes a number of
assessments and carries 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
Activity 3.1.1 In all 3 markets 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 market management to
maintain and upgrade market
Activity 3.1.3 Carry out an assessment of
waste management mechanisms and where
necessary provide recommendations to
manage waste to promote healthier market.
Activity 3.1.4 Assessment of safety and
discrimination that affect market vendors.
Activity 3.1.5 Assess the impact of current
stall allocation of spaces and rental practices
on women market vendors livelihood and
ability to manage their business in market and
work with the market management to develop
64
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
fair and equitable systems for stall rental and
ensure revenue collected is banked into the
relevant government account.
Activity 3.1.6 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 3.1.7 In Honiara Market provide
technical assistance for a consultative process
of revision of by-laws to ensure the
regulations established are adequate to the
situation of the market and that
considerations for safety and inclusivity have
been included.
Activity 3.1.8 In Kukum and Auki markets
where no by-laws exist 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 3.1.9 Ensure lessons learned and
cross-market learning takes place from one
intervention site to the next on by-laws and
market rules.
Activity 3.1.10 Ensure local councils take the
65
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
necessary steps to endorse by-laws and make
them official.
Activity 3.1.11 Provide support to market
vendors to implement activities and
recommendations validated and agreed upon
from assessment.
Activity 3.1.2 For markets that do not operate
on a regular basis (Auki 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 safety and
discrimination issues identified develop and
implement training and sensitization to
relevant market staff and local leaders to
ensure vendors, in particular women and girls
carry out their business free of harassment
and fear.
Activity 3.1.14 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
Honiara Police on crime reduction
programmes. Explore opportunities for
Solomon Islands Police to develop gender
based community training.
Activity 3.1.15 Once GBV and gender based
66
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
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.
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
Indicator 3.2.1: Number of training provided to market
vendors to make them knowledgeable about market
functions and systems.
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
3.2.1 Quantitative survey; rapid quantitative
survey, focus group discussions
i. Quantitative survey; focus group
discussions
ii. Monitoring reports to establish
numbers; reviews to establish
effectiveness of gender-responsive
approach; special reports
Assumes that marketplace group members
are well targeted with appropriate
materials consistent with levels of literacy
and numeracy
67
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
is produced and disseminated widely.
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.
Output 3.3: Local governments and market
management are knowledgeable on 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)
Indicator 3.3.1: Gender-responsive budgeting training
workshop for Local Government.
Baseline : No GRB training has been provided by UN
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
friendly facilities
3.3.1 Monitoring reports to establish
numbers; reviews to establish effectiveness of
gender-responsive approach; special reports
3.3.2 Council revenue records, key informant
interviews
Lack of full understanding of gender-
responsiveness by various actors
Political issues do not negatively affect
operations of local government
68
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
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 Provide support to local
governments (in markets run by councils) and
to market vendors associations in Honiara,
Kukum and Auki markets (anticipated to be
formed in the 1st year of project intervention
to develop a mechanism by which portions of
the revenue collected get continuously
reinvested into market maintenance,
development and operations.
Activity 3.3.2 Provide technical assistance to
ensure GRB is taken into consideration in
yearly budgeting and planning processes.
Activity 3.3.3 Explore opportunities for
replication of the remaining markets and
formalising partnerships with relevant
authorities.
Activity 3.3.4 Ensure that the Principles of
the Litter Decree, Public Health Act, Food
Safety Act, Beetel Nut Act are adequately
incorporated into the Market Policies.
UN Women
Strategic Plan 2014-
2017 Outcome 2.1:
National plans,
legislation, policies,
strategies, budgets
M4C PROJECT
Outcome 4: Physical
infrastructure and
operating systems
are improved to
Indicator 4.1 Number of marketplaces with gender-
responsive infrastructure that meet the health, safety,
universal access (disability inclusive design) and
convenience needs of women market vendors
Baseline: SOI – Honiara Central Market sanitation
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
69
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
and justice
mechanisms
adopted and
implemented to
strengthen women’s
economic
empowerment
make markets more
sustainable, resilient
to disaster risks and
climate change, safer
and more accessible
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.
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
4.1.1 Monitoring records; site assessment
reports; independent verification submissions;
records of infrastructure failure and response
to problems
Indicative Activities
Activity 4.1.1 Support strengthening national
capacity in Vulnerability and Adaptation
70
Results
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Means of Verification/Data Collection
Risks or Assumptions
Assessment
Activity 4.1.2 In consultation with market
vendors carry out an assessment to current
problems with climate and weather conditions
that have an impact in the effective running in
the market; incorporate recommendations for
disaster resilience and climate change
adaptation into market plans. Assessments
will include analysis of impacts of ineffective
waste management on market maintenance
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
4.2.1 Quantitative survey; focus group
discussions, key informant interviews
71
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
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
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 structural 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 and is environmentally
friendly.
Activity 4.2.5 Develop and/or refurbish
market facilities as per the identified needs in
72
Results
Indicators
Means of Verification/Data Collection
Risks or Assumptions
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.
