Commonwealth Secretariat Strategic...

Strategic Plan

CommonwealthSecretariatStrategic Plan2013/14 - 2016/17

Commonwealth Secretariat Strategic Plan

2013/14 2016/17

Approved by the

Commonwealth Secretariat Board of Governors

23 May 2013

4 \ Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17

Contents

Acronyms and Abbreviations 5

Executive Summary 7

Message from the Chair, Board of Governors 9

Foreword by the Secretary-General 10

1. Introduction 13

2. Context: Challenges and Opportunities 18

3. Strategic Results Framework (SRF) 21

3.1 Strategic and intermediate outcomes 22

3.2 Enabling outcomes 31

3.3 Internal outcomes 33

4. Monitoring, Evaluation and Reporting Framework 36

5. Collaboration with Commonwealth Organisations 37

6. Moving Forward 40

Annexes

Annex I Strategic Plan Development Consultative Process 43

Annex II Evaluation Studies (20082012) 44

Annex III Strategic Results Framework 45

Diagrams

Diagram 1 Strategic Overview 16

Tables

Table I Monitoring, Evaluation and Reporting Framework 38

Commonwealth Secretariat Strategic Plan 2013/14 - 2016/17 \ 5

Acronyms and Abbreviations

AOSIS Alliance of Small Island States

APEC Asia-PacificEconomicCooperation

ARTEMIS ActivityResultsTrackingandExpenditureManagement Information System

AU African Union

BoG Board of Governors

CARICOM Caribbean Community

CBC Commonwealth Business Council

CEN CommonwealthElectoralNetwork

CHOGM Commonwealth Heads of Government Meeting

CMAG Commonwealth Ministerial Action Group

CoL Commonwealth of Learning

CPP Civil Paths to Peace

EPG EminentPersonsGroup

EU EuropeanUnion

ExCo ExecutiveCommittee

GDP Gross Domestic Product

HRD Human Resources Division

HLRG High-Level Review Group

ICTs Information and Communication Technologies

IMF International Monetary Fund

IT Information Technology

LDCs Least Developed Countries


MDGs Millennium Development Goals

ME&R Monitoring,EvaluationandReporting

PCP Primary Contact Point

PIFS PacificIslandsForumSecretariat

RBM Results-based Management

SAARC South Asian Association for Regional Cooperation

SIDS Small Island Developing States

SRF Strategic Results Framework

TA technical assistance

UN UnitedNations

UNFCCC UNFrameworkConventiononClimateChange

UNDP UnitedNationsDevelopmentProgramme

UPR Universal Periodic Review

WTO World Trade Organization

YDI YouthDevelopmentIndex


Executive Summary

The Commonwealth Secretariat is the principal intergovernmental

agency of the Commonwealth The Strategic Plan for the period

2013/14 to 2016/17 has been developed after extensive consultation

with member governments It is more narrowly focussed than

previous plans, as directed by Commonwealth Heads of Government

Nevertheless, it maintains a balance of outcomes and allocation of

effort between the longstanding democracy and development

pillars of the Secretariats work. The plan takes into account agreed

recommendations of the 2011 report of the Eminent Persons Group

(EPG) It also includes the orientation to a strategy to collaborate with

Commonwealth organisations

Theplanreflectsthesharedprioritiesofmembergovernments.These

includethreelonger-termgoalsforthenexteighttotenyears,andsix

strategicoutcomestobepursuedduringthenextfouryears.

The three goals are:

1. Strongdemocracy,ruleoflaw,promotionandprotectionofhuman

rights and respect for diversity;

2. Inclusivegrowthandsustainabledevelopment;and

3. Awell-connectedandnetworkedCommonwealth.

The plan is based on a Strategic Results Framework (SRF), which provides

intermediateoutcomesandindicatorstosupportthesesixstrategic

outcomes:

1. DemocracygreateradherencetoCommonwealthpoliticalvalues

and principles;

2. Publicinstitutionsmoreeffective,efficientandequitablepublic

governance;

3. SocialDevelopmentenhancedpositiveimpactofsocial

development;

4. Youthyouthmoreintegratedandvaluedinpoliticalanddevelopment

processes;

Theplanreflectsthe shared priorities of member governments...Italsoenvisages a number of fundamental changes in the way that the Secretariat deliversitswork...


5. Development:pan-Commonwealthmoreeffectiveframeworksfor

inclusive economic growth and social and sustainable development;

and

6. Development:smallstatesandvulnerablestatesstrengthened

resilienceofsmallstatesandvulnerablestates.

In addition to the strategic and intermediate outcomes, the SRF also

hasthreeenablingoutcomesandfourinternalresultareas.Theenabling

outcomesarethoseresultsthatunderpintheintermediateoutcomes.

Theinternaloutcomes,ontheotherhand,willensureanefficientlyrun

organisation that promotes the delivery of the enabling and intermediate

results.Indicatorsareprovidedagainstwhichtheimpactofthe

Secretariatsworkcanbemeasured.Theplanistobedeliveredunder

aresults-basedmanagement(RBM)approach.

AMonitoring,EvaluationandReporting(ME&R)Frameworkcomplements

the SRF to help the Secretariat monitor and evaluate results, as well as

reportonprogressinachievingtheagreedoutcomes.Theplanwillbe

thesubjectofamid-termreviewin2015.

The plan envisages a reduction in the number of activities currently

undertakenbytheSecretariat.Italsoenvisagesanumberoffundamental

changes in the way that the Secretariat delivers its work, including greater

use of information and communication technologies (ICTs), strategic

partnerships, promotion of collaboration between member states and

brokerage of assistance from elsewhere when the Secretariat itself is

unabletoprovidethis.

Theplanassumesacontinuedzerorealgrowthfinancialclimateandis

basedonthe2012/13budget.ThePlanwillberolledoutfrom1July2013.

Thefirstsixmonthsofthe2013/14financialyeararebeingusedasatime

oftransitiontogiveeffecttothesignificantreductions,narrowingof

focusandotherchangesthatareenvisaged.


Message from the Chair, Board of Governors

As Chair of the Board of Governors, I am pleased that a consultative

process has been chosen to develop the new Strategic Plan From

meetings with the Secretary-General to briefing sessions on the

discussion paper and the draft plan, the Secretariat has made a

concerted effort to listen to the many voices of its members. This

plan is mindful of the challenging economic pressures of members

It is reform oriented and reflects our collective priorities.

TheplanfocusesontheSecretariatsperceivedstrengths.

It introduces a strategic emphasis on small states, an area in which

theCommonwealthhasconsiderableexpertiseassmallstates

accountformorethanhalfofitsmembership.Italsolookstothe

future, to our youth, and aims to develop our young peoples

contributiontotheCommonwealth.

The plan should result in an enhanced, focussed and results-oriented

organisation, which should facilitate collaboration between its members

andthetransferofportableconceptsandbest-fitsolutionsamong

them.Theexpectedbenefitsoroutcomesshouldbetoassistmember

states to be able to develop good governance and public institutions

which are in keeping with generally accepted laws, and the common

principlesandvaluesoftheCommonwealth.

ByworkingwiththeSecretariattheSecretary-General,senior

managersandstaffoftheSecretariatwhoaredrawnfromacrossthe

CommonwealthtoshapethefinaloutcomeoftheStrategicPlan,the

BoardisconfidentthatitwillhelptheSecretariatachievesuccessasit

embracesaneraofreform.

HE Dr Carl BW Roberts, CMG

High Commissioner

Antigua and Barbuda

The plan focuses on the Secretariats perceivedstrengths.It introduces a strategic emphasis onsmallstates...Italso looks to the future, to our youth...


Foreword

This plan reflects some of the most fundamental reform of the

Secretariat in a generation both of the work we do and in the way we

do it We have embraced the change with enthusiasm and belief

I am confident that this New Strategic Plan heralds an era of significant

opportunity for the Secretariat and to member states We will build

on the essence of our track record and our organisational brand

strengths, success and unique advantage We will strive to be more

tightly focussed, with practical outcomes as our orientation

I pay tribute to the detailed thought and attention that has been given by

so many from throughout the Commonwealth, and which has provided

thenecessarygroundworkinordertobringthisPlantofruition.Itisthe

culminationofadeepandextensiveprocessofconsultation,appraisal

andreview.

Having taken stock, and having considered projections of the likely

contextwithinwhichwearelikelytooperateinfuture,wenowmove

forwardwithareconfiguredapproach,adoptingnewwaysofworkingso

thatwedeliverefficientlyandcost-effectivelyforthebenefit,collectively

andindividually,ofallCommonwealthmemberstatesanditscitizens.

Suchmodificationandmodernisationarecrucialtothecontinuing

processes of reform and renewal that maintain the vitality of the

CommonwealthSecretariataswestrivetofulfilourmissionofserving

thememberstatesandpeoplesofourworldwideCommonwealthfamily.

Kamalesh Sharma

Commonwealth Secretary-General

...wenowmoveforward with a reconfiguredapproach, adopting new ways of working so that we deliver efficientlyandcost-effectivelyforthebenefit...ofallCommonwealth memberstates...


