Initiation Plan Kir lgrd



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United Nations Development Programme

Country: Republic of Kiribati

Initiation Plan

Project Title: Kiribati Strengthening Local Governance and Rural Development (KIRILOG)

Expected Outcome(s): Regional UNDAF Outcome 5.1: Regional, national, local and traditional governance systems are strengthened and exercise the principles of good governance, respecting and upholding human rights, especially women’s rights, in line with international standards.

Regional UNDAF Outcome 2.1: By 2017, all women and girls, men and boys will contribute to national development and citizenship through opening channels to decision making, improved access to social services, strengthened livelihoods and greater economic security; and, together with children and other vulnerable groups, benefit from strengthened protection systems that respond to and prevent violence against them, in line with international standards.

Kiribati Country Programme Output: 2.1.1 Capacity of government and parliament strengthened to promote gender equality, women’s effective participation in political, economic processes at national and sub-national level.

Initiation Plan Start Date: 27 October 2014

Initiation Plan End Date: 31 December 2014

Implementing Partner: UNDP/DIM

frame1

Programme Period: 2014

Atlas Award ID: 00084291
Project ID: 00092381
LPAC Meeting Date 22 October 2014



Total resources required $19,000

Total allocated resources: $_


  • Regular $_

  • Other:

Unfunded budget:

0

In-kind Contributions: Ministry of

Internal Affairs

Agreed by UNDP:


I.Situation Analysis


Geographical, economic and social and to some extent cultural factors have contributed toward the overarching challenges associated with governance in the outer islands of Kiribati. Situated on 33 atolls and reefs spread over a vast area of the central Pacific Ocean – 4200 kilometres from East to West and 2000 kilometres from North to South – Kiribati shares many of the development challenges common to small, remote, resource-poor island states. These include limited sources of economic growth, limited livelihood options, lack of arable land and arousing vulnerabilities associated with climate change. These factors, along with the concentration of the cash economy in urban areas, have contributed to the migration of many I-Kiribati to Tarawa and Kiritimati. In recent years, however, the rate of urbanization has slowed and more than half of the population continues to reside on outer islands, reaffirming their enduring importance to Kiribati’s economic, social and cultural development1.

Local governance in Kiribati is characterised by the ongoing and increasing fiscal and administrative reliance of the island level authorities (Island Councils) on central Government. While the Local Government Act 1984 (LGA) formally devolves political and taxation powers to the island level, Island Councils rely on grant funding and seconded staff from central Government to meet their operational and most or all of capital development needs. However, even with central Government support, funding to Island Councils in Kiribati is well under $100 per capita, a quarter of that spent in Tuvalu2. The primary causes of this under-investment appear to be an insufficient local taxation base, funding constraints at the central level and the lack of an independent mechanism for financing local government3.



Capacity constraints have meant that many Island Councils are unable to deliver the basic services required by outer island communities, which are instead delivered by de-concentrated central Government line Ministries. This has contributed to a situation where communities lack confidence in the political and administrative system on their islands. The interaction of traditional and modern governance institutions also add complexity to local governance processes in Kiribati. While not explicitly acknowledged in the LGA, traditional village elders (or unimwane) continue to exert significant influence over local affairs. The sometimes uneasy interaction between elected and traditional leaders is exacerbated by community perception of Island Councils as an arm of central Government.
The Ministry of Internal Affairs, the current line Ministry tasked to ensure development of proper local governance mechanisms within the Island Councils and also enabling equitable and sustainable rural development is progressed. Currently there are capacity issues within the Ministry in terms of technical, financial and human resources to be able to provide continuous and high-quality support toward decentralization of local governance in Kiribati. The Ministry with a total of 163 staff oversees the operation of local government, currently made up of three town (urban) Councils and 20 Island (rural) Councils4.
The issue of women’s empowerment also remains an issue with the national parliament having only 8.7% women members (4 out of 46) as per Inter Parliamentary Union statistics for Women in National Parliaments. In the local councils, women’s participation also remains quite low at 2.2% (5 out of 232).  Gender equality rating (1=low to 6=high) in Kiribati was last measured at 2.50 in 2011, according to the World Bank. Gender equality assesses the extent to which the country has installed institutions and programs to enforce laws and policies that promote equal access for men and women in education, health, the economy, and protection under law. As such, special attention is also required to strengthen women’s leadership at the local level.
In many countries where there has been success in achieving MDGs, this has been synonymous with strong local governments. In the UNDP MDG tracking report of 2012, Kiribati was reported to be off track on MDGs 1, 2, 6, and 7; mixed results for 3, 4 and 55. With 2015, around the corner, and as the world prepares for the next round of development goals, it is important for the island councils to establish how their support to achieving the minimum standards of poverty alleviation for their people can be strengthened.
Developmental civil society organizations in Kiribati are mainly involved in environmental, health and education matters. The Kiribati Association of Non-Government Organisations (KANGO) is the official umbrella organisation for the 39 local Kiribati NGOs. KANGO’s role is to support and empower the local NGO community and to achieve their development goals through their own initiatives, working in partnership with government and donors particularly the New Zealand Aid Programme. Examples of members include the Betio Fishermen Association, which supports local fishermen; and the Santo Bauro Studio, which is a church-based media group. Non-governmental organisations (NGOs) such as Te Toa Matoa have been valuable towards the attainment of Education for All (EFA) goals. Te Toa Matoa is a disabled people’s organisation whose aim is to promote disability awareness in all Kiribati communities. Its activities have helped change attitudes towards the disabled and made schools more inclusive towards the disabled. Other education NGOs are church-based, with the Kiribati Protestant Church aiding in the establishing of schools and other educational infrastructure, and general education programmes. It is therefore important to explore how the island council governments can liaise with these groups for improving service delivery and achievement of MDGs.

