Annex 1
Decentralisation lessons learned in other countries

Annex 1: Decentralisation lessons learned in other countries
Overview of international experience
Many countries implemented decentralisation with a view to reducing poverty and improving service delivery.  Some lessons learned from this experience relevant to PNG are summarised here.  An OECD DAC-commissioned review of decentralisation in 19 countries, found that countries with a functioning central state committed to the devolution of power to local tiers of government could use decentralisation as an effective means of promoting improved representation of the poor and enhancing targeted service delivery.  The same review identified a risk of decentralisation leading to increased poverty where the central state lacks the capacity to fulfil basic functions.

The linkage between decentralisation and poverty reduction remains unproven and the results of government efforts to decentralise have been highly variable across the developing world.  Decentralisation has not turned out to be the development panacea that many had hoped it would be, and while there have been success stories, many decentralisation efforts have resulted in reduced service delivery, increased corruption and further marginalisation of already vulnerable groups – despite significant levels of donor support for these efforts.

Lessons learned in other countries
Flexible approaches deliver good results,.  For example, decentralisation in Vietnam since 1986 has been applied in different forms depending on political context, local capacity and local needs.  Some public administration functions were relocated from a central level to a provincial level – this is deconcentration and does not change the organisation or functions of public administration.  Other public administration functions were redistributed so that the responsibility and administrative power was allocated to lower levels of government – this is administrative decentralisation.  The most ambitious form of administrative decentralization is devolution, which moves authority and responsibility away from direct control of the central government and provides lower levels of government with absolute and direct authority stated by law. Vietnam used different forms of decentralisation for different sectors and for different regions – recognising the socio-economic diversity and ethnic variation across the country.

Lessons learned from Indonesia, Philippines and Vietnam confirm the importance of a legal foundation and related institutional arrangements for decentralisation3, 4,.  For example lessons learned from the health sector in Indonesia, Philippines and Vietnam demonstrate the benefits of institutional arrangements that clearly assign functions, roles and responsibilities at all levels of government3,.  To avoid confusion and help public administrators at all levels understand their function – roles, responsibilities and accountabilities – there is a need for a definitive specification of responsibilities and functions at national, provincial, district and local government levels.  Service delivery is strengthened if central agencies such as the Department of Health set clear objectives for public health that are consistent with other policies and are reflected in budgeted programs.  A stewardship role for national agencies includes setting practical minimum standards, development of consistent health messages and related in-service training and extension materials3.  For example, the Ministry of Health in Vietnam set minimum standards for child immunisation and supervised births that recognised the importance of these interventions for women and children but also the capacity, logistic and resource constraints faced at sub-district levels.  Where national agencies set minimum standards that sub-national governments can realistically achieve, performance improves and the foundation for continuous improvement is established3,6.

Evidence from Indonesia, the Philippines and Vietnam highlight that services improve with political commitment, finance that follows function and finance allocated according to need3.  Lessons learned from Vietnam demonstrate that reform of service delivery was driven by political commitment at all levels of government6,.  The reform processes in Indonesia, Philippines and Vietnam, whilst responding to popular demands for improved public services, were driven by political leaders with a commitment to improving delivery of services3.  Budget process that transfer funds from central to sub-national government according to function and the estimated cost of services are shown to be effective.  For example, in the Philippines poor fiscal design led to a mismatch between budget allocation and function, leading to poor service delivery at Province and Barangay (district) levels.  When the national government reformed the process to better match grants and function, health outcomes improved.  Conversely, poor health sector outcomes resulted in Vietnam when budget allocations were made on the basis of population rather than need and fiscal capacity of provincial governments3. This is consistent with evidence from PNG.  Service delivery is most effective when program allocations to sub-national levels are made according to need and fiscal capacity and not allocated on an equal share basis.

Lessons learned from the health sector in Indonesia, Philippines and Vietnam demonstrate the benefits of using just a few targeted programs for sub-national service delivery in each sector3.  Multiple programs create confusion and lead to small budget allocations per program while simple programs are more transparent and more likely to lead to positive outcomes.  If budget allocations are inappropriate, service delivery depends on user fees but where these represent a significant source of funding for the recurrent costs of sub-national service provision, the poorest in the community are less likely to access those services.  For example, in Vietnam, decentralisation reform included an increased sub-provincial share of total provincial expenditures.  This was measured to result in negative impacts on the poorest 20% of the community through both decreased household income and reduce access to health and other services. The introduction and funding of a national Health Care for the Poor program reformed the budget process and increased the share of national funding allocated to health service delivery at provincial and district levels, which resulted in service improvement7.
Attraction, in-service training and retention of competent public service staff at sub-national levels is critical for sustainable and effective service delivery3,4.  This requires attention to human resource management issues such as fair compensation, suitable conditions of service including housing and regular in-service training.  Human resource management supports creativity and pro-activity by sub-national governments – something that is critical if decentralisation is to be successful.  As an example, in the area of planning and management in Vietnam there is no clear mechanism that enables or encourages the provincial and district governments to be pro-active or creative. While the central administration has expertise and its national programs reflect both national concerns and the means of delivering expertise to the provinces, central administrators may not have enough local information to make decisions. Local planning and management tasks, especially at the district and commune (LLG) level, require professional expertise that should be encouraged through in-service training and incentives for pro-active and creative problem solving6.  This highlights the importance of connecting top-down policy-making and resourcing with bottom-up planning and implementation4.  Related to this is the role of civil society as a legitimate partner for sub-national service delivery.  Experience in Vietnam emphasises the contribution that civil society can make as a partner in service delivery at local levels7.  For example, women’s groups play an active role in ante-natal care of pregnant women and communicating safe birth messages.

The role of development assistance in decentralisation
The DAC Review found that external support to decentralisation programs broadly consisted of three types of assistance1:
•	Creating a favourable legal and political environment – which may include technical support to develop important policies and laws, facilitation of linkages between officials from other decentralised settings, and facilitating a national dialogue.
•	Assistance to start implementation – which may take the form of training and other capacity building support for personnel and elected officials at different levels of government.  Development of the detailed regulations required in areas such as budgeting and fiscal transfers are also included in this category
•	Assistance to deepen and sustain decentralisation – particularly where policies have not been fully implemented.  Specific forms of support under this category may include assistance to help lagging sectors to better devolve, or support to civil society to deepen accountability at the local level.

Analysis of the Annual Performance Reviews for 91 DFID projects supporting decentralisation found the following factors to be important for decentralisation support activities:
•	understanding local politics and securing political commitment at the local level;
•	building partnerships with partner governments at multiple levels, and with donors;
•	working effectively with civil society organisations;
•	managing institutional complexity by establishing sound communication and coordination practices along with opportunities to participate across levels and parts of government and NGOs.
•	ensuring effective M&E by focusing on outcomes.

Lessons learned in other countries and donor evaluations identify consistent themes and good practice guidelines for decentralisation support that are presented in an internal AusAID review.  In summary, these are:
•	Development partners must better understand the full complexity of issues in decentralised/decentralising environments.
•	Partner government commitment to decentralisation is critical
•	Greater alignment with partner government policies, priorities and systems is necessary
•	It is important to build inclusive partnerships across all levels of government.
•	Focus on building capacity at both central and local levels
•	Engage effectively with Civil Society
•	Increase and improve the quality of harmonisation between development partners
•	Enhance the quality of Monitoring and Evaluation (M&E) 
•	Maintain realistic expectations, flexibility and a long term view

Lessons learned and recommendations for donors and governments from the DAC review can be summarised as1:

General
•	Donors need to provide support over time in order to see results
•	Central government commitment is a precondition for success
•	Co-ordinate support with partner governments’ policies and implementation plans
•	Establish arenas for information sharing and donor co-ordination
•	Support partner government in poverty orientation of programs

Support for fiscal decentralisation
•	More focus on local government’s own financial development and sustainability
•	Support LG fiscal system in a holistic way not undermining local government’s incentives to improve

Support for local accountability
•	Combined support to local government and civil society groups
•	Enhance local government –civil society interaction at the lowest level of the local government system
•	Stimulate grassroots-based governance-building from below

Annex 2
Partnership for Development

Annex 2 - The PNG-Australia Partnership for Development

Prime Ministers Rudd and Somare signed the PNG-Australia Partnership for Development in Niue on 20 August 2008. The Partnership aims to provide better access to markets and services through improved transport infrastructure; faster progress towards universal basic education; improved health outcomes; strengthened public administration at the provincial and district levels; and improved statistical data.