Commonwealth Secretariat Strategic Plan

2013/14 2016/17


1 Introduction

1 The Commonwealth is a voluntary association of independent and equal sovereign states Its special strength lies in the combination of its diversity and shared

inheritance Its members are bound together by respect for all states and peoples;

by shared values and principles; and by concern for the vulnerable

2 TheCommonwealthSecretariatinLondonisthebackboneoftheCommonwealth.Itconvenessummitsandhigh-levelmeetings;executesplansagreedbythe

Commonwealth Heads of Government; promotes Commonwealth values and

principles;andfacilitatestheworkoftheCommonwealthfamilyoforganisations.

3 At the 2011 Commonwealth Heads of Government Meeting (CHOGM), leaders asked theCommonwealthSecretary-GeneraltodevelopaStrategicPlanforthenextfour-

yearperiodthatwasmorefocussedandreflectedtheSecretariatssizeandresources.

ThisdirectionechoedrecommendationsoftheEminentPersonsGroup(EPG),which

proposedanarrowerfocusofeffortbytheSecretariatandemphasisedsharpeningthe

impact,strengtheningthenetworksandraisingtheprofileoftheCommonwealth.

4 TheNewStrategicPlanmarksthebeginningofanewchapterfortheSecretariat.Itfocuses on those areas where the Commonwealth and the Secretariat in particular have

distinctstrengths.Itisprioritised,flexibleandresultoriented.Itisdesignedtodeliver

whatisenvisagedintherecentlyagreedCharteroftheCommonwealth.

5 The new Plan has been prepared in light of the guidance from the Heads of Government,EPGrecommendations,aswellastheSecretary-Generalsconsultations

withtheBoardofGovernors,seniormanagementandstaffoftheSecretariat,1

andinputfromotherCommonwealthorganisations.Ittakesintoaccountthe

recommendations of recent evaluation and impact studies,2 management reviews by

some member states, the results of the Priorities Questionnaire survey, feedback from

the Primary Contact Point (PCP) meetings and regular guidance from the Board of

Governors(BoG)anditsExecutiveCommittee(ExCo).

6 TheEPGreportof2011made106recommendations,mostofwhichhavebeenadoptedbyHeadsofGovernment,eitherasdraftedorwithagreedmodifications.

Whereappropriate,theadoptedrecommendationsarereflectedinthisPlan.

For instance, it is envisaged that the ability of the Secretariat to support the

Commonwealth Ministerial Action Group (CMAG) in its enlarged and positively oriented

1 TheStrategicPlanDevelopmentConsultativeProcessisatAnnex-I.

2 TheListofEvaluationStudies(20082012)isatAnnex-II.


mandate will be enhanced; that the technical assistance services provided to

member governments and sharing of knowledge will be strengthened; that the

Secretariat will work in closer partnership with the Commonwealth Foundation

and accredited Commonwealth organisations; and also that a number of

one-offmandateswillbedelivered.

7 TheStrategicPlanisguidedbyasetofprinciples.Itisprioritised,sharplyfocussed,realistic, impact-oriented and in line with the recently agreed Commonwealth Charter

andadoptedEPGrecommendations.ItreflectsCommonwealthsdistinctand

comparativestrengths,andavoidsduplicationofworkwithotherorganisations.

Itembedslearningfrompastplanningperiods.Itaddressesthemembershipsdiverse

needs and perspectives and manifests innovative and contemporary approaches

(suchasprojectising)tosecuringoutcomes.

8 ThisPlanreflectssomeguidingconsiderations:theglobalcontextinwhichtheCommonwealth operates; the key priorities of member governments collectively; and,

theresourcesavailabletodelivertheplan.TheStrategicPlantakesintoaccountthe

rapidly changing global environment in which the Commonwealth and other multilateral

organisationshavetopursuetheirgoals.Itisreformorientedandaimsatstrengthening

organisationaleffectivenessandvalue-added.

9 ThePlanstrivestoreflectthesharedkeyprioritiesofmembers.IthasretainedthebalancethathasexistedintheSecretariatsworkandprioritiessinceitsestablishment

in1965,andwhichisreflectedinitsfoundingMemorandum.Thenumberofwork

areas has been rationalised, yet a balance of priorities between democracy and

developmentworkcontinues.

10 In recognition of the Commonwealths strength as a community of diverse states and peoples united by common goals, values and principles, the Plan envisages a

newfocusondiversity;thiswouldtaketheformofpracticalinitiativestogiveeffect

to the Civil Paths to Peace (CPP) report adopted at the 2007 CHOGM arising from

theCommonwealthCommissiononRespectandUnderstanding.

11 With regard to available resources, the Plan is based on the envelope of funds available inthe2012/13financialyear,adjustedannuallyonazerorealgrowthbasis.Ittakesinto

accountthefinancialdifficultiesofmemberstatesinthewakeoftheglobaleconomic

crisisandvaluestheircontinuingcontributions.BiennialPlanningandBudgetingwillbe

takenforwardaftertheapprovaloftheStrategicPlaninlinewiththeavailableresources.

12 TheapprovedPlanisintendedtocomeintooperationfrom1July2013toensurethattheworkprogrammeissynchronisedwiththefinancialyear.Inaccordancewiththe

Secretariats usual practice, there will be a mid-term review of the Plan, in 2015, allowing

forflexibilityandadjustmentssothattheSecretariatsworkcontinuestomeetthe

contemporaryneedsofthemembership.


13 The schematic diagram (Diagram 1) provides a strategic overview of the CommonwealthSecretariatfromaresultsperspective.Ithasthreeover-archinggoals

atthetopindicatingthatallorganisationaleffortswillbedirectedatachievingthese

results.TheSecretariatsprogrammeisplannedinlightofthesegoals.Itisdividedinto

sixinter-relatedworkareas:Democracy;Publicinstitutions;SocialDevelopment;Youth;

Development: pan-Commonwealth; and Development: small states and vulnerable

states.Prioritythemeshavebeendefinedwithintheseworkareasintermsofstrategic

andintermediateoutcomes,withatimeframeoftenandfouryearsrespectively.Thisis

followed by three enabling outcomes that underpin the achievement of results and are

anintegralpartoftheprogramme.Finally,formingthebedrockarethefourcorporate

outcomes (hereafter called internal outcomes) which ensure the Secretariat is able to

supportthedeliveryoftheStrategicPlan.


Diagram 1: Strategic overview

Goals Strong democracy, rule of law, promotion and protection of human rights and

respect for diversity Inclusive growth and sustainable development A well-connected and networked Commonwealth

Democracy Public Institutions Social Development YouthDevelopment:

pan-Commonwealth

Development: small states

and vulnerable states

Strategic outcomes

1. GreateradherencetoCommonwealth political values and principles

2. Moreeffective,efficientandequitablepublicgovernance

3. Enhancedpositiveimpact of social development

4. Youth more integrated and valued in political and development processes

5. Moreinclusiveeconomic growth and sustainable development

6. Strengthenedresilience of small states and vulnerable states

Strategic outcomes

Intermediate outcomes

1.1 CMAG is well-informed and supported to protect and promote Commonwealth values and principles

1.2 Memberstatesengagewithandbenefitfromstrengthened Good Offices of the Secretary-General

1.3 Memberstatesconductfair, credible and inclusive elections

1.4 Valuesofrespect and understanding advanced

2.1 Effectiveinstitutionsand mechanisms for the promotion and protection of human rights

2.2 Improvedandconstructiveengagement of member statesintheUNsUPR process through technical assistance

2.3 Effectivemechanismsensuring the autonomous and harmonious operation of the three branches of government

2.4 Nationalinstitutionseffectivelyfacilitatingtheadministration and delivery of the rule of law and justice

2.5 Enhancedjudicial independence in member countries

2.6 Improvedpublic administration

3.1 Strengthenednationalframeworks and policies improve health outcomes

3.2 Strengthenednational policies and frameworks improve education outcomes

3.3 Gender equality and the empowerment ofwomeneffectivelymainstreamed into member state policies, frameworks and programmes and Secretariats projects

3.4 Improvedcapacitybuilding for social development

4.1 Nationaland pan-Commonwealth frameworks advance social, political and economic empowerment of young people

4.2 Youngpeopleempowered and supported to participate meaningfully and to take forward youth-led initiatives

5.1 Effectivepolicymechanismsfor integration and participation in the global trading system

5.2 Commonwealthprinciplesand values advanced in global development and financingdecisions(e.g.G20 and post-2015 MDG framework)

5.3 Nationalframeworksfacilitateeffectivedebt management

5.4 Strengthened,equitableandsustainable management of maritime and other natural resources

5.5 Knowledge management andexchangeleadstosharing of good practices and strengthened Commonwealth network

6.1 Internationalpolicies,mechanisms and rules are more responsive to small states development strategies and resilience needs

6.2 Smallstatesenabledtoeffectivelyparticipate in international decision-making processes

6.3 Improvedclimate financing frameworks


Enabling OutcomesI Global advocacy: international declarations, resolutions and other commitments

on democracy, development and diversity include Commonwealth perspectiveII Technical assistance, referral and partnership mechanisms respond flexibly to

member states needs and capacity building prioritiesIII Commonwealth profile: profile of the Commonwealth is strengthened at all levels

