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Strategic Plan
Commonwealth Secretariat Revised Strategic Plan2013/14 – 2016/17
Commonwealth Secretariat Revised Strategic Plan
2013/14 – 2016/17
December 2015
ii \ Revised Strategic Plan 2013/14 – 2016/17
© Commonwealth Secretariat 2016
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Contents \ iii
ContentsAcronyms iv
Executive Summary 1
Message from the Chair, Board of Governors 3
Foreword by the Secretary-General 4
Commonwealth Secretariat Revised Strategic Plan 5
1. Introduction 7
2. Context: Challenges and Opportunities 12
3. Strategic Results Framework (SRF) 14
3.1 Strategic and intermediate outcomes 15
3.2 Enabling outcomes 22
3.3 Internal outcomes 25
4. Monitoring, Evaluation and Reporting Framework 27
5. Collaboration with Commonwealth Organisations 29
6. Risk Management Strategy 30
Annexes 31
Annex I: Strategic Plan Development Consultative Process 33
Annex II: List of Evaluations (2013–2015) 34
Annex III: Revised Strategic Results Framework 35
List of Diagrams
Diagram 1: Strategic Plan Overview REVISED 10
List of Tables
Table 1: Monitoring, evaluation and reporting framework 28
iv \ Revised Strategic Plan 2013/14 – 2016/17
AcronymsAOSIS Alliance of Small Island States
APEC Asia-Pacific Economic Cooperation
AU African Union
BoG Board of Governors
CARICOM Caribbean Community and Common Market
CEN Commonwealth Electoral Network
CFTC Commonwealth Fund for Technical Cooperation
CHOGM Commonwealth Heads of Government Meeting
CMAG Commonwealth Ministerial Action Group
CPP Civil Paths to Peace
DFID Department for International Development
EPG Eminent Persons Group
EU European Union
ExCo Executive Committee
HRD Human Resources Division
ICTs information and communication technologies
IMF International Monetary Fund
IT information technology
LDCs least developed countries
MDGs Millennium Development Goals
ME&R monitoring, evaluation and reporting
MTR Mid- term review
PCP Primary Contact Point
PIFS Pacific Islands Forum Secretariat
PMIS Programme Management and Information System
RBM results-based management
SAARC South Asian Association for Regional Cooperation
S-G Secretary-General
SDGs Sustainable Development Goals
SIDS Small Island Developing States
SPED Strategic Planning and Evaluation Division
SRF Strategic Results Framework
TA technical assistance
UN United Nations
UPR Universal Periodic Review
WTO World Trade Organization
YDI Youth Development Index
Executive Summary \ 1
Executive SummaryThe Commonwealth Secretariat is the principal intergovernmental agency of the Commonwealth. The Strategic Plan for the period 2013/14 to 2016/17 has been developed after extensive consultation with member governments. It is more narrowly focussed than previous plans, as directed by Commonwealth Heads of Government. Nevertheless, it maintains a balance of outcomes and allocation of effort between the longstanding ‘democracy’ and ‘development’ pillars of the Secretariat’s work. The Plan takes into account agreed recommendations of the 2011 report of the Eminent Persons Group (EPG). It also includes the orientation to a strategy to collaborate with Commonwealth organisations.
The Plan reflects the shared priorities of member governments. These include three longer-term goals for the next eight to ten years, and six strategic outcomes to be pursued during the next four years.
The three goals are:
1. Strong democracy, rule of law, promotion and protection of human rights and respect for diversity;
2. Inclusive growth and sustainable development; and
3. A well-connected and networked Commonwealth.
The Plan is based on a Strategic Results Framework (SRF), which provides intermediate outcomes and indicators to support these six strategic outcomes:
1. Democracy – greater adherence to Commonwealth political values and principles;
2. Public institutions – more effective, efficient and equitable public governance;
3. Social Development – enhanced positive impact of social development
4. Youth – youth more integrated and valued in political and development processes;
5. Development: pan-Commonwealth – more effective frameworks for inclusive economic growth and social and sustainable development; and
6. Development: small states and vulnerable states – strengthened resilience of small states and vulnerable states.
In addition to the strategic and intermediate outcomes, the SRF also has four enabling outcomes and three internal result areas. The enabling outcomes are those results that underpin the intermediate outcomes. The internal outcomes, on the other hand, will ensure an efficiently run organisation that promotes the delivery of the enabling and intermediate results.
Indicators are provided against which the impact of the Secretariat’s work can be measured.
A Monitoring, Evaluation and Reporting (ME&R) Framework complements the SRF to help the Secretariat monitor and evaluate results, as well as report on progress in achieving the agreed outcomes.
2 \ Revised Strategic Plan 2013/14 – 2016/17
A mid-term review (MTR) was conducted at the mid-way point of the Plan in the summer of 2015. This revised edition of the Strategic Plan 2013/14 – 2016/17 reflects the finding of that review. The review started in June with two independent audit reports by KPMG. The Secretariat received ratings of substantial assurance for its strategic and business planning as well as for its project outcomes and delivery. Internally, divisions across the Secretariat focused on the result areas for which they were responsible and worked to improve the indictors for these intermediate outcomes. The indicators were revised to ensure they were specific, measureable, achievable, and time bound. In addition, baselines were determined and targets added. The revised Strategic Results Framework is included at Annex III.
The MTR was informed by results from DFID’s annual reviews, feedback received in monitoring progress through our own six monthly and annual results reports, evaluations undertaken, and internal audits. As a learning organisation, the Secretariat looks to all of these review mechanisms to ensure continuous improvement.
The Plan reduced the number of activities undertaken by the Secretariat. It also envisaged a number of fundamental changes in the way that the Secretariat delivers its work, including greater use of information and communication technologies (ICTs), strategic partnerships, promotion of collaboration between member states and referral elsewhere for requests for work that the Secretariat itself is unable to provide.
The Plan was developed assuming a continued ‘zero real growth’ financial climate based on the 2012/13 budget. However, the financial assumptions upon which the Strategic Plan was developed have changed substantially in two years. In financial year 2011/12, the Commonwealth Fund for Technical Cooperation (CFTC) funding stood at £31.8M. By the next financial year, it had decreased by 30 percent to £20M in 2013/14 and stayed at that level for 2014/15. While 2015/16 results are not available to inform, the budget indicates both a continued lower CFTC budget, and a ‘Zero Nominal Growth’ budget for all funds.
The Plan was scheduled to be rolled out from 1 July 2013. The implementation, however, started only after the results-based work plan and budgeting was completed and approved by the Board on 31 October 2013.
Message from the Chair, Board of Governors \ 3
Message from the Chair, Board of Governors The Commonwealth Secretariat’s Strategic Plan 2013/14 – 2016/17 was built on a strong foundation of consensus and reform. It was developed through two years of research and consultations, including more than 30 meetings of Board members. It is inclusive and reflects the shared priorities of member states as well as the reform that was mandated by Heads of Government.
Fully engaged in the development process, the Board of Governors has continued to provide both scrutiny and support during the implementation of the Plan. The Board and the Executive Committee have reviewed results-based work plans, budgets and annual reporting, as well as received reports on corporate reform. Our feedback and direction have helped the Secretariat improve, adjust and perform better.
A number of tangible outcomes were delivered in the first two years of the Strategic Plan. This included restoration of Fiji as a full member of the Commonwealth; work on strengthening of Human Rights Institutions in many Commonwealth countries including Kigali Declaration to eliminate Early and Forced Marriages; successful Election Observation in 22 member states; reform of the youth programme; settlement of Maritime boundary issues in some member states; and support to the establishment and strengthening of the Debt Management Systems. On the corporate side, systems were strengthened, internal processes were reviewed and improved, the risk management strategy was developed, and restructuring was planned and delivered.
The Mid-Term Review has allowed the Secretariat to reflect on its strengths as well as make improvements to continue its work creating an enhanced, focussed and results-oriented organisation. A key improvement is the revision of the indicators for the Intermediate, Enabling and Internal outcomes to make them more specific and measureable.
The improvements made in the Strategic Plan will help the Secretariat better steer the second half of the Plan. The establishment of baselines and targets will help plan and track the results better. The Secretariat, I am sure, will continue to strive to help members adhere to Commonwealth values, develop and strengthen institutions for economic and social development, empower youth, and assist small states as well as advocate their cause at the international fora. The Board of Governors will continue to provide guidance and support to the Secretariat in this endeavour.
HE Williams NKURUNZIZA High CommissionerRwanda
4 \ Revised Strategic Plan 2013/14 – 2016/17
Foreword This Strategic Plan is our clearly signposted roadmap for the Commonwealth Secretariat, following implementation of the most fundamental reforms for a generation, both of the work we do and of the way we do it. Change has been embraced with enthusiasm, and adoption of the Plan marked the opening of a fresh era of significant opportunity for the Secretariat and the member states we serve. Building on our reputation and impressive track record, we are able to capitalise on many notable successes and organisational brand strengths, with renewed focus on the unique trust and advantages the Commonwealth offers, and with practical outcomes as our orientation.
Detailed thought and views received widely from the Commonwealth laid the groundwork necessary to bring this Plan to fruition. It was the culmination of a deep and extensive process of consultation, appraisal and review. By taking stock, and considering both national priorities and the global context within which we need to operate in future, we have been able to move forward with a reconfigured approach during the first two years of the Plan. We are now delivering more efficiently and cost-effectively for the benefit, collectively and individually, of all Commonwealth member states and citizens.
Results Based Management (RBM) is firmly embedded across the Secretariat, with staff trained to focus on evidence-based impact when planning and reporting on programmes and projects. Levels of attainment will rise still further in the remaining two years of the Plan with the development of an even more robust Strategic Results Framework (SRF) as part of the Mid-Term Review (MTR). In addition, rapid digitalisation through Commonwealth Connects and other contemporary ICT networks—in areas such as election management, health, education and climate change—is modernising and redefining the convening power and capacity-building strength of the Commonwealth.
The mid-term in the delivery of the Strategic Plan coincides with the 50th anniversary of the Commonwealth Secretariat. We can be confident that, through continuing reform and renewal, the vitality and upward trajectory of our organisation will be maintained, laying a firm foundation for adding global value in the decades to come.
Kamalesh SharmaCommonwealth Secretary-General
Commonwealth Secretariat Revised Strategic Plan
2013/14 – 2016/17
Introduction \ 7
1. Introduction 1. The Commonwealth is a voluntary association of independent and equal
sovereign states. Its special strength lies in the combination of its diversity and shared inheritance. Its members are bound together by respect for all states and peoples; by shared values and principles; and by concern for the vulnerable.
2. The Commonwealth Secretariat in London is the backbone of the Commonwealth. It convenes summits and high-level meetings; executes plans agreed by the Commonwealth Heads of Government; promotes Commonwealth values and principles; and facilitates the work of the Commonwealth family of organisations.
3. At the 2011 Commonwealth Heads of Government Meeting (CHOGM), leaders asked the Commonwealth Secretary-General to develop a Strategic Plan for the next four-year period that was more focussed and reflected the Secretariat’s size and resources. This direction echoed recommendations of the Eminent Persons Group (EPG), which proposed a narrower focus of effort by the Secretariat and emphasised sharpening the impact, strengthening the networks and raising the profile of the Commonwealth.
4. The New Strategic Plan (Plan) marked the beginning of a new chapter for the Secretariat. It focuses on those areas where the Commonwealth and the Secretariat in particular have distinct strengths. It is prioritised, flexible and result oriented. It is ‘designed to deliver’ what is envisaged in the recently agreed Charter of the Commonwealth.
5. The new Plan was prepared in light of the guidance from the Heads of Government, EPG recommendations, as well as the Secretary-General’s consultations with the Board of Governors, senior management and staff of the Secretariat,1 and input from other Commonwealth organisations. It takes into account the recommendations of recent evaluation and impact studies,2 management reviews by some member states, the results of the Priorities Questionnaire survey, feedback from the Primary Contact Point (PCP) meetings and regular guidance from the Board of Governors (BoG) and its Executive Committee (ExCo).
6. The EPG report of 2011 made 106 recommendations, most of which have been adopted by Heads of Government, either as drafted or with agreed modifications. Where appropriate, the adopted recommendations are reflected in this Plan. [For instance, it is envisaged that the ability of the Secretariat to support the Commonwealth Ministerial Action Group (CMAG) in its enlarged and positively oriented mandate will be enhanced; that the technical assistance services provided to member governments and sharing of knowledge will be strengthened; that the Secretariat will work in closer partnership with the Commonwealth Foundation and accredited Commonwealth organisations; and also that a number of one-off mandates will be delivered.
1 The Strategic Plan Development Consultative Process is at Annex-I. 2 The List of Evaluation Studies (2013-2015) is at Annex-II.
8 \ Revised Strategic Plan 2013/14 – 2016/17
7. The Strategic Plan is guided by a set of principles. It is prioritised, sharply focussed, realistic, impact-oriented and in line with the Commonwealth Charter and adopted EPG recommendations. It reflects the Commonwealth’s distinct and comparative strengths, and avoids duplication of work with other organisations. It embeds learning from past planning periods. It addresses the membership’s diverse needs and perspectives and manifests innovative and contemporary approaches (such as projectising) to securing outcomes.
8. This Plan reflects some guiding considerations: the global context in which the Commonwealth operates; the key priorities of member governments collectively; and, the resources available to deliver the Plan. The Strategic Plan takes into account the rapidly changing global environment in which the Commonwealth and other multilateral organisations have to pursue their goals. It is reform oriented and aims at strengthening organisational effectiveness and value-added.
9. The Plan strives to reflect the shared key priorities of members. It has retained the balance that has existed in the Secretariat’s work and priorities since its establishment in 1965, and which is reflected in its founding Memorandum. The number of work areas has been rationalised, yet a balance of priorities between ‘democracy’ and ‘development’ work continues.
10. In recognition of the Commonwealth’s strength as a community of diverse states and peoples united by common goals, values and principles, the Plan has a new focus on ‘diversity’ which takes the form of practical initiatives to give effect to the ‘Civil Paths to Peace’ (CPP) report adopted at the 2007 CHOGM arising from the Commonwealth Commission on Respect and Understanding.
11. With regard to available resources, the Plan was based on the envelope of funds available in the 2012/13 financial year, adjusted annually on a ‘zero real growth’ basis. However, the reality has been a drop of £11 million a year in funding. Budgets and work plans for 2014/15 and 2015/16 have reflected the reduced available resources.
12. The approved Plan was operationalised in November 2013 after the approval of results based planning and budgeting. A mid-term review (MTR) of the Plan was conducted at the mid-way point in the summer of 2015. It was carried out to make the Plan more results-focused and to bring it up to speed with the developments that have taken place in the last two years.