The Partnership enshrines the principles of mutual respect and mutual accountability for development results, and offers the potential to reinvigorate the Australian aid program in PNG and increase its effectiveness. It commits PNG to implement its national development plans to improve governance, invest in economic infrastructure, improve health and education outcomes, and improve the effectiveness of its expenditures. 

The joint PNG-Australia Development Cooperation Strategy 2006-2010, upon which the Partnership builds, emphasises joint working arrangements with both governments working together in support of agreed development priorities. The Partnership furthers this approach, committing Australia and PNG to work together towards common goals, jointly address key constraints to service delivery, and make shared resource commitments.

Annex 3

References

Annex 3: References

•	AusAID Australian Government Papua New Guinea Sub-National Strategy 2007 – 2011 Draft Design Document August 2006
•	Department of Provincial and Local Level Government Affairs (DPLGA) Guide to Services and Performance Requirements under the Provincial Performance Management Initiative (PPII) 2007
•	Government Printing Office (2007) National Gazette Alteration to the Organic Law on Provincial Governments and Local Level Governments 31 October, 2007
•	Department of Treasury/National Economic and Fiscal Commission (2007) National Government Goods and Services Funding to Provincial and Local Level Governments Fourth Quarter Update of 2007 Budget
•	Eastern Highlands Provincial Administration Eastern Highlands Province Corporate Management Improvement Plan 2006 – 2009.
•	AusAID Sub-National Strategy Research Programme Concept Paper on Focus Areas for Initial Research Programme.
•	AusAID Sub-National Strategy Monitoring and Evaluation Framework Version One February 2008.
•	AusAID Sub-National Strategy Quarterly Report May 2007.
•	AusAID Sub-National Strategy Quarterly Report December 2007.
•	Department of Provincial and Local Level Government Affairs/Department of National Planning and Monitoring Provincial Performance Improvement Initiative Eastern Highlands Monitoring Report 2007 and Recommendation for 2008 Incentive Payment.
•	Department of Provincial and Local Level Government Affairs Eastern Highlands Criteria.  To Remain Phase 2 Province Checklist February 2008.
•	National Research Institute The Quest for Good Governance:  A Survey of Literature on the Reform of Intergovernmental Relation in Papua New Guinea 2008.
•	National Economic Fiscal Commission. Its More Than Numbers – Review of All Expenditure in 2006 by Provincial Governments.
•	NEFC Review of Intergovernmental Financing Arrangements – Plain English Guide to the new funding system for Provincial Governments and Local Level Government 2007.
•	National Research Institute Spotlight with NRI Development Issues, Policies and Trends Vol. 3 No.2 March 2009.
•	Implementing Service Provider to the Sub-National Strategy “The Implementing Service Provider Model” Papua New Guinea Sub-National Strategy Mid-Term Review Position Paper No.4 March 2009.
•	Government of Australia and Government of Papua New Guinea Partnership For Development Between the Government of Australia and the Government of Papua New Guinea 2008.
•	National Economic and Fiscal Commission of Provincial Revenues. 2004–2007 June 2008.
•	National Economic and Fiscal Commission.  Its More Than Numbers Review of All Expenditure in 2006 by Provincial Governments June 2008.
•	National Economic and Fiscal Commission Closing The Gap Review of All Expenditure in 2007 By Provincial Governments January 2009.
•	National Economic and Fiscal Commission 2009 Fiscal Report (2008).
•	AusAID Sub-National Strategy Implementing Service Provider Progress Report August to December, 2008 January 2009.
•	Independent State of Papua New Guinea Volume 1 Economic and Development Policies for the Year Ending 31 December 2009 November 2008.
•	Public Sector Reform Management Unit Reference Handbook for Local Level Government Administration PNG.  Provincial and Local Level Government Reforms ‘The Nature, Meaning and Aims of the Organic Law Reforms’ Volume 1 March 2008.
•	Public Sector Reform Management Unit Reference Handbook for Local Level Government Administration Papua New Guinea Management and Administration of the Reforms at the Sub-National Level Volume 2 March 2008.
•	Department of Provincial and Local Level Government Affairs.
o	Provincial and Local Level Government Service Monitoring Authority (PLLSMA) PLLSMA Sub-Committee Brief October 2008.
o	Provincial and Local Level Government Service Monitoring Authority (PLLSMA) PLLSMA Function Assignment Brief 2008.
o	Provincial and Local Level Government Service Monitoring Authority (PLLSMA).
o	Intergovernmental Relations (Function and Funding) Act 2008 Determination and Assignment of Service Delivery Functions and Responsibilities November, 2008.
o	PLLSMA Sub-Committee Brief February 2009.
o	PLLSMA Sub-Committee Brief Department of Provincial and Local Level Government Affairs Performance Monitoring Division Act Plan 2009.
o	AusAid Sub-National Strategy Quarterly Report November 2008 (Draft)
o	AusAid Sub-National Strategy Quarterly Report August 2008.
o	AusAid Sub-National Strategy Quarterly Report May 2008.
•	Coffey International Development Overview of PCMC’s Provincial Co-ordination and Monitoring Committees October, 2008.
•	Independent Review Group Report on Sub-National Strategy 21 – 26 July, 2008 September 2008.
•	Department of Provincial and Local Level Government and National Department of Health Joint Case Study of District and Facility Service Delivery Funding Interim Summary of East New Britain Field Visit 27 – 31 October 2008.
•	Department of Provincial and Local Level Government Affairs Provincial Performance Improvement Initiative District Implementation Support Team Scoping Mission Huon gulf District – Morobe Province 24 – 27 November 2008 December 2008.
•	Department of Provincial and Local Level Government Affairs S119 Reporting Format.
•	AusAID Linking the Functions of the Strategic Result Areas CSRA Teams with the ENBPA Planning Budgeting Monitoring and Evaluation Processes.  February 2009 (Draft).
•	AusAID Papua New Guinea Sub-National Strategy Mid-Term Review Case Study No.1: Improving the Planning and Budgeting Systems of the ENB Provincial Administration: Reflections over the last 4 years.  February 2009.
•	AusAID Mid-Term Review Information Paper:  Incentives in PPII March 2009.
•	AusAID SNS Mid-Term Review Reading Documents 2 – 20 March (Disc).
•	AusAID Sub-National Strategy (SNS) Implementing Service Provider Progress Report August to December 2008 – January 2009.
•	Australian Government Papua New Guinea Sub-National Strategy 2007 – 2011 Draft Design Document August 2006.
•	AusAID Sub-National Improvement Initiative Scoping Report August 1, 2004 (Draft)
•	Department of PLLGA Guide to Services and Performance Requirements under the Provincial Performance Initiative (PPII) 2007.
•	DPLLGA Decentralisation Toolkit – a Brief on Papua New Guinea’s Decentralised Service Delivery System.  (Part 1) September 2008.  (Part 2) September, 2008.
•	Department Of Provincial And Local Level Government Affairs And The National Economic Fiscal Commission.  Plain English Guide To Service Delivery Functions & Responsibilities Department Of Provincial Affairs, Version 19. November, 2008.
•	AusAID The Evolution Of The Sub-National Strategy (SNS) AusAID Peer Review May 2006.
•	AusAID Papua New Guinea Sub-National Strategy “Improving The Coherence Of Aid Delivery At The Sub-National Level: Stocktake And Options” February 2008.
•	AusAID Provincial Performance Improvement Initiative PPII District Implementation Support Team Scoping Mission Huon Gulf District – Morobe Province 24–27 November 2008.
•	AusAID Papua New Guinea Sub-National Strategy SNS Approach To Sustained Improvements To The Delivery Of Services Through Improved Capacity Of Decentralised Governance February 2009.
•	AusAid Guideline Manage The Independent Evaluation Of An Aid Activity November 2008.
•	AusAID Papua New Guinea Sub-National Strategy Mid-Term Review Case Study No.3 “PPII Supporting Devolution Of HR Powers In PNG”.
•	AusAID Papua New Guinea Sub-National Strategy Mid-Term Review Position Paper No.7 “The Role Of DPLGA And Other GoPNG Agencies In Capacity Building Of Sub-National Administration February 2009”
•	Autonomous Region Of Bougainville Project Proposal Towards The Bougainville PPI Integrate A Extension Improvement Project 2009.
•	AusAID Papua New Guinea Sub-National Strategy Mid-Term Review Case Study No.2 “The Sub-National Strategy In The Context Of The Decentalisation Debates” February 2009.
•	AusAID Papua New Guinea SNS Position Paper – Co-Location Approach February, 2009.
•	AusAID Papua New Guinea Sub-National Strategy Mid Term Review Position Paper No.1 “SNS Approach To Sustained Improvements To The Delivery Of Services Through Improved Capacity Of Decentralised Governance” February 2009.
•	AusAID Papua New Guinea Sub-National Strategy Mid Term Review Case Study No.2 “PPII: A First Attempt At Using Provincial Pubic Financial Management Systems” February 2009.
•	AusAID Papua New Guinea Sub-National Strategy Mid Term Review Case Study No.4 “Policy Process Supporting Intergovernmental Reforms” February 2009.
•	AusAID Papua New Guinea Sub-National Strategy Mid Term Review Case Study No.5 “SNS Support To DPLGA To Reinvigorate PLLSMA And Establish Pcmcs” February 2009.
•	AusAID Papua New Guinea Sub-National Strategy Mid Term Review Position Paper No.4 The Implementing Service Provider Model.
•	AusAID Papua New Guinea Sub-National Strategy Mid Term Review Case Study No.2 The Sub-National Strategy In The Context Of The Decentralisation Debates” February 2009.
•	AusAID Review Of Governance And Implementation Fund 2004–2008 Annex 1 November 2008 (Draft).
•	Government Of Papua New Guinea Final Report To The National Development Summit On Papua New Guinea National Strategic Plan 2010–2050.  PNG Institute Of Public Administration September 2008 (Draft).
•	AusAID Decentralisation & Sub-National Government Support And Activities Review Of Development Partner Evaluations Draft 2008.