Human resources The recruitment and retention of a diverse, engaged and high-performing workforce to facilitate the effective delivery of the Strategic Plan

Financial and non-financial services Efficient and effective delivery of corporate services; sound frameworks of internal controls; and appropriate management of corporate risks

Information technology Quality and reliable information technology services support the delivery of programme outcomes

Quality and results Effective planning, quality assurance and ME&R system to facilitate the delivery and reporting of the Strategic Plan

Programme Outcomes

Internal Outcomes


Diagram 1: Strategic overview

Goals Strong democracy, rule of law, promotion and protection of human rights and

respect for diversity Inclusive growth and sustainable development A well-connected and networked Commonwealth

Democracy Public Institutions Social Development YouthDevelopment:

pan-Commonwealth

Development: small states

and vulnerable states

Strategic outcomes

1. GreateradherencetoCommonwealth political values and principles

2. Moreeffective,efficientandequitablepublicgovernance

3. Enhancedpositiveimpact of social development

4. Youth more integrated and valued in political and development processes

5. Moreinclusiveeconomic growth and sustainable development

6. Strengthenedresilience of small states and vulnerable states

Strategic outcomes


1.1 CMAG is well-informed and supported to protect and promote Commonwealth values and principles

1.2 Memberstatesengagewithandbenefitfromstrengthened Good Offices of the Secretary-General

1.3 Memberstatesconductfair, credible and inclusive elections

1.4 Valuesofrespect and understanding advanced

2.1 Effectiveinstitutionsand mechanisms for the promotion and protection of human rights

2.2 Improvedandconstructiveengagement of member statesintheUNsUPR process through technical assistance

2.3 Effectivemechanismsensuring the autonomous and harmonious operation of the three branches of government

2.4 Nationalinstitutionseffectivelyfacilitatingtheadministration and delivery of the rule of law and justice

2.5 Enhancedjudicial independence in member countries

2.6 Improvedpublic administration

3.1 Strengthenednationalframeworks and policies improve health outcomes

3.2 Strengthenednational policies and frameworks improve education outcomes

3.3 Gender equality and the empowerment ofwomeneffectivelymainstreamed into member state policies, frameworks and programmes and Secretariats projects

3.4 Improvedcapacitybuilding for social development

4.1 Nationaland pan-Commonwealth frameworks advance social, political and economic empowerment of young people

4.2 Youngpeopleempowered and supported to participate meaningfully and to take forward youth-led initiatives

5.1 Effectivepolicymechanismsfor integration and participation in the global trading system

5.2 Commonwealthprinciplesand values advanced in global development and financingdecisions(e.g.G20 and post-2015 MDG framework)

5.3 Nationalframeworksfacilitateeffectivedebt management

5.4 Strengthened,equitableandsustainable management of maritime and other natural resources

5.5 Knowledge management andexchangeleadstosharing of good practices and strengthened Commonwealth network

6.1 Internationalpolicies,mechanisms and rules are more responsive to small states development strategies and resilience needs

6.2 Smallstatesenabledtoeffectivelyparticipate in international decision-making processes

6.3 Improvedclimate financing frameworks


Enabling OutcomesI Global advocacy: international declarations, resolutions and other commitments

on democracy, development and diversity include Commonwealth perspectiveII Technical assistance, referral and partnership mechanisms respond flexibly to

member states needs and capacity building prioritiesIII Commonwealth profile: profile of the Commonwealth is strengthened at all levels

Human resources The recruitment and retention of a diverse, engaged and high-performing workforce to facilitate the effective delivery of the Strategic Plan

Financial and non-financial services Efficient and effective delivery of corporate services; sound frameworks of internal controls; and appropriate management of corporate risks

Information technology Quality and reliable information technology services support the delivery of programme outcomes

Quality and results Effective planning, quality assurance and ME&R system to facilitate the delivery and reporting of the Strategic Plan

Programme Outcomes

Internal Outcomes


2 Context: Challenges and Opportunities

14 Due to the interconnected nature of the global economy, the economic and financial crisesoverthepastfiveyearshavehadglobalramificationsandhaveultimatelyledto

aglobaleconomicdownturn,affectingbothdevelopedanddevelopingcountries.The

economic crisis has had serious implications for the least developed countries (LDCs)

andsmallerstates:theyexperiencedreductionsincommodityprices,remittances,

exports,tourismrevenueandforeigndirectinvestment,whichhasresultedin

diminished revenues, an increase in the demands on socio-economic safety nets and

increasinglevelsofunemployment.

15 Despite the ongoing global downturn, the economic prospects of the Commonwealth asagroupofcountriesareencouraging.ArecentreportbytheWorld Economics3

forecastsaverageannualgrowthof7.3percentforCommonwealthcountriesasa

groupoverthenextfiveyears.ThisforecastisseeingmanyCommonwealtheconomies

wellplacedtoemergestronger,moreresilientandwealthierintheyearsahead.By2015,

the Commonwealths share of global gross domestic product (GDP) is forecast to have

grownbymorethan15percentinlessthan35years.

16 The Commonwealth as a grouping includes a number of the worlds fastest growing economies.Intra-CommonwealthstatisticshighlighttheCommonwealths network advantageinanevolvinglandscape.TheCommonwealthscombinedGDPnearly

doubledbetween1990and2009.MorethanUS$3trillionintradetakesplaceeach

yearbetweenCommonwealthmembers.ExporttradeincreasedfromCommonwealth

membersasawholebetween2007and2011.

17 The Commonwealth embraces vibrant regional networks: 19 Commonwealth states are members of the African Union (AU); 12 of the Caribbean Community (CARICOM);

tenaremembersofthePacificIslandsForum(PIF);sevenoftheAsia-PacificEconomic

Cooperation(APEC);fiveoftheSouthAsianAssociationforRegionalCooperation

(SAARC);andthreearemembersoftheEuropeanUnion(EU).Keepinginviewthe

growing importance of regional networks, the Secretariats work with these networks is

expectedtogrowduringthenewplanperiod.

3 WorldEconomicshasrecentlystartedaresearchprojectentitledCommonwealthGrowthMonitorwhichcompilesandanalyses economic data about Commonwealth countries as well as compares and contrasts it with other regions


18 Climate change and environmental issues remain a global challenge and a major concernfortheCommonwealth.Itisnoteworthythatoutof100countriesclassified

as most vulnerable to climate change, 45 are Commonwealth states, 31 are

Commonwealth small states and 27 are Commonwealth small island developing states

(SIDS).TheCommonwealthaimstobeaglobalplayerinpromotingawarenessof

theseissues,devisingstrategiesforclimatechangefinanceandactingasachampion

advocatingthecaseofsmallstatesandvulnerablestates.

19 Global demand for energy and natural resourcesisincreasingwhilefinitenaturalresourcesaredeclining.Commonwealthstatesrankprominentlyasproducersof

many precious metals including gold, diamonds, platinum and copper, as well as natural

gas.ManyCommonwealthstatesalsohaveextensivecoastlines.TheSecretariatwill

continuetoprovideassistancetomembersinstrengtheningequitableandsustainable

managementofmaritimeandothernaturalresources.

20 Technology is radically changing the way in which individuals, organisations and the worldworkandinteract.Theworldsinternetpopulationispredictedtoreach3.4billion

by2016.ThereisahugepotentialforthecountriesandpeoplesoftheCommonwealth

toleveragethistechnologicalresource.TheCommonwealthSecretariatispoisedto

benefitfromthisopportunity.CommonwealthConnects4 and other ICT tools will

be used to facilitate intergovernmental linkages and pan-Commonwealth interaction

amongpractitionersandpeopleoftheCommonwealth.

21 Demographic shifts in recent years have changed the outlook of populations and regionsaffectedbysuchshiftsacrosstheglobe.InCommonwealthcountries,more

than50percentofcitizensareundertheageof30.In31ofthe54Commonwealth

states,morethanone-fifthoftotalpopulationisundertheageof14.The

Commonwealth views young people as assets and works with them to enhance their

politicalanddevelopmentalrole.

22 The G20 has emerged as the major grouping in the global economic and developmental arena.The CommonwealthG20 relationship has grown as the Commonwealth

has served as a vehicle for bringing the perspectives of developing countries to the

G20,andalsoforsuggestingpracticalsolutionstodifficultdevelopmentchallenges.

This engagement has been rooted in the 2009 CHOGM mandate, which urged the

Commonwealth to work with the G20 and to strengthen the voice and representation

ofdevelopingcountriesininternationaleconomicdecision-makingandnorm-setting.

4 CommonwealthConnectsisadigitalplatformforprofessionalnetworkingandcollaboration.ThissecureplatformsupportsnetworksofexpertiseandcommunitiesofpracticeacrosstheCommonwealthtobeincontactwitheachother,toshareknowledgeandtocollaborateindevelopingbestpractice,managingprojectsandcoordinatingevents.Usingcloud-based technology, Commonwealth Connects enables people to build working partnerships using their internet-enabled communicationdevicessuchasdesktop/laptopcomputersormobilesmart-phones.