13. This revised document reflects the MTR and the lessons learnt from implementing the Plan for two years. In reporting on the Plan’s progress in the first two years, it became clear that the indicators in the Strategic Results Framework needed to be more specific and measureable. The MTR was also seen as an opportunity to determine baselines and targets for the indicators. A revised SRF is found at Annex III.
Introduction \ 9
14. The schematic diagram (Diagram 1) provides a strategic overview of the Commonwealth Secretariat from a results perspective. It has three over-arching goals at the top, indicating that all organisational efforts will be directed at achieving these results. The Secretariat’s programme is planned in light of these goals. It is divided into six inter-related work areas: Democracy; Public institutions; Social Development; Youth; Development: pan-Commonwealth; and Development: small states and vulnerable states. Priority themes have been defined within these work areas in terms of strategic and intermediate outcomes, with a timeframe of ten and four years respectively. This is followed by four enabling outcomes that underpin the achievement of results and are an integral part of the programme. Finally, forming the bedrock are the three corporate outcomes (hereafter called internal outcomes) which ensure that the Secretariat is able to support the delivery of the Strategic Plan.
10 \ Revised Strategic Plan 2013/14 – 2016/17
Diagram 1: Strategic Plan Overview REVISED
Goals
• Strong democracy, rule of law, promotion and protection of human rights and respect for diversity • Inclusive growth and sustainable development
• A well-connected and networked Commonwealth
Democracy Public Institutions Social Development YouthDevelopment: pan-Commonwealth
Development: small states and vulnerable states
Strategic outcomes
1. Greater adherence to Commonwealth political values and principles
2. More effective, efficient and equitable public governance
3. Enhanced positive impact of social development
4. Youth more integrated and valued in political and development processes
5. More inclusive economic growth and sustainable development
6. Strengthened resilience of small states and vulnerable states
Strategic outcomes
Intermediate outcomes
1.1 CMAG is well-informed and supported to protect and promote Commonwealth values and principles
1.2 Member states engage with and benefit from strengthened Good Offices of the Secretary-General
1.3 Member states conduct fair, credible and inclusive elections
1.4 Values of ‘respect and understanding’ advanced
2.1 Effective institutions and mechanisms for the promotion and protection of human rights
2.2 Improved and constructive engagement of member states in the UN’s UPR process through technical assistance
2.3 Effective mechanisms ensuring the autonomous and harmonious operation of the three branches of government and strengthen the independence of the judiciary
2.4 National institutions effectively facilitating the administration and delivery of the rule of law and justice
2.5 merged with 2.3
2.6 Improved public administration
3.1 Strengthened national frameworks and policies improve health outcomes
3.2 Strengthened national policies and frameworks improve education outcomes
3.3 Gender equality and the empowerment of women effectively mainstreamed into member state policies, frameworks and programmes and Secretariat’s projects
3.4 Improved capacity building for social development
4.1 National and pan-Commonwealth frameworks advance social, political and economic empowerment of young people
4.2 Young people empowered and supported to participate meaningfully and to take forward youth-led initiatives
5.1 Effective policy mechanisms for integration and participation in the global trading system
5.2 Commonwealth principles and values advanced in global development and financing decisions (e.g. G20 and post-2015 MDG framework)
5.3 National frameworks facilitate effective debt management
5.4 Effective, equitable, transparent and sustainable management of marine and other natural resources
6.1 International policies, mechanisms and rules are more responsive to small states’ development strategies and resilience needs
6.2 Small states enabled to effectively participate in international decision-making processes
6.3 Improved climate financing frameworks Intermediate
outcomes
Enabling Outcomes
I Global advocacy: international declarations, resolutions and other commitments on democracy, development and diversity include Commonwealth perspective
II Technical assistance, referral and partnership mechanisms respond flexibly to member states’ needs and capacity building priorities
III Commonwealth profile: profile of the Commonwealth is strengthened at all levels
IV Knowledge management and exchange leads to sharing of good practices and strengthened Commonwealth network (Formerly 5.5)
Human resources The recruitment and retention of a diverse, engaged and high-performing workforce to facilitate the effective delivery of the Strategic Plan
Financial and non-financial corporate services Efficient and effective delivery of corporate services
Quality and results Effective planning, quality assurance and ME&R system to facilitate the delivery and reporting of the Strategic Plan
Internal Outcomes
Programme Outcomes
Introduction \ 11
Diagram 1: Strategic Plan Overview REVISED
Goals
• Strong democracy, rule of law, promotion and protection of human rights and respect for diversity • Inclusive growth and sustainable development
• A well-connected and networked Commonwealth
Democracy Public Institutions Social Development YouthDevelopment: pan-Commonwealth
Development: small states and vulnerable states
Strategic outcomes
1. Greater adherence to Commonwealth political values and principles
2. More effective, efficient and equitable public governance
3. Enhanced positive impact of social development
4. Youth more integrated and valued in political and development processes
5. More inclusive economic growth and sustainable development
6. Strengthened resilience of small states and vulnerable states
Strategic outcomes
Intermediate outcomes
1.1 CMAG is well-informed and supported to protect and promote Commonwealth values and principles
1.2 Member states engage with and benefit from strengthened Good Offices of the Secretary-General
1.3 Member states conduct fair, credible and inclusive elections
1.4 Values of ‘respect and understanding’ advanced
2.1 Effective institutions and mechanisms for the promotion and protection of human rights
2.2 Improved and constructive engagement of member states in the UN’s UPR process through technical assistance
2.3 Effective mechanisms ensuring the autonomous and harmonious operation of the three branches of government and strengthen the independence of the judiciary
2.4 National institutions effectively facilitating the administration and delivery of the rule of law and justice
2.5 merged with 2.3
2.6 Improved public administration
3.1 Strengthened national frameworks and policies improve health outcomes
3.2 Strengthened national policies and frameworks improve education outcomes
3.3 Gender equality and the empowerment of women effectively mainstreamed into member state policies, frameworks and programmes and Secretariat’s projects
3.4 Improved capacity building for social development
4.1 National and pan-Commonwealth frameworks advance social, political and economic empowerment of young people
4.2 Young people empowered and supported to participate meaningfully and to take forward youth-led initiatives
5.1 Effective policy mechanisms for integration and participation in the global trading system
5.2 Commonwealth principles and values advanced in global development and financing decisions (e.g. G20 and post-2015 MDG framework)
5.3 National frameworks facilitate effective debt management
5.4 Effective, equitable, transparent and sustainable management of marine and other natural resources
6.1 International policies, mechanisms and rules are more responsive to small states’ development strategies and resilience needs
6.2 Small states enabled to effectively participate in international decision-making processes
6.3 Improved climate financing frameworks Intermediate
outcomes
Enabling Outcomes
I Global advocacy: international declarations, resolutions and other commitments on democracy, development and diversity include Commonwealth perspective
II Technical assistance, referral and partnership mechanisms respond flexibly to member states’ needs and capacity building priorities
III Commonwealth profile: profile of the Commonwealth is strengthened at all levels
IV Knowledge management and exchange leads to sharing of good practices and strengthened Commonwealth network (Formerly 5.5)
Human resources The recruitment and retention of a diverse, engaged and high-performing workforce to facilitate the effective delivery of the Strategic Plan
Financial and non-financial corporate services Efficient and effective delivery of corporate services
Quality and results Effective planning, quality assurance and ME&R system to facilitate the delivery and reporting of the Strategic Plan
Programme Outcomes
Internal Outcomes
12 \ Revised Strategic Plan 2013/14 – 2016/17
2. Context: Challenges and Opportunities
15. Due to the interconnected nature of the global economy, the economic and financial crises in the five years preceding the Plan had global ramifications and led to a global economic downturn, affecting both developed and developing countries. The economic crisis has had serious implications for the least developed countries (LDCs) and smaller states: they experienced reductions in commodity prices, remittances, exports, tourism revenue and foreign direct investment, which has resulted in diminished revenues, an increase in the demands on socio-economic safety nets and increasing levels of unemployment.
16. Despite the recent global downturn, the economic prospects of the Commonwealth as a group of countries are encouraging. The Commonwealth embraces vibrant regional networks: 18 Commonwealth states are members of the African Union (AU); 12 of the Caribbean Community (CARICOM); 11 are members of the Pacific Islands Forum (PIF); seven of the Asia-Pacific Economic Cooperation (APEC); five of the South Asian Association for Regional Cooperation (SAARC); and three are members of the European Union (EU). Keeping in view the growing importance of regional networks, the Secretariat’s work with these networks has grown during the new Plan period. In addition, regional strategies have been developed for the Caribbean and the Pacific.
17. Climate change and environmental issues remain a global challenge and a major concern for the Commonwealth. It is noteworthy that out of 100 countries classified as most vulnerable to climate change, 45 are Commonwealth states, 31 are Commonwealth small states and 27 are Commonwealth small island developing states (SIDS). The Commonwealth has proved itself to be a global player in promoting awareness of these issues, devising strategies for climate change finance and acting as a champion advocating the case of small states and vulnerable states.
18. Global demand for energy and natural resources is increasing while finite natural resources are declining. Commonwealth states rank prominently as producers of many precious metals including gold, diamonds, platinum and copper, as well as natural gas. Many Commonwealth states also have extensive coastlines. The Secretariat will continue to provide assistance to members in strengthening equitable and sustainable management of maritime and other natural resources.
19. Technology is radically changing the way in which individuals, organisations and the world work and interact. The world’s internet population is predicted to reach 3.4 billion by 2016. There is a huge potential for the countries and peoples of the Commonwealth to leverage this technological resource. The Commonwealth Secretariat is poised to benefit from this opportunity. ‘Commonwealth Connects’3
3 Commonwealth Connects is a digital platform for professional networking and collaboration. This secure platform supports networks of expertise and communities of practice across the Commonwealth to be in contact with each other, to share knowledge and to collaborate in developing best practice, managing projects and coordinating events. Using cloud-based technology, Commonwealth Connects enables people to build working partnerships using their internet-enabled communication devices such as desktop/laptop computers or mobile smart-phones.
Context: Challenges and Opportunities \ 13
and other ICT tools will be used to facilitate intergovernmental linkages and pan-Commonwealth interaction among practitioners and people of the Commonwealth.
20. Demographic shifts in recent years have changed the outlook of populations and regions affected by such shifts across the globe. In Commonwealth countries, more than 50 per cent of citizens are under the age of 30. In 31 of the 54 Commonwealth states, more than one-fifth of total population is under the age of 14. The Commonwealth views young people as assets and works with them to enhance their political and developmental role.
21. The G20 has emerged as the major grouping in the global economic and developmental arena. The Commonwealth–G20 relationship has grown as the Commonwealth has served as a vehicle for bringing the perspectives of developing countries to the G20, and also for suggesting practical solutions to difficult development challenges. This engagement has been rooted in the 2009 CHOGM mandate, which urged the Commonwealth to work with the G20 and to strengthen the voice and representation of developing countries in international economic decision-making and norm-setting. The Secretariat has expanded the G20 discussions through a partnership with la Francophonie and facilitated an Annual Commonwealth G20-Francophonie Dialogue.
22. The Commonwealth focuses its ‘soft power’ in several areas, including peace building and democracy, respect and understanding, the rule of law and constitutionalism, and human rights. The Commonwealth has excelled in fostering an atmosphere of peer-to-peer influence. The Commonwealth values, which have been agreed and demonstrated by the members over the duration of its existence, remain a benchmark by which members continue to hold themselves and each other accountable.
23. There will continue to be opportunities to influence this reform by advocating the Commonwealth’s perspectives – including its principles of inclusiveness and equity, its fundamental values, and its concern for the small and vulnerable, reflected in the Marlborough House Declaration of the Heads (2008). Most recently, the Secretariat contributed to the development of the Sustainable Development Goals; influenced the global debate on climate change and sustainable development and provided inputs to the Small Island Developing States (SIDS) summit in 2014. It continues its advocacy in support of global trade negotiations and rules-based order.
24. The Commonwealth family of organisations is a valuable network for the Secretariat. Forging stronger partnerships with accredited Commonwealth organisations is vital to strengthen the network and to create greater impact. Similarly, strategic partnerships with other organisations will be strengthened in order to ensure Commonwealth values and developmental priorities are advanced through wider collaboration and co-operation.
14 \ Revised Strategic Plan 2013/14 – 2016/17
3. Strategic Results Framework (SRF)
25. The Strategic Plan focuses on results that the Secretariat aims to achieve during the life of the Strategic Plan. These outcomes are summarised in the SRF, which is the core of the Plan (Annex-III). The SRF will guide the Secretariat’s planning and budgeting, monitoring, evaluation and reporting during the Plan period.
26. The SRF focuses at two levels of outcomes – strategic and intermediate. Strategic outcomes reflect the long-term change the Secretariat aims to strive for over the next eight to ten years. The Secretariat’s contributions to the strategic outcomes will be assessed at the end of that period, largely through evaluation studies guided by the indicators, verifiable externally available data and feedback from stakeholders and member states.
27. Intermediate outcomes are medium-term results which the Secretariat will focus upon over the four years of the Plan. The Secretariat has aligned its resources with these results and is tracking progress through indicators during the Plan period. These intermediate outcomes, expected to be realised over two to four years, will result from an organisational effort and by contributions from the Secretariat’s staff, which will be adjusted in terms of structure and core competencies accordingly.
28. A key result of the MTR has been the revising of the SRF with a focus on improving indicators and adding baselines and targets. The revised SRF is found at Annex III.
29. The intermediate outcomes and indicators have been supported by the development of short-term outcomes and indicators for a two-year period in the development of projects. The outcomes and their indicators in the SRF will guide the development of all Secretariat projects, and allocation of financial and human resources. Outcomes will be subjected to rigorous quality assurance mechanisms to ensure compliance and relevance with the SRF. This will be supported by the ongoing efforts in the Secretariat to strengthen the capacity of staff on results-based management (RBM). Monitoring and evaluation will be conducted against the defined quantitative and qualitative indicators.
30. In addition to the strategic and intermediate outcomes, the SRF also has four enabling outcomes and three internal result areas. The enabling outcomes are those results that underpin the intermediate outcomes. The internal outcomes, on the other hand, ensure an efficiently run organisation that promotes the delivery of the enabling and intermediate results.
31. The Strategic Plan’s priorities have informed the Secretariat’s structure and subsequent planning and budgeting. The Secretary-General has made requisite adjustments in the Secretariat structure to best deliver all Strategic Plan outcomes. It is envisaged, for example, that requisite delivery capacity will be created in those areas where new CHOGM mandates have emerged (strengthened role of Good Offices and CMAG; building resilience in small states and vulnerable states), where EPG recommendations have been adopted including partnerships and collaboration with Commonwealth organisations;
Strategic Results Framework (SRF) \ 15
and where the Secretariat is proposing new initiatives (such as the knowledge management and exchange function, country-to-country collaboration, enhanced advisory capacity and strategic partnerships).