II.Purpose


The main purpose of the Initiation Plan is to undertake the Local Governance and Rural Development Capacity and Needs Assessment. The assessment report will provide an analytical summary on the associated challenges, opportunities, gaps in current laws and development issues which form a sound basis for future decision making by the Government on local government and rural development matters. It should further enable the full formulation based on recommendations from the assessment of a substantive programme of support to the Government in its efforts to strengthening the role of island councils, enhancing good governance practises at local and rural levels.

III.Expected Output


The Kiribati Local Governance and Rural Development Project Initiation Plan aims to deliver the following overall output:


  1. Strengthened Capacity on Local Governance and Rural Development through Policy Research: this output will focus on undertaking the Local Governance and Rural Development Capacity and Needs Assessment. It will also focus on the formulation of a substantive programme of support to the Government of Kiribati in its efforts to strengthening the role of island councils, enhancing good governance practises at local and rural levels.


IV.Management Arrangements


It is not mandatory to have a Project Board under an Initiation Phase. The Project under the Initiation Phase will be managed directly by UNDP as per policy on Initiation Plan modalities.

V.Monitoring


A quarterly progress report end of quarter 4 (considering the project is for one quarter only) will be produced to ensure progress is monitored on an ongoing basis. A final Progress Report will be prepared at the end of the Initiation Plan, using the standard format available in the Executive Snapshot (see Running a Project).

ANNUAL WORK PLAN
Year: 2014 (26 October – 31 December 2014)

EXPECTED OUTPUTS

And baseline, indicators including annual targets

PLANNED ACTIVITIES

List activity results and associated actions

TIMEFRAME

RESPONSIBLE PARTY

PLANNED BUDGET

Q1

Q2

Q3

Q4

Funding Source

Budget Description

Amount

Output 1: Strengthened Capacity on Local Governance and Rural Development through Policy Research

Output Baselines:

1. No recent policy research and assessment undertaken on Local Governance and Rural Development in Kiribati



Output Indicators:

  1. Completion of Local Governance and Rural Development Capacity and Needs Assessment

Targets:

1. Final assessment report for Strengthening Local Governance and Rural Development Capacity and Needs submitted to Kiribati Government



Source Documents: Progress Reports


Activity Result 1: Strengthening capacity of Ministry of Internal Affairs through Policy Research on Local Governance and Rural Development


  1. Local Governance and Rural Development Capacity and Needs Assessment



  1. Draft Project Document for substantive Kiribati Strengthening Local Governance and Rural Development Project (during the assessment mission)










X

X


UNDP

UNDP



UNDP


71600 - Travel

(Assmnt Mission)

71600 – Travel (Outer Island and Rural Consultations)

Project Finance Support



$9,578

$8672


$750

TOTAL

























$19,000

Agreed by UNDP: ____________________________________________________Resident Representative, UNDP

ANNEX 1
RISK LOG MATRIX


#

Description

Category

Impact &

Probability

Countermeasures / Mgmt response

Owner

Author

Date Identified

Last Update

Status

1

Delay in getting Technical Support on Conducting the Assessment


Organizational

Impact: High


Probability: Medium

Seek support from UNDP APRC to undertake the assessment

UNDP MCO

Mohammed Mozeem

15 October 2014

15 October 2014

No change




1 Population Division of the Department of Economic and Social Affairs of the United Nations Secretariat, World Urbanization Prospects: The 2007 Revision Population Database http://esa.un.org/unup/.

2 Hassall. G. and Tipu, F (2008). ‘Local Government in the South Pacific Islands’, Commonwealth Journal of Local Governance, (1) May 2008. pp.18-19.

3 Such as the Falekaupule Trust Fund in Tuvalu.

4 Kiribati Country Profile, Commonwealth Local Government Forum     

(http://www.clgf.org.uk/userfiles/1/files/Kiribati%20local%20government%20profile%202011-12.pdf)



5 http://www.undp.org/content/dam/undp/library/MDG/english/MDG%20Regional%20Reports/AP/MDG%20Track%20Rpt%20web%2020122.pdf


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