23 The Commonwealth focuses its soft power in several areas, including peace building and democracy, respect and understanding, the rule of law and constitutionalism, and

humanrights.TheCommonwealthhasexcelledinfosteringanatmosphereof

peer-to-peerinfluence.TheCommonwealthvalueswhichhavebeenagreedand

demonstratedbythemembersoverthedurationofitsexistenceremainabenchmark

bywhichmemberscontinuetoholdthemselvesandeachotheraccountable.

24 Thenextfouryearswillseefurtherreformintheglobaldevelopmentagenda.Therewillbeopportunitiestoinfluencethisreformbyadvocatingthe Commonwealths

perspectivesincludingitsprinciplesofinclusivenessandequity,itsfundamental

values,anditsconcernforthesmallandvulnerable,reflectedintheMarlboroughHouse

DeclarationoftheHeads(2008).Significantopportunitiesincludecontributionsto

striving forward the Millennium Development Goals (MDGs) by 2015; the creation of the

newpost-2015globaldevelopmentagenda;influencingtheglobaldebateonclimate

change and sustainable development; providing inputs to the Small Island Developing

States (SIDS) summit in 2014; and advocacy in support of global trade negotiations and

rules-basedorder.

25 The Commonwealth family of organisationsisavaluablenetworkfortheSecretariat.Forging stronger partnerships with accredited Commonwealth organisations is vital

tostrengthenthenetworkandtocreategreaterimpact.Similarly,strategic

partnerships with other organisations will be strengthened in order to ensure

Commonwealth values and developmental priorities are advanced through wider

collaborationandco-operation.


3 Strategic Results Framework (SRF)

26 TheStrategicPlanfocusesonresultsthattheSecretariataimstoachieveinthenextfouryears.TheseoutcomesaresummarisedintheSRF,whichisthecoreoftheplan

(Annex-III).TheSRFwillguidetheSecretariatsplanningandbudgeting,monitoring,

evaluationandreportingduringtheplanperiod.

27 TheSRFfocusesattwolevelsofoutcomesstrategicandintermediate.Strategicoutcomesreflectthelong-termchangetheSecretariataimstostriveforoverthe

nexteighttotenyears.TheSecretariatscontributionstothestrategicoutcomeswill

be assessed at the end of that period, largely through evaluation studies guided by the

indicators,verifiableexternallyavailabledataandfeedbackfromstakeholders

andmemberstates.

28 Intermediate outcomes are medium-term results which the Secretariat will focus upon overthenextfouryears.TheSecretariatwillalignitsresourceswiththeseresultsand

trackprogressthroughindicatorsduringtheplanperiod.Theseintermediateoutcomes,

expectedtoberealisedbetweentwotofouryears,willresultfromanorganisational

effortandbycontributionsfromtheSecretariatsstaff,whichwillbeadjustedinterms

ofstructureandcorecompetenciesaccordingly.

29 The intermediate outcomes and indicators will be supported by the development of short-term outcomes and indicators for a two-year period during the biennial planning

andbudgetingcycle.TheoutcomesandtheirindicatorsintheSRFwillguidethe

developmentofallSecretariatprojects,andallocationoffinancialandhumanresources.

Outcomeswillbesubjectedtorigorousqualityassurancemechanismstoensure

complianceandrelevancewiththeSRF.Thiswillbesupportedbytheongoingefforts

intheSecretariattostrengthenthecapacityofstaffonresults-basedmanagement

(RBM).Monitoringandevaluationwillbeconductedagainstthedefinedquantitative

andqualitativeindicators.

30 In addition to the strategic and intermediate outcomes, the SRF also has three enabling outcomesandfourinternalresultareas.Theenablingoutcomesarethoseresultsthat

underpintheintermediateoutcomes.Theinternaloutcomes,ontheotherhand,will

ensureanefficiently-runorganisationthatpromotesthedeliveryoftheenablingand

intermediateresults.

31 The Strategic Plans priorities will inform both the Secretariats structure and subsequentplanningandbudgeting.TheSecretary-Generalwillmakerequisite

adjustmentsintheSecretariatstructuretobestdeliverallStrategicPlanoutcomes.

Itisenvisaged,forexample,thatrequisitedeliverycapacitywillbecreatedinthose


areas where new CHOGM mandates have emerged (strengthened role of Good

OfficesandCMAG;buildingresilienceinsmallstatesandvulnerablestates),whereEPG

recommendations have been adopted including partnerships and collaboration with

Commonwealth organisations; and where the Secretariat is proposing new initiatives

(suchastheknowledgemanagementandexchangefunction,countrytocountry

collaboration,enhancedadvisorycapacityandstrategicpartnerships).

32 Withnoexpectedgrowthinrealtermsanticipatedinthebudgetintheimmediateterm,theplanisbasedontheexistingenvelopeoffunds,adjustedannuallyonazero

realgrowthbasis.Fundswillbeallocatedforresultareasoutlinedintheintermediate,

enablingandinternaloutcomes.

3 1 Strategic and intermediate outcomes

3 1 1 Democracy

Strategic outcome: Greater adherence to Commonwealth political values and

principles

Intermediate outcomes:

CMAG is well-informed and supported to protect and promote Commonwealth values

and principles

Member states engage with and benefit from strengthened Good Offices of the

Secretary-General

Member states conduct fair, credible and inclusive elections

Values of respect and understanding advanced

33 The focus of this strategic outcome is supporting members in adhering to the Commonwealths fundamental political values in line with the recently agreed Charter of

theCommonwealth.TheSecretariatwillcontinuetoprovidesupporttomemberstates

indeepeningthesevalues.

34 TheSecretary-GeneralsGoodOfficesforPeacewillcontinuetoworkwithvigourasmandatedbyHeadsofGovernmentatthePerthCHOGM.TheSecretariatisaiming

tostrengthenitsanalyticalcapacityandproactiveengagementonGoodOffices.

Assistance and support will be provided, where sought, to help prevent, manage

andovercomeinternaldifferences.TheSecretariatwillworkwithmemberstatesto

enhance the impact of Commonwealth engagement and interventions geared to

preventconflict,aswellashelpmembersrespondtoandmanagebothconflictand

risksofconflicteffectively.


35 The Perth CHOGM approved an enhanced role of the Commonwealth Ministerial ActionGroup(CMAG).TheSecretariatwillbeprovidinganalyticalandadministrative

support to enable CMAG to deal with the full range of serious or persistent violations

ofCommonwealthfundamentalpoliticalvalues.Thiswillincludepoliticalanalysisand

greaterbackgroundcontextfortheinformationofCMAG,particularlyinadvancing

thescopetoengageproactivelyandpositively.Byincreasingthissupport,itis

envisioned that member states will respond positively to CMAGs recommendations

andimplementthem.Therewillbecloserco-ordinationbetweenthedistinctbut

complementaryrolesoftheSecretary-GeneralsGoodOfficesandCMAG.

36 TheEPGreportrecognisedtheimportanceofelectionobservation(Recommendations1115)andtheneedtopayadequateattentiontothepre-electoralenvironmentand

implementationofCommonwealthObserverGrouprecommendations.Inaddition,the

SecretariatwillcontinuetoworktodevelopthecapacityofCommonwealthElection

Management Bodies to conduct fair, credible and inclusive elections through supporting

theCommonwealthElectoralNetwork(CEN)createdin2010.

37 The Secretariat will strengthen its work in the area of diversity promotion under its CivilPathstoPeacemandate.Thismandatewastheoutcomeofthereportofthe

Commonwealth Commission on Respect and Understanding endorsed by the Heads

ofGovernmentintheKampalaCHOGM(2007).Theprioritisationofthisareaofwork

wasreiteratedinthePerthCHOGMCommunique.TheSecretariathasalreadyinitiated

actionsthroughadvocacyandinstitutionbuildingatthelocallevel.Thisworkwillbe

deepenedduringthenewplanperiod.

3 1 2 Public institutions

Strategic outcome: More effective, efficient and equitable public governance


Effective institutions and mechanisms for the promotion and protection of human rights

Improved and constructive engagement of member states in the UNs Universal Periodic

Review process through technical assistance

Effective mechanism ensuring the autonomous and harmonious operation of the three

branches of government

National institutions effectively facilitating the administration and delivery of rule of law

and justice

Enhanced judicial independence in member countries

Improved public administration


38 Well-performing public institutions are critical for establishing and sustaining democracy,goodgovernanceanddevelopment.TheSecretariathasatrackrecord

of strengthening the core public institutions of rule of law, human rights and public

administrationthroughcontext-sensitivetechnicalsupportandpeer-to-peersupport.

Inthisresultarea,theSecretariatwillbeworkingtocreateandstrengtheneffective,

efficientandequitablepublicinstitutions.