32. The Plan was developed based on the envelope of funds existing in 2012/13 adjusted annually on a zero real growth basis. However, the subsequent reduction in funding has impacted the scope of projects and the pace at which change can be expected. The reduced funds are allocated for result areas outlined in the intermediate, enabling and internal outcomes.
3.1 Strategic and intermediate outcomes
3.1.1 Democracy
Strategic outcome: Greater adherence to Commonwealth political values and principles
Intermediate outcomes:
• CMAG is well-informed and supported to protect and promote Commonwealth values and principles
• Member states engage with and benefit from strengthened Good Offices of the Secretary-General
• Member states conduct fair, credible and inclusive elections
• Values of ‘respect and understanding’ advanced
33. The focus of this strategic outcome is supporting members in adhering to the Commonwealth’s fundamental political values in line with the recently agreed Charter of the Commonwealth. The Secretariat will continue to provide support to member states in deepening these values.
34. The Secretariat is strengthening its analytical capacity and proactive engagement on Good Offices. Assistance and support will continue to be provided, where discussed and agreed with member states, to help prevent, manage and overcome internal differences. The Secretariat is working with member states to enhance the impact of Commonwealth engagement and interventions geared to mitigate disputes, as well as help members to develop sustainable national institutions and arrangements that strengthen democratic culture and good governance.
35. The Perth CHOGM approved an enhanced role of the Commonwealth Ministerial Action Group (CMAG). In this regard, the Secretariat is providing analytical and administrative support to enable CMAG to deal with the full range of serious or persistent violations of Commonwealth fundamental political values. This includes political analysis and greater background context for the information of CMAG, particularly in advancing the scope to engage proactively and positively. By increasing this support, it is envisioned that member states will respond positively to CMAG’s recommendations and implement them. There will be closer co-ordination between the distinct but complementary roles of the Secretary-General’s Good Offices and CMAG.
36. The Secretariat is strengthening its attention to the pre-electoral environment and implementation of Commonwealth Observer Group recommendations. The Secretariat also continue to develop and strengthen the capacity of Commonwealth Election Management Bodies to conduct fair, credible and
16 \ Revised Strategic Plan 2013/14 – 2016/17
inclusive elections through targeted technical assistance, innovative projects such as the Junior Elections Professional initiative as well as its continued support of the Commonwealth Electoral Network (CEN) created in 2010.
37. The Secretariat will strengthen its work in the area of addressing the root causes of violent extremism through diversity promotion under its Civil Paths to Peace mandate. This mandate was the outcome of the report of the Commonwealth Commission on Respect and Understanding, endorsed by Heads of Government at the Kampala CHOGM (2007). The prioritisation of this area of work was reiterated in the Perth CHOGM Communiqué. The Secretariat has already initiated actions through advocacy and institution building at the local level. This work will be deepened during the new Plan period.
3.1.2 Public institutions
Strategic outcome: More effective, efficient and equitable public governance
Intermediate outcomes:
• Effective institutions and mechanisms for the promotion and protection of human rights
• Improved and constructive engagement of member states in the UN’s Universal Periodic Review process through technical assistance
• Effective mechanisms, procedures and legal frameworks that ensure the autonomous and harmonious operation of the three branches of government and strengthen the independence of the judiciary.
• National institutions effectively facilitating the administration and delivery of rule of law and justice
• Improved public administration
38. Well-performing public institutions are critical for establishing and sustaining democracy, good governance and development. The Secretariat has a track record of strengthening the core public institutions of rule of law, human rights and public administration through context-sensitive technical support and peer-to-peer support. In this result area, the Secretariat will be working to create and strengthen effective, efficient and equitable public institutions.
39. In the area of human rights, focus will be on supporting the establishment/strengthening of National Human Rights Institutions (EPG Recommendation 10) or other acceptable mechanisms. The Secretariat will be helping to develop effective human rights institutions and mechanisms in line with the Paris Principles to advance development of national human rights policies, action plans and legislation.
40. In addition, the Secretariat will build members’ capacity and provide the technical assistance necessary to engage constructively with international and regional human rights mechanisms such as the United Nations Human Rights Council’s Universal Periodic Review (UPR), and help members implement UPR outcomes.
41. The Secretariat aims to strengthen member states’ democratic institutions, by way of assisting reform to national constitutions, judiciaries and judicial processes, law enforcement and justice sector institutions in order to promote the rule of law. This will be achieved through (a) developing long-term capacity;
Strategic Results Framework (SRF) \ 17
(b) assisting members to ensure national laws comply with international standards; (c) supporting members to implement and monitor rule of law commitments under Sustainable Development Goal 16; (d) producing and making available for use model laws, rules, procedures, guidelines and toolkits; and (e) strengthening judicial institutions, justice systems and court administration. In addition, the Secretariat will help to uphold the Commonwealth (Latimer House) Principles.
42. In the area of public administration, the Secretariat will provide technical and advisory assistance to member states to create and sustain effective, accountable and transparent institutions at the centre of government. This will be achieved through working in the following four key and inter-linked areas at the centre of government: public policy, public financial management, public procurement and anti-corruption. Using a holistic approach to drive excellence in these key areas, emphasis will be placed on institutional strengthening, enhancing human capital development, development of new and improved systems, technology and processes and building professional networks.
3.1.3 Social Development
Strategic outcome: Enhanced positive impact of social development
Intermediate outcomes:
• Strengthened national frameworks and policies improve health outcomes
• Strengthened national policies and frameworks improve education outcomes
• Gender equality and the empowerment of women effectively mainstreamed into member state policies, frameworks and programmes and Secretariat’s projects
• Improved capacity building for social development
43. Good health and education are key to ensuring delivery across the post-2015 Sustainable Development Goals (SDGs). Commonwealth countries that have invested strategically in these areas have seen significant benefits to social and economic development. Strengthening health and education policy has been identified as a key focus area to support broader development outcomes. Global education and health goals are particularly significant to Commonwealth nations, which collectively carry high burdens of poverty-related health diseases and education challenges. Good returns on investment include primary health care with a strong emphasis on health promotion, disease prevention and health protection, while providing pre-school education which has been shown to be a key factor in achieving education outcomes. Recognising that health and education are key sectors with significant national and international budgets and major players, the Secretariat will focus its efforts on providing policy advice and technical support to strengthen policy and regulatory frameworks. Expertise will be provided to member states in policy analysis and strategies for bridging gaps between policy formulation and policy implementation, in order to effectively realise national health and education outcomes.
44. This process will be anchored by policy analysis, development and implementation, documentation of Commonwealth practices and the identification of trends, gaps and opportunities for global policy advocacy,
18 \ Revised Strategic Plan 2013/14 – 2016/17
which will also inform ministerial meetings and related global advocacy forums. A special focus in this Plan will be the post-2015 development agenda and the implications for member states.
45. The different stages of development of member states will be harnessed for exchange and learning opportunities drawing the membership into a dialogue – a development that will be strengthened through knowledge and exchange platforms (i.e. ‘hubs’). These will be professionally managed, specialised on-line environments: a secure place for policy-makers and planners to discuss, share and learn (inform); a convergence point for forging and nurturing pan-Commonwealth partnerships and linkages (connect); and, a central access point for governments, civil society and stakeholders to collaborate (transact). The Secretariat will facilitate connections between such potentially dynamic networks. A range of facilitated networks will be established to scale up capacity for health and education policy strengthening. There can, for instance, be spaces for professionals, accredited Commonwealth civil society organisations, and associations, to follow and share emerging trends and good practices, form partnerships, provide peer-support and mentoring, and impart specialised training. This could forge stronger links, partnerships and collaboration between Commonwealth universities and higher institutions of learning, including more collaboration with partners such as the Commonwealth of Learning and the Association of Commonwealth Universities.
46. The importance of gender mainstreaming has been consistently emphasised in CHOGM communiqués. Gender mainstreaming is a process. Organisations benefit from being strategic, in working consistently on high priority development issues. This requires identifying and acting on strategic opportunities that are likely to yield tangible results on key issues of concern to people on the ground in member countries. Efforts have been made in the past in this regard, but there is recognition that the Secretariat should do more to renew and deepen the practice. The Secretariat is aiming at making significant progress in the new Plan period to achieve gender equality in diverse areas of its work as well as help member states mainstream gender into their policies, frameworks and programmes.
47. The Secretariat’s gender policy was launched on International Women’s Day in March 2012 and provides a framework for a concerted and systematic approach to gender mainstreaming within the Secretariat. The Strategic Plan 2013-17, identifies gender equality to be a cross-cutting issue within a RBM framework, and stipulates that gender mainstreaming should be fully reflected in the organisation’s structure, systems, policies and programmes of assistance. This will translate at the organisation level, and policy and planning processes will reflect gender equality principles and measures. At programme and project levels, special consideration will be paid to the gender dimension, and measures to address gender gaps will be incorporated throughout the programme and project cycle. This commitment towards gender mainstreaming will be translated into allocation of financial resources, as well as capacity-building initiatives. The Secretariat will also provide technical assistance to member states to help empower women and develop effective frameworks for gender equality.
48. During the development of the Strategic Plan, members highlighted the importance of social development to their countries and the need to see that reflected in the Plan itself. They asked the Secretariat to focus on facilitating capacity building where the Commonwealth can add value. To this end, the
Strategic Results Framework (SRF) \ 19
relevance of educational policy will be enhanced to support the delivery of the SDGs, including the development of a Commonwealth Curriculum to enhance skills and knowledge across the 17 goals. The economic, social and environmental benefits of protecting and promoting health will be emphasised in policy frameworks in order to advance sustainable well-being.
49. The mainstreaming of the gender perspective is not an end in itself, but is a strategy towards development goals, one of which is improved gender equality. Sustainable development aims at enlarging the choices for women and men without compromising the choices available to the next generations. In line with the concept of social development, promoting the inclusion of the poor, vulnerable and excluded groups (especially youth and women) and strengthening social cohesion and the capacity for collective action towards development provides entry points for gender equality and empowerment inclusive interventions. Gender mainstreaming is an essential element in transformative societal policies that goal-consciously strive toward social development towards “a society for all” that is inclusive of all women and men, girls and boys.
3.1.4 Youth
Strategic outcome: Youth more integrated and valued in political and development processes
Intermediate outcomes:
• National and pan-Commonwealth frameworks advance social, political and economic empowerment of young people
• Young people empowered and supported to participate meaningfully, and to take forward youth-led initiatives
50. With 40 years’ experience in youth development, the Secretariat has a unique advantage in terms of its contemporary approaches, broad networks, trusted relationships and convening power. The Secretariat will be working towards the goal that national and pan-Commonwealth frameworks advance the social, political and economic empowerment of young people. This will be achieved by providing technical assistance for national and regional youth-relevant policies and enabling environments; advocacy for investing in youth ministries and programmes; development and sharing of frameworks, guidelines and tools; and the creation of a Youth Development Index (YDI) that augments respective member countries’ national youth development indicators.
51. In addition, the Secretariat will support members to continue promoting the professionalisation of youth work. This will be pursued through setting competency standards for youth development work; exploration and facilitation of courses in youth development work; advocacy and support for the recognition of youth work as a profession; and the establishment of national and pan-Commonwealth youth worker associations.
52. A special focus will be placed on supporting young people to design and drive youth-led initiatives, especially by providing technical assistance and support for national, regional and pan-Commonwealth youth networks. This is in line with EPG Recommendation 50, which recommended the development of an
20 \ Revised Strategic Plan 2013/14 – 2016/17
autonomous and youth-driven Commonwealth Youth Council. In addition, the Secretariat will continue to support young leaders to have a voice via Youth Forums at CHOGM, key ministerial meetings, and at yourcommonwealth.org.
53. The Secretariat will also build the capacity of national, regional and international institutions and individuals, to showcase and increase impact in youth development and youth-led programming. This will empower young people to confidently and skilfully participate in democracy and development processes, in accordance with national laws and regulations of member states.
54. The Secretariat’s youth work will be underpinned by the core elements of the Commonwealth Plan of Action on Youth Empowerment (2007–15), harmonised with other regional and global policy frameworks. The Secretariat’s youth development work will place particular emphasis on the most critical challenges and opportunities relevant to young people in the Commonwealth. Most prevalent at the current time is the area of youth employment, where the Secretariat’s work will focus on environments and mechanisms that enhance entrepreneurship and youth enterprise, thus enabling young people to contribute to national economies.
55. Additionally, the EPG Report recommended that the Secretariat play a role in helping member states strengthen the linkage between sport, development and peace, as well as in helping member states develop ‘Sport for Development and Peace initiatives’ (Recommendations 105, 106). This work will also be taken forward in collaboration with the Commonwealth Civil Paths to Peace initiative.
3.1.5 Development: pan-Commonwealth
Strategic outcome: More inclusive economic growth and sustainable development
Intermediate outcomes:
• Effective policy mechanisms for integration and participation in the global trading system
• Commonwealth principles and values advanced in global development and financing decisions (e.g. G20 and post-2015 MDG framework)
• National frameworks facilitate effective debt management
• Effective, equitable, transparent and sustainable management of marine and other natural resources
56. The Secretariat’s efforts will be anchored in strengthening frameworks for inclusive economic growth and sustainable development. The Secretariat has carved out a niche of expertise over the last 25 years supporting members with economic policy development, trade negotiations, debt management, natural resource management, delimitation of maritime boundaries and ocean governance.
57. The Secretariat will be engaged with emerging issues on trade integration and economic co-operation that affect Commonwealth developing countries. Trade policy-makers, negotiators, regulators and other stakeholders will benefit from timely, relevant and high-quality research, analysis and technical assistance upon which to frame economic goals and strategies. The focus
Strategic Results Framework (SRF) \ 21
will be on developing institutional capacity at the national and regional level. The work will be undertaken, wherever possible, in collaboration with other relevant organisations.
58. The Secretariat will advance its work in the area of global development and financing decisions through its policy work, expert placement, research and by convening efforts in specific emerging issues. It will work towards the following: scanning major global developments; policy contributions to the G20 Working Group on Development; and facilitating discussions and developing collective Commonwealth positions on the post-2015 global development agenda.
59. In line with EPG recommendations (Recommendations 33 and 34) on debt management, the Secretariat will assist members to design and implement sound and prudent policies. This role includes capacity building in public debt management, by advising member states on the appropriate legal and institutional structures; developing government domestic bond markets; formulating and implementing debt strategies within a risk management framework; providing a suite of software solutions for recording, analysing, monitoring and reporting public debt and assisting in setting up accurate and timely databases covering various debt categories.