Additional references (International comparison)
•	AusAID (2009) Decentralisation and sub-national government support activities – a review of development partner evaluations.  Unpublished internal review, Australian Agency for International Development.  Canberra, Australia
•	DFID (2008) DFID’s Contribution to Decentralisation and Local Governance: A Stocktake. Governance and Social Development Group Policy and Research Division, Department for International Development, London, UK
•	DLPGA and NDoH (2008) Joint Case Study of District and Facility Service Delivery Funding.  Department of Provincial and Local Government Affairs, Port Moresby, PNG.
•	Edquist, L. (2005) Decentralization of Educational Management in Vietnam. MA Thesis, Jönköping University, Sweden.
•	Fford, A. (2003) Decentralisation in Vietnam – working effectively at provincial and local government level: A comparative analysis of Long An and Quang Ngai provinces.  AusAID, Hanoi.
•	Frehner, W. (2009) Decentralisation, administrative reform and strengthening communal self-administration in Vietnam.  Konrad-Adenauer-Stiftung e.V.
•	Jutting, J., Kauffmann, C., McDonnell, I., Osterrieder, H., Pinaud, N. and Wegner, L. (2004) Decentralisation and Poverty in Developing Countries: Exploring the Impact, OECD Development Centre Working Paper No. 236, OECD, Paris
•	Nguyen, H. P. (2008) What is in it for the poor? Evidence from fiscal decentralization in Vietnam.  MPRA Paper No. 9344. Maxwell School of Citizenship and Public Affairs, Syracuse University, USA.
•	OECD DAC (2006) Indicators of progress agreed at the High Level Forum on Aid Effectiveness in Paris in March 2005.  Sourced March 2009 from: http://www.oecd.org/document/12/0,3343,en_21571361_39494699_39503692_1_1_1_1,00.html
•	Phuc, T. V. (2006) Decentralization and delegation during PAR process in Vietnam.  Paper delivered by Minister of Home Affairs at the regional forum on reinventing government in Asia.  Seoul, September 6-8, 2006.
•	World Bank (2004) Lessons learned from decentralisation of health services: a comparative analysis of Indonesia, Philippines and Vietnam. World Bank, Washington DC, USA.

Annex 4
Itinerary and stakeholders consulted

Annex 4: Itinerary and stakeholders consulted
Team One										Team Two
	Felecia Dobunaba (TL),								Tony Land (TL),
	DNPM Illivi Senato (DNPM – tbc)							Ben Nakin (DPLGA)
	Michelle Lowe (AusAID) from 4th March 09						Dr Alphonse Gelu  
John Fargher										Steve Hogg (Week One only)	 + Carli Shilito

Week One
Day /Time	
Activities	Comments
Venue	Contact Person		Day /Time	
Activities	Comments
Venue	Contact Person	
Monday 2nd March 2009

			Monday 2nd March 2009

0830 -
1200
 	Review Team 1 & 2 meeting
Agenda
•	Briefing - SNS team
•	Review Team to discuss & agree on methodology	Deloitte, Level 4
Kapul Room

Confirmed	Tom Nettleton
Ph 321 6444 ext 127		AM and first part of the PM	Review Team 1 & 2 meeting
Agenda
•	Briefing - SNS team
•	Review Team to discuss & agree on methodology	Deloitte, Level 4, Kapul Room

Confirmed	Tom Nettleton
Ph 321 6444 ext 127	
1200 – 1300	Lunch	Susan Ferguson & Enaha Kwa meets with both teams. 
Confirm	Tom Nettleton
Ph 321 6444 ext 127		1200 – 1300	Lunch			
1300 – 1500
	Continue with the Review Team 1 & 2 meeting	Deloitte, Level 4
Kapul Room

Confirmed	Tom Nettleton
Ph 321 6444 ext 127		1300 - 1500	Continue with the Review Team 1 & 2 meeting	Deloitte, Level 4
Kapul Room
Confirmed	Tom Nettleton
Ph 321 6444 ext 127	

1600 – 1700

	Joint meeting with Bill Costello Minister Counsellor, AusAID and Manasupe Zurenuoc Secretary DPLGA	Deloitte, Level 4, Kapul Room

Confirmed (subject to CACC
	Tom Nettleton
Ph 321 6444 ext 127		1500 - 1630	Joint meeting with Bill Costello Minister Counsellor, AusAID and Manasupe Zurenuoc Secretary DPLGA	Deloitte, Level 4, Kapul Room

Confirmed
(subject to CACC)
	Tom Nettleton
Ph 321 6444 ext 127	
Tuesday 3rd March 2009 

			Tuesday 3rd March 2009

0830 – 0930

	Meeting with Russell Ikosi Deputy Secretary Secretarial Services DPLGA and
Tau Vali Deputy Secretary Monitoring & Technical DPLGA	DPLGA
Secretary’s Office

Confirmed	Paul Bridgeman
301 1081-DPLGA
697 8292 - Mob		0830 – 0930
	Meeting with Transport sector 

	Deloitte, Level 4 Kapul Room

Confirmed
	Tom Nettleton
Ph 321 6444 ext 127	
0945 – 1045	
Free time	

			0945 – 1045	Meeting with Education sector
	Deloitte, Level 4 Kapul Room

Confirmed	Tom Nettleton
Ph 321 6444 ext 127	
1100 - 1200	Meeting with Julius Wargirai Performance Monitoring Division   	DPLGA  - 

 Confirmed	Paul Bridgeman
301 1081-DPLGA
697 8292 - Mob		1100 - 1200	Free			
1300 - 1430	Meeting with Gabriel Ngat Director Legal and Policy Division DPLGA	DPLGA  

Confirmed	Paul Bridgeman
301 1081-DPLGA
697 8292 - Mob		1300 – 1430	Meeting with Law & Justice sectors,
	Deloitte, Level 4 Kapul Room

Confirmed	Tom Nettleton
Ph 321 6444 ext 127	
1445 – 1600	Meeting with 
Legal/Policy Adviser, PLLSMA Adviser
PPII advisers (Flying sqad)	DPLGA 