39 In the area of human rights, focus will be on supporting the establishment/strengtheningofNationalHumanRightsInstitutions(EPGRecommendation10)or

otheracceptablemechanisms.TheSecretariatwillbehelpingtodevelopeffective

human rights institutions and mechanisms in line with the Paris Principles to advance

developmentofnationalhumanrightspolicies,actionplansandlegislation.

40 In addition, the Secretariat will build members capacity and provide the technical assistance to engage constructively with international and regional human rights

mechanismssuchastheUnitedNationsHumanRightsCouncilsUniversalPeriodic

Review(UPR);andhelpmembersimplementUPRoutcomes.

41 The Secretariat aims to strengthen member states democratic institutions, including constitutions,judiciariesandjudicialprocesses,foreffectiveadministrationanddelivery

ofruleoflawandjustice.Thiswillbedonethroughdevelopinglong-termcapacityin

legislative drafting; assisting members to harmonise national laws with international

frameworks; developing and sharing a variety of toolkits, including model laws and

guidelines;andfacilitatingtheefficientdeliveryofjusticebystrengtheningcourt

registries,buildingthecapacityofcourtstaffandeffectivecase-flowmanagement.

Inaddition,theSecretariatwillengagewithgovernments,whenrequired,tosupport

adherencetotheCommonwealthLatimerHousePrinciples,forexampleinenhancing

judicialindependenceinmembercountries.

42 In the area of public administration, the Secretariat will provide assistance to create moreeffectiveinstitutionsatthecentreofgovernment.Thiswillbedonebyimproving

co-operationbetweenpoliticalandadministrativeleadership.Supportwillalsobe

provided to members to help create well-functioning anti-corruption and public

procurementagenciesthrougheffectivenetworkstoconductpeerreviewsandto

facilitatesharingofgoodpractices;andstrengtheningpublicfinancialmanagement

institutions.Specialemphasiswillbepaidtostrengtheningpublicadministrationin

smallstatesbysharingandassistingincapacitybuildingneeds.


3 1 3 Social Development

Strategic Outcome: Enhanced positive impact of social development

Intermediate Outcomes:

Strengthened national frameworks and policies improve health outcomes

Strengthened national policies and frameworks improve education outcomes

Gender equality and the empowerment of women effectively mainstreamed into

member state policies, frameworks and programmes and Secretariats projects

Improved capacity building for social development

43 GlobaleducationandhealthgoalsareparticularlysignificanttoCommonwealth nations which collectively carry high burdens of poverty-related health diseases

and education challenges, including providing pre-school education which has been

showntobeakeyfactorinachievingeducationoutcomes.Recognisingthathealth

andeducationarekeysectorswithsignificantnationalandinternationalbudgetsand

majorplayers,theSecretariatwillfocusitseffortsonprovidingpolicyadviceand

technicalsupporttostrengthenpolicyandregulatoryframeworks.Expertisewillbe

provided to member states in policy analysis and strategies for bridging gaps between

policyformulationandpolicyimplementationinordertoeffectivelyrealisenational

healthandeducationoutcomes.

44 This process will be anchored on in-depth research, policy analysis and documentation of Commonwealth practices, identifying trends, gaps and opportunities for policy

advocacytoinformMinisterialMeetingsandrelatedglobaladvocacyforums.Special

focus in this plan will be the Post-2015 development agenda and the implication for

thememberstates.

45 Thedifferentstagesofdevelopmentofmemberstateswillbeharnessedforexchangeand learning opportunities drawing the membership into a dialogue, a development

thatwillbestrengthenedthroughknowledgeandexchangeplatforms(hubs).These

will be professionally managed, specialised on-line environments: a secure place for

expertsandpractitionerstodiscuss,shareandlearn(inform);aconvergencepointfor

forging and nurturing pan-Commonwealth partnerships and linkages (connect); and, a

central access point for governments, civil society and private stakeholders to conduct

business(transact).TheSecretariatwillfacilitateconnectionsbetweensuchpotentially

dynamicnetworks.Accesstothehubscanbecontrolled,tomaintainrelevanceand

efficacyfortheusers.Therecan,forinstance,bespacesforprofessionals,accredited

Commonwealth civil society organisations, and associations, to follow and share

emerging trends and good practices, form partnerships, provide peer-support and


mentoring,andimpartspecialisedtraining.Thiscouldforgestrongerlinks,partnerships

and collaboration between Commonwealth Universities and higher institutions of

learning, including more collaboration with partners such as the Commonwealth of

LearningandtheAssociationofCommonwealthUniversities.

46 The importance of gender mainstreaming has been consistently emphasised in CHOGMcommuniqus.Effortshavebeenmadeinthepastinthisregard,butthereis

recognitionthattheSecretariatshoulddomoretorenewanddeepenthepractice.The

Secretariatisaimingatmakingsignificantprogressinthenewplanperiodtoachieve

genderequalityindiverseareasofitsworkaswellashelpmemberstatesmainstream

genderintheirpolicies,frameworksandprogrammes.

47 The Secretariats gender policy was launched on International Womens Day in March 2012 and provides a framework for a concerted and systematic approach to gender

mainstreamingwithintheSecretariat.Attheorganisationlevel,policyandplanning

processeswillreflectgenderequalityprinciplesandmeasures.Attheprogrammeand

project level, special consideration will be paid to the gender dimension, and measures

to address gender gaps will be incorporated throughout the programme and project

cycle.Thiscommitmenttowardsgendermainstreamingwillbetranslatedintoallocation

offinancialresources,aswellascapacitybuildinginitiatives.TheSecretariatwillalso

provide technical assistance to member states to help empower women and develop

effectiveframeworksforgenderequality.

48 During the development of the strategic plan, members highlighted the importance ofsocialdevelopmenttotheircountriesandtheneedtoseethatreflectedintheplan

itself.TheyaskedtheSecretariattofocusonfacilitatingcapacitybuildingwherethe

Commonwealthcanaddvalue.

3 1 4 Youth

Strategic outcome: Youth more integrated and valued in political and development

processes


National and pan-Commonwealth frameworks advance social, political and economic

empowerment of young people

Young people empowered and supported to participate meaningfully, and to take forward

youth-led initiatives

49 With40yearsexperienceinyouthdevelopment,theSecretariathasauniqueadvantageintermsofitsbroadnetworks,trustedrelationshipsandconveningpower.

The Secretariat will be working towards the goal that national and pan-Commonwealth

frameworksadvancethesocial,politicalandeconomicempowermentofyoungpeople.


This will be achieved by providing technical assistance for national and regional

youth-relevantpoliciesandenablingenvironments,ifsorequestedbymember

states; advocacy for investing in youth ministries and programmes; development

and sharing of frameworks, guidelines and tools; and the creation of a Youth

DevelopmentIndex(YDI)thataugmentsrespectivemembercountriesnational

youthdevelopmentindicators.

50 In addition, the Secretariat will support members to continue promoting the professionalisationofyouthwork.Thiswillbepursuedthroughsettingcompetency

standardsforyouthdevelopmentwork;explorationandfacilitationofcoursesin

youth development work; advocacy and support for the recognition of youth work

as a profession; and the establishment of national and pan-Commonwealth youth

workerassociations.

51 A special focus will be placed on supporting young people to design and drive youth-led initiatives, especially by providing technical assistance and support for

national,regionalandpan-Commonwealthyouthnetworks.ThisisinlinewithEPG

Recommendation 50, which recommended the development of an autonomous

andyouth-drivenCommonwealthYouthCouncil.Inadditiontothis,theSecretariat

will continue to support young leaders to convene Youth Forums at CHOGM and key

ministerialmeetings.TheSecretariatwillalsobuildthecapacityofnational,regional

and international institutions and mechanisms in youth development and youth-

ledprogramming,toempoweryoungpeopletoconfidentlyandskilfullyparticipate

in democracy and development processes, in accordance with national laws and

regulationsofMemberStates.

52 TheSecretariatsyouthworkwillbeunderpinnedbytheexistingCommonwealthPlanofActiononYouthEmpowerment(20072015).TheSecretariatsyouthdevelopment

work will place particular emphasis on the most critical challenges and opportunities

relevanttoyoungpeopleintheCommonwealth.Mostprevalentatthecurrenttimeis

the area of youth employment, where the Secretariats work will focus on environments

and mechanisms that enhance entrepreneurship and youth enterprise, thus enabling

youngpeopletocontributetonationaleconomies.

53 Additionally,theEPGReportrecommendedthattheSecretariatplayaroleinhelpingmember states strengthen the linkage between sport, development and peace, as

well as in helping member states develop Sport for Development and Peace initiatives

(Recommendations105,106).Thisworkwillbetakenforwardalsoincollaborationwith

theCommonwealthCivilPathstoPeaceinitiative.

54 The Secretariat will continue to support members through its regional facilities in Zambia(Africa),India(Asia),Guyana(Caribbean)andSolomonIslands(Pacific).