60. Support will be provided to member states to develop and benefit from marine resources by: securing access to marine resources through the delimitation of maritime boundaries in accordance with the UN Convention on the Law of the Sea; realising the value of the ocean economy through coastal policy-making, investment and decision-making; and integrating ocean governance into national governance frameworks.
61. Members will also be supported in the development of other natural resources through model laws and practice. The Secretariat will help in the development of legal, commercial and environmental frameworks, as well as fiscal regimes, and assistance in the preparation of transparent and fair bidding rounds to attract foreign investment.
3.1.6 Development: small states and vulnerable states
Strategic outcome: Strengthened resilience of small states and vulnerable states
Intermediate outcomes:
• International policies, mechanisms and rules are more responsive to small states’ development strategies and resilience needs
• Small states enabled to effectively participate in the international decision-making processes
• Improved climate financing frameworks
62. The majority of the Commonwealth’s membership – 32 of 53 – comprises small states, and in the last 35 years the Commonwealth has consistently been at the forefront in identifying and proposing responses to the challenges that small states face, while at the same time advocating for their causes. In fact, the Secretariat has developed expertise in small states’ work across several thematic areas. In line with 11 EPG recommendations on small states (Recommendations 28, 29, 30, 31, 37, 38, 39, 40, 41, 42, 43), a dedicated work
22 \ Revised Strategic Plan 2013/14 – 2016/17
area on small states and vulnerable states has been introduced to strengthen advocacy for their concerns on global platforms, as well as to address their particular development needs.
63. The Secretariat will carry out global advocacy towards the end that international policies, mechanisms and rules are more responsive to small states’ development strategies and resilience needs. This will also include implementation of decisions of high-level Commonwealth forums and events to raise awareness and build consensus.
64. The Secretariat will help strengthen the policy development and implementation capacities of small states. Technical assistance and support will be provided in the areas of growth, resilience, trade and regional integration, and sustainable development. This work will be supported by policy research and analysis on the particular challenges facing small states.
65. The Secretariat will facilitate the representation and effective participation of small states in international decision-making processes through the Commonwealth offices in New York and Geneva. The New York office will continue to provide a diplomatic base for envoys from small states to represent their respective states at the UN and promote pan-Commonwealth collaboration in the UN. The Geneva Office, in addition to providing a subsidised office space for diplomatic missions and a business centre for tenants and visiting small states delegations, will also continue to offer technical assistance from resident technical experts in the areas of work that take place in Geneva, including trade and human rights.
66. Emphasis will be placed on supporting the work being done to improve the climate financing frameworks for vulnerable states and sharing knowledge between regions. While the focus is principally on small and vulnerable states, the solutions may be applicable to other developing member countries. Global advocacy will be carried out to facilitate an improved flow of climate finance to small, vulnerable and island states. The EPG recommendation to convene an Expert Group on Climate Change will be implemented.
3.2 Enabling outcomes
3.2.1 Global advocacy
Outcome: International declarations, resolutions and other commitments on democracy, development and diversity include Commonwealth perspective
67. The Commonwealth Secretariat has a distinguished history of engaging and influencing global discussions and decision-making processes. It continues its efforts in this area. The advocacy work will be carried out at three levels, as follows:
a. Office of the Secretary-General, involving senior political-level engagement with organisations such as the UN, the World Bank, IMF, EU and the G20. This is in line with the Perth CHOGM mandate. This effort will be supplemented by support for the CHOGM Chair-in-Office to advocate for Commonwealth positions in global forums, such as the UN General Assembly.
Strategic Results Framework (SRF) \ 23
b. Convening of ministerial meetings (such as education, environment, finance, foreign affairs, health, sports, women’s affairs and youth) has generally focussed on discussing contemporary global issues and providing mandates to the Secretariat. The focus on ministerial meetings will gradually shift and these meetings will be used as an opportunity to build consensus on global issues and otherwise utilise the Commonwealth power of convocation represented by these meetings. The agreed outcomes of these meetings will provide common policy positions for advocacy at relevant international fora. Ministerial meetings will be encouraged to network online through the ‘Commonwealth Connects’ platform.
c. The Commonwealth Secretariat, with its policy analysis, has had proven impact in technical areas of global significance. These areas include trade, environment, debt management and G20 development work. The Secretariat will strengthen its efforts and will contribute to the development of the post-2015 global development framework, climate financing for small and vulnerable states, and promotion of international rules-based trade.
3.2.2 Technical assistance, referrals and partnerships
Outcome: Technical assistance, referral and partnership mechanisms respond flexibly to member states’ needs and capacity building priorities
68. Provision of tailored technical assistance (TA) to members and regional bodies has been a hallmark of the Secretariat’s work. It focuses on strengthening sustainable national capabilities through institutional capacity development and is provided in many forms e.g., research and feasibility studies, despatch of long- and short-term experts, etc. The Commonwealth approach is flexible, as well as culturally and contextually sensitive, and emphasises country ownership. It is guided by the principle of ‘best fit’ rather than ‘best practice’. The Secretariat will continue to provide TA to its members in response to requests, especially least developed members, small states and vulnerable states, in line with the new Strategic Plan, while showing sensitivity to the unique challenges of its members.
69. In addition to providing direct technical assistance, the Secretariat will provide a referral service for its developing members. The referrals function will address requests for assistance from the members that fall outside the remit of the Strategic Plan. It will act in an advisory capacity to identify work that the Secretariat may not be well-placed to undertake, but which could be referred to:
a. Commonwealth family of organisations;
b. Other Commonwealth member states; and/or
c. Relevant international organisations and other entities.
70. Strengthening partnerships will be used as a key methodology to support members. The value of partnerships was emphasised in a number of EPG recommendations (Recommendations 17, 27, 42, 43, 58, 59 and 92). Currently, the Commonwealth Secretariat is working with a various organisations including the World Bank, United Nations Development Programme (UNDP), the World Trade Organization (WTO), the African Union (AU), the European Union (EU) and the Caribbean Community (CARICOM) and the Pacific Islands Forum Secretariat (PIFS). Current technical assistance projects engage with a wide range of national, regional, international and multinational partners to deepen participation and strengthen implementation. In addition, through the use of
24 \ Revised Strategic Plan 2013/14 – 2016/17
innovation partnership and winning arrangements, the Secretariat will strive to strengthen relationships between member countries and relevant partnerships at the multilateral, regional and national levels.
3.2.3 Commonwealth profile
Outcome: Profile of the Commonwealth is strengthened at all levels
71. The Secretariat has focused on strengthening the Commonwealth’s profile in diverse ways, building public awareness and understanding of the organisation’s values and accomplishments through increased visibility.
72. Greater engagement and a higher level of participation from Commonwealth leaders and ministers at CHOGM and on Commonwealth Day will boost the profile of the Commonwealth and the Secretariat. EPG reports recommend that leaders and ministers should make reference to the Commonwealth in public speeches at high-level forums and events. Member governments are also encouraged to celebrate Commonwealth Day and its associated themes through various public activities. Greater participation from leaders will generate more publicity for CHOGM and Commonwealth Day. This will contribute to increasing public awareness and understanding of the organisation’s work and values.
73. Generating publicity through various communications channels will ensure more balanced and diverse media coverage. Detailed media strategies and media outreach activities provided for ministerial meetings, Commonwealth Election Observer missions, workshops and events have helped raise the profile of the organisation. The website and intranet promote and publicise the work of the Secretariat among external and internal stakeholders.
74. Commonwealth Connects an online platform for enhancing professional communication and collaboration among the Commonwealth Secretariat, accredited organisations, partner organisations and member governments, has strengthened and promoted the work of the Commonwealth.
3.2.4 Knowledge Management
Outcome: Knowledge management and exchange leads to sharing of good practices and strengthened Commonwealth networks
75. The work of the Secretariat and member countries has created a body of knowledge that is ideal for knowledge transfer among members. For example, in the last Plan period the Secretariat produced research papers, CHOGM and ministerial meeting reports, consultants’ technical analyses, feasibility studies and evaluations, as well as project design documents and project completion reports. The Secretariat also delivered training programmes and developed the presentations and databases to deliver these programmes. Other knowledge products included the Small States Digest and the Commonwealth Law Bulletin. In the absence of an institutional approach to knowledge management and sharing, this reservoir of knowledge was not collated, organised or made available to stakeholders in a systematic way.
76. Currently, under the New Strategic Plan knowledge is being recognised as a ‘strategic asset’ and source of value creation. Increasingly, knowledge is seen as a source of organisational learning which will help strengthen the Secretariat’s
Strategic Results Framework (SRF) \ 25
organisational capacity and improve its effectiveness. Externally, the sharing of knowledge with member countries and stakeholders informs, empowers and helps decision-making.
77. Member states and the EPG both recommended that the Secretariat strengthen the Commonwealth network. The network has been strengthened during the first two years of the Strategic Plan with a strong growth in networks on Commonwealth Connects, a cloud-based electronic platform. A strategy to collaborate with Commonwealth organisations will also be developed and implemented in due course.
3.3 Internal outcomes
3.3.1 Human resources
Outcome: The recruitment and retention of a diverse, engaged and high-performing workforce to facilitate the effective delivery of the Strategic Plan
78. The Strategic Plan is supported by an organisational change programme that has delivered a new staffing structure, new roles and a commitment to maximise the skills and potential of its people to promote a high performing work culture.
79. To do this, the Secretariat is developing, supporting, facilitating and championing policies, approaches and initiatives to create an employer value proposition that seeks to attract, develop and retains talented people. A People Strategy will provide an overarching structure for subsequent strategies to ensure that the organisation has fit-for-purpose policies and provisions on resourcing and attracting talent, learning and development, effective performance management, competitive reward, recognition schemes, staff well-being and engagement. The Secretariat will prioritise and resource these policies and provisions appropriately.
80. The Secretariat has introduced greater flexibility in project and staffing arrangements, so staff can be recruited for specific purposes for time-bound projects. Gender balance and reflection of Commonwealth national diversity in the workforce continues to be a priority. In addition, the Secretariat has also focused on bringing more young people into the organisation from across the Commonwealth with the launch of its Young Professional Programme in 2014.
81. The Secretariat will update, design, develop and implement systems and tools to create an enabling environment for staff and managers, with the focus on the Human Resources Information Management System, Applicant Tracking System and a Learning Portal. Key human resources (HR) metrics have been identified and are currently informing the Secretariat’s HR decisions and priorities. Access to key HR data will be spread across the management layers of the organisation and used for greater key indicators of organisational performance and effectiveness. The Secretariat will seek to benchmark against world class organisations where possible.
26 \ Revised Strategic Plan 2013/14 – 2016/17
3.3.2 Financial and non-financial corporate services
Outcome: Efficient and effective delivery of corporate services
82. Financial and non-financial corporate services are an essential underpinning to ensure that the Secretariat is able to deliver its programmatic mandates. These include financial systems, conference services, facilities management and information technology (IT)4. The Secretariat will discharge its key responsibility in this area to a variety of stakeholders, both internal and external.
83. Within the Strategic Plan horizon, the Secretariat will continue to improve on these services. Success will be substantiated through approved financial statements of the Secretariat’s funds; the facilitation of good stewardship of governmental funds (unqualified financial statements); provision of a safe, suitable and functional working environment for all staff; reduction in carbon emissions; and provision of high quality conferences and events which support and enhance the programmatic work.
84. IT strategy supports the Secretariat’s needs and direction and its delivery of programme mandates. The focus is on ensuring that the service is readily available and underpinned by a resilient infrastructure that supports transformational business change and organisational requirements. Staff will be empowered to make best use of IT facilities, supported and made easier by appropriate technologies and innovation. The IT service will support specific developments and improvements and enable more effective collaboration and communications, both internally and with stakeholders.
85. Necessary enhancements will be made to IT security in keeping with industry best practice. Progress will be measured in compliance with Service Level Agreement targets, the level of staff satisfaction with the service, as well as meeting targets for service availability and system uptime.
3.3.3 Quality and results
Outcome: Effective planning, quality assurance and ME&R system to facilitate the delivery and reporting of the Strategic Plan
86. Since the implementation of the Strategic Plan, the quality assurance function has been further strengthened at the planning, implementation, monitoring, reporting and evaluation stages. It is tightly focused on achieving results. The Secretariat’s annual planning and budgeting process has been refined. Implementation of projects and the Secretariat’s programme are monitored regularly, and regular reporting has been recast on Results Based Management (RBM) principles. Evaluations and impact studies are conducted according to the priorities of the SRF, and in line with the new Evaluation Strategy. Special attention is given to all aspects of quality and results at the project level.
4 As a result of the MTR, the Internal Outcome for IT has been merged into the Financial and Non-financial Corporate Services outcome.
Monitoring, Evaluation and Reporting Framework \ 27
4. Monitoring, Evaluation and Reporting Framework
87. While the SRF outlines the strategic priorities, it is supported by a robust ME&R framework (Table 1) that guides the Secretariat to monitor and evaluate results, as well as report on progress against the agreed outcomes. The framework helps to ensure that the Secretariat is ‘doing the right things’ and ‘doing them right’. Indicators in the revised Strategic Plan have been fine-tuned. All new projects have baselines and targets, which inform the project design, assessment and review of progress against planned outcomes.
88. The monitoring part of the framework has three levels. Project managers and divisional directors will be able to monitor projects with the help of new monitoring tools. The new Programme Management and Information System (PMIS) will help track and document findings. The Secretariat will be conducting project reviews and field missions. The review and mission reports will then be used to create a portfolio of projects, performance rating and improvement mechanisms to ensure that the Secretariat’s delivery is on target and results-based.
89. The new Evaluation Strategy outlines the principles and framework that will guide the Secretariat’s programme of evaluations. Guided by the Evaluation Strategy, independent evaluations of the Secretariat’s work will be undertaken to assess the relevance, effectiveness, efficiency, impact and sustainability of the Secretariat’s work. The evaluation programme is forward looking and the evaluative evidence will help the Secretariat learn lessons and improve on its work.
90. Reporting of the results continues in the form of an annual report to the Board of Governors on the performance of the Secretariat in achieving the priorities of the Strategic Plan. From time to time and in line with the Evaluation Strategy, findings and recommendations from the evaluations and impact studies are presented and shared with the Board of Governors. In addition to the mid-term review, an end-term review of the Strategic Plan will be conducted and presented to the Board of Governors.