Confirmed
	Paul Bridgeman
301 1081-DPLGA
697 8292 - Mob		1445 - 1600	Meeting with ISP Diane Barr Team Leader 
Emmanuel Wrakuale Deputy Team Leader
Kate Lollback, Project Manager, 
To discuss ISP model	ISP meeting room 

Confirmed	Rakwa Ua, ISP
323 6623 X 123
	
1600 - 1700	Review Team’s wrap up session

(Optional)	To be decided by the Review Team

Confirmed	Rakwa Ua, ISP
323 6623 X 123		1600 1700	Review Team’s wrap up session

(Optional)	To be decided by the Review Team

 Confirmed	Rakwa Ua, ISP
323 6623 X 123	
Wednesday 4th March 2009			Wednesday 4th March 2009

Meeting with PPII Steering and PLLSMA members 		Meeting with Sectors 	
0830 - 0930	Meeting with Department of National Planning and Monitoring	4th Floor Vulupindi Haus – 

Confirmed	John Ndremei
Deputy Sec, Otto Tien, Director Provin & District Coordinator,
Illivi Senato, 		0830 - 0930	Meeting with Economic and Public Sector Development
	Deloitte, Level 4 Kapul Room

Confirmed	Tom/Ruth
3216444
X 127/139	
1000 – 1100	Meeting with Department of Personnel Management 	2nd Floor, Morauta Building

 Confirmed
Cancelled	Raquel Painap, Deputy Sec Policy

(tentatively yes but subject to ISP follow up in the morning)		1000 – 1100

1100 - 1200	Meeting with Health, sector 

Meeting with HIV/ AIDS
	Deloitte, Level 4 Kapul Room
Confirmed

Deloitte, Level 4 Kapul Room

Confirmed	Tom/Ruth
3216444
X 127/139

Tom/Ruth
3216444
X 127/139	
1115 – 1200	Meeting with Department of Prime Minister and NEC	5th Floor, Morauta Building – tbc	ISP to confirm tomorrow morning.		1330 – 1430	National Department of Transport 
	Enga Haus, 7 Mile

Confirmed		
1330 – 1430	Meeting with Department of Finance	4th Floor Vulupindi Haus 	ISP to confirm tomorrow morning.		1445 - 1545	National Department of Health. 	Aopi Building, Waigani

Confirmed		
1445 - 1545	Meeting with Department of Treasury	4th Floor Vulupindi Haus 

Confirmed	Simon Tosali, Secretary		1600 – 1700	Free			
1600 – 1700	Meeting with Dickson Guina, Director, Capacity Building Division, DPLGA

	ISP meeting room 

Confirmed
(Review team decides on where to have the wrap up sessions after this meeting.)	Rakwa Ua, ISP
323 6623 X 123						
Thursday 5 March 2009			Thursday 5 March 2009		
0445	Team 1 
POM- Mad  PX 116 
ETD 0645 ETA 0745 
Passenger Lists
Felecia Dobunaba(TL), 
Illivi Senato (DNPM)
Michelle Lowe, AusAID
John Fargher 	Hotel shuttle bus for pick up and drop off.

Cancelled	Paul Bridgeman
301 1081-DPLGA
697 8292 - Mob			Team 2 to travel
POM-LAE PX 100 ETD 0600 ETA 0645
Passenger Lists
Tony Land (TL), 
Ben Nakin (DPLGA)
Dr Alphonse Gelu
Carli Shilito  	Hotel shuttle bus for pick up and drop off.	Paul Bridgeman
301 1081-DPLGA
697 8292 – Mob

Geoving Bilong, Deputy PA
Tel 4731521	
Whole Day	Activities in Madang – 
site visits	 	
Paul Bridgeman
301 1081-DPLGA
697 8292 - Mob			Activities in Lae 
Site visits		Geoving Bilong, Deputy PA
Tel 4731521	
Friday 6 March 2009			Friday 6 March 2009		
Whole Day	Activities in Madang – 
site visits ? tbc	As above
	Paul Bridgeman
301 1081-DPLGA
697 8292 - Mob		PM	Team Two 
Lae – POM PX 103 
ETD 1315 ETA 1400	Hotel shuttle bus for pick up and drop off	Paul Bridgeman
301 1081-DPLGA
697 8292 - Mob	
Saturday 7 March 								
0700-0730
	Team 1 
MAD/POM PX 111 ETD 0930-  ETA 1030 	Hotel shuttle bus for pick up and drop off				Team Two free			
Sunday 8th March 2009				Sunday 8th March 2009			
	Flight to Alotau. Departing POM at 0600 am

Passenger Lists
Felecia Dobunaba(TL), 
Illivi Senato 
Michelle Lowe
John Fargher
	Hotel shuttle bus for pick up & drop off

Confirmed	Jimmy Morona Ph: 641 1248 678 7685 Mob

Clyde H
678 3101 
B Mobile		AM	Team wrap up
	Crowne Plaza

Confirmed		

Team One										Team Two
	Felecia Dobunaba (TL),								Tony Land (TL),
	Illivi Senato (DNPM)									Ben Nakin (DPLGA)
	Michelle Lowe (AusAID)								Dr Alphonse Gelu  
John Fargher										Carli Shilito

Week Two
Day /Time

Activities
	Comments	Contact Person		Day /Time	
Activities	Comments	Contact Person	
Monday 9th March 2009				Monday 9th March 2009			
	Activities in Alotau	Refer to SNS Co-located officers for provincial program	Jimmy Morona Ph: 641 1248 678 7685 Mob

Clyde H
678 3101 
B Mobile		0400 - 0430	Vanimo, Sandaun
POM/Vai  PX 142
0600/0835
Passenger Lists
Tony Land (TL), 
Ben Nakin (DPLGA)
Dr Alphonse Gelu
Carli Shilito	Hotel shuttle bus for pick up & drop off		
					PM	Vanimo - Activities to be advised		James Ogia, PPII Adviser
Mob: 654 2689
Ph: 857 1200	
Tuesday 10th March 2009			Tuesday 10th March 2009		
	Activities in Alotau	Refer to SNS Co-located officers for provincial program.	Jimmy Morona Ph: 641 1248 678 7685 Mob

Clyde H
678 3101 
B Mobile			Vanimo	Activities in Vanimo 
	James Ogia, PPII Adviser

Mob: 654 2689
Ph: 857 1200	
						Activities in Vanimo Site visits 	Activities in Vanimo 
	James Ogia, PPII Adviser

Mob: 654 2689
Ph: 857 1200	
Wednesday 11th March 2009			Wednesday 11th March 2009		
	Activities in Alotau  Site visits 	Refer to SNS Co-located officers for provincial program.	Jimmy Morona Ph: 641 1248 678 7685 Mob

Clyde H
678 3101 
B Mobile			Vanimo
	Activities in Vanimo 
	James Ogia, PPII Adviser

Mob: 654 2689

Ph: 857 1200	
						Return from Vanimo
VAI/POM  PX 143
ETD 1505  ETA 1740
	Hotel shuttle bus for pick up & drop off		
Thursday 12th March 2009			Thursday 12th March 2009		
AM	Return from Alotau
GUR-POM  PX 155 ETD 0820  ETA0910	Hotel shuttle bus for pick up & drop off
			08.30 0930	Democratic Governance
(Leonie Whyte & two others from the DG section)	AusAID Conference Room, AHC
Confirmed	Tom Nettleton
Ph 321 6444 ext 127	
					0930-1045	Meeting with Peter Coventry

Confirmed	AusAID Conference Room, AHC
	Tom Nettleton
Ph 321 6444 ext 127	
					1045-1200	Meeting with Soli Middleby,

Confirmed	AusAID Conference Room, AHC
	Tom Nettleton
Ph 321 6444 ext 127	
1300-1430	 Meeting with NEFC	NEFC meeting room 
Confirmed	George Salvenera 
693 3096
Dr Nao Badu		1300 - 1430	Meeting with Central Province(Cancelled)

	Central Province Headquarters
	Colin Wiltshire

Arilla Haro	
1500 -1600	Meeting with CACC	PM & NEC
Confirmed	Tom Nettleton 6513535		1500-1600	Meeting with CACC	PM & NEC
Confirmed	Tom Nettleton 6513535	
Friday 13th March 2009			Friday 13th March 2009		
Review Teams 1 & 2 meeting at ISP – ISP Meeting  Room