3 1 5 Development: pan-Commonwealth

Strategic outcome: More inclusive economic growth and sustainable development


Effective policy mechanisms for integration and participation in the global trading system

Commonwealth principles and values advanced in global development and financing

decisions (e.g. G20 and post-2015 MDG framework)

National frameworks facilitate effective debt management

Strengthened, equitable and sustainable management of maritime and other natural

resources

Knowledge management and exchange leads to sharing of good practices and

strengthened Commonwealth networks

55 TheSecretariatseffortswillbeanchoredinstrengtheningframeworksforinclusiveeconomicgrowthandsustainabledevelopment.TheSecretariathascarvedouta

nicheofexpertiseoverthelast25yearssupportingmemberswitheconomicpolicy

development, trade negotiations, debt management, natural resource management,

delimitationofmaritimeboundariesandoceangovernance.

56 The Secretariat will be engaged with emerging issues on regional trade integration andeconomicco-operationthataffectCommonwealthdevelopingcountriesTrade

policy-makers,negotiators,regulatorsandotherstakeholderswillbenefitfromtimely,

relevantandhigh-qualityeconomicresearch,analysisandtechnicalsupportupon

whichtoframenationaleconomicgoalsandstrategies.Thefocuswillbeondeveloping

institutionalcapacityatthenationallevel.Thisworkwillbetakenforwardincollaboration

withotherrelevantorganisations,includingtheCommonwealthBusinessCouncil(CBC).

57 TheSecretariatwilladvanceitsworkintheareaofglobaldevelopmentandfinancingdecisionsthroughitspolicywork,expertplacement,researchandbyconveningefforts

inspecificemergingissues.Itwillworktowardsthefollowing:scanningmajorglobal

developments; policy contributions to the G20 Working Group on Development; and

facilitating discussions and developing collective Commonwealth stances on the post-

2015globaldevelopmentagenda.

58 InlinewithEPGrecommendations(Recommendations33and34)ondebtmanagement, the Secretariat will assist members to design and implement sound and

prudentpolicies.Thisroleincludesadvisingstatesontheappropriatelegaland


institutional structures; developing and implementing strategies to guide relevant

operations; the provision of a suite of software tools to record and analyse debt

portfolios; assistance in setting up accurate and timely databases covering various debt

categories;andprovisionofhands-oncapacitybuildingthroughtraining.

59 Supportwillbeprovidedtomemberstatestodevelopandbenefitfrommarineresources by: securing access to marine resources through the delimitation of maritime

boundariesinaccordancewiththeUNConventionontheLawoftheSea;realisingthe

value of the ocean economy through coastal policy-making, investment and decision-

making;andintegratingoceangovernanceintonationalgovernanceframeworks.

60 Members will also be supported in the development of other natural resources throughmodellawsandpractice.TheSecretariatwillhelpinthedevelopmentoflegal,

commercialandenvironmentalframeworks,aswellasfiscalregimes,andassistancein

thepreparationoftransparentandfairbiddingroundstoattractforeigninvestment.

61 The work of the Secretariat and member countries has created a body of knowledge thatwouldbeidealforknowledgetransferamongmembers.Forexample,inthelast

plan period the Secretariat produced research papers, CHOGM and ministerial meeting

reports, consultants technical analyses, feasibility studies and evaluations, as well

asprojectdesigndocumentsandprojectcompletionreports.TheSecretariatalso

delivered training programmes and developed the presentations and databases to

delivertheseprogrammes.OtherknowledgeproductsincludedtheSmallStatesDigest

andtheCommonwealthLawBulletin.Intheabsenceofaninstitutionalapproachto

knowledge management and sharing, such a reservoir of knowledge was not collated,

organisedormadeavailabletostakeholdersinasystematicway.

62 During the new plan period, knowledge is being recognised as a strategic asset and sourceofvaluecreation.Knowledgewillservebothinternalandexternalpurposes.

Internally, it will be a source of organisational learning that will help strengthen the

Secretariatsorganisationalcapacityandimproveitseffectiveness.Externally,the

sharing of knowledge with member countries and stakeholders will inform, empower

andhelpdecision-making.

63 MemberstatesandtheEPGhavebothrecommendedthattheSecretariatstrengthentheCommonwealthnetwork.Effortsarealreadyunderwayandacloud-based

electronicplatform,CommonwealthConnects,hasbeenestablished.Astrategyto

collaborate with Commonwealth organisations will also be developed and implemented

induecourse.


3 1 6 Development: small states and vulnerable states

Strategic outcome: Strengthened resilience of small states and vulnerable states


International policies, mechanisms and rules are more responsive to small states

development strategies and resilience needs

Small states enabled to effectively participate in the international decision-making

processes

Improved climate financing frameworks

64 ThemajorityoftheCommonwealthsmembership32of54comprisessmallstates,and in the last 35 years the Commonwealth has consistently been at the forefront in

identifying and proposing responses to the challenges that small states face, while

atthesametimeadvocatingfortheircauses.Infact,theSecretariathasdeveloped

expertiseinsmallstatesworkacrossseveralthematicareas.Inlinewith11EPG

recommendations on small states (Recommendations 28, 29, 30, 31, 37, 38, 39, 40,

41, 42, 43), a dedicated work area on small states and vulnerable states has been

introduced to strengthen advocacy for their concerns on global platforms, as well as to

addresstheirparticulardevelopmentneeds.

65 The Secretariat will carry out global advocacy towards the end that international policies, mechanisms and rules are more responsive to small states development

strategiesandresilienceneeds.Thiswillalsoincludeimplementationofdecisionsof

high-levelCommonwealthforumsandeventstoraiseawarenessandbuildconsensus.

The Secretariat will seek in particular to complement the work of the Alliance of Small

Island States (AOSIS) and to support a strong Commonwealth contribution to the

AOSISsummitin2014.

66 The Secretariat will help strengthen the policy development and implementation capacitiesofsmallstates.Technicalassistanceandsupportwillbeprovidedintheareas

ofgrowth,resilience,tradeandregionalintegration,andsustainabledevelopment.

This work will be supported by policy research and analysis on the particular challenges

facingsmallstates.

67 TheSecretariatwillfacilitatetherepresentationandeffectiveparticipationofsmallstatesininternationaldecision-makingprocessesthroughtheCommonwealthoffices

inNewYorkandGeneva.TheNewYorkofficewillcontinuetoprovideadiplomatic

baseforenvoysfromsmallstatestorepresenttheirrespectivestatesattheUNand

promotepan-CommonwealthcollaborationintheUN.TheGenevaOffice,inadditionto

providingasubsidisedofficespacefordiplomaticmissionsandabusinesscentre

fortenantsandvisitingsmallstatesdelegations,willalsocontinuetooffertechnical

assistancefromresidenttechnicalexpertsintheareasofworkthattakeplacein

Geneva,includingtradeandhumanrights.


68 Emphasiswillbeplacedonsupportingtheworkbeingdonetoimprovetheclimatefinancingframeworksforvulnerablestatesandsharingknowledgebetweenregions.

While the focus is principally on small and vulnerable states, the solutions may be

applicabletootherdevelopingmembers.Globaladvocacywillbecarriedouttofacilitate

improvedflowofclimatefinancetosmall,vulnerableandislandstates.TheEPG

recommendationtoconveneanExpertGrouponClimateChangewillbeimplemented.

3 2 Enabling outcomes

3 2 1 Global advocacy

Outcome: International declarations, resolutions and other commitments on

democracy, development and diversity include Commonwealth perspective

69 TheCommonwealthSecretariathasadistinguishedhistoryofengagingandinfluencingglobaldiscussionsanddecision-makingprocesses.Itwillcontinueitseffortsinthisarea.

The advocacy work will be carried out at three levels, as follows:

a. OfficeoftheSecretary-General,involvingseniorpolitical-levelengagement

withorganisationssuchastheUN,theWorldBank,IMF,EUandtheG20.Thisis

inlinewiththeEPGrecommendationsandPerthCHOGMmandate.Thiseffort

willbesupplementedbysupportfortheCHOGMChair-in-Officetoadvocatefor

Commonwealthpositionsinglobalforums,suchastheUNGeneralAssembly.

b. Conveningofministerialmeetings(suchaseducation,environment,finance,

foreignaffairs,health,sports,womensaffairsandyouth)hasgenerallyfocussedon

discussingcontemporaryglobalissuesandprovidingmandatestotheSecretariat.

The focus on ministerial meetings will gradually shift and these meetings will be

used as an opportunity to build consensus on global issues and otherwise utilise the

Commonwealthpowerofconvocationrepresentedbythesemeetings.Theagreed

outcomes of these meetings will provide common policy positions for advocacy at

relevantinternationalfora.Ministerialmeetingswillbeencouragedtonetworkonline

throughtheCommonwealthConnectsplatform.

c. TheCommonwealthSecretariat,withitspolicyanalysis,hashadprovenimpact

intechnicalareasofglobalsignificance.Theseareasincludetrade,environment,

debtmanagementandG20developmentwork.TheSecretariatwillstrengthenits

effortsandwillcontributetothedevelopmentofthepost-2015globaldevelopment

framework,climatefinancingforsmallandvulnerablestates,andpromotionof

internationalrules-basedtrade.