28 \ Revised Strategic Plan 2013/14 – 2016/17
Tabl
e 1:
Mo
nito
ring
, eva
luat
ion
and
repo
rtin
g fr
amew
ork
Mo
nito
ring
an
d ev
alua
tio
n p
roce
ssM
etho
dolo
gyFr
eque
ncy
Rep
ort
Uti
lisat
ion
of F
indi
ngs
Str
ateg
ic
out
com
es
(8–1
0 ye
ars)
Str
ateg
ic P
lan
revi
ewT
he S
trat
egic
Pla
n re
view
will
be
base
d o
n a
com
preh
ensi
ve
stra
tegi
c m
oni
tori
ng a
nd e
valu
atio
n p
lan
wit
h in
dica
tors
, mea
ns o
f ve
rific
atio
n an
d, w
here
po
ssib
le, b
asel
ine
info
rmat
ion
and
targ
ets.
T
he c
ont
ribu
tio
n o
f int
erm
edia
te o
utco
mes
to th
e p
lan’
s st
rate
gic
out
com
es w
ill b
e as
sess
ed.
Tow
ards
the
end
of t
he fo
ur y
ears
, thi
s in
depe
nden
t str
ateg
ic
revi
ew w
ill e
valu
ate
the
stra
tegi
c an
d in
term
edia
te o
utco
mes
, in
clud
ing
less
ons
lear
ned.
The
revi
ew w
ill a
lso
dra
w u
pon
the
findi
ngs,
reco
mm
enda
tio
ns a
nd le
sso
ns fr
om
the
inde
pend
ent
eval
uati
ons
of t
he S
ecre
taria
t’s
assi
stan
ce.
Qua
dren
nial
In
depe
nden
t ev
alua
tio
n re
port
Inte
rnal
– D
evel
opm
ent o
f co
rpo
rate
kno
wle
dge
base
and
org
anis
atio
nal
lear
ning
for i
nfo
rmed
dec
isio
n-m
akin
g.
Ext
erna
l – A
cco
unta
bilit
y m
echa
nism
to B
oG
/ ExC
o o
n pr
ogr
ess
on
achi
evin
g st
rate
gic
pla
n re
sult
s.
Inte
rmed
iate
O
utco
mes
(2–4
yea
rs)
Mid
-ter
m re
view
A m
id-t
erm
revi
ew o
f the
Str
ateg
ic P
lan
will
ass
ess
perf
orm
ance
ag
ains
t the
sho
rt-t
erm
and
inte
rmed
iate
out
com
es. I
t will
al
so p
rovi
de a
n o
ppo
rtun
ity
to a
sses
s th
e ap
pro
pria
tene
ss o
f in
dica
tors
. Thi
s re
view
will
co
nsid
er h
ow
the
Sec
reta
riat c
an
be m
ore
eff
ecti
ve a
nd b
e in
form
ed b
y re
com
men
dati
ons
fro
m
eval
uati
on
stud
ies
on
sele
cted
out
com
es a
nd p
rogr
amm
e ar
eas.
It
will
be
info
rmed
by
audi
ts c
ond
ucte
d by
ext
erna
l aud
ito
rs a
s pa
rt o
f th
e S
ecre
taria
t’s
inte
rnal
aud
it p
lan.
Bie
nnia
lM
TR
repo
rt
and
Rev
ised
S
trat
egic
Pla
n
Inte
rnal
– In
form
revi
ew o
f pro
ject
des
ign,
adj
ustm
ent i
n sh
ort
-ter
m
out
com
es a
nd in
dica
tors
, and
allo
cati
on
of r
eso
urce
s.
Ext
erna
l – B
oG
and
ExC
o a
sses
smen
t of p
rogr
ess
/ dec
isio
ns.
Ann
ual
per
form
ance
re
view
Sta
ndar
dise
d m
oni
tori
ng a
nd e
valu
atio
n to
ols
will
be
used
to
ass
ess
pro
gres
s. In
form
atio
n co
llect
ed w
ill b
e an
alys
ed to
re
flect
pro
gres
s ag
ains
t the
out
com
es. B
i-an
nual
pro
gres
s re
port
s an
d pr
oje
ct c
om
ple
tio
n re
port
s w
ill in
form
the
annu
al
perf
orm
ance
revi
ew.
Ann
ually
Ann
ual r
esul
ts
repo
rtIn
tern
al –
Sho
w tr
ends
and
info
rm d
ecis
ion-
mak
ing
on
pro
ject
im
ple
men
tati
on,
revi
ew o
f des
ign
and
budg
et re
allo
cati
on.
Ext
erna
l – In
form
ExC
o a
nd B
oG
on
pro
gres
s an
d de
cisi
ons
.
Inte
rnal
pro
cess
es to
imp
rove
per
form
ance
Sho
rt-t
erm
o
utco
mes
(0–2
yea
rs)
Fiel
d vi
sits
and
p
roje
ct re
view
sS
tand
ardi
sed
mo
nito
ring
too
ls h
ave
been
dev
elo
ped,
whi
ch c
an
be t
ailo
red
to m
eet s
peci
fic p
roje
ct re
quire
men
ts. T
hese
too
ls w
ill
be u
sed
by p
roje
ct m
anag
ers
and
divi
sio
ns to
mo
nito
r pro
gres
s.
Pro
ject
revi
ews
and
mo
nito
ring
mis
sio
ns b
y S
PE
D o
n se
lect
ed
out
com
es w
ill h
elp
veri
fy p
erfo
rman
ce a
nd id
enti
fy is
sues
.
Ong
oin
gB
i-an
nual
pr
ogr
ess
repo
rts
Inte
rnal
Dat
a an
d in
form
atio
n fr
om
the
repo
rts
sho
uld
sho
w tr
ends
in o
utpu
ts
and
out
com
es b
y in
term
edia
te o
utco
mes
/co
untr
y re
gio
n/se
cto
r/ m
ode
o
f del
iver
y et
c. P
roje
ct a
nd P
rogr
amm
e pe
rfo
rman
ce w
ill b
e us
ed w
ithi
n a
perf
orm
ance
rati
ng s
yste
m to
est
ablis
h th
e o
vera
ll pe
rfo
rman
ce o
f the
S
ecre
taria
t’s
port
folio
.
Collaboration with Commonwealth Organisations \ 29
5. Collaboration with Commonwealth Organisations
91. The Secretariat has continued in recent years to consolidate a closer working relationship with the accredited Commonwealth organisations, in order to give greater relevance and substance to accreditation itself, as well as to promote more effective partnerships in delivering the Secretariat’s work programme. This approach was given a further impetus by the EPG recommendations that the Secretariat should strengthen its relationship with the Commonwealth Foundation (Recommendation 81); co-ordinate its work with associated Commonwealth institutions in order to draw on their expertise (Recommendation 87); and strengthen its linkages and functional co-operation with Commonwealth agencies in the field (Recommendation 89).
92. The Secretariat will establish institutionalised mechanisms of liaison and collaboration with other intergovernmental and accredited Commonwealth organisations. The Secretariat will propose, for the approval of the Board of Governors, a framework of consultations with accredited Commonwealth organisations.
93. The Secretary-General will meet at least once every year with the heads of intergovernmental organisations and attend consultative meetings with accredited organisations. The Secretary-General, as well as other members of the senior management, will continue to promote Commonwealth organisations in member states. The ongoing consultations with accredited organisations will be made strategic and meaningful, with an emphasis on promoting more qualitative, knowledge-sharing and results-oriented dialogue. The Accreditation Guidelines have been revised, and the Secretariat will develop a framework for the accreditation review process to ensure that these organisations uphold Commonwealth values and principles.
Tabl
e 1:
Mo
nito
ring
, eva
luat
ion
and
repo
rtin
g fr
amew
ork
Mo
nito
ring
an
d ev
alua
tio
n p
roce
ssM
etho
dolo
gyFr
eque
ncy
Rep
ort
Uti
lisat
ion
of F
indi
ngs
Str
ateg
ic
out
com
es
(8–1
0 ye
ars)
Str
ateg
ic P
lan
revi
ewT
he S
trat
egic
Pla
n re
view
will
be
base
d o
n a
com
preh
ensi
ve
stra
tegi
c m
oni
tori
ng a
nd e
valu
atio
n p
lan
wit
h in
dica
tors
, mea
ns o
f ve
rific
atio
n an
d, w
here
po
ssib
le, b
asel
ine
info
rmat
ion
and
targ
ets.
T
he c
ont
ribu
tio
n o
f int
erm
edia
te o
utco
mes
to th
e p
lan’
s st
rate
gic
out
com
es w
ill b
e as
sess
ed.
Tow
ards
the
end
of t
he fo
ur y
ears
, thi
s in
depe
nden
t str
ateg
ic
revi
ew w
ill e
valu
ate
the
stra
tegi
c an
d in
term
edia
te o
utco
mes
, in
clud
ing
less
ons
lear
ned.
The
revi
ew w
ill a
lso
dra
w u
pon
the
findi
ngs,
reco
mm
enda
tio
ns a
nd le
sso
ns fr
om
the
inde
pend
ent
eval
uati
ons
of t
he S
ecre
taria
t’s
assi
stan
ce.
Qua
dren
nial
In
depe
nden
t ev
alua
tio
n re
port
Inte
rnal
– D
evel
opm
ent o
f co
rpo
rate
kno
wle
dge
base
and
org
anis
atio
nal
lear
ning
for i
nfo
rmed
dec
isio
n-m
akin
g.
Ext
erna
l – A
cco
unta
bilit
y m
echa
nism
to B
oG
/ ExC
o o
n pr
ogr
ess
on
achi
evin
g st
rate
gic
pla
n re
sult
s.
Inte
rmed
iate
O
utco
mes
(2–4
yea
rs)
Mid
-ter
m re
view
A m
id-t
erm
revi
ew o
f the
Str
ateg
ic P
lan
will
ass
ess
perf
orm
ance
ag
ains
t the
sho
rt-t
erm
and
inte
rmed
iate
out
com
es. I
t will
al
so p
rovi
de a
n o
ppo
rtun
ity
to a
sses
s th
e ap
pro
pria
tene
ss o
f in
dica
tors
. Thi
s re
view
will
co
nsid
er h
ow
the
Sec
reta
riat c
an
be m
ore
eff
ecti
ve a
nd b
e in
form
ed b
y re
com
men
dati
ons
fro
m
eval
uati
on
stud
ies
on
sele
cted
out
com
es a
nd p
rogr
amm
e ar
eas.
It
will
be
info
rmed
by
audi
ts c
ond
ucte
d by
ext
erna
l aud
ito
rs a
s pa
rt o
f th
e S
ecre
taria
t’s
inte
rnal
aud
it p
lan.
Bie
nnia
lM
TR
repo
rt
and
Rev
ised
S
trat
egic
Pla
n
Inte
rnal
– In
form
revi
ew o
f pro
ject
des
ign,
adj
ustm
ent i
n sh
ort
-ter
m
out
com
es a
nd in
dica
tors
, and
allo
cati
on
of r
eso
urce
s.
Ext
erna
l – B
oG
and
ExC
o a
sses
smen
t of p
rogr
ess
/ dec
isio
ns.
Ann
ual
per
form
ance
re
view
Sta
ndar
dise
d m
oni
tori
ng a
nd e
valu
atio
n to
ols
will
be
used
to
ass
ess
pro
gres
s. In
form
atio
n co
llect
ed w
ill b
e an
alys
ed to
re
flect
pro
gres
s ag
ains
t the
out
com
es. B
i-an
nual
pro
gres
s re
port
s an
d pr
oje
ct c
om
ple
tio
n re
port
s w
ill in
form
the
annu
al
perf
orm
ance
revi
ew.
Ann
ually
Ann
ual r
esul
ts
repo
rtIn
tern
al –
Sho
w tr
ends
and
info
rm d
ecis
ion-
mak
ing
on
pro
ject
im
ple
men
tati
on,
revi
ew o
f des
ign
and
budg
et re
allo
cati
on.
Ext
erna
l – In
form
ExC
o a
nd B
oG
on
pro
gres
s an
d de
cisi
ons
.
Inte
rnal
pro
cess
es to
imp
rove
per
form
ance
Sho
rt-t
erm
o
utco
mes
(0–2
yea
rs)
Fiel
d vi
sits
and
p
roje
ct re
view
sS
tand
ardi
sed
mo
nito
ring
too
ls h
ave
been
dev
elo
ped,
whi
ch c
an
be t
ailo
red
to m
eet s
peci
fic p
roje
ct re
quire
men
ts. T
hese
too
ls w
ill
be u
sed
by p
roje
ct m
anag
ers
and
divi
sio
ns to
mo
nito
r pro
gres
s.
Pro
ject
revi
ews
and
mo
nito
ring
mis
sio
ns b
y S
PE
D o
n se
lect
ed
out
com
es w
ill h
elp
veri
fy p
erfo
rman
ce a
nd id
enti
fy is
sues
.
Ong
oin
gB
i-an
nual
pr
ogr
ess
repo
rts
Inte
rnal
Dat
a an
d in
form
atio
n fr
om
the
repo
rts
sho
uld
sho
w tr
ends
in o
utpu
ts
and
out
com
es b
y in
term
edia
te o
utco
mes
/co
untr
y re
gio
n/se
cto
r/ m
ode
o
f del
iver
y et
c. P
roje
ct a
nd P
rogr
amm
e pe
rfo
rman
ce w
ill b
e us
ed w
ithi
n a
perf
orm
ance
rati
ng s
yste
m to
est
ablis
h th
e o
vera
ll pe
rfo
rman
ce o
f the
S
ecre
taria
t’s
port
folio
.
30 \ Revised Strategic Plan 2013/14 – 2016/17
6. Risk Management Strategy
94. Since the introduction of the New Strategic Plan, the Secretariat has developed a risk management strategy. It has adopted the international standard, ISO 310005 ‘Risk management – Principles and guidelines’ which provides a structured approach to risk management.
95. The main objectives of this strategy are to:
– Embed risk management into the culture of the Secretariat
– Integrate risk management into all existing management processes
– Establish a common understanding of the Secretariat’s expectations on risk management throughout all divisions and among all partners and third parties
96. This is a Secretariat-wide policy and all divisions have a role to play in ensuring risk is adequately managed and that the Secretariat’s overall objectives are achieved as a result through the adoption of the risk management procedure-cycle.
97. To successfully achieve this the Secretariat developed a four-phased risk management action plan detailing specific actions needed for success. Phase 1, which largely focused on increasing awareness of risk management; delivering risk management training to all staff and; creating divisional risk registers, was successfully implemented. Phase 2 of the Plan is underway where focus will be on determining and agreeing the Secretariat’s appetite for risk.
5 ISO 31000 was published in 2009 as an internationally agreed standard for the implementation of risk management principles.