Confirmed	Rakwa Ua, ISP
323 6623 X 123		Review Teams 1 & 2 meeting at ISP – 
ISP Meeting Room

Confirmed	Rakwa Ua, ISP
323 6623 X 123	
1400- 1500
 Meeting with Bill Costello
Confirmed	Deloitte Level 4, Torosel Room		1400- 1500 
Meeting with Bill Costello – Deloitte Level 4, Torosel Room
Confirmed	Deloitte Level 4, Torosel Room	
1500-1630   
Meeting with Linda Kelly (telephone hook-up), Richard Slattery & Kathy Whimp
Confirmed
	Deloitte Level 4, Torosel Room
+675 3216444 ext 112		1500-1630   
Meeting with Linda Kelly (telephone hook-up), Richard Slattery & Kathy Whimp
Confirmed	Deloitte Level 4, Torosel Room
+675 3216444 ext 112	

Team One										Team Two					
	Felecia Dobunaba (TL),								Tony Land (TL),
	Illivi Senato (DNPM)								            Ben Nakin (DPLGA)
	Michelle Lowe (AusAID)								Dr Alphonse Gelu  
John Fargher										Carli Shilito					

Week Three
Day /Time	Activities	Comments	Contact Person		Day /Time	Activities	Comment	Contact Person	
			Sunday 15th March 2009		
					1200 - 1230	Travel to Rabaul
POM/RAB PX 274
ETD 1455  ETA 1620
Passenger Lists
Tony Land (TL), 
Ben Nakin (DPLGA)
Dr Alphonse Gelu	Hotel Shuttle

  Confirmed		
Monday 16th March 2009				Monday 16 March 2009			
0500 - 0530

 	Flight to Buka 
POM/BUA PX 218
ETD0700/ETA1050
Passenger Lists
Felecia Dobunaba(TL), 
Illivi Senato (DNPM)
Michelle Lowe, AusAID
John Fargher 	Refer to SNS Co-located officers for provincial program.	Roselyn Kenneth
Ph 9739222
6504067 Mob			Full day in Rabaul - Activities 

	Refer to SNS Co-located officers for provincial program	Dorothy Luana
Ph: 9829198
6903540 Mob	
Tuesday 17th March 2009			Tuesday 17th March 2009		
Full Day
	Buka	Refer to SNS Co-located officers for provincial program	Roselyn Kenneth
Ph 9739222
6504067 Mob

		Full Day
	Full day in Rabaul - Activities 

	Refer to SNS Co-located officers for provincial program	Dorothy Luana
Ph: 9829198
6903540 Mob	
Wednesday 18 March 2009			Wednesday 18 March 2009		
0600 -0640	BUA/POM PX 205
ETD 08:40  ETA11:10
Passenger Lists
Felecia Dobunaba(TL), 
Illivi Senato (DNPM)
Michelle Lowe,
AusAID
John Fargher 	Hotel Shuttle	Roselyn Kenneth
Ph 9739222
6504067 Mob		0700 – 0730
	RAB/POM PX 205
ETD  0950   ETA1110
Passenger Lists
Tony Land (TL), 
Ben Nakin (DPLGA)
Dr Alphonse Gelu 
Carli Shilito	Hotel Shuttle

	Dorothy Luana
Ph: 9829198
6903540 Mob

					1400-1600	Donor meeting	EU Meeting Room, Bldg adjacent to Crowne Plaza	Tom	
Thursday 19 March 2009			Thursday 19 March 2009		
Whole Day	Review Team One and Two meeting	Deloitte, Level 4 Kapul Room

Confirmed			Whole Day	Review Team One and Two meeting	Deloitte,  Level 4 Kapul Room
Confirmed		
Friday 20th March 2009			Friday 20th March 2009		
0900 - 1200	Combine debrief by Team 1 and Team 2	Deloitte, Level 4 Kapul Room
Confirmed			0900 - 1200	Combine debrief by Team 1 and Team 2	Deloitte, Level 4 Kapul Room
Confirmed	Tom Nettleton
Ph 321 6444 ext 127	
1300-1500	Aide Memoire presentation by Review Teams 1&2 
Confirmed	Gateway Hotel 
Confirmed
			1300-1500	Aide Memoire presentation by Review Teams 1&2 
Confirmed	Gateway Hotel 
Confirmed
	Tom Nettleton
Ph 321 6444 ext 127	
1500-1630	Debrief Session
Review Team
SNS Team &
Bill Costello
Confirmed	Venue: tbc			1500-1630	Debrief Session
Review Team
SNS Team &
Bill Costello
Confirmed	Venue: tbc	Tom Nettleton
Ph 321 6444 ext 127	