3 2 2 Technical assistance, referrals and partnerships

Outcome: Technical assistance, referral and partnership mechanisms respond

flexibly to member states needs and capacity building priorities

70 Provision of tailored technical assistance (TA) to members and regional bodies has been ahallmarkoftheSecretariatswork.Itfocusesonstrengtheningsustainablenational

capabilities through institutional capacity development and is provided in many forms

e.g.,researchandfeasibilitystudies,despatchoflong-andshort-termexpertsetc.The

Commonwealthapproachisflexible,aswellasculturallyandcontextuallysensitive,and

emphasisescountryownership.Itisguidedbytheprincipleofbestfitratherthanbest

practice.TheSecretariatwillcontinuetoprovideTAtoitsmembersinresponse

torequests,especiallyleastdevelopedmembers,smallstatesandvulnerablestates,

inlinewiththenewStrategicPlan,whileshowingsensitivitytotheuniquechallenges

ofitsmembers.

71 In addition to providing direct TA to members, the Secretariat will develop a referrals facilityforitsdevelopingmembers.Thismechanismwasinitiallyproposedbythe

HighLevelReviewGroup(HLRG)oftheCommonwealthin2001.Itsdesirabilitywas

reiterated by the Governors to the Secretary-General during the recent Strategic Plan

discussions.Thereferralsfunctionwillbeamechanismforreceivingandrespondingto

requestsforassistancefromthemembers.Itwillactasanadvisorycelltoidentify

work that the Secretariat may not be well-placed to undertake, but which could be

referred to :

a. Commonwealthfamilyoforganisations;

b. OtherCommonwealthmemberstates;and/or

c. Relevantinternationalorganisationsandotherentities.

72 Strengtheningpartnershipswillbeusedasakeymethodologytosupportmembers.ThevalueofpartnershipswasemphasisedinanumberofEPGrecommendations

(Recommendations17,27,42,43,58,59and92).Currently,theCommonwealth

Secretariat is working with a number of organisations including the World Bank, United

NationsDevelopmentProgramme(UNDP),WorldTradeOrganization(WTO),the

AfricanUnion(AU),theEuropeanUnion(EU),theCaribbeanCommunity(CARICOM)

andthePacificIslandsForumSecretariat(PIFS).TheSecretariatwillstrivetostrengthen

existingrelationshipsandwillalsoexploreneweffectivepartnershipsatthemultilateral,

regionalandnationallevels.


3.2.3 Commonwealth profile

Outcome: Profile of the Commonwealth is strengthened at all levels

73 TheSecretariatwillstrengthentheCommonwealthsprofileindiverseways,buildingpublic awareness and understanding of the organisations values and accomplishments

throughincreasedvisibility.Profileliftingwillneedtobeajointeffortbetween

Secretariatandmemberstates.Forinstance,theEPGencouragedreferencestothe

Commonwealthinpublicspeechesbyleadersandministersatinternationalforums.

74 Profile-raisingincludessustainingthehighestlevelsofparticipationbyCommonwealthmembersinministerialmeetings,andespeciallyinCHOGM.Additionalimpetuswould

come from member governments celebrating Commonwealth Day in a public way

and advancing the Commonwealth among citizens through, national events and

recognisingcreationandactivismofCommonwealthsocieties.Increasedengagement

anddialogueacrossCommonwealthnetworkswouldalsobedesirable.TheSecretariat

will seek to support systematic and orchestrated activity of this kind across its

membership.AnaspectofsuccessfullyraisingtheCommonwealthsprofilewill

include recognition by international partners of the value of its contributions, including

enhancedmediacoverage.TheSecretariatwillstrengthenCommonwealthwide

engagementwiththemedia.

3 3 Internal outcomes

3 3 1 Human resources

Outcome: The recruitment and retention of a diverse, engaged and high-performing

workforce to facilitate the effective delivery of the Strategic Plan

75 The Secretariat will develop and deliver an organisational change programme, focussing onthestructureandstaffingrequirements,inordertodevelopanappropriateculture

todelivertheStrategicPlan.Thefocuswillbeondevelopingacoherentapproachto

people management in the form of a Human Resource Strategy that is aligned with and

supportstheStrategicPlan.Thestrategywillincludemechanismstoattractandretain

high-calibreemployees,andeffectivepoliciesonlearninganddevelopment,reward

managementandperformancemanagement.Greatergenderbalanceandreflectionof

Commonwealthnationaldiversityintheworkforcewillbeapriority.

76 Therewillbegreaterflexibilityinprojectandstaffingarrangements,sothatstaffcanberecruitedandprojectsundertakeninsomecasesforspecificpurposesoveragiven

timehorizon.ThescopetoprojectisetheSecretariatscontributioninthisway,in

preference to being a continuous Secretariat function or open-ended work programme,


wouldbeexaminedwhereappropriate(i.e.certainactivitieswouldbedeliveredbystaff

recruitedforfinitetermstodeliveractivitiesdesignedastime-boundprojects,rather

thanbeingdeliveredbystaffrecruitedtotheestablishmentonrenewablecontracts).

The criteria for such areas of work would be those where the Secretariat has no

long-term,uniqueandcomparativeadvantage.

77 The impact will be measured through key performance indicators that monitor, measure andcomparestrengthsanddevelopmentareas,bothinternallyandexternally.Tools

such as the HR Management Information System and annual performance appraisals

willbeusedtomonitorandevaluateindicatorsagainstoutcomes.Thenewlyupgraded

Human Resources Division (HRD) will work with managers to develop, motivate and

manage employees in the organisation in a way that promotes organisational health

andapositiveworkingculture.

3.3.2 Financial and non-financial services

Outcome: Efficient and effective delivery of corporate services; sound frameworks of

internal controls; and appropriate management of corporate risks

78 Financialandnon-financialservicesareanessentialunderpinningtoensurethattheSecretariatisabletodeliveritsprogrammaticmandates.Theseincludefinancial

systems,conferenceservices,facilitiesmanagementandprinting.TheSecretariat

will discharge its key responsibility in this area to a variety of stakeholders, both

internalandexternal.

79 Within the Strategic Plan horizon, the Secretariat will continue to improve on these services.Successwillbesubstantiatedthroughunqualifiedexternalauditreportson

thefinancialstatementsoftheSecretariatsfunds,responsivenessandprogresson

implementing audit recommendations related to the control and risk management

framework to the satisfaction of the Audit Committee, and the facilitation of good

stewardshipofgovernmentalfunds.

3 3 3 Information technology (IT)

Outcome: Quality and reliable information technology services support the delivery

of programme outcomes

80 IT strategy supports the Secretariats needs and direction and its delivery of programmemandates.Thefocusisonensuringthattheserviceisreadilyavailable

and underpinned by a resilient infrastructure that supports transformational business

changeandorganisationalrequirements.Staffwillbeempoweredtomakebestuseof

their IT facilities, supported and made easier by appropriate technologies and


innovation.TheITservicewillsupportspecificdevelopmentsandimprovements

andenablemoreeffectivecollaborationandcommunications,bothinternallyand

withstakeholders.

81 NecessaryenhancementswillbemadetoITsecurityinkeepingwithindustrybestpractice.ProgresswillbemeasuredincompliancewithServiceLevelAgreement

targets,levelofstaffsatisfactionwiththeservice,aswellasmeetingtargetsforservice

availabilityandsystemuptime.ITwillalsosupportthedevelopmentofPhaseIIofthe

ActivityResultsTrackingandExpenditureManagementInformationSystem(ARTEMIS),

which will link project design to the new Strategic Plan and divisional work plans, as well

astomonitoring,evaluationandreportingmechanisms.ThisiskeytodeliveringRBM.

3 3 4 Quality and results

Outcome: Effective planning, quality assurance and ME&R system to facilitate the

delivery and reporting of the Strategic Plan

82 Thequalityassurancefunctionwillbestrengthenedandalignedtoplanning,monitoringandevaluation.ThiswillallowtheSecretariattomovebeyondassessingthequality

ofprojectdesignonlytoensuringqualityatallstagesofprojectimplementation.

Emphasiswillbeplacedonthedesignofbiggerandlonger-termprojectsthatmeetthe

qualitystandardssetoutintheprojectmanagementguidelines.Attentionwillbeplaced

on ensuring that all intermediate results outlined in the SRF are integrated in project

plans,andprojectsarealignedeffectivelytointermediate,enablingand

internaloutcomes.


4 Monitoring, Evaluation and Reporting Framework

83 WhiletheSRFoutlinesthestrategicprioritiesforthenextfouryears,itissupportedbyarobustME&RframeworkthatwillhelptheSecretariattomonitorandevaluateresults,as

wellasreportontheprogressagainsttheagreedoutcomes.

84 During the plan period, monitoring, evaluation and reporting will be undertaken as envisagedintheframeworkinTable1.Theframeworkwillhelpensurethatwearedoing

therightthingsanddoingthemright.TheSecretariatwillendeavourtoestablish

baselinesassoonastheStrategicPlanisapprovedandrequisitestructuraladjustments

aremadetodeliverthenewplan.IndependentevaluationsoftheSecretariatswork

willberoutinelyundertakentoassesstherelevance,effectiveness,efficiency,impact

and sustainability of Secretariats programme of assistance, and more importantly the

lessonsonhowtheSecretariatcandemonstratebetterresults.