Annexes
Annex I: Strategic Plan Development Consultative Process \ 33
Annex I: Strategic Plan Development Consultative Process • Written submissions were sought from member governments over a two-
year period, including a questionnaire in which member governments were requested to prioritise those areas of the Secretariat’s current work that could be increased, decreased or brought to a conclusion, as well as to propose new areas of work if desired or required;
• The Secretary-General conducted informal consultations with groups of Governors of the Board throughout late 2011 and early 2012;
• The CHOGM-directed process to further consider the EPG recommendations informed the Strategic Plan development through a senior officials meeting in April 2012 and a meeting of the Ministerial Task Force in June 2012;
• A ‘First Discussion Paper’ was circulated to the Board of Governors of the Commonwealth Secretariat in June 2012;
• The Secretary-General conducted consultations in 2012 with Commonwealth Secretariat staff;
• The Secretariat met with the Consortium on Education and other leading figures working in the education sector, and also with leading figures working in the Commonwealth in the health and education sectors during 2012;
• A ‘Scoping Paper’ on emerging themes for the Plan was discussed in an informal briefing of the Board in September 2012;
• The ‘Scoping Paper’ was discussed and endorsed by Commonwealth Foreign Ministers at their annual meeting in September 2012;
• A draft Strategic Plan was presented to an informal meeting of Governors on 15 November 2012;
• A draft Strategic Plan was presented to an Extraordinary meeting of the Board of Governors on 27 November 2012;
• A revised draft was circulated on 25 January 2013 and discussed at an Extraordinary meeting of the Board of Governors on 08 March 2013 where it was agreed to form a Sub-Group to finalise the Plan;
• The Sub-Group met on 19 March and 8 April and a revised draft was circulated to Board members on 15 April and discussed at an Extraordinary Board meeting on 2 May 2013; and
• An expanded Sub-Group met on 17 May and reached a consensus on the draft Strategic Plan, which would go to the 23 May 2013 Board meeting for approval.
34 \ Revised Strategic Plan 2013/14 – 2016/17
Annex II: List of Evaluations (2013–2015)
1. Evaluation of Commonwealth Secretariat Assistance to Member Countries on Criminal Law
February 2013
2. Evaluation of Commonwealth Secretariat support to Sri Lanka
July 2013
3. Evaluation of Commonwealth Secretariat support to Belize July 2013
4. Impact Assessment of Malta-Commonwealth Third Country Training Programme
July 2013
5. Evaluation of Commonwealth Secretariat support to Kenya December 2013
6. Evaluation of Commonwealth Secretariat support to Solomon Islands
March 2014
7. Evaluation of Commonwealth Secretariat Assistance to Member Countries in Legislative Drafting
January 2015
8. Impact Assessment- Institutional Strengthening of Credit Union Sector in the Bahamas
April 2015
9. Impact Assessment- Strengthening Debt Management in Jamaica
April 2015
10. Evaluation of Commonwealth Secretariat Assistance to Small States in Geneva on Multilateral Trade Issues
June 2015
11. Evaluation of the Commonwealth Media Development Fund
July 2015
12. Evaluation of Singapore-Commonwealth Third Country Training Programme
August 2015
13. Evaluation of the Commonwealth Connects Programme August 2015
Annex III: Revised Strategic Results Framework \ 35
Ann
ex II
I: R
evis
ed S
trat
egic
Res
ults
Fra
mew
ork
The
SR
F ha
s be
en re
vise
d as
par
t of t
he M
id-T
erm
Rev
iew
to p
rovi
de s
peci
fic, m
easu
reab
le in
dica
tors
wit
h ba
selin
es a
nd ta
rget
s.
Key
Not
es
n/a
No
t App
licab
leT
he S
ecre
taria
t’s w
ork
in th
is a
rea
is in
resp
ons
e to
mem
bers
’ unf
ore
seen
nee
ds, t
here
fore
targ
et v
alue
s ca
nno
t be
antic
ipat
ed.
TB
DTo
be
dete
rmin
edIn
dica
tor v
alue
s to
be
esta
blis
hed
base
d o
n fin
ding
s fr
om
cur
rent
ly o
ngo
ing
base
line
rese
arch
.
-In
dica
tor n
ot m
easu
red
at
this
po
int
Whe
re th
e ba
selin
e in
dica
tor v
alue
was
no
t ava
ilabl
e at
the
star
t (20
13/1
4) th
e M
TR
indi
cato
r val
ue b
eco
mes
the
base
line.
No
./T
itle
Str
ateg
ic
out
com
es
No
.In
term
edia
te o
utco
mes
In
dica
tors
Bas
elin
e M
id T
erm
(2
015)
Targ
et
(201
7)
1. D
emo
crac
yG
reat
er a
dher
ence
to
Co
mm
onw
ealt
h po
litic
al v
alue
s an
d p
rinc
iple
s
1.1
CM
AG
is w
ell-
info
rmed
and
sup
port
ed to
pr
ote
ct a
nd p
rom
ote
Co
mm
onw
ealt
h va
lues
an
d pr
inci
ple
s
# o
f mem
ber s
tate
s en
gage
d w
ith
CM
AG
und
er th
e en
hanc
ed m
anda
te th
at
resp
ond
po
siti
vely
to a
nd im
ple
men
t CM
AG
’s re
com
men
dati
ons
30
n/a
1.2
Mem
ber s
tate
s en
gage
wit
h an
d be
nefit
fr
om
str
engt
hene
d G
oo
d O
ffice
s o
f the
S
ecre
tary
-Gen
eral
# o
f ide
ntifi
ed m
embe
r sta
tes
enga
ged
in G
oo
d O
ffice
s ca
paci
ty th
at
imp
lem
ent p
olic
y ch
ange
s th
at re
flect
the
advi
ce fr
om
the
Sec
reta
ry-G
ener
al
and
his/
her
Env
oys
and
Ad
viso
rs
21
n/a
1.3
Mem
ber s
tate
s co
nduc
t fai
r, cr
edib
le a
nd
incl
usiv
e el
ecti
ons
# o
f mem
ber s
tate
s w
hose
ele
cto
ral f
ram
ewo
rk h
as b
een
stre
ngth
ened
to
mee
t nat
iona
l, re
gio
nal a
nd C
om
mo
nwea
lth
stan
dard
s, a
s in
dica
ted
by:
• Le
gal a
nd c
ons
titu
tio
nal f
ram
ewo
rks
in p
lace
• In
stit
utio
nal c
apac
ity
and
inde
pend
ence
• P
roce
dure
s in
pla
ce
00
6
# o
f mem
ber s
tate
s w
here
at l
east
10
% o
f Co
mm
onw
ealt
h O
bser
ver G
roup
re
com
men
dati
ons
are
in th
e pr
oce
ss o
f bei
ng im
plem
ente
d w
ithi
n 12
mo
nths
o
f an
elec
tio
n ta
king
pla
ce
00
10
# o
f mem
ber s
tate
s ad
opt
ing
best
pra
ctis
es a
nd p
rinc
iple
s em
ergi
ng fr
om
th
e C
om
mo
nwea
lth
Ele
cto
ral N
etw
ork
in e
nhan
cing
thei
r nat
iona
l ele
cto
ral
pro
cess
es
0-
12
# o
f nat
iona
l ele
cto
ral m
anag
emen
t bo
dies
that
em
bed
best
pra
ctic
es a
nd
prin
cip
les
emer
ging
fro
m th
e C
om
mo
nwea
lth
Ele
cto
ral N
etw
ork
in e
nhan
cing
th
eir n
atio
nal e
lect
ora
l pro
cess
es
0-
20
1.4
Val
ues
of ‘
resp
ect a
nd u
nder
stan
ding
’ ad
vanc
ed%
of s
tude
nt p
arti
cipa
nts
in C
om
mo
nwea
lth
Cla
ss P
rogr
amm
e w
ho re
port
th
at le
arni
ng a
bout
the
Co
mm
onw
ealt
h ha
s im
pro
ved
thei
r und
erst
andi
ng o
f gl
oba
l iss
ues
63%
-75
%
36 \ Revised Strategic Plan 2013/14 – 2016/17
No
./T
itle
Str
ateg
ic
out
com
es
No
.In
term
edia
te o
utco
mes
In
dica
tors
Bas
elin
e M
id T
erm
(2
015)
Targ
et
(201
7)
2. P
ublic
In
stit
utio
nsM
ore
eff
ecti
ve,
effici
ent a
nd
equi
tabl
e pu
blic
go
vern
ance
2.1
Effec
tive
inst
itut
ions
and
mec
hani
sms
for t
he
pro
mo
tio
n an
d pr
ote
ctio
n o
f hum
an ri
ghts
#
of t
arge
ted
mem
ber s
tate
s w
ith
new
or m
ore
eff
ecti
ve n
atio
nal h
uman
ri
ghts
inst
itut
ions
as
indi
cate
d by
:
• E
nabl
ing
legi
slat
ion
ado
pted
and
co
mp
liant
wit
h P
aris
Pri
ncip
les
• Fu
lly o
pera
tio
nal
• M
ove
men
t to
war
ds ‘A
’ sta
tus
0-
10
2.2
Impr
ove
d an
d co
nstr
ucti
ve e
ngag
emen
t of
mem
ber c
oun
trie
s in
the
UN
’s U
PR
pro
cess
th
roug
h te
chni
cal a
ssis
tanc
e
# o
f tar
gete
d m
embe
r sta
tes
that
eng
age
cons
truc
tive
ly w
ith
the
UN
UP
R a
s in
dica
ted
by:
• Q
ualit
y re
port
ing
to U
NH
RC
• U
nder
goin
g ex
amin
atio
n in
a c
ons
truc
tive
man
ner
• Im
ple
men
ting
acc
epte
d re
com
men
dati
ons
0-
20
# o
f key
regi
ona
l hum
an ri
ghts
issu
es p
rogr
essi
vely
add
ress
ed b
y C
om
mo
nwea
lth
Par
liam
enta
ry H
uman
Rig
hts
Gro
ups
05
5
2.3
Effec
tive
mec
hani
sms,
pro
cedu
res
and
lega
l fr
amew
ork
s th
at e
nsur
e th
e au
tono
mo
us
and
harm
oni
ous
ope
rati
on
of t
he th
ree
bran
ches
of G
ove
rnm
ent a
nd s
tren
gthe
n th
e in
dep
ende
nce
of t
he ju
dici
ary
# o
f mem
ber s
tate
s th
at re
form
thei
r co
nsti
tuti
ona
l and
sta
tuto
ry p
rovi
sio
ns
in o
rder
to u
pho
ld th
e C
om
mo
nwea
lth
(Lat
imer
Ho
use)
Pri
ncip
les
-5
8
# o
f mem
ber s
tate
s th
at e
stab
lish
pro
cedu
res
whi
ch p
rovi
de fo
r the
ap
poin
tmen
t, d
isci
plin
e an
d re
mo
val o
f jud
ges
in a
cco
rdan
ce w
ith
the
Co
mm
onw
ealt
h (L
atim
er H
ous
e) P
rinc
iple
s
-5
5
# o
f mem
ber s
tate
s th
at in
stit
ute
refo
rms
to s
tren
gthe
n th
e co
gnit
ive
and
inst
itut
iona
l asp
ects
of t
he in
depe
nden
ce o
f the
judi
ciar
y-
55
2.4
Nat
iona
l ins
titu
tio
ns e
ffec
tive
ly fa
cilit
atin
g th
e ad
min
istr
atio
n an
d de
liver
y o
f rul
e o
f law
and
ju
stic
e
# o
f mem
ber s
tate
s us
ing
Sec
reta
riat g
uide
lines
, to
ols
and
mo
del l
aws/
re
gula
tio
ns to
str
engt
hen
the
adm
inis
trat
ion
and
deliv
ery
of j
usti
ce1
34
% o
f mem
ber s
tate
s th
at m
ake
subs
tant
ial p
rogr
ess
in c
reat
ing
lega
l fr
amew
ork
s fo
r the
(i) e
ffec
tive
del
iver
y o
f jus
tice
and
(ii)
pro
mo
tio
n o
f ref
orm
s co
nduc
ive
to s
usta
inab
le d
evel
opm
ent
-8%
10%
# o
f mem
ber s
tate
s th
at e
ffec
t adm
inis
trat
ive
refo
rms
to s
tren
gthe
n th
ose
in
stit
utio
ns
-3
4
(Mer
ged
wit
h 2.