List of Persons met

AusAID Port Moresby (including managing contractors and SNS advisors)	
Name	Designation	
Bill Costello	Minister Counselor,  AusAID	
Joanne Choe	SNS, Program Manager	
Romias Waki	Deputy Director, SNS	
Tom Nettleton	First Secretary, SNS	
Steve Hogg	ADG OPS	
Cedric Soldhana	Former adviser to AusAID on SNS	
Keith Joyce	First Secretary, Transport sector	
Pam Griffith		
Tony Partridge	TSSP	
Andrea Cole		
Chris Graham	Second Secretary, Education Sector	
Wendy Gilson	ECBP	
Simon Ellis	BEDP	
Justice Gua	Provincial Engagement Advisor, Law and Justice Sector Program	
Gabriel Kubul, 	Snr Program Officer, Law and Justice Sector Program	
Stephen Mokis	Provincial Engagement Advisor, Law and Justice Sector Program	
Warren Turner	AusAID, Economic and Public Sector Management Sector	
David Mean	Program Director Economic Public Sector Program	
Lucy Tia	AusAID, Economic and Public Sector Management Sector	
Andrew Lepani	UNDP – representative of PCAP project	
Cornelius Rocha	AusAID, Economic and Public Sector Management Sector	
Peta Leeman	Health Section	
Jessie Belcher	Health Section	
Fiona Cornwell	Counselor, Service Delivery Section	
	Program Director, CBSC	
Donna-Jean Nicholson	HIV/AIDS Sector	
Abraham Opito	AusAID HIV/AIDS Adviser	
Ninkana Moiya	AusAID HIV/AIDS Adviser	
Kath Taplin	Democratic Governance Section	
Urgei Akon	Democratic Governance Section	
Leonie Whyte	Democratic Governance Section	
Sarah McCana 	Democratic Governance Section 	
Peter Coventry	AusAID, High Commission	
Susan Fergusson	Gender Advisor AusAID	
Enaha Kua	Gender Advisor, SNS	
Dianne Barr	Team Leader, SNS Implementing Service Provider (ISP)	
Emmanuel Wrakuale	Deputy Team Leader (ISP)	
Wanda Powell	Human Resource Manager (ISP)	
Rakwa Ua	Project Co-ordinator (ISP)	
Anelta Taula	Travel Officer (ISP)	
Kathy Whimp	Strategic Management Advisor Intergovernmental Policy.	
Solstice Middleby	Former Programme Director, SNS	
Richard Slattery	Advisor, SNS/Education/Democratic Governance.	
Linda Kelly	SNS M&E Advisor	
GoPNG NATIONAL DEPARTMENTS	
Name	Designation	
Manasupe Zurenouc	Secretary, DPLGA	
Russell Ikosi	Deputy Secretary Policy, DPLGA	
Tau Vali	Deputy Secretary Operations, DPLGA	
Julius Wargirai	Director Monitoring and Evaluation Division, DPLGA	
Dickson Guina	Director Capacity Building Division, DPLGA	
Saba Retnasaba	Performance Management Advisor, DPLGA	
Miriam Midire	HRM Advisor, DPLGA	
John Piel	Finance Advisor, DPLGA	
John Simango	Human Resources Advisor, DPLGA	
Simon Tosali	Secretary, Department of Treasury	
Joseph Lelang	Secretary Department of National Planning & Monitoring	
Bill Kua	Director, PSRMU	
Joseph Sukianomb	PSRMU	
Tony Keket	 PSRMU	
Mollie Daure	Deputy Secretary, DCD	
Ricky Kumung	PLLSMA, Implementation Advisor, DPLGA	
Felecity Herbert	Policy Advisor, DPLGA	
Dr. Nao Badu	Chairman, NEFC	
George Selveneva	Strategic Management Advisor, NEFC	
Ellison ToWollom	A/Director, National Co-ordination Office for Bougainville Affairs.	
Camilus Midire	General Manager, PNGSDP	
Joshua Nawara	Planner, Integrated Transport Planning, Nat Transport Department	
Morea Lohia	Principal Policy & Research Officer, Nat Transport Department	
Philemon Meapa	Snr. Policy Research Officer, Nat Transport Department	
Dr. Clement Malau	Secretary, National Department of Health	
Development Partners	
Mel Jones	Program Manager EU	
Gillian Brown	Snr. Social Development Specialist, World Bank	
Roberto Cecutti	First Secretary, Delegation European Commission	
MILNE BAY PROVINCE GOVERNMENT	
Name	Designation	
Jean-Luc Critten	Governor, Milne Bay Provincial Government	
Henry Bailasi	Provincial Administrator, MBP	
Richard Kawana	Division of Health	
Tawa TArarau	Provincial Planner	
Michael Kape	Provincial Advisor, LLG Affairs	
Allen Jonathan	Caretaker Manager, Works Unit	
Siemu Bate	HIV Response Co-ordinator, MBPAC	
Wilson Lote	PA Law of Order	
Rachael Ou	Acting Manager (HRM)	
Maxiner Nadile	Manager, Milne Bay Tourism Bureau	
Michael Ova	Principal Advisor, Education	
Leki Romale	A/Principal Advisor, Division Agric & Livestock	
Bobby Baloiloi	Provincial Advisor, Lands	
Thomas Pilai	District Administrator, Esa’ala	
Ben Bagita	Manager, Finance and Administration	
Sedrick Noel	A/Principal Advisor	
Sunema Manoa Bagita	Principal Advisor – Community Development	
Nimrod Mark	Director Governance and Community Development	
Chris Sionwai	Planning Officer	
Phil Tabua	Planning Officer	
Sharon Mua	Planning Officer	
Gune Senavath	Finance Advisor	
Gerega Kila	A/Dept. Administration, Corporate	
Roma Tuidam	Secondary/TVET Liaison Officer	
Esuva Puele	Primary Schools Liaison Officer/BEDPMBP Co-ordinator	
Tirah Cyprian	Elementary Schools Liaison Officer	
Penias Tobewa	Headmaster, East Cape Primary School	
Jeffrey Sivelaki	Appointment Officer	
Peter Barnabas	SDA, MBP	
Pastor Ledimo Edoni	United Church, MBP	
	Bishop, United Church, MBP	
Sima Koupere	Milne Bay Counselling	
Ofara Petilani	Milne Bay Church Development Fund Association.	
Rev. Clyde Igara	Anglican Church, Alotau	
David Mitchell	Conservation International	
Leslie Benua	Anglican Church, Alotau	
Sebastian Miyoni	Mango (CSO)	
Jeffrey Abel	President MBP Chamber of Commerce	
John Silcox	Vice President MBP Chamber of Commerce	
Clyde Hamilton	Development Specialist, MBP (AusAid)	
Jimmy Mirou	Senior Program Officer (AusAid)	
AUTONOMOUS REGION OF BOUGAINVILLE	
Name	Designation	
Patrick Koles	A/Chief Administrator, ARB Provincial Administration	
Raymond Masono	Deputy Administrator – Policy	
Puara Kamariki	A/Deputy Administration – Operations	
Leslie Iseraba	CEO – Planning	
John Kolan	A/CEO – Technical Services	
Stephen Burain	CEO – Mining	
Kapeatu Puaria	A/CEO – Autonomy	
Chris Siriosi	CEO – Law & Justice	
Sam Gagau	CEO – Human Resource Development	
	A/CEO – Local Level Government	
Michael Metten	A/CEO – Education	
Jobson Misang	A/CEO – Veteran Affairs	
John Karai	CEO – Finance & Treasury	
Anthony Ropa	Regional Treasurer	
Dr Cyril Imako	CEO – Buka Hospital	
Albert Kinani	A/CEO – Commerce	
Peter Siana	Chief Tax Collector	
Ephraim Eminoni	Special Projects Officer	
Peter Auko	Senior Planner	
Jim Jansen	Executive Manager – Torokina	
Joycelin Tsiamalili	GIF Program Co-ordinator	
Wesley Kenneth	UNDP	
Murray Lewis	NZ Police	
Raewyn Tretheway	LJSP	
Ludovick Shirima	Budget & Planning Advisor	
Mark Smith	Taxation & Revenue Advisor	
James Biscoe	Economic Development Advisor	
Stan Basiou	Procurement & Contract Management Advisor	
Edwina Betts	Development Specialist, ABG (AusAid)	
Roslyn Kenneth	 Senior Program Officer, ABG (AusAid)	
MOROBE PROVINCE	
Weti Zozingao	PPA, Fisheries	
M. Yarding	Dep. PPA, Health Division	
Kerry Boeara	Internal Auditor	
Carole Pinggah	Provinicial Finance Manager (Acting)	
Sheila Harou	As. Deputy PA (District Administration)	
Amet Fongenmale	PPA, Community Development	
Amos Buieba	Food Coordinator, DAL	
Robin Calistus	Special Duties Officer, PA’s office	
Ludwig Peka	Acting PPA, Sports, Culture, Tourism	
Robin Kiki	Project officer, MNRE	
Jonah Matthews	Acting DA, Nawneb District	
Nicholas Abraham	Acting Senior Planner, Planning Division	
Buids Botikie	Acting DA, Lae District	
Aaron Anbang	District Officer in charge, Huon District	
Ottu Giria	Acting PPA, DAL	
Bohage Bebinabo	District Administrator, Markham	
Murika Bihoro	PPA, Education	
Geoving Bilong	Acting DPA-Corporate Affairs, Administration Office	
	Lae District Youth Council	
	Umu-Kamit Community Development Association	
SANDAUN PROVINCE	
James Ogia	PPII Corporate Plan Implementation Adviser	
Paul Nengai	Exec Officer, PA	
Henry Norm	Deputy PA, Disticts/LLGs	
Rose Uri	Provincial HIV/AIDS Coordinator	
Julie Kai	Community Development Adviser	
Adolf Kajir	Provincial Education Adviser	
Henry Norm	Deputy PA (Responsible for Districts and LLGs)	
Tobias Welly	Deputy PA, Policy	
Bonny Kawat	Provincial Planner	
Ambrose Sikre	Provincial Budget Officer	
Desak Drolit 	Provincial Health Adviser	
Binus Naugre	Treasury	
Jack Ambasi	Finance Inspector	
Conrad Tilau	District Administrator Telefomin	
Lou Badui	District Administrator Vanimo	
Simon Amo	Parliamentary Services Adviser	
Peter Aibung	A/g Head of Division – Works and Technical Services	
Grace Ina	PPII Administration	
Eugen Raire	Human Resources Officer	
Danny Welly	Liquor Licensing Officer	
Godfried Yawi	Asset Management Officer	
Roselyn Rodney	Admin support to the Provincial Planner	
Moses Kempa	Transport Officer (EO to Prov Land Transport Board)	
Desmond Viruri	Senior Revenue Officer	
Joseph Naiso	Revenue Officer (Traffic)	
Seith Yapriha	Provincial Statistics Officer	
Daniel Waranduo	Provincial Lands Officer	
Andrew Moinbi
Francis Mason	Materials Supply Officer, Education
Provincial Appointments Officer (education)	
Daniel Yaman	Inspector, Technical and Vocational Education	
Bertha Kavavore	Representative of Nurses’ Association	
Lawrence Walemi
Francis Petos
Pr Samuel Gedesa
Pr Robin Kumblao	President of Public Employees’ Association
Representative from Caritas
Pastor for Assemblies of God
Com Dev Chairman of the PEC	
Clement Tumana	Provincial Agriculture Adviser	
EAST NEW  BRITAIN PROVINCE		
Alphonse Bera	PPII Budget & Expenditure Adviser	
Carolyn Mom	PPII HR Adviser	
Dorothy Luana	Co-located Officer ENB	
Akuila Tubal	Provincial Administrator	
Matalau Nakikus
Bernard Lukara	Director, Corporate Affairs
Dep. Administrator, Policy Planning & Evaluation	
Clement Irasua	Dep. Administrator, Coordination & Implementation	
Ephraim Rainui	Adviser, Finance & Revenue	
Blaise Magaga	Adviser, Environment (DPI)	
Christine Masiu	Adviser, Community Development Adviser	
Mary Dadatliu	Adviser, Lands Division	
Allan Tovue	Adviser, Technical services Division	
Fidelis Bola	Adviser, Health Division	
Wesley Pagot	Adviser, Human Resources	
Aaron Maramun	Adviser, LLG	
Pius Gawi	Adviser, Education	
Mary Dadatliu	Adviser, Lands	
Elias Babate	Disaster Representitive	
Xystus Kinala	Snr. Planner	
Molly Waninara	Planner	
Saireen Enos	Budget Officer	
Marakan Uvano	Snr. Planner	
Wilson Matava	Member of Original PPII Team / District Administrator, Rabaul	
Levi Mano	Member of Original PPII Team / Adviser, Planning & Research	
Peter Peniat	District Administrator, Kokopo	
Stanley Maroro	District Administrator, Gazelle	
Steven Tamti	Provincial Treasurer 	
Relly Manning	Business Women	
Lady Tololo	Women’s leader	
Darusilla Namaliu	Women’s leader	
Simon Pasingan	Community representative	
Rosemary Sovek	Business Women	
Max Inia	Field Workers Association representitive	
Theresa Arek	Pacific Spice Ltd 	
Rusiana Teko	Pila Pila Community representitive	
Alice Pawa	Community Development	
Sir Ronald Tovue	Provincial Spokesmen, Leader	
James Agi	United Church Health Services	
Steven Auri	Provincial AIDS Committee	
Ruby Matane	Grace Counseling	
Elizabeth Konmil	Dove Center	
Moses Boganori	Catholic Health Services	