85 Reporting of the results will take the form of an annual report to the Board of Governors ontheperformanceoftheSecretariatinachievingtheprioritiesoftheStrategicPlan.

In addition, detailed mid-term and end-term reviews will be presented to the Board

ofGovernors.


5 Collaboration with Commonwealth Organisations

86 The Secretariat has continued in recent years to consolidate a closer working relationship with the accredited Commonwealth organisations, in order to give greater

relevanceandsubstancetoaccreditationitself,aswellastopromotemoreeffective

partnershipsindeliveringtheSecretariatsworkprogramme.Thisapproachwas

givenafurtherimpetusbytheEPGrecommendationsthattheSecretariatshould

strengthen its relationship with the Commonwealth Foundation (Recommendation 81);

co-ordinate its work with associated Commonwealth institutions in order to draw on

theirexpertise(Recommendation87);andstrengthenitslinkagesandfunctionalco-

operationwithCommonwealthagenciesinthefield(Recommendation89).

87 The Secretariat will establish institutionalised mechanisms of liaison and collaboration withotherinter-governmentalandaccreditedCommonwealthorganisations.The

Secretariat will propose, for the approval of Board of Governors, a framework of

consultationswithaccreditedCommonwealthorganisations.

88 The Secretary-General will meet at least once every year with the heads of inter-governmental organisations and attend consultative meetings with accredited

organisations.TheS-G,aswellasothermembersoftheseniormanagement,will

continuetopromoteCommonwealthorganisationsinmemberstates.Theongoing

consultations with accredited organisations will be made strategic and meaningful,

withanemphasisonpromotingmorequalitative,knowledge-sharingandresults-

orienteddialogue.TheAccreditationGuidelineshavebeenrevised,andtheSecretariat

will develop a framework for the accreditation review process to ensure that these

organisationsupholdCommonwealthvaluesandprinciples.


Table I: Monitoring, evaluation and reporting framework

Results Monitoring

and evaluation

process

Methodology Frequency Report Utilisation of Findings

Strategic

outcomes

(810years)

Strategic Plan

review

The Strategic Plan review will be based on a comprehensive

strategic monitoring and evaluation plan with indicators, means of

verificationand,wherepossible,baselineinformationandtargets.

The contribution of intermediate outcomes to the plans strategic

outcomeswillbeassessed.

Towards the end of the four years, this independent strategic

review will evaluate the strategic and intermediate outcomes,

includinglessonslearned.

Quadrennial Independent

evaluation

report

Internal

Development of corporate knowledge base and organisational learning

forinformeddecision-making.

External

AccountabilitymechanismtoBoG/ExCoonprogressonachieving

strategicplanresults.Intermediate

outcomes

(24years)

Mid-term

review

A mid-term review of the Strategic Plan will assess performance

againsttheshort-termandintermediateoutcomes.Itwill

also provide an opportunity to assess the appropriateness of

indicators.ThisreviewwillconsiderhowtheSecretariatcan

bemoreeffectiveandbeinformedbyrecommendationsfrom

evaluationstudiesonselectedoutcomesandprogrammeareas.

Biennial Independent

evaluation

report

Internal

Inform review of project design, adjustment in short-term outcomes

andindicators,andallocationofresources.

External

BoGandExCoassessmentofprogress/decisions.

Annual

performance

review

Standardised monitoring and evaluation tools will be used to

assessprogress.Informationcollectedwillbeanalysedtoreflect

progressagainsttheoutcomes.Bi-annualprogressreportsand

project completion reports will inform the annual performance

review.

Annual Annual

performance

and assistance

to member

countries

report

Internal

Show trends and inform decision-making on project implementation,

reviewofdesignandbudgetreallocation.

External

InformExCoandBoGonprogressanddecisions.

Internal processes to improve performance

Short-term

outcomes

(02years)

Field visits and

project reviews

StandardisedM&Etoolswillbedeveloped,whichcanbetailoredto

meetspecificprojectrequirements.

Bi-annual Bi-annual

progress

reports

Internal and external

Data and information from the reports should show trends in outputs

and outcomes by intermediate outcomes/country region/sector/

modeofdeliveryetc.Programmeperformancewillbeassessedagainst

financialperformance.Criticalissueswillbetaggedfordiscussionatand

ExComeetings(underDevelopmentDialogue).Outputs

Ongoing

Field visits and

project reviews

This will be conducted during the delivery of outputs, through

checklistswhereprojectteamsarepresentorexpertsareplaced.

Informationwillimprovedesignanddeliveryofprojects.

Quality assurance of project design and implementation

Establish baselines


6 Moving Forward

89 After the approval of the Strategic Plan by the Board of Governors, the Secretariat will develop an Implementation Plan to translate the approved strategy into practical

actions.Thiswillincludetheorganisationalstructure,broadinternalreforms,the

developmentofbaselines,definingshort-termresultsandindictors,andbiennial

planningandbudgeting.Allchangesinstaffingwillbeundertakeninaccordancewith

theSecretariatsobligationsandinternationalgoodpractice.

Annexes


Annex I: Strategic Plan Development Consultative Process

Written submissions were sought from member governments over a two-year period,

including a questionnaire in which member governments were requested to prioritise

those areas of the Secretariats current work that could be increased, decreased or

brought to a conclusion, as well as to propose new areas of work if desired or required;

The Secretary-General conducted informal consultations with groups of Governors

of the Board throughout late 2011 and early 2012;

The CHOGM-directed process to further consider the EPG recommendations informed

the strategic plan development through a senior officials meeting in April 2012 and a

meeting of the Ministerial Task Force in June 2012;

A First Discussion Paper was circulated to the Board of Governors of the

Commonwealth Secretariat in June 2012;

The Secretary-General conducted consultations in 2012 with Commonwealth

Secretariat staff;

The Secretariat met with the Consortium on Education and other leading figures working

in the education sector, and also with leading figures working in the Commonwealth in the

health and education sectors during 2012;

A Scoping Paper on emerging themes for the plan was discussed in an informal briefing

of the Board in September 2012;

The Scoping Paper was discussed and endorsed by Commonwealth Foreign Ministers

at their annual meeting in September 2012;

A draft Strategic Plan was presented to an informal meeting of Governors on

15 November, 2012;

A draft Strategic Plan was presented to an Extraordinary meeting of the Board

of Governors on 27 November, 2012;

A revised draft was circulated on 25 January 2013 and discussed at an Extraordinary

meeting of the Board of Governors on 08 March 2013 where it was agreed to form a

Sub-Group to finalise the Plan.;

The Sub-Group met on 19 March and 8 April and a revised draft was circulated to Board

members on 15 April and discussed at an Extraordinary Board meeting on 2 May 2013;

and

An expanded Sub-Group met on 17 May and reached a consensus on the draft Strategic

Plan, which would go to the 23 May 2013 Board meeting for approval


Annex II: Evaluation Studies (20082012)

1. EvaluationoftheCommonwealthFundforTechnical

Co-operation April 2008

2. EvaluationofCommonwealthSecretariatAssistancetoMember

States in Trade Law March 2009

3. Review of the Commonwealth Secretariats Support to the

Iwokrama Programme May 2008

4. EvaluationoftheSecretariatsTrainingProgramme June2010

5. EvaluationoftheCommonwealthSecretariatDebtManagement

Programme June2010

6. EvaluationofCommonwealthSecretariatProgrammeofTechnical

Assistance on Maritime Boundary Delimitation June2010

7. EvaluationoftheCommonwealthPrivateInvestmentInitiative May 2012

8. EvaluationoftheCommonwealthSecretariatPublicPrivate

Partnership Programme June2012

9. Country evaluations: Belize and Sri Lanka (drafts) October 2012


Annex III: Strategic Results Framework

Strategic

outcomes

No. Intermediate outcomes Indicators

1. Democracy

Greater adherence

to Commonwealth

political values

and principles

1.1 CMAG is well-informed and

supported to protect and

promote Commonwealth

values and principles

Member states that respond

positively to and implement CMAGs

recommendations

1.2 Member states engage

withandbenefitfrom

strengthened Good

Offices of the

Secretary-General

Memberstatesthatbenefitfrom

theGoodOfficesoftheSecretary-

General

Member states able to prevent,

manage and overcome internal

differences

1.3 Member states conduct

fair, credible and inclusive

elections

Member states where

Commonwealth Observer Groups

assessimprovementsinthequality

and credibility of elections

NationalElectionManagement

Bodies engaged in information and

knowledgeexchangethroughthe

CommonwealthElectoralNetwork

and implementing Commonwealth

Observer Groups recommendations

1.4 Valuesofrespect and

understanding advanced

Member states initiating programmes

and projects in line with the Respect

and Understanding approach

Global advocacy opportunities to

advance Respect and Understanding

value


Strategic

outcomes

No. Intermediate outcomes Indicators

2. Public Institutions

Moreeffective,

efficientand

equitablepublic

governance

2.1 Effectiveinstitutions

and mechanisms for t

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