3)
2.6
Impr
ove
d p
ublic
ad
min
istr
atio
n #
mem
ber s
tate
s w
ith
effec
tive
, acc
oun
tabl
e an
d tr
ansp
aren
t tar
gete
d pu
blic
in
stit
utio
ns in
the
effici
ent d
eliv
ery
of s
ervi
ces
as in
dica
ted
by th
e ex
iste
nce
and
func
tio
ning
of a
t lea
st 5
of 9
inst
itut
ions
in li
ne w
ith
Co
mm
onw
ealt
h ag
reed
sta
ndar
ds o
utlin
ed b
elo
w:
• P
ublic
Po
licy
Co
ord
inat
ion
and
Imp
lem
enta
tio
n U
nit
• P
ublic
Ser
vice
Co
mm
issi
on
• M
inis
try
of E
stab
lishm
ent
• P
ublic
Pro
cure
men
t Reg
ulat
ory
Age
ncy
• In
tern
al A
udit
Dep
artm
ent
• S
upre
me
Aud
it In
stit
utio
n
• P
ublic
Acc
oun
ts C
om
mit
tee
• Fi
nanc
e C
om
mit
tee
of P
arlia
men
t
• A
nti-
Co
rrup
tio
n A
genc
ies
07
11
Annex III: Revised Strategic Results Framework \ 37
No
./T
itle
Str
ateg
ic
out
com
es
No
.In
term
edia
te o
utco
mes
In
dica
tors
Bas
elin
e M
id T
erm
(2
015)
Targ
et
(201
7)
2. P
ublic
In
stit
utio
nsM
ore
eff
ecti
ve,
effici
ent a
nd
equi
tabl
e pu
blic
go
vern
ance
2.1
Effec
tive
inst
itut
ions
and
mec
hani
sms
for t
he
pro
mo
tio
n an
d pr
ote
ctio
n o
f hum
an ri
ghts
#
of t
arge
ted
mem
ber s
tate
s w
ith
new
or m
ore
eff
ecti
ve n
atio
nal h
uman
ri
ghts
inst
itut
ions
as
indi
cate
d by
:
• E
nabl
ing
legi
slat
ion
ado
pted
and
co
mp
liant
wit
h P
aris
Pri
ncip
les
• Fu
lly o
pera
tio
nal
• M
ove
men
t to
war
ds ‘A
’ sta
tus
0-
10
2.2
Impr
ove
d an
d co
nstr
ucti
ve e
ngag
emen
t of
mem
ber c
oun
trie
s in
the
UN
’s U
PR
pro
cess
th
roug
h te
chni
cal a
ssis
tanc
e
# o
f tar
gete
d m
embe
r sta
tes
that
eng
age
cons
truc
tive
ly w
ith
the
UN
UP
R a
s in
dica
ted
by:
• Q
ualit
y re
port
ing
to U
NH
RC
• U
nder
goin
g ex
amin
atio
n in
a c
ons
truc
tive
man
ner
• Im
ple
men
ting
acc
epte
d re
com
men
dati
ons
0-
20
# o
f key
regi
ona
l hum
an ri
ghts
issu
es p
rogr
essi
vely
add
ress
ed b
y C
om
mo
nwea
lth
Par
liam
enta
ry H
uman
Rig
hts
Gro
ups
05
5
2.3
Effec
tive
mec
hani
sms,
pro
cedu
res
and
lega
l fr
amew
ork
s th
at e
nsur
e th
e au
tono
mo
us
and
harm
oni
ous
ope
rati
on
of t
he th
ree
bran
ches
of G
ove
rnm
ent a
nd s
tren
gthe
n th
e in
dep
ende
nce
of t
he ju
dici
ary
# o
f mem
ber s
tate
s th
at re
form
thei
r co
nsti
tuti
ona
l and
sta
tuto
ry p
rovi
sio
ns
in o
rder
to u
pho
ld th
e C
om
mo
nwea
lth
(Lat
imer
Ho
use)
Pri
ncip
les
-5
8
# o
f mem
ber s
tate
s th
at e
stab
lish
pro
cedu
res
whi
ch p
rovi
de fo
r the
ap
poin
tmen
t, d
isci
plin
e an
d re
mo
val o
f jud
ges
in a
cco
rdan
ce w
ith
the
Co
mm
onw
ealt
h (L
atim
er H
ous
e) P
rinc
iple
s
-5
5
# o
f mem
ber s
tate
s th
at in
stit
ute
refo
rms
to s
tren
gthe
n th
e co
gnit
ive
and
inst
itut
iona
l asp
ects
of t
he in
depe
nden
ce o
f the
judi
ciar
y-
55
2.4
Nat
iona
l ins
titu
tio
ns e
ffec
tive
ly fa
cilit
atin
g th
e ad
min
istr
atio
n an
d de
liver
y o
f rul
e o
f law
and
ju
stic
e
# o
f mem
ber s
tate
s us
ing
Sec
reta
riat g
uide
lines
, to
ols
and
mo
del l
aws/
re
gula
tio
ns to
str
engt
hen
the
adm
inis
trat
ion
and
deliv
ery
of j
usti
ce1
34
% o
f mem
ber s
tate
s th
at m
ake
subs
tant
ial p
rogr
ess
in c
reat
ing
lega
l fr
amew
ork
s fo
r the
(i) e
ffec
tive
del
iver
y o
f jus
tice
and
(ii)
pro
mo
tio
n o
f ref
orm
s co
nduc
ive
to s
usta
inab
le d
evel
opm
ent
-8%
10%
# o
f mem
ber s
tate
s th
at e
ffec
t adm
inis
trat
ive
refo
rms
to s
tren
gthe
n th
ose
in
stit
utio
ns
-3
4
(Mer
ged
wit
h 2.
3)
2.6
Impr
ove
d p
ublic
ad
min
istr
atio
n #
mem
ber s
tate
s w
ith
effec
tive
, acc
oun
tabl
e an
d tr
ansp
aren
t tar
gete
d pu
blic
in
stit
utio
ns in
the
effici
ent d
eliv
ery
of s
ervi
ces
as in
dica
ted
by th
e ex
iste
nce
and
func
tio
ning
of a
t lea
st 5
of 9
inst
itut
ions
in li
ne w
ith
Co
mm
onw
ealt
h ag
reed
sta
ndar
ds o
utlin
ed b
elo
w:
• P
ublic
Po
licy
Co
ord
inat
ion
and
Imp
lem
enta
tio
n U
nit
• P
ublic
Ser
vice
Co
mm
issi
on
• M
inis
try
of E
stab
lishm
ent
• P
ublic
Pro
cure
men
t Reg
ulat
ory
Age
ncy
• In
tern
al A
udit
Dep
artm
ent
• S
upre
me
Aud
it In
stit
utio
n
• P
ublic
Acc
oun
ts C
om
mit
tee
• Fi
nanc
e C
om
mit
tee
of P
arlia
men
t
• A
nti-
Co
rrup
tio
n A
genc
ies
07
11
No
./T
itle
Str
ateg
ic
out
com
es
No
.In
term
edia
te o
utco
mes
In
dica
tors
Bas
elin
e M
id T
erm
(2
015)
Targ
et
(201
7)
3. S
oci
al
Dev
elo
pm
ent
Enh
ance
d po
siti
ve
impa
ct o
f so
cial
de
velo
pm
ent
3.1
Str
engt
hene
d na
tio
nal f
ram
ewo
rks
and
polic
ies
impr
ove
hea
lth
out
com
es#
of m
embe
r sta
tes
wit
h up
-to
-dat
e na
tio
nal U
nive
rsal
Hea
lth
Co
vera
ge
polic
ies
to m
eet S
usta
inab
le D
evel
opm
ent G
oal
s-
2429
# o
f mem
ber s
tate
s w
ith
up-t
o-d
ate
No
n C
om
mun
icab
le D
isea
ses
polic
ies
to
mee
t int
erna
tio
nal h
ealt
h ca
re d
eliv
ery
stan
dard
s-
05
3.2
Str
engt
hene
d na
tio
nal p
olic
ies
and
fram
ewo
rks
impr
ove
edu
cati
on
out
com
es#
of m
embe
r sta
tes
wit
h up
-to
-dat
e na
tio
nal e
duca
tio
nal p
olic
ies
to s
uppo
rt
the
deliv
ery
of S
usta
inab
le D
evel
opm
ent G
oal
s-
3843
3.3
Gen
der e
qual
ity
and
the
empo
wer
men
t of
wo
men
eff
ecti
vely
mai
nstr
eam
ed in
to m
embe
r st
ate
polic
ies,
fram
ewo
rks
and
pro
gram
mes
an
d S
ecre
taria
t’s
pro
ject
s
# o
f tar
gete
d m
embe
r sta
tes
who
se n
atio
nal p
olic
y fo
rmul
atio
n an
d p
lann
ing
pro
cess
es re
flect
and
dem
ons
trat
e ge
nder
equ
alit
y an
d em
pow
erm
ent
-0
4
# o
f mem
ber s
tate
s w
hose
inst
itut
ed la
ws
/ reg
ulat
ions
/ rul
es/ g
uide
lines
/ vo
lunt
ary
code
s su
ppo
rt e
qual
ity
in th
e ar
eas
of:
• E
ndin
g vi
ole
nce
agai
nst w
om
en a
nd g
irls
• In
crea
sed
num
ber o
f wo
men
in le
ader
ship
and
sen
ior p
osi
tio
ns
• E
stab
lishi
ng fr
amew
ork
s fo
r enh
anci
ng w
om
en’s
acc
ess
to fi
nanc
e
-0
2
3.4
Im
pro
ved
cap
acit
y bu
ildin
g fo
r so
cial
de
velo
pmen
t#
of m
embe
r sta
tes
that
hav
e ad
opt
ed a
nd a
pplie
d fr
amew
ork
s to
add
ress
ge
nder
gap
s in
sel
ecte
d th
emat
ic a
reas
as
indi
cate
d by
:
• R
efo
rms
on
inst
itut
ing
VA
WG
• E
stab
lishe
d ad
voca
cy a
gend
as o
n w
om
en’s
lead
ersh
ip
• In
crea
se in
the
num
ber o
f wo
men
in le
ader
ship
and
sen
ior p
osi
tio
ns in
ta
rget
ed c
oun
trie
s
• In
crea
se in
the
num
ber o
f wo
men
acc
essi
ng fi
nanc
e in
tar
gete
d co
untr
ies
-0
2
# o
f Hea
lth
and
Educ
atio
n kn
ow
ledg
e hu
bs fu
lly fu
ncti
oni
ng a
s in
dica
ted
by:
• E
stab
lishe
d w
ebsi
te
• P
olic
y re
sour
ces
and
too
ls c
olla
ted
• W
eb li
nks
to p
olic
y to
ols
and
evi
denc
e ba
sed
reso
urce
s
• C
om
mun
itie
s o
f Pra
ctic
es fa
cilit
ated
and
eng
aged
• P
artn
ers
colla
bora
te a
nd e
ngag
ed
0-
2
38 \ Revised Strategic Plan 2013/14 – 2016/17
No
./T
itle
Str
ateg
ic
out
com
es
No
.In
term
edia
te o
utco
mes
In
dica
tors
Bas
elin
e M
id T
erm
(2
015)
Targ
et
(201
7)
4. Y
out
hYo
uth
are
mo
re
inte
grat
ed a
nd
valu
ed in
po
litic
al
and
deve
lopm
ent
pro
cess
es
4.1
Nat
iona
l and
pan
-Co
mm
onw
ealt
h fr
amew
ork
s ad
vanc
e so
cial
, po
litic
al a
nd e
cono
mic
em
po
wer
men
t of y
oun
g p
eop
le
# o
f mem
ber s
tate
s im
ple
men
ting
refo
rm a
ctio
ns to
est
ablis
h o
r str
engt
hen
the
polic
y en
viro
nmen
t fo
r yo
uth
empo
wer
men
t-
TB
D8
# o
f mem
ber s
tate
s ta
king
act
ion
to fu
rthe
r the
pro
fess
iona
lisat
ion
of
yout
h w
ork
-T
BD
5
# o
f mem
ber s
tate
s ad
opt
ing
spo
rt a
s an
inte
ntio
nal a
ppro
ach
to a
dva
ncin
g de
velo
pmen
t and
pea
ce a
s in
dica
ted
by:
• S
peci
fic p
olic
y in
stru
men
ts
• N
atio
nal c
oo
rdin
atio
n an
d cr
oss
sec
tora
l mec
hani
sms
-T
BD
8
4.2
Youn
g pe
op
le e
mpo
wer
ed a
nd s
uppo
rted
to
part
icip
ate
mea
ning
fully
, and
to t
ake
forw
ard
yout
h-le
d in
itia
tive
s
# o
f nat
iona
l, re
gio
nal a
nd p
an-C
om
mo
nwea
lth
yout
h-le
d ne
two
rks
and
pla
tfo
rms
esta
blis
hed
or s
tren
gthe
ned
-T
BD
5
# o
f tar
gete
d na
tio
nal,
regi
ona
l and
inte
rnat
iona
l ins
titu
tio
ns a
nd in
divi
dual
s de
mo
nstr
atin
g in
crea
sed
impa
ct in
yo
uth
deve
lopm
ent a
nd y
out
h-le
d pr
ogr
amm
ing
-T
BD
15
5.
Dev
elo
pm
ent:
Pan
-Com
mon
-w
ealth
Mo
re in
clus
ive
eco
nom
ic g
row
th
and
sust
aina
ble
deve
lop
men
t
5.1
Effec
tive
po
licy
mec
hani
sms
for i
nteg
rati
on
and
part
icip
atio
n in
the
glo
bal t
radi
ng s
yste
m
# o
f mem
ber s
tate
s w
ith
enha
nced
abi
lity
to fo
rmul
ate
trad
e po
licy,
neg
oti
ate
and
imp
lem
ent i
nter
nati
ona
l tra
de a
gree
men
ts a
s in
dica
ted
by:
• Tr
ade
polic
y re
view
mec
hani
sms
and
legi
slat
ions
• N
ew/ e
mer
ging
issu
es a
ddre
ssed
by
mem
ber s
tate
s
• A
gree
men
ts/ o
utco
me
docu
men
ts re
flect
ing
mem
ber s
tate
s’
conc
erns
/ int
eres
ts
• Tr
ade
Ad
viso
rs’/
Exp
erts
’ eng
agem
ents
/ inv
olv
emen
t in
trad
e po
licy,
ne
goti
atio
ns a
nd im
ple
men
tati
ons
of t
rade
agr
eem
ent
0-
53
# o
f tar
gete
d in
tern
atio
nal a
nd re
gio
nal f
oru
ms
that
ack
now
ledg
e tr
ade
rela
ted
emer
ging
issu
es a
nd g
loba
l tra
de s
uppo
rt a
rchi
tect
ure
of t
he
Co
mm
onw
ealt
h as
indi
cate
d by
:
• #
of t
imes
out
com
e do
cum
ents
refle
ct C
om
mo
nwea
lth
trad
e is
sues
• Im
port
ance
giv
en to
the
issu
e (a
gend
a)
• C
om
mit
men
t to
resp
ond
• C
itat
ion
of C
om
mo
nwea
lth
inpu
t in
the
Out
com
e do
cum
ents
00
5
# o
f tra
de c
om
peti
tive
ness
str
ateg
ies
and
acti
on
pla
ns d
evel
ope
d an
d im
ple
men
ted
by m
embe
r sta
tes
02
8
# o
f new
ele
men
ts in
tro
duce
d in
to m
embe
r sta
tes’
trad
e st
rate
gies
in th
e ar
eas
of:
• R
egio
nal i
nteg
rati
on
• E
xpo
rt d
iver
sific
atio
n
• G
ende
r sen
siti
vity
in T
rade
Po
licie
s
00
4
Annex III: Revised Strategic Results Framework \ 39
No
./T
itle
Str
ateg
ic
out
com
es
No
.In
term
edia
te o
utco
mes
In
dica
tors
Bas
elin
e M
id T
erm
(2
015)
Targ
et
(201
7)
5.2
Co
mm
onw
ealt
h pr
inci
ple
s an
d va
lues
ad
vanc
ed
in g
loba
l dev
elo
pm
ent a
nd fi
nanc
ing
deci
sio
ns
(e.g
. G20
and
po
st-2
015
MD
G fr
amew
ork
)
# o
f Co
mm
onw
ealt
h po
siti
on
pape
rs o
n gl
oba
l dev
elo
pmen
t and
fina
ncin
g de
cisi
ons
form
ally
reco
gnis
ed a
t G20
and
po
st-2
015
deve
lopm
ent a
gend
a an
d o
ther
key
inte
rnat
iona
l fo
rum
s
-2
5
5.3
Nat
iona
l fra
mew
ork
s fa
cilit
ate
effec
tive
de
bt m
anag
emen
t#
mem
ber s
tate
s th
at a
re im
ple
men
ting
Sec
reta
riat r
eco
mm
ende
d re
form
ac
tio
ns to
impr
ove
thei
r man
agem
ent o
f pub
lic d
ebt
-3
8
5.4
Effec
tive
, equ
itab
le, t
rans
pare
nt a
nd
sust
aina
ble
man
agem
ent o
f mar
ine
and
oth
er
natu
ral r
eso
urce
s
The
deg
ree
of i
nteg
rati
on
betw
een
polic
ies
and
legi
slat
ion
in m
embe
r Sta
tes
for t
he m
anag
emen
t and
go
vern
ance
of n
atur
al re
sour
ces
Low
Low
Mo
der-
ate
# o
f ref
orm
ed/e
stab
lishe
d go
vern
ance
fram
ewo
rks
and
inst
itut
iona
l ar
rang
emen
ts in
mem
ber S
tate
s th
at p
rom
ote
and
sup
port
the
sust
aina
ble
man
agem
ent o
f nat
ural
reso
urce
s
-9
16
# o
f mar
itim
e bo
unda
ries
del
imit
ed b
y C
om
mo
nwea
lth
mem
ber s
tate
s in
ac
cord
ance
wit
h in
tern
atio
nal l
aw, i
nclu
ding
thro
ugh
join
t dev
elo
pmen
t and
o
ther
pro
visi
ona
l arr
ange
men
ts
-3
11
# o
f bro
ad-b
ased
mec
hani
sms
for e
ffec
tive
, tra
nspa
rent
and
inte
grat
ed
man
agem
ent o
f mar
ine
reso
urce
s im
ple
men
ted
by m
embe
r sta
tes
-4
8
5.5
Kno
wle
dge
man
agem
ent a
nd e
xcha
nge
lead
s to
sha
ring
of g
oo
d pr
acti
ces
and
stre
ngth
ened
C
om
mo
nwea
lth
netw
ork
s
(Mo
ved
to E
nabl
ing
Out
com
es)
6.