Annex 5
Terms of reference for MTR

Annex 5: Terms of reference for MTR
1.  Context
SNS is a program of the Australian Government that seeks to contribute to improved service delivery in PNG through support for the GoPNG program of decentralized government. SNS also seeks to contribute to the improvement of the Australian government program in PNG through support for and engagement with the wider AusAID program in PNG. 

The review will focus upon the achievement and functioning of SNS and the degree to which it has been able to fulfil these twin objectives. The review will explore the functioning and achievements of many areas of the GoPNG work in order to understand the nature of what has been able to be achieved with SNS support. 

2.  Objectives
The purpose of the MTR is to provide all stakeholders with a clear assessment of the progress and value of the SNS program. 

•	Accountability:  To provide stakeholders with an assessment of the effectiveness and efficiency of SNS to date  
•	Program Improvement:  To Provide stakeholders with insight into possible further development of SNS

3.  Scope
The scope of the review will focus on four major areas:

(a) Review of achievements and outcomes to date
SNS and the preceding pilot, SNI have sought to make a contribution to service delivery through three main areas of work. These are:
•	Support for improvement of sub-national administration. This has included the PPII program and also other programs such as support to the autonomous region of Bougainville.
•	Support for sections of the GoPNG that have been concerned with sub-national governance. In particular this has included work with various divisions within DPLGA and also significant support for the work of NEFC and NRI. 
•	Working with and informing other AusAID sectors and programs in PNG so that they are better able to respond to service delivery challenges at the Sub-National level.
MTR scope
1.	The MTR review is expected to draw upon the existing evidence base and undertake some additional validation and checking of this evidence to identify the key achievements and outcomes (either positive or negative) across these three work areas since the inception of the program (that is since the commencement of the SNI). 
2.	In addition, as far as possible the MTR is expected to provide some comment on the degree to which outcomes and achievements within these three work areas have made a contribution to improved service delivery in PNG.
3.	The review team is asked to consider the scope of SNS support through PPII and special case provinces (that is which provinces receive assistance and what form that assistance takes) and the degree to which poverty and disadvantage are addressed through this current scope
4.	Finally the MTR is expected to recommend how the support provided by SNS can be better positioned and developed in order to support the achievement of further and improved outcomes for the future.

(b) Review of mechanism and systems to implement SNS
SNS has employed a range of particular implementation mechanism. In particular these include:
•	Co-located AusAID officers
•	An incentive system (within the PPII program)
•	Use of government systems for implementation and assessment across the program
•	Direct AusAID management together with the support of an implementing service provider.
•	Use of TA as the major instrument of a capacity development approach.
•	An M&E system which is focused upon selected outcomes and process

MTR scope
1.	The MTR is expected, as far as possible to identify the degree to which each of these systems individually or in combination have influenced the negative and positive outcomes of SNS to date.

2.	The review is also expected to provide comment and recommendations on how these and any other implementation mechanisms could be further developed for the future of SNS.

(c) Comparison with international best practice
In line with the twin objectives of this review, to both provide accountability about the progress of SNS and also seek to improve the program, the review is expected to undertake a comparison of SNS with the available examples and information about comparable programs of donor support to decentralized service delivery in other locations.

In addition, the review is expected to consider the approach and implementation of SNS in light of the commitments made by the Australia Government to the Accra Agenda for Action. 

MTR scope
1.	While it is appreciated that there are few completely similar examples available, the review team are expected to draw on the international experience to highlight relevant points of information or comparison that inform and challenge the further development of the SNS program.
2.	In light of this comparison how realistic are the current objectives and scope of SNS? 
3.	In light of this comparison the review team is expected to recommend how the SNS program could develop or change its approach and strategies in order to better meet the program goal and purpose.

(d) Recommendations on how SNS can respond effectively to both PNG and Australian Government direction

Decentralization in PNG remains a work in progress and is will be critical that SNS is positioned to respond effectively to the evolving context of decentralized service delivery.  This can and will include major reforms such as the new intergovernmental financing systems as well as Government direction to improve service delivery capacity at the District Level.

MTR scope
1.	How flexible is the SNS to respond to changing and evolving Government of PNG policy on decentralized service delivery?
2.	Analysis should focus on considering key developments in GoPNG policy context, such as the increased focus on the districts as a key level of government for service delivery.
3.	What recommendations can the review team make for SNS in order that it might best support service delivery improvements with a fluid policy context.

4.  TEAM COMPOSITION
Independent Consultants 
Three Independent consultants will lead the team with complementary skills in decentralization, capacity building, use of GoPNG systems, and Monitoring and Evaluation. Specifically: 
1.	They will contribute specialist knowledge and technical understanding in the areas of sub national governance structures and approaches to capacity building.
2.	Two will act as (co) team leaders by providing leadership and assuming overall responsibility for the whole review. In this shared role will be responsible for the final report although various sections will be contributed by other team members under their direction.
3.	Be responsible to AusAID for the overall conduct and management of the review including appropriate engagement with all team members, appropriate presentation of the review purpose and scope and appropriate engagement with review participants 
4.	Be responsible for the rigor of the overall review and the application of appropriate methodological inquiry to each area of the MTR focus. The M&E consultant will be expected to ensure that the findings and recommendation of the team are evidence based and that the analysis and presentation of that evidence is clearly presented in the final report. The M&E specialist will contribute significantly to the final report preparation in terms of these methodological matters.

Government of PNG representatives 
In addition to DNPM a representative from DPLGA and the National Research Institute will join the team.  
•	The DNPM representative will play the key Government liaison role and provide the PNG context on Aid effectiveness.  They will play a critical role assessing the implementation of the PNG Commitment on Aid Effectiveness through SNS.  
•	The DPLGA representative will assist the team understand the role and history of DPLGA as well as clarify issues around PPII and PLLSMA.  
•	The representative from the National Research Institute will be selected from the decentralization program and will play a critical role in advise the team on issues relating to the decentralized system of governance in PNG
The GoPNG representatives are expected to contribute substantially to the evidence base and analysis undertaken by the team. They may contribute directly to some areas of the review report but are expected to be consulted fully in preparation and drafting of the report.

AusAID Representatives
The role of the AusAID representatives is to provide AusAID’s corporate perspective and information to the review.  The representatives will be selected on the basis of their knowledge of the PNG program and the history of the development of SNS, the agencies work on use of partner government systems and corporate issues relating to co-location and the Implementing Service Provider model.  They will also play a critical role assisting the team to assess internal AusAID coherence issues as well as development effectiveness and international best practice issues.
TEAM ONE
	TEAM TWO
	
Felicia Dobunaba
TEAM LEADER 	Independent Consultant	Tony Land
TEAM LEADER	Independent Consultant	
John Fargher	Independent Consultant	Dr Alphonse Gelu	National Research Institute (NRI)	
TBC	DNPM Representative	Ben Nakin	DPLGA Representative	
Michelle Lowe	AusAID Representative	Steve Hogg (1 wk only) + Carli Shilito	AusAID Representative	

5.  TIMING
The review will be undertaken over a three week period from the 2nd to the 20th of March 2009.  With 5 days desk review for the independent consultants (includes review of concept papers and preparation of international best practice material) allowed prior to the review and an additional month to analyze the data, consult with the entire team and then draft the report. A further 10 days will be allowed to finalize the report following AusAID and GoPNG comments.

	Team 1	Team 2	
Week One	Review Team Briefing (1 Day)

DPLGA, PLLSMA, 
PPII (2 days)	Review Team Briefing (1 Day)

Sectors and ISP (2 days)

Preparatory
Morobe (2 days)	
Week Two	Phase Two
Milne Bay (3 days)

NEFC (1 day)
Review (1 day) 	Phase One
Sandaun (3 days)

NEFC (1 day)   

Review (1 day)          	
Week Three	Special Case

Bougainville (3 days) 

Review Team Discussion and Debrief and Steering Committee (2 Day)	Phase Two

East New Britain (3 days)

Review Team Discussions and Steering Committee Debrief (2 Day)	

6. Reporting Requirements

•	The Review Team to agree on the evaluation methodology and plan by COB Tuesday 3 March
•	Short Aide Memoire submitted by 20 March 2009
•	Draft report by 20 April 2009
•	Final Report 10 days after receiving AusAID and GoPNG comments on the draft

The report will be no longer than 30 pages exclusive of annexes. Most of the detailed data and analysis of data is expected to be presented within the annexes.

7.  Methodology
The methodological approach for the MTR is expected to use a mixture of data sources across multiple locations and stakeholder groups. This provides important opportunity to both understand situation within their context (e.g. Why change in one province is significant yet the same change elsewhere would be less important) and also to triangulate the major findings and theme. It is expected that the review will generate a rich field of qualitative and quantitative data and that the team will need to undertake ongoing analysis of this data as it is collected as well as having sufficient time after field work to undertake detailed and adequate data interpretation, analysis and presentation.  The methodology as proposed below will draw upon existing material, research undertaken prior to the review (specifically designed to contribute to the review) and direct data gathering and validation by the review team.

Review Focus areas	Proposed data collection process and  sample	
Review of achievements and outcomes to date.
	For the first area of focus, it is proposed that the team splits its consultations as follows. Clearly these visits will also be an opportunity for the teams to collect data about the second and third focus areas as required.
 	
Team one	
Team Two	

(i) Sub-National 	
Preparatory, Phase two provinces, Special Case	
Preparatory, Phase one & two	

(ii) National	
DPLGA, PLLSMA, PPII, NEFC	
NEFC	

(iii) AusAID Programs	
Central and Line Agencies in which AusAID Operate	
Other AusAID Programs
Other Donors	

1. Support for improvement of sub-national administration. This has included the PPII program and also other programs such as support to the autonomous region of Bougainville.	Data collection processes  for this area will include:
1.	Review of existing documentation
2.	Review and interrogation of concept papers (currently under preparation)
3.	Program of provincial visits with the following inclusions:
•	Courtesy call on Governor/PA
•	Incoming brief with PMT and short focus group session
•	Individual interviews with Co-located staff/Advisers
•	Individual interviews with supported functions (usually planning, budgeting, HR)
•	Focus Group with selected Sector managers/District Administrators (if required on top of PMT)
•	Individual interviews with other AusAID programs/ supported NGOs / other donors etc in the province (CBST, PCAB, etc)
•	Interviews with Provincial Aids Committee, chamber of commerce, women’s council or others as appropriate
•	Initial Briefing from DPLGA contact officer	
2. Support for sections of the GoPNG that have been concerned with sub-national governance. In particular this has included work with various divisions within DPLGA and also significant support for the work of NEFC.	 Data collection processes for this area will include:
•	Review of existing documentation
•	Review and interrogation of the case study papers (currently under preparation).
•	Interviews with
a.	Key officials from the relevant agencies of DPLGA, DNP, NEFC and NRI
b.	provincial administration 
c.	With key GoPNG departments that engage with PPII and PLLSMA. These would include central agencies such as DPM, Treasury and Finance as well as line agencies such as Health, transport Education and PSRMU.	
3. Work with other AusAID sectors and programs in PNG to so that they are better able to respond to service delivery challenges at the Sub-National level.

	Data collection processes for this area will include:
•	Review of existing documentation
•	Interviews with AusAID program staff from other sectors
•	Interviews with AusAID implementing agencies in the provinces and also in POM. That is managing contractors and advisors. The aim would be to understand the practical difference experienced by programs as a result of cooperation or contact with SNS.
•	One piece of research undertaken prior to the review. This would be a review of all design and reviews and strategy papers developed in the past two years to identify the way in which these documents have reflected an understanding and response to the GoPNG decentralisation approach. Would be undertaken by an independent researcher prior to the arrival of the review team and made available to the team as part of their data collection process.	
Review of mechanism and systems to implement SNS
•	Co-located AusAID officers	
Data collection:
1.	Interrogation of the concept paper (currently under preparation) 
2.	Comparison with international practice
3.	Interviews with provincial administrative staff and other provincial stakeholders	
•	An incentive system (within the PPII program)	Data collection: 
1.	Research undertaken in advance which would track how the PPII money has been used in each PPII province. For what purpose, how it complements the wider budget of the province, what has it enabled the province to achieve, both in actual services but also in terms of reorientating their administration to better service delivery (how it has been used for capacity building for example or as an internal incentive).
2.	Interviews with provincial administrative staff.
3.	Interviews with DPLGA and other GoPNG departments about the program.
	
•	Use of government systems for implementation and assessment across the program	Data collection:
1.Interrogation of the concept paper on SNS Theory of change
2.Comparison to international literature and experience
3. Interviews with wider AusAID program and also with GoPNG departments.	

•	Direct AusAID management together with the support of an implementing service provider	Data collection
1.	Interrogation of the concept paper (currently being prepared)
2.	Comparison with more traditional AusAID approaches on the basis of costs, personnel required, availability of skill mix, flow and management of information. 
3.	Interviews with ISP, GoPNG departments including DPLGA and NEFC and also with AusAID senior management.	
•	Extensive use of TA under a  capacity development approach	Data collection:
1.	Consideration of best practice and current SNS practice in comparison with this. 
2.	Interviews with key provincial and other departmental staff to explore the effective development of capacity through the program.
3.	Interrogation of the concept paper on capacity building (under preparation).
4.	Consideration of achievement versus costs and sustainability, undertaken through interviews and also quantitative data as prepared by the ISP on TA costs.	
•	A broad based M&E systems which focuses on selected outcome areas as well as process	Data collection:
1.	Review of available M&E reports in light of best practice and wider examples.	
Comparison with international best practice
In line with the twin objectives of this review, to both provide accountability about the progress of SNS and also seek to improve the program, the review is expected to undertake a comparison of SNS with the available examples and information about comparable programs of donor support to decentralised service delivery in other locations.
While it is appreciated that there are few completely similar examples available, the review team are expected to draw on the international experience to highlight relevant points of information or comparison that inform and challenge the further development of the SNS program.	data collection:
1.	Interrogation of concept papers 
2.	Review team preparation and analysis in particular in the areas of :
a.	Decentralised government systems and service delivery
b.	The commitments made by the Australian Government at Accra
c.	Working through partner government systems
d.	Co-location of donor government staff
e.	Specialist areas related to these including:
i.	Gender
ii.	M&E
iii.	HIV/AIDS