Dev
elop
men
t:
smal
l st
ates
and
vu
lner
able
st
ates
Str
engt
hene
d re
silie
nce
of
smal
l sta
tes
and
vuln
erab
le s
tate
s
6.1
Inte
rnat
iona
l po
licie
s, m
echa
nism
s an
d ru
les
are
mo
re re
spo
nsiv
e to
sm
all s
tate
s’ d
evel
opm
ent
stra
tegi
es a
nd re
silie
nce
need
s
# o
f tar
gete
d in
tern
atio
nal c
onf
eren
ces
that
ack
now
ledg
e th
e su
stai
nabl
e de
velo
pmen
t nee
ds o
f sm
all s
tate
s-
36
% o
f sm
all m
embe
r sta
tes
that
eff
ecti
vely
par
tici
pate
in t
arge
ted
inte
rnat
iona
l pr
oce
sses
rela
ted
to th
eir s
usta
inab
le d
evel
opm
ent n
eeds
-
50%
65%
6.2
Sm
all s
tate
s en
able
d to
eff
ecti
vely
par
tici
pat
e in
inte
rnat
iona
l dec
isio
n-m
akin
g pr
oce
sses
% o
f sm
all m
embe
r sta
tes
cons
truc
tive
ly e
ngag
ing
wit
h tr
ade
foru
ms
and
hum
an ri
ghts
mec
hani
sms
in G
enev
a vi
a sm
all s
tate
s o
ffice
-50
%6
0%
# o
f sm
all m
embe
r sta
tes
enga
ging
eff
ecti
vely
wit
h th
e U
N G
ener
al A
ssem
bly
and
oth
er fo
rum
s in
New
Yo
rk v
ia th
e sm
all s
tate
s o
ffice
-10
11
6.3
Impr
ove
d cl
imat
e fin
anci
ng fr
amew
ork
s#
of C
om
mo
nwea
lth
mem
ber s
tate
s th
at re
port
impr
ove
d ac
cess
to c
limat
e fin
ance
aris
ing
fro
m C
om
mo
nwea
lth
influ
ence
d to
ols
or p
olic
ies
-0
5
40 \ Revised Strategic Plan 2013/14 – 2016/17
Enab
ling
outc
omes
No
Are
aO
utco
mes
Indi
cato
rsB
asel
ine
MT
RTa
rget
I.G
loba
l ad
voca
cyIn
tern
atio
nal d
ecla
rati
ons
, res
olu
tio
ns a
nd o
ther
co
mm
itm
ents
on
dem
ocr
acy,
dev
elo
pmen
t and
di
vers
ity
incl
ude
Co
mm
onw
ealt
h pe
rspe
ctiv
e
# o
f out
com
e do
cum
ents
at C
HO
GM
and
Min
iste
rial
mee
ting
s th
at re
flect
Co
mm
onw
ealt
h co
nsen
sus
pers
pect
ives
06
9
# o
f tar
gete
d in
tern
atio
nal f
oru
ms
that
reco
gnis
e th
e C
om
mo
nwea
lth
shar
ed p
olic
y po
siti
ons
and
incl
ude
Co
mm
onw
ealt
h pr
opo
sals
in g
loba
l out
com
e do
cum
ents
04
7
II.Te
chni
cal
assi
stan
ce,
refe
rral
s an
d p
artn
ersh
ips
Tech
nica
l ass
ista
nce,
refe
rral
and
par
tner
ship
m
echa
nism
s re
spo
nd fl
exib
ly to
mem
ber s
tate
s’
need
s an
d ca
paci
ty d
evel
opm
ent p
rio
riti
es
# o
f app
rove
d sh
ort
and
long
term
tech
nica
l ass
ista
nce
enga
gem
ents
in re
spo
nse
to re
ques
ts o
f mem
ber s
tate
s as
indi
cate
d by
:
• R
egio
nal d
istr
ibut
ion
• T
hem
atic
dis
trib
utio
n
• S
out
h-so
uth
coo
pera
tio
n
• G
ende
r div
ersi
ty
594
44
0-5
0
# o
f mem
ber s
tate
s m
ade
awar
e o
f alt
erna
tive
so
urce
s o
f sup
port
to a
ddre
ss th
eir n
eeds
and
cap
acit
y de
velo
pmen
t pri
ori
ties
as
indi
cate
d by
:
• #
of r
efer
rals
to o
ther
mem
ber s
tate
s an
d pa
rtne
rs
07
n/a
% o
f Co
mm
onw
ealt
h ac
cred
ited
org
anis
atio
ns
wit
h a
sati
sfac
tory
leve
l of e
ngag
emen
t wit
h th
e C
om
mo
nwea
lth
Sec
reta
riat a
nd m
embe
r sta
tes
as
indi
cate
d by
:
• P
arti
cipa
tio
n at
mee
ting
s (a
tten
danc
e, s
ubm
issi
ons
, #
of m
eeti
ngs
ope
n to
all
accr
edit
ed o
rgan
isat
ions
)
• Fe
edba
ck fr
om
acc
redi
ted
org
anis
atio
ns
• C
om
mo
nwea
lth
Co
nnec
ts u
tiliz
atio
n
00
80
%
# o
f eff
ecti
ve p
artn
ersh
ips
form
ed w
ith
the
accr
edit
ed
org
anis
atio
ns a
s in
dica
ted
by:
• E
xten
t to
whi
ch th
e o
rgan
isat
ions
ad
vanc
e C
om
mo
nwea
lth
prin
cip
les
and
valu
es
• H
ow
info
rmed
they
are
of t
he S
ecre
taria
t’s
wo
rk
00
6
Enabling outcomes \ 41N
oA
rea
Out
com
esIn
dica
tors
Bas
elin
eM
TR
Targ
et
III.
Co
mm
onw
ealt
h p
rofil
eP
rofil
e o
f the
Co
mm
onw
ealt
h is
str
engt
hene
d at
all
leve
lsLe
vel o
f co
mm
itm
ent f
rom
mem
ber s
tate
s to
hig
h-le
vel
advo
cacy
eff
ort
s in
sup
port
of C
om
mo
nwea
lth
Day
and
C
HO
GM
, and
ana
lysi
s o
f med
ia c
ove
rage
gen
erat
ed
aro
und
thes
e ev
ents
Low
-H
igh
Leve
l of a
ctio
n by
Co
mm
onw
ealt
h le
ader
s an
d m
inis
ters
to
refe
renc
e C
HO
GM
, Co
mm
onw
ealt
h D
ay, t
he
Co
mm
onw
ealt
h in
spe
eche
s an
d in
tern
atio
nal f
oru
ms
Low
-H
igh
Leve
l of m
edia
eng
agem
ent a
nd a
naly
sis
of m
edia
sto
ries
an
d re
fere
nces
mad
e ab
out
the
Co
mm
onw
ealt
h Lo
w-
Hig
h
Leve
l of a
cces
s an
d ut
ilisa
tio
n o
f Co
mm
onw
ealt
h kn
ow
ledg
e re
sour
ces,
ser
vice
s an
d ne
two
rks
by th
e C
om
mo
nwea
lth
Cit
izen
s
Low
-H
igh
Leve
l of p
erce
ptio
n an
d un
ders
tand
ing
of t
he
Co
mm
onw
ealt
h, it
s br
and
and
visu
al id
enti
ty a
s in
dica
ted
by th
e C
om
mo
nwea
lth
citi
zen
surv
ey
Low
-H
igh
IV.
Kno
wle
dge
Man
agem
ent
(Mo
ved
fro
m 5
.5)
Kno
wle
dge
man
agem
ent a
nd e
xcha
nge
lead
s to
sha
ring
of g
oo
d pr
acti
ces
and
stre
ngth
ened
C
om
mo
nwea
lth
netw
ork
s
# o
f qua
lity
publ
icat
ions
, rep
ort
s, p
erio
dica
ls, r
esea
rch
and
kno
wle
dge-
base
d m
ater
ials
dis
sem
inat
ed a
nd
utili
sed
as in
dica
ted
by:
• ili
brar
y us
age
• V
isit
s an
d in
quir
ies
to th
e K
now
ledg
e C
entr
e
• W
ebsi
te h
its
on
the
kno
wle
dge
pro
duct
s
• A
cces
s to
pri
ced
publ
icat
ions
27,6
7352
,555
62,5
00
Tota
l usa
ge o
n C
om
mo
nwea
lth
Co
nnec
ts n
etw
ork
s in
fa
cilit
atin
g th
e ex
chan
ge o
f inf
orm
atio
n as
indi
cate
d by
:
• D
ocu
men
ts v
iew
ed/p
rint
ed/d
ow
nlo
aded
• D
iscu
ssio
ns in
itia
ted
80
,710
95,8
7810
0,0
00
42 \ Revised Strategic Plan 2013/14 – 2016/17
Inte
rnal
out
com
esN
o.
Are
aO
utco
mes
Indi
cato
rsB
asel
ine
MT
RTa
rget
A.
Hum
an re
sour
ces
The
recr
uitm
ent a
nd re
tent
ion
of a
div
erse
, en
gage
d an
d hi
gh-p
erfo
rmin
g w
ork
forc
e to
faci
litat
e th
e eff
ecti
ve d
eliv
ery
of t
he
Str
ateg
ic P
lan
% im
pro
vem
ent i
n th
e pr
opo
rtio
n o
f sta
ff a
nd e
xper
ts
that
co
nsid
er th
e C
om
mo
nwea
lth
Sec
reta
riat a
s an
em
plo
yer o
f cho
ice
as in
dica
ted
by:
• M
anag
ed w
ell (
man
agem
ent a
nd le
ader
ship
)
• In
vest
ed in
lear
ning
and
dev
elo
pmen
t
• S
atis
fact
ori
ly re
war
ded
and
reco
gnis
ed
• P
osi
tive
and
pro
fess
iona
l wo
rkin
g cu
ltur
e
-30
%50
%
% o
f sta
ff w
ho h
ave
thei
r per
form
ance
rate
d as
‘P
erfo
rmin
g’ o
r ‘O
utst
andi
ng P
erfo
rman
ce’
-0
85%
Leve
l of e
ffec
tive
ness
in re
sour
ce p
lann
ing
and
deliv
ery
cont
ribu
ting
to o
rgan
isat
iona
l per
form
ance
and
m
eeti
ng m
embe
r sta
tes
requ
irem
ents
as
indi
cate
d by
:
• S
ucce
ssio
n p
lann
ing
pro
cess
• V
acan
cy to
fill
rate
• In
nova
tive
reso
urce
so
luti
ons
• O
ptim
al u
se o
f sys
tem
• Fi
t fo
r pur
pose
recr
uitm
ent p
roce
ss
Low
Med
ium
Hig
h
Leve
ls (U
nit o
f mea
sure
men
t) o
f div
ersi
ty in
the
diff
eren
t wo
rkfo
rce
cate
gori
es is
repr
esen
tati
ve o
f the
C
om
mo
nwea
lth
as in
dica
ted
by:
• G
ende
r bal
ance
• G
eogr
aphi
c re
pres
enta
tio
n
• A
ge (Y
out
h un
der 2
9 ye
ars
of a
ge)
• F5
2%/M
48%
• 65
% o
f 53
mem
bers
2% o
f to
tal (
esta
blis
hed)
st
affing
po
pula
tio
n
• F5
8%/M
42%
• 71
% o
f 53
mem
bers
• 8%
of t
ota
l (e
stab
lishe
d)
staffi
ng p
opu
lati
on
• F5
5%/M
45%
• 75
% o
f 53
mem
ber
stat
es
• 15
% o
f to
tal
(est
ablis
hed)
st
affing
po
pula
tio
n
Internal outcomes \ 43
No
.A
rea
Out
com
esIn
dica
tors
Bas
elin
eM
TR
Targ
et
B.
Fina
ncia
l and
no
n-fin
anci
al s
ervi
ces
Effici
ent a
nd e
ffec
tive
del
iver
y o
f co
rpo
rate
se
rvic
es;
% o
f fina
ncia
l sta
tem
ents
app
rove
d be
fore
31
Dec
embe
r fo
llow
ing
the
end
of t
he fi
nanc
ial y
ear
-66
% (T
wo
of t
he th
ree
stat
emen
ts w
ere
com
ple
ted
in th
is
tim
e)
100
%
Leve
l of s
tew
ards
hip
of S
ecre
taria
t fun
ds (u
nqua
lified
fin
anci
al s
tate
men
ts)
-66
% (T
wo
of t
he th
ree
stat
emen
ts w
ere
com
ple
ted
in th
is
tim
e)
100
%
Leve
l of s
afet
y, s
uita
bilit
y an
d fu
ncti
ona
lity
of s
taff
w
ork
ing
envi
ronm
ent
-85
%95
%
% re
duct
ion
in th
e S
ecre
taria
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-30
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%
44 \ Revised Strategic Plan 2013/14 – 2016/17
Commonwealth Secretariat
Marlborough House, Pall Mall
London SW1Y 5HX
United Kingdom
thecommonwealth.org
P